INDIA SMART CITY MISSION

INDIA SMART CITY MISSION

MISSION TRANSFORM-NATION

THE SMART CITY CHALLENGE

STAGE 2

SMART CITY PROPOSAL

SMART CITY CODE:

GA-01-PNJ

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
✔ Q11 point 3; Q 16
point 5

Adequate water supply including waste wat er recycling and storm

2.
water reuse ✔ Q11 point 1, Q16
point 3

3. Sanitation including solid waste management ✔ Table 5 point 4

4. Rain water harvesting ✔ Q11 point 1, Q16

point 3

5. Smart metering ✔ Q11 point 3, Q16

point 3

6. Robust IT connectivity and digitalization ✔ Q11 point 3, Q16

point 1 and 2

7. Pedestrian friendly pathways ✔ Q16 point 1, 2 and

5; Q 11 point 4

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

8.
cycling) ✔ Q16 point 1, 2, 4
and 5; Q 12 point 2

9. Intelligent traffic management ✔ Q11 point 4, Q12

point 2

10. Non-vehicle streets/zones ✔ Q 16 point 4

11. Smart parking ✔ Q 16 point 2

12. Energy efficient street lighting ✔ Q 16 point 5

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Q 12 point 1, 3, 4
13. Innovative use of open spaces ✔ Q 16 points 1,2,4,7

Q 16 points 1, 2, 3,
14. Visible improvement in the A rea ✔ 5, 6 and 7

Q11 point 4, Q 16
15. Safety of citizens especially children, women and elderly ✔ points 1, 2 and 5

At least 80% buildings (in redevelopment and green-field) should

16.
be energy efficient and green buildings

In green-field development, if housing is provided, at least 15%

17.
should be in ‘affordable housing’ category.

Q 16 points 1, 4, 5
18. Additional ‘smart’ applications, if any ✔ and 6

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

Status: Roads: 3.6% of area, 77 km, 3 - 14 m width

Efforts:
(i)Implemented : Signal-free city: Uni-directional roads and signage, paid parking (partial)
(ii)Plans prepared: Light-BRT, PBS, pan-city paid parking, ferry routing. Mandatory
signage policy commissioned.
(iii)Assessment: 64.8% energy use, 38.3% GHG emissions

Source - Revised CDP, 2015, LED Strategy for Panaji- 2015

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

Status (2011-12 SLB): 100% coverage, 198 lpcd., 100% metering, average daily supply:
6 hours, collection efficiency 75%, NRW 35% (2012-13)
Efforts:
• Implementation:
(i) Intake structure at Opa headworks, 50 MLD WTP at Curti, ( network replacement
(HDPE pipes)
(ii)DPRs prepared: Network rehabilitation, augmentation, smart metering, asset
management, cost recovery
Source - Revised CDP, 2015

c. Solid waste management programs in the city

Status: 100% household collection, segregation (2&4 fraction), 22% material & 49% cost
recovery
Implemented:
• 3 central & 92 decentralized compost facilities
• Material Recovery Facility, co-processing (cement factories), recyclables auctioned,
biomedical waste incinerated
• MSW bye-laws approved
• Lauded best practice (MoUD)
Source - Revised CDP, 2015

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d. Safety/ security conditions in the city

Implemented:
• Special tourist police force formed
• Regular police patrol in all areas
• Women safety: Helpline for women, women driver cab services
• Rationalizing level of pavements to ensure pedestrian safety
• CC TV camera surveillance at vantage points
• Citizen patrol For road safety
Source -Data from stakeholders – Depts. of Tourism, Police, CCP

e. Energy availability and reduction of outages in the city

Electricity:
• 2013-14: 91.8 Mn. kWh (77,498 tonnes of CO2e)
• No scheduled outages. Average 6 hours unscheduled outage/month.
Energy: • Total: 1,195,018GJ

Efforts:
• Plans: Smart Grid; PNG/CNG supply; 2 MW solar power (MNRE sanction received)
• ESCO for LED streetlight & Energy efficient municipal market lighting commissioned.
Source - LED Strategies for Panaji (2015)

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

• Housing stock condition: 79% - 'Good', 20% - 'Liveable', 1% - 'Dilapidated'.

• 100 % house tax demands raised and delivered
Efforts:
• Property tax collection (2013-14 to 2014-15): 6.9% increase. Online payment facility
• Building Plan Approval: 30 days
• Redevelopment: Mala area (MoHUPA, GoI)

Source - ‘Accounts Dept. CCP’, ‘Revised CDP, 2015’

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

a. Overall attendance of functionaries

Improved efficiency of staff due to introduction of biometric attendance system at the

CCP office in 2014-2015, to monitor staff/ conservancy workers’ working hours, Daily
attendance and monthly reports are generated. Payroll processing is more efficient.

Source - ‘Biometric attendance reports’ & data from stakeholders-City Corporation of

Panaji

b. Two-way communic ation between citizens and administration

CCP identified a stakeholder committee (citizens and inter-department) for consultations

on a regular basis for various purposes – development of holistic master plan, CDP,
heritage conservation plan etc. Consultations are held to develop plans, programmes and
review progress. Electronic citizen facilitation interface is needed.

Data from stakeholders – City Corporation of Panaji

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

Currently property tax payments can be made online.

Other E-governance applications are yet to be introduced.
DPR to introduce E-Governance/ M-Governance is prepared.
Zonal citizen facilitation centres are to be launched.
MIS to be introduced.
The CCP website displays certain statutory documents and the citizen charter.

Source -E-Governance DPR

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

Detailed representation of spatial information: municipal services, transport, architecture,

heritage and others, in prepared development plans.

On-going project to digitize archives on road network, building footprints, plot boundaries.
Active Database with infrastructure assets and services information - Climate Resilient
Infrastructure Services (CRIS) database.

Source- data from stakeholders – CCF, TERI

e. Availability of basic information relevant to citizens

CCP website: Citizens Charter, service related procedures, events’ information, schemes
and tenders, public disclosure of plans/ documents, budgets /accounts and an
e-newsletter.
Citizen charter for the State from the Directorate of Municipal Administration.
Online property records (Directorate of Settlement & Land Records)
Births and deaths registry (CCP)

Source- website ‘http://www.ccpgoa.com’

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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):

Panaji, the capital of Goa, is also the district headquarters of North Goa district. The city
has 30 administrative wards, covers an area of 8.12 sq. km with a population of 40017
persons (2011). It hosts 600,000 domestic and 88,000 international tourists annually
(2011), with a daily floating population of 5000-15000 persons. SWOT analysis results
from a synthesis of feedback received from stakeholders and focus groups in the city,
from an analysis of municipal service status and civic amenities’ provision and from an
understanding of the inherent economic, demographic, social and environmental
conditions in the city and from the City Resilience Index assessment.

STRENGTHS
• Panaji is endowed with natural beauty, abundant water resources and diverse natural
features like beaches, hills and lakes.
• The city’s Portuguese provenance lends it a unique character, memorable streetscapes
and urban form.
• The compact city form, small size and mixed land-uses contribute to its vibrancy and
walkability
• An excellent road network enables speedy inter and intra-state connectivity, and a well
laid out grid of streets in the city helps traffic dispersal.
• Large city level open spaces, parks
• Rich and varied biodiversity in Panaji enhances the livability quotient and ecological
sustenance of the city.
• High level of reliable municipal service provision
• Highly literate populace (literacy rate 87%) with large skilled workforce (Work
Participation Rate of 42.56% - 2011)
• Adequate educational and health facilities
• Presence of an active and engaged citizenry conscious of its heritage, culture and
environment

WEAKNESSES
• The city size is very small but it has to address the needs of a significantly large daily
floating population (nearly a third of its resident population)
• Unsatisfactory devolution of powers to CCP as defined by the 74th CAA.
• Systemic inefficiencies arise out of current institutional setup where different state
department para statals are responsible for service delivery in the city. Management of
services is difficult due to lack of coordination between them and the Corporation.
• Lack of efficient and integrated public transport facilities, both within Panaji and
connecting outgrowth areas to Panaji result in increasing private vehicle ownership per
capita.
• Increasing transportation conflicts and traffic chaos due to poorly managed tourist flows
through the city and increasing private vehicle ownership.
• High concentration of commercial activities along with the presence of godowns and
wholesale markets, service centers within the city increases traffic congestion, air and
noise pollution and makes the city pedestrian unfriendly.
• Inadequate amenities to cater to the large daily flows of tourists (ranging from mobility to

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parking facilities, sanitary conveniences, solid waste management, communications

(Wi-Fi) and tourist accommodation), overwhelming existing municipal service capacity,
which otherwise is adequate for the resident population.
• Concentration of commercial activities in the core city area causes traffic congestion,
problems due to on street parking, loss of pedestrian space, air and noise pollution
• Minimal IT enabled governance/services delays service delivery
• Inadequate storm water management combined with insensitive development,
disregarding water courses and hydrology has increased flooding during monsoons,
exacerbated during high tide periods.
• Lack of comprehensive conservation strategy to maintain existing heritage buildings and
precincts combined with poor awareness, resulting in neglect and loss of built heritage.
• Lack of affordable housing options within the city leading to slum formation or people
moving out of the city seeking affordable housing further away.
• Lack of an integrated approach to blue-green infrastructure creates vulnerabilities to
climate change events and flooding.
• Lack of an integrated tourism infrastructure results in inconvenience that citizens
encounter due to tourists.
• Tourism led urbanization is changing the nature of the city and the quality of life for its
inhabitants along with declining agriculture and loss of productive lands.
• Decreasing marine catch and loss of biodiversity due to urbanization pressures.
• Lack of jobs that match the skill sets of local literate workforce. Economy largely service
sector oriented.
• Lack of cohesive legal framework to maintain existing heritage buildings and assistance
for conserving cultural heritage

OPPORTUNITIES
• The economic growth potential of the city is significant considering its administrative
centrality and it being a much sought after tourist destination.
• The revision of the Outward Development Plan (ODP) of the city is currently underway
offering the perfect opportunity to dovetail projects from the Smart City project into the
ODP.
• Mangroves, network of creeks provide opportunity to use natural resources and existing
blue-green infrastructure to provide ecosystem services to help mitigate the impacts of
urban development and climate change events like sea level rise and flooding.
• The city’s built heritage and its unique form is essential to retain and promote tourism as
well as foster civic pride. Heritage structures also offer several possibilities for adaptive
reuse.
• The walkable scale of the city makes it possible to develop open space networks linking
the blue-green infrastructure and areas of tourist interest
• A comprehensive transportation plan that privileges public transport and is
pro-pedestrian would enhance the livability of the city.
• Existing skill sets of people could be tapped to promote a knowledge economy.
• Panaji is well equipped to transform and ensure a sustainable future, as analysed in the
City Resilience Index (CRI), urban vulnerability assessment, Low Emissions
Development strategy and city resilience plan.
• Land-uses like godowns and services, which are occupying prime locations in the city
core, could be moved out to open up new opportunities.

THREATS
• Limited availability of land for urban development and high rental costs, create a dearth
of affordable housing in the city.

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• Urbanisation and increasing land values result in the loss of built heritage as owners
wish to maximise profits.
• Due to rapid urbanization, the city’s environmental resources are adversely impacted,
potentially lowering the city’s resilience to various natural disasters.
• The city would face heavy losses due to sea level rise and flooding
• Severe traffic congestion and resulting air and noise pollution would affect pedestrian
mobility, citizens’ health and livability.
• With increase in population and vehicles the city may result in an unsustainable and
chaotic mobility model if appropriate actions and decisions are not made
• Lack of maintenance and increasing demand may eventually collapse the existing
infrastructure network

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4. STRATEGIC FOCUS AND BLUEPRINT

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

The city is as much about the ‘character of place’, as the ‘flows’ that pass through it. The
flows through the city make it vibrant and dynamic and include movement of people,
vehicles and goods; urban infrastructure flows like water, energy, waste; movement of
information, capital, data and even the movement of ideas.

Key focus areas of the Strategic Blueprint for the City:

• Enhancing livability for all citizens
• Retaining and promoting Panaji’s identity, heritage and cultural diversity
• Ensuring inclusive economic development
• Preserving and developing blue-green infrastructure to enhance resilience and increase
tourist appeal
• Advancing resource efficient, climate adaptive, low emissions oriented development

The strategic blueprint will address these focus areas by adopting the following
development approaches:

VALUING PEOPLE
The City puts its people first and nurtures citizens’ experience of dignity, ownership and
pride in their community/locality/city. Differing aspirations of all, whether young or aged,
rich or poor, able or differently abled, women or men, are considered and addressed.

CONSERVING HERITAGE FOR LOCAL ECONOMIC DEVELOPMENT

• The city shall strive to enhance visitors’ experience of the hospitality, heritage and
culture of Panaji
• World class tourist facilities to be developed, while conserving traditional architecture in
accordance with a comprehensive conservation strategy.
• Opportunities for adaptive reuse of heritage structures have significant economic value.
• Integrated tourist infrastructure services (accommodation, traffic management,
management of commercial spaces) will reduce stress on existing systems currently
designed to cater to local residents.

BLUE-GREEN SUSTAINABILITY
• A blue-green sustainability approach to be adopted. Existing blue-green infrastructure is
integrated with the built heritage and tourist destinations to create accessible, vibrant
open space networks throughout the city.
• Water resources are managed to preserve their capacity to provide essential ecosystem
services
• Enhanced native biodiversity is a key instrument to reduce adverse impacts of rapid
urbanization on the natural environment in Panaji and helps restore the natural wealth of
the city.
• Mangroves buffer against urban flooding resulting from increasing high tide levels and
resultant back-flows.

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CLIMATE RESILIENCE
• Long term sustainable development of the city to be ensured by adopting climate
adaptive strategies and low carbon/low emissions development. Infrastructure and
systems will be resilient to rising sea levels and consequently rising groundwater levels.
Renewable energy and energy efficient infrastructure will be adopted.

ECOMOBILITY
• Healthy, clean and unpolluted ambience of Panaji to be ensured through integrated
multi-modal public transit systems.
• Walkability enhanced through pedestrian infrastructure. Private vehicles and on-street
parking to be disincentivized.
• The city focuses on developing integrated multi-modal transit systems to improve
mobility and access to surrounding developing areas, reducing pressure on land and
infrastructure within the city.

SUSTAINABLE MUNICIPAL SERVICES AND CITIZEN CONNECT

• Civic amenities and municipal services will be strengthened, especially in slum-like
settlements in the city (seen in 24 of 30 wards), bringing them on par with the rest of the
city.
• Municipal service provision will be enhanced through use of real time feeds and data
analytics. This will improve efficiency, accountability and transparency.
Participatory governance and improved citizen connect through multiple fora including
web enabled services and Mobile and e Governance.

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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):

Panaji is endowed with several features that make it eminently livable. Its beautiful
setting, natural features, compact walkable scale and highly imageable urban form all
contribute to its livability. It is also well provided with a range of amenities like markets,
social and cultural institutions, as well as urban services.

The vision for Panaji’s development, as defined in the Holistic Master Plan of the city in
2013, has been reiterated in the current consultative process:
“Transforming The City of Panaji into a world-class, environmentally sustainable and
livable city for all, while preserving its heritage, cultural diversity and ecosystem through
community participation, innovation and smart solutions”

Reflection of city’s profile and unique challenges and opportunities in the vision:
Citizens of Panaji are proud of their heritage. There is a strong opinion that the urban
scape should reflect the heritage, architecture and way of life unique to the city.
Promotion of local culture to attract tourism is a USP which the City has developed and
would like to strengthen further.

Overall Aspirations & Goals:

Based on development priorities of the city stakeholders, as stated in the vision and in
line with the strategic direction for development of Panaji, sub-goals are developed at
citizen consultation fora and finalized through consensus and discussions.
Discussed and adopted sub-goals:
1. Enhance quality of life for all citizens by providing good quality municipal services in a
sustainable manner
2. Promote heritage and cultural diversity for local economic development and social
progress
3. Develop a productive knowledge society through adoption of participatory governance
and smart solutions
4. Adopt environmentally sustainable approaches: eco-mobility and multi-modal transit,
biodiversity conservation, renewable energy & a landfill-free city

Approaches to improve key metrics of livability and sustainability:

• Inter connected open spaces, enhanced accessibility to blue-green infrastructure and
walkable streets promote citizen to citizen as well as citizen to city scape connect and
create avenues for greater social interaction.
-Increase in local economic activity, increase in outdoor events
- Improved air pollution indices (Total GHG emissions from the city: 144,599 tonnes of
CO2e (2013-14))

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• Decongestion of roads by dis-incentivizing parking and promoting ecomobility:

multi-modal public transit systems and Public Bike Share programmes resulting in safe
walkable streets.
- Improvement in air quality
- Reduction in road accidents
- Improvement in pedestrian safety
- Increase in tourist footfalls
• Preserving natural biodiversity, conserving and enhancing terrestrial, aquatic and
estuarine ecosystems will ensure sustenance of the City
- Increase in tree cover (15000 trees proposed in SCP)
- Increase in aquatic biodiversity
- Reduced health impacts of urbanization
• Development activities (redevelopment/construction) are restricted by law in the
demarcated conservation zone in the city core area (approximately 1 sq.km in extent).
Living conditions in this area, specifically of the economically challenged, are improved
through revitalising aged infrastructure and providing civic services at par with the rest of
the city.
- 100% coverage of services: water, electricity, sanitation, storm water management
- Zero discharge of waste water to Rua de Ourem creek
• The city’s pride in its history, heritage and culture is preserved and promoted through
improvements in the conservation zone. Adaptive reuse of heritage buildings, leading to
economic benefits for local citizens, is a much desirable spin-off.
- Increase in number of tourist facilities and amenities
- Increase in number of local enterprises
- Increase in employment
• Blue-green infrastructure in the city is preserved and enhanced, resulting in multiple
benefits for its citizens – cleaner and less polluted environment, access to nature,
enhanced civic space and the resulting benefits of improved ecosystem services such as
increased fish catch, reduced landslides, lower or no flooding and improved water quality.
- Lower incidence of lands slides
- Lower incidence of urban flooding
- Improved fish catch
- Improved water quality in surface water
- Improved ground water quality
- Improved tourist revenue from water based amenities
- Increase in tourist influx

• Civic amenities/municipal services are upgraded by adopting technology based

interventions.
- Improvement in Service Level Benchmarks for municipal service delivery
• Sustainable waste management approaches continue to be promoted to reduce overall
environmental burden of poor waste management practices. Citizens are ensured of a
clean, hygienic, safe and appealing environment in the process.
- Reduction in resource footprint of the city
- Increase in recycling rate
- Reduction in un-scientific disposal of waste
- Reduction in GHG emissions as a result of fuel substitution in cement plants because of
refuse derived fuel from Panaji (more than 2500 tonnes since 2010)

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- 100% recycling of waste water

• Decongestion of roads by dis-incentivizing parking and promoting ecomobility:

multi-modal public transit systems and Public Bike Share programmes resulting in safe
walkable streets.
- Improvement in air quality
- Reduction in road accidents
- Improvement in pedestrian safety
- Increased commercial activity in local markets due to increased footfalls
- Reduction of fuel consumption
- Lower on-street parking

• Adoption of cleaner fuels, renewable energy and energy efficient municipal

infrastructure reduces carbon footprint of the city.
- Percentage shift to cleaner fuels
- Reduction in energy demand (15% proposed through Low Emissions Development
Strategy for Panaji – current energy demand of the city is: 1,195,018 Giga Joules,
accounting for 136686 tCO2e )
- Increase in % of renewable energy consumption (10% of total demand)
- Reduction in T&D power loss (Total consumption: 91.8 Mn. kWh, 2231 kWh per-capita,
GHG emissions of 77,498 tCO2e. Reduction of 14% estimated, amounting to 12.85 MU
of electricity and 10500 tCO2e of GHG emissions )

• Integrated urban water management and zero waste approaches result in lowering the
resource footprint of the city.
- Reduction in per capita water consumption (198 lpcd (2011-12))
- % of recyclables sold (approximately 350 tonnes sold already this FY)

• A participative governance model and a much engaged citizenry will be enabled through
use of ICT solutions.
- Improvement in citizen access: plans, project implementation
- Efficiency in redressal of consumer grievances
- Increased opportunities for citizen dialogue and interactions with administration
- Number of services available on an e-platform

The Smart City plan will result in an inclusive, cohesive, integrated, resilient, resource
efficient, biodiverse, low carbon/emissions oriented development dove-tailed with the
native culture, heritage and “Goan” way of life.

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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

The city received inputs from 19619 unique citizen respondents (~50% of city’s
population). Profile of stakeholders: School & college students, professionals, senior
citizens, women, slum dwellers, disability association, government officials, NGOs,
artists, sports persons, politicians, trade and industry associations, Confederation of
Indian Industry, Goa Chamber of Commerce and Industry. Stakeholders’ inputs into the
City Resilience Index helped identify priority sectors. Football team FC Goa and Goa’s
cycling community (rally through the city) supported the Smart Cities campaign and
submitted petitions.

Engagement modes and coverage:

1. Citizen Engagement Questionnaires-13775
2. Residential/ non-residential survey -848
3. College interactions -794 4. Focused Group Discussions -235
5. Stakeholder workshops -886 6. Zonal workshops, mobile van interactions-104
7. Essay Competition - 1522 8. Cycle rally -60
9. Social Media FB-974 10. MyGov.In (Polls and Discussion)-175
11. Ideas via Email -83 12. Panaji Smart City Mobile App & Website 183

TOTAL-19639

b. Engagement strategy to get best results from citizens

Extensive citizen engagement commenced very early on in the SCP preparation process
and continued until the selection of solutions and their financing models.

• Inputs were sought from citizens on their priorities for city development and aspirations
for the city (round 1 questionnaire).
• Opinions were also invited through idea drop boxes, essay competitions and digital
means.
• Considering the feedback, the core stakeholder committee defined the vision and
sub-goals, adequately addressing all identified priority sectors and concerns.
• The formulated vision and goals were again taken back to the citizens for their feedback
through questionnaires (round 2) and other digital platforms elaborated above.
• Priority sectors for pan-city solutions and areas for redevelopment were also put to vote
in the 3rd questionnaire and in the second stakeholder meeting.
• The 3rd stakeholder meeting resulted in citizens approving the implementation
methodology and financing plan.

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c. Different means of citizen engagement adopted

• Citizen interactions at 9 zonal kiosks

• An interactive expo for public at Garcia de Orta Garden
• Focus group discussions (artists, NGO representatives, senior citizens, government
officials, traders, women’s groups, college students)
• Inputs via idea drop boxes in kiosks and on mobile van
• Interactions in 8 city colleges with 794 students
• Doorstep surveys – 848 (residential and non-residential)
• Smart city cell: “Nalanda”, 5th floor, EDC building
• Questionnaire surveys: citizens, youth groups
• Extensive consultations with socially/economically backward sections in slums at
Muslim wada, St. Inez Tamba colony, Ward 13, Altinho, Wadeshwar Temple, Batlem,
Chincholim, Datta Mandir
• Talk shows on television: prominent citizens and political leaders
• Articles in the print media
• Engagement through digital media, via a dedicated PR agency
- Facebook- Imagine Panaji | WhatsApp- (8007712662) |
Email-smartcitypanaji@gmail.com
- Imagine Panaji Mobile App | -Imagine Panaji website – www.imaginepanaji.com
Blog and Opinion Poll: Mygov.in
- Hotline numbers (7798140337, 7798140538) established

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

The media (print and digital) has provided extensive coverage of the entire plan
preparation process. A total of 327 news clips were published in print, online and
electronic media: :
• Print media – 242 in 15 newspapers (175 positive articles, 35 negative articles and 32
neutral articles
• Online media: 66 posts in 12 online newspapers
• Electronic (television and radio) – 19

A glimpse of the major news coverage:

1. 24th October, 2015 – The Goan: Solution lies in transport modes and public spaces
2. 1st November, 2015 - The Goan - CCP Corporators speak: Smart suggestions for
smart city (Part 4/5)
3. 4th November, 2015 - Gomantak Times - Industry consortium proposes smart
solutions
Two official press conferences were conducted with the Commissioner and senior
officials to announce SCP preparation launch and subsequently to explain the progress.
A dedicated PR agency ensured regular and effective communication with citizens and
the media.

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e. Incorporation of citizen inputs in overall vision

Citizen inputs are incorporated in the development of the overall vision. 95% of citizens
have agreed to the formulated vision statement. Proposed goals were extensively
deliberated with and accepted by citizens.

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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 )

Four areas in total were proposed for selection. All three options were considered, as
relevant to the proposed area: retrofit, redevelopment and green-field development.
Discussion at the expo at Garcia de Orta garden and inputs through questionnaires were
analysed and “Upgradation of the Conservation Zone” in the core area of the city was
demanded by over 40% of respondents.

Selected areas of intervention include:

1. Church Square area improvement
2. Altinho urban poor pocket upgradation,
3. Rua de Ourem green/ recreational areas
4. Improvement of pockets of urban poor in Mala and beautification and area
improvement near Mala lake.

10. APPROACH & METHODOLOGY

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

The Panaji smart city vision and sub goals form the basis for defining the area based
development. The focus area was selected such that all 4 sub goals are addressed, while
ensuring maximum outreach and impact in terms of economic, environmental and social
sustainability.
The methodology adopted for selecting the area of intervention included stakeholder
engagement, an analysis of the city baseline vis-à-vis the 24 smart city features and
subsequent assessment of gaps/needs.
A. CITY PROFILE: The baseline analysis brought forth issues related to congestion,
deterioration of heritage/cultural areas, informal settlements of urban poor, water logging,
aging infrastructure, shortage of public spaces, solid waste management issues, lack of
public transport, environmental degradation (especially water based ecosystems: Mala,
springs and creeks), undermined heritage conservation and limited connect between core
city and Patto. Citizen participation in governance is limited. The City Development Plan,
Holistic Master Plan for the city and other detailed project reports identified several
projects addressing each of these challenges.

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B. CITIZEN OPINION AND ENGAGEMENT: Options for retrofitting/redevelopment or

green field development were discussed in stakeholder consultations and opinions were
sought through questionnaires.
The first two stakeholder consultations (14th October - 193 attendees) & (3rd November
– 150 attendees ) and the public meeting at Menezes Breganza Hall - 17th October (200
attendees), established the preference for retrofitting existing areas.
Specific sectors of intervention were further discussed with stakeholders through:
a. CITIZEN SURVEY FORMS: The second questionnaire contained 4 potential options
for area based development:
1. Retrofit/upgradation of conservation zone, 2. Redevelopment of government colonies
at St.Inez, 3. Redevelopment of pockets of urban poor and 4. Greenfield development on
Kadamba plateau
5133 responses were received which indicated 35% preferred upgradation of
conservation zone and 35% preferred redevelopment of pockets of urban poor, many of
which are within the conservation zone. Panaji has a “conservation zone” demarcated in
the Outline Development Plan, approximately 1 sq.km in area, in the city core area.
Given the limitations to development in this area due to its conservation status and
relatively poor living conditions, upgrading the conservation zone through retrofitting was
selected for the area based intervention.
b. ZONAL LEVEL MEETINGS: Zonal level meetings in different parts of the city were
conducted and potential options for area based development were discussed. A
preference for retrofit was indicated in 4 of 5 zonal workshops.
c. FOCUS GROUP DISCUSSIONS (FGDs): Focus group discussions with citizen groups,
NGOs, government departments, disability groups, representatives of urban poor,
environmentalists, architects, planners, artists, cultural experts, youth and others were
conducted. During the first round of citizen engagement, retrofitting clearly emerged as
the option with maximum potential. This was further tested through prioritization
exercises during FGDs in the second round of citizen engagement, where retrofit of core
city area emerged as a preferred choice.
d. DISCUSSIONS AT THE EXPO AT GARCIA DE ORTA GARDEN AND BAND STAND:
Maps of all 4 area based options were put up in the central garden area of the city,
Garcia de Orta. Nearly 90% of the citizens discussed details of retrofitting a portion of the
conservation area. During the regular Sunday band stand event, on 1st November, 4
options for area based development were shared and citizens expressed their interest in
selection of the core city area for retrofit.
e. ESSAY COMPETITION: An essay competition was conducted across the city and
1522 entries were received; 40% entries favoured retrofit of core area
f. STAKEHOLDER CONSULTATIONS: The identified 2 sq.km area for retrofitting was
shared with the citizens on 3th November during the 2nd stakeholder consultation,
suggestions and comments were given for including additional areas to the selected area

C. OPINION OF ELECTED REPRESENTATIVES: The MLA of Panaji and Mayor of CCP

along with Councillors participated in the Map kiosks set up at Garcia de Orta and
discussed issues pertaining to the core city area. They also participated in the second
stakeholders meeting, where discussions on the identified area for retrofitting were
undertaken.

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D. DISCUSSION WITH URBAN PLANNERS AND SECTOR EXPERTS: In most

consultations during FGDs with sectoral experts including urban planners; and individual
meetings with experts; retrofitting of core area was given priority, because of the potential
of such an intervention to improve living conditions within the core city, maximizing
benefits for citizens and tourists alike. Experts who developed/contributed to the Holistic
Master Plan and Decongestion Plan, which also focuses on the core city area, proposed
inclusion of projects from these plans in the SCP.

E. DISCUSSION WITH SUPPLIERS/PARTNERS: Discussions with government

departments dealing with infrastructure provision and suppliers of smart technologies
were undertaken and the scope for implementation of smart interventions like Smart
meters, SCADA, LED lighting, etc. was to ensure applicability/feasibility in core city area.
The 2nd stakeholder consultation meeting on November 3rd included presentations and
discussions with smart technology providers, supported by the CII.

HIGH POTENTIAL FOR ENHANCING LIVELIHOOD OPPORTUNITIES AND

HERITAGE TOURISM BASED REVENUE GENERATION

Panaji gets nearly 9 lakh tourists annually (including 1 lakh international tourists) and
nearly 2 lakh of these tourists visit core city and the Mala-Fontainhas area. Tourist influx
into the core city area is high, presenting a potential opportunity for increasing revenue
generation while creating more jobs for local populace. Potential for 'revitalisation' of
tourist destinations within the core area, focusing on heritage-culture-nature, local
revenue generation and employment; is highest in the core city area.

RELEVANCE OF THE SELECTED AREA OF INTERVENTION

A 2 sq. km. area in the Mala-Patto area is being considered for retrofitting activities,
specifically because redevelopment/reconstruction is not allowed in this area, which is
governed by existing conservation laws and guidelines. Interventions in this high density
core area would provide significant benefits to residents who are at a disadvantage
considering the conservation status of the area (covers 15 wards with an estimated
population of 14,134 comprising 3,560HHs), ensuring maximum outreach, impact and
significantly enhancing livability. An area retrofit in this locale will boost business potential
(estimated tourist population to the area is nearly 2 lakh) and enhance tourist/visitor
experience, thereby arresting further deterioration of the area.

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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 )

Focus of the SCP in the area is to improve livability through equitable, resilient and smart
infrastructure development. Adopting a blue-green sustainability approach, the proposal
addresses Pollution of Rua de Ourem creek, 35% Unaccounted for Water (UFW),
landslides in Altinho, biodiversity loss and annual flooding. Initiatives to improve access
to heritage and culture as a means to boost local economy through increased foot-falls
are also proposed.

(a) INTREGRATED URBAN WATER MANAGEMENT (IUWM) initiatives for closing the
urban water loop through efficient water supply (SCADA, GIS, smart meters), 100%
wastewater recycling (zero discharge into creek by 2020) and storm water management
(catchment conservation of springs, flood control measures, 5000 tree plantation to
reduce extent of flooding and landslides).

(b) BIODIVERSITY CONSERVATION initiatives for ecological restoration of Mala lake,

biodiversity enhancement in Jogger’s Park, documentation of existing biodiversity,
mangrove plantation in creek area and development of future conservation leaders.

(c) SMART MUNICIPAL INFRASTRUCTURE for the area including combined dedicated
utility trench, smart metering, 500 KW Solar roof top PVs, vacuum sewer in low lying
areas, CCTV and Wi-Fi; focusing on urban poor.

(d) ECOMOBILITY initiatives to decongest the core area and improve livability through
semi pedestrianization of the Church Square area, pedestrianization of 18th June road
and provision of public bike share infrastructure

(e) INFORMATION (e-database) AND CROWDSOURCING FOR HERITAGE to connect

citizens to heritage. Adaptive reuse of Old Secretariat, Goa Centre for Art, Culture and
Skill Development and promotion of the area as a movie locale would increase revenue
generation from tourism which can be used for incentivization of heritage buildings.

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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)

Dense development, mixed land use and colonial architecture, characterize the urban
form along left bank of the Rua de Ourem creek; whereas the high rise administrative hub
of Patto characterizes the right bank. Church square area, though a central point for the
city, is congested with dense traffic; Patto on the other hand, is isolated after office hours.
An approach towards creating public spaces, tourist attractions and complementing
urban spaces is proposed.

(a) PEDESTRIANIZED PUBLIC AREAS: Semi pedestrianization at Church Square to

create a public space that portrays the 'image of the city, portrayal of art and culture while
carrying forward traditions of street fairs like the “Purumentachem Fest” – a traditional
annual fair, open street restaurants on 18th June road, constitute a replicable model for
pedestrianized public spaces in the city.

(b) ECOMOBILITY: Walkways, pedestrian links between core city and Patto,
pedestrianization around Mala lake and along the Creek add to walkability. City-wide
Public Bike Share and reliable public bus transit systems are proposed. Resultant modal
shift and emissions reduction will contribute to mitigating the urban heat island effect.

(c) INTERLINKING CORE CITY AND PATTO AREA (COMPLEMENTING URBAN

SPACES) FOR CITIZENS AND TOURISTS: Opening up Patto area and Patto parking
after office hours, for event based tourism, provision of creek side sit-outs; ecological
restoration of abandoned Mala lake as a recreation zone are proposed.

(d) ENHANCED GREEN-COVER: 5000 fruit bearing trees in the 2 sq.km area and
mangrove plantation along the creek substantially increase green cover in the area.

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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 Committed funding under State government Committed funding is available for
programmes implementation of adaptive reuse of Old
Secretariat (Department of Art and Culture),
revival of Boca de Vaca (WRD and Tourism
Department), Upgradation of Patto STP (PWD)
and Green belt project (Tourism Department).
Additional CSR funding from EDC Ltd. is
available for revival of Fonte Phoenix

2 Integrated Power Distribution Scheme (IPDS) As part of 24x7 Power for all Mission, IPDS
DPR has been prepared and submitted to
Central government. Funding of nearly 30
Crores for metering has been sanctioned.
Provision for strengthening of
sub-transmission and distribution of power
within the city are also proposed to be included
in future.

3 Jawaharlal Nehru National Solar Mission of 500 KW decentralized solar roof top PV
Ministry of New & Renewable Energy (MNRE) scheme for the core city is proposed. 15%
subsidy from MNRE is available for
implementation of this project

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TABLE 1
S.No Missi on/Programme/ How to achieve convergence
Scheme/Project
4 People's Biodiversity Register The City is supporting the development of the
People’s Biodiversity Register for Panaji
through a financial assistance of 9.8 lakhs.

5 Small Grants Fund under Asian Cities Climate As part of Asian Cities Climate Change
Change Resilience network (ACCCRN) Resilience Network initiative, Panaji has been
allocated a funding of Rs. 17 lakh under the
Small Grants Fund to be used for capacity
building activities

6 Skill India Mission (SIM) and Digital India Mission Convergence with SIM and DIM is proposed.
(DIM) ULT India would be involved in provision of
Wi-Fi hotspots in Church and Mala area; which
can be converged with DIM. Linking to SIM can
be explored under GCACSD where skill training
related to heritage, biodiversity and nature
based eco-businesses would be given.

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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 )

Convergence with existing schemes would be undertaken through the SPV. Goa State
Infrastructure Development Corporation (GSIDC), the PMU for implementation, will be
responsible for ensuring compliance with procedures for accessing funds from various
convergence schemes.

1. Existing DPRs: Existing schemes where DPRs have been prepared (e.g. National
Smart Grid Mission - NSGM, Integrated Power Development Scheme - IPDS, Asian Cities
Climate Change Resilience Network - ACCCRN) and funding commitment is sought from
respective agencies, have been included in the area based interventions of the SCP. For
these DPRs, where smart elements are not already included, a provision for
supplementary DPRs would be provided to ensure adherence to essential features and
other components of area based development. An agreement from the concerned
department to include the smart component has been obtained and enclosed.

2. DPRs under preparation: All existing DPRs pertaining to the 2 sq.km area would be
modified to align with essential features of the SCP. These DPRs, after revision, would be
submitted to GSIDC (PMU) for approval. Only DPRs sanctioned by SPV/GSIDC (in
accordance with SCP) would be taken further for implementation.

3. Any future proposals (People’s Biodiversity Register, 500 kW solar roof top system,
proposals for skill development from the Goa Centre for Art Culture and Skill
Development) for the 2 sq.km area would be required to consider the provisions of the
SCP and dovetail proposed actions to the essential features of SCP. Approval by the
SPV/PMU would be mandatory for all future proposals within this area, until year 5.

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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

Potential for citizen Low Community discontent Work under similar

discontent: Provision of basic and potential conditions is taken up
services to settlements on the confrontation with by CCP under the
Altinho hill slopes is implementing Challenge Fund.
challenging due to the terrain authorities Community discontent
and high density of housing, was apparent due to
requiring prolonged ground long implementation
work. Inconvenience caused periods associated with
by disruption during provision upgradation/ retrofitting
of new infrastructure could and competing uses for
cause discontent, resulting in space. Repeated
community confrontation. interactions of senior
officials with citizens,
community leaders and
corresponding political
leaders ensured
continuation of work,
nearing completion
now.

Reduced political support for Low, since The Council Change of leadership at Adherence to the
SCP implementation Resolution for the SCP local/state level can provisions of the SCP
was passed lead to change in and its implementation
unanimously. approach towards will be the responsibility
implementation of the of the SPV. Citizen
SCP (upcoming local engagement during
elections in 2016 and plan preparation is
State elections in 2017) extensive and citizen
buy-in is ensured,
which would buffer
against this risk.

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TABLE 2

Ri sk Likelihood Impact Mitigation

Poor performance of Low, as commitment for Can delay project Alternate sources of
Financing plan for the SCP funding under Smart implementation or even financing, such as 5 to
Cities Mission and from stall project 10% Foreign Direct
State government is implementation leading Investments in Tourism
available. PPP feasibility to loss of faith among sector can be permitted
of projects has been citizens to meet costs of
established. implementation of SCP

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TABLE 2

Ri sk Likelihood Impact Mitigation

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16. ESSENTIAL FEATURES ACHIEVEMENT PLAN

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

All 16 essential features (EF) applicable for retrofitting have been addressed in the Area
based development plan.

1. CHURCH SQUARE REVITALIZATION (10 EFs)

Citizen consultations, highlighted citizens’ preference for open, pedestrian friendly
spaces, as envisaged for the Church Square under the Holistic Master plan.
Semi pedestrianization of Church square area can create a model for replicability of
pedestrian squares across the city Special focus on senior citizens and differently abled -
friendly pedestrian walkways and table top junction in front of the Church for safety
IT connectivity through Wi-Fi hotspots, digital information boards, tourist information
centres, and CCTV for surveillance , Open street restaurants with areas for portraying art
and culture are also proposed
IMPACT- Enhanced image ability of Church square: portray image of the city and
showcase art and culture of the city; improved walkability; drawing in more tourists and
residents to the area ; improved accessibility to the Church and safety of pedestrians;
reduced vehicle congestion and consequent improvement in air quality; increased
commercial activity and revenue due to increased tourist activity; improvement in overall
quality of life
RESOURCES REQUIRED/PRE REQUISITE ACTIONS
Land, Institutional and citizen support,Involvement of commercial establishments in
Church area (which would benefit from increased tourist foot-falls),Traffic management
during transition phase,Requisite notifications from the District Magistrate and CCP;
Human and financial resources
(EFs: non-vehicle streets/zones, innovative use of open spaces, encouragement to NMT,
safety, robust IT connectivity and additional smart applications, safety of citizens, visible
improvement)

2. INTERLINKING CORE CITY AND PATTO AREA FOR CITIZENS AND TOURISTS (9
EFs)
Citizen consultations highlighted that Patto has minimum citizen connect leading to
isolation of Patto area from the rest of the city; and poor condition of Mala Lake. The
banks of the Rua de Ourem creek, which separates Mala and Patto areas, are currently
bereft of any activity. Hence, with the broader aim of interlinking the two areas across the
creek and opening up the core city towards Patto, this proposal has two subcomponents:
Upgradation of Rua de Ourem Creek and Patto Area: Promotion of Patto area as a
destination for cultural events and street festivals unique to Panaji (youth centric), after
office hours (EFs innovative use of open space, visible improvement in area).
Promenade along Creek with Creek side restaurant sitouts , Provision of 2 new
pedestrian bridges and new road linking the two areas ,Revival of abandoned Creek side
kiosks

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Revitalization of Mala Lake:

Revival as pedestrian and recreational zone with focus on nature, biodiversity and art.
Open air sitouts for artists and artisans,Semi-permanent kiosks and food stalls
Nature trail from Mala lake to Maruti temple CCTV surveillance, tourist information
centres, wi fi spots (EF: robust IT connectivity and safety of citizens), Improved riverfront
development along Mandovi river (landscaping near Cruise jetty) soil conservation
measures and beautification of open spaces and bridges

IMPACT-Complementing urban spaces leading to increased footfalls; Revenue

generation from increased tourist influx ,Creation of a vibrant social space community
activities, Promoting multiple uses of existing space within the city, with added revenue
benefits

RESOURCE REQUIRED/PRE REQUISITE ACTIONS- Land ,Notifications for use of

Patto parking area ,Ferry operations to provide linkage to Patto,Human and financial
resources

(EF: Promote NMT and non-vehicle zones, visible improvement in area, pedestrian
friendly area, smart parking, visible improvement in the area, innovative use of open
spaces)

3. INTEGRATED URBAN WATER MANAGEMENT (3 EFs):

The selected area has a preponderance of water bodies – the subterranean spring
systems opening at Boca de Vaca and Fonte Phoenix, the Mala lake and Rua de Ourem
creek. Municipal water supply metering in the area is outdated, treated waste water from
Patto STP (proposed to be upgraded) is discharged into the creek and potential for
re-use is not being explored. Hence, water management becomes important.
Storm water management ,Flood control measures in Mala area,Revival of natural
springs,Delineation of catchment area of springs and catchment conservation plan for
springs,Upgradation of existing structures of Boca de Vaca and Fonte Phoenix to
Runoff reduction strategy,Reducing run-off and preventing land-slides through plantation
of 5000 fruit bearing trees. Residents will be approached to “adopt” trees under Adopt a
tree campaign. Wastewater management:,Promotion of Patto area as a destination for
cultural events and street festivals unique to Panaji (youth centric), after office hours
(EFs innovative use of open space, visible improvement in area).
Promenade along Creek with Creek side restaurant sitouts ,Provision of 2 new pedestrian
bridges and new road linking the two areas ,Revival of abandoned Creek side
kiosks,Opening up Patto parking for these events ,Development of Goa Centre for Art,
Culture and Skill Development (GCACSD): attract tourists and youth, leading to revenue
generation ,Food and wine festival -Proposed upgradation of STP at Patto
Real-time water quality monitoring of treated effluent from STP,Reuse of treated effluent
from Patto STP for secondary uses Zero discharge into the creek from STP by 2020
IMPACT-Facilitation in closing the urban water loop of the city
Reduced leakages and instances of water contamination due to redundant sewer lines
Reduction in instances of flooding in Mala area and reduced landslides on Altinho hill
Improvement in water quality of creek by 100% reuse of treated wastewater
RESOURCE REQUIREMENTS/PRE REQUISITES- PWD:nodal agency for upgrading
Patto STP; Requisite permissions are to be sought
Completion of 24x7 water supply scheme Human and financial resources

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4. IMPROVED QUALITY OF LIFE FOR URBAN POOR IN MALA HERITAGE ZONE (11
EFs):The Mala heritage zone falls within the conservation zone and is not amenable to
unregulated reconstruction/ redevelopment, due to development restrictions. Hence, the
city initiated a renewal and rehabilitation of urban services in the area as a pilot initiative,
under the Challenge Fund scheme of MoHUPA, GoI. Given the demonstrated impact of
enhanced liveability in the area and the satisfaction level of urban poor, it is now
proposed to extend the initiative to urban poor pockets within the Mala heritage zone,
which is characterized by narrow lanes, small rental/owned houses of urban poor and
traditional buildings (some of them over 400 yrs old), making it less practical to provide
conventional infrastructure in these areas. Provision of basic services in the area:
Combined utility trench for services (water supply, electricity, gas and telecom),
stormwater drains and sewerage network with individual connections.Improvement of
open spaces, sit-outs that respects the aesthetics and facilitates community interaction
Wall mounted energy efficient street lights for the narrow lanes
Upgradation of Altinho steps for improved connectivity
Identification of parking free zones,
(EFs: water supply, smart metering, sanitation, pedestrian friendly pathways,
encouragement to NMT, non-vehicle zones, EE street lighting, visible improvement in
area, additional smart applications)

IMPACT- Enhanced liveability ,Creating a clean neighbourhood with 100% access to all
services, opens up opportunities for adaptive reuse of heritage homes ,Showcasing the
heritage character by reducing traffic and services related issues
Ensuring improved quality of life for urban poor whilst generating employment
opportunities .

RESOURCE REQUIREMENTS/PRE REQUISITES-Land

5. PROVISION OF BASIC SERVICES IN ENTIRE AREA (10 EFs):

Results of a sample door step survey (residential and non-residential) in the demarcated
2sq.km area (900 approximately) indicated that 28% HHs are not connected to sewerage
and half of them resort to open defecation, 42% reported noise pollution and 62%
reported open waste dumps. Toilet provision was identified as a much needed initiative.
Complete upgradation of services is proposed in the selected area to enable replication
across the city in future. Key interventions under this project include:Upgradation of
infrastructure in the entire area:
Improved road surfaces and pedestrian friendly footpaths ,Provision of street furniture
and area beautification,Stormwater drainage and sewerage
Focus on additional ‘smart’ interventions: solar roof top systems – 500 kWp,
Network of piped natural gas ,Combined Utility trench for gas, electricity, telecom and
water compact transformers
(EFs: solar energy, water supply, smart metering, sanitation, robust IT, pedestrian
friendly pathways, encouragement to NMT, EE street lighting, visible improvement in
area, additional smart applications)
IMPACT-100% access to public conveniences reducing open defecation, resulting in
health benefits, clean access to dwellings, dignity and safety,Access to clean energy and
assured energy,Overall improvement in the appearances and level of service provision in
the entire area, which can be further replicated to entire city.
RESOURCE REQUIREMENT/PREREQUISITES -Support from citizens,
Interdepartmental coordination and Financial and human resources

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6. CONSERVATION OF HERITAGE AND CULTURE (3 EFs):

Owing to lack of clear guidelines, due provision of heritage conservation incentives under
building byelaws and lack of funds; heritage conservation interventions are becoming a
key challenge. Development of a comprehensive conservation plan and heritage
guidelines for the city. A transparent GIS database for all heritage structures would be
linked to a crowdsourcing platform where citizens can associate with heritage and culture
of the city to share experiences and memories. An art and artisan resource map and
ward characterization would be taken up. A Heritage Cell would be constituted under
CCP for conservation related activities. In order to ensure financial sustainability of
heritage cell, part of the revenue generation from area based activities is proposed to be
shared with the Heritage cell (through SPV and CCP) for conservation activities.
Branding of Panaji as a destination for International tourism is proposed: in association
with the Incredible India platform to promote Panaji as a filming locale with focus on
heritage and culture of the city. The city gets 9 lakh tourists/year and more tourists come
to neighbouring areas like Old Goa which is a UNESCO World Heritage site These
tourists can be attracted. Old Secretariat is proposed to be developed as a museum cum
gallery. For revenue generation. e- tickets would be made available at Old secretariat
(single ticket for all heritage areas).
Policy initiatives to enable direct CSR funding in heritage conservation
Updation of building byelaws to include provision for heritage conservation, parking and
incentives for sustainable practices
Signage policy in accordance with International standards and Provision of signage in
entire 2 sqkm area
(EFs: innovative use of open spaces, visible improvements to the area, additional ‘smart’
applications)

IMPACT-Increased citizen connect to heritage and history of the city,Transparent

platform for heritage related information,Constitution of Heritage Cell under CCP to
ensure enforcement of heritage based interventions

7. BIODIVERSITY CONSERVATION:
Nestled in the Western Ghats, a global biodiversity hotspot, the city of Panaji harboured a
unique assemblage of biotic species. However, it is under threat due to rapid
urbanization. Restoration of native biodiversity will lead to better ecosystem services and
ensures sustainable and integrated urban development.
Development of butterfly garden and bamboosetum in Joggers Park, Mangrove
plantation along the Creek to preserve biodiversity, offset flooding and improve water
quality; Revival of Mala lake area through desiltation and ecological restoration,
Interactive visitor area with herbal garden and butterfly corner are proposed for Mala
lake
IMPACT-Restoration of native floral species will ensure the revival of native faunal
species, many of which are critical for pollination and seed dispersal. Training of future
conservation leaders at the level of schools and preparation of People’s Biodiversity
register would be undertaken to ensure integrated urban planning and sustainable
development.
RESOURCE REQUIREMENT/PRE-REQUISITES-Permissions from CRZ, Involvement of
Forest Department and State Biodiversity board, Citizen ownership and active
participation of schools and children, Human resources, material resources in the form of
saplings, manure, etc. and financial resources.

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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 culture of citizen centric planning in Panaji, proven efficacy in revenue collection and
the relevance of the area based proposal, will all ensure its successful implementation.

1. Citizen centric planning:

An active and involved citizenry characterizes Panaji. Planning processes have always
considered citizen engagement and developed plans have been a true reflection of the
aspirations of the people. The Holistic Master Plan for the City, as an example, was
prepared through a similar process of extensive discussions and city wide consensus.
The Smart City Proposal is also prepared by seeking buy-in from all sections of the
society, the Government and the political class. Ensuring adequate consideration of
citizen aspirations, the Municipal Corporation accorded unanimous approval to the
proposal.

Inconvenience due to disruption, because of inherent limitations of the conservation area

could result in citizen discontent, which will be managed through active involvement of
senior officials, consultations with the community, community leaders and political
representatives. Implementation reports will be made public on a regular basis to inform
citizens of progress and potential delays.

2. Revenue Collection:

Revenue collection efficiency is considerable in Panaji and stands at 61% (2012-2013).

Citizens pay conservancy tax as part of the property tax. Commercial properties are
charged on pay as you throw basis. There is a culture of paying for services in the City
and citizens take pride in the same. Willingness to pay for services was ascertained
during the door step survey undertaken during the preparation of the Smart City Plan. As
a case in point, 82% of citizens demanded 24x7 water supply and 99% indicated that
they would agree to a 10% increase in tariff. If 24x7 power supply is ensured, 64%
agreed to tariff increase.

It is legitimate to assume that Panaji citizens will therefore agree to an incremental

increase in tariffs and taxes, provided efficient services are provided. This behaves well
for the implementation of the Smart City Plan, the sustenance of whose projects is
dependent on revenue based models. Proposed projects, specifically PPP based
projects, include revenue from user fees/service in their financing structure. If this
revenue stream is not as anticipated, the local authority will step in to bridge the gap.
CCP is undertaking a revenue rationalization study and consequently, it is anticipated
that there will be substantial increase in revenue.

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3. Area Selection:

The 2 sq.km Mala-Patto area, selected for the area based development, includes within it
a significant portion of the demarcated heritage conservation zone in the city. The project
results in infrastructure upgradation, which is otherwise not possible in this area, due to
development restrictions. Adaptive reuse of heritage buildings is made possible, with
attendant economic benefits.

Part of the area is prone to flooding and another portion to landslides. Proposed
interventions ameliorate critical problems – therefore it is rightly understood that citizens
will drive the implementation process and ensure its success.

Proposed initiatives require short term infrastructure disruption in the locality, which may
lead to citizen Activities will be coordinated and scheduled to minimize the period of
disruption. Inter-departmental coordination will be ensured by the SPV.

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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)

• Mechanisms are created to ensure equitable service delivery and address critical
issues
• Comprehensive conservation plan and heritage guidelines will be developed for the
conservation area
• A Heritage Cell would be constituted under CCP with representation of experts; and a
percentage of revenue generation from tourism related activities in the city, is proposed
to be diverted to the Heritage Cell to fund conservation activities in the city.
• Policy initiatives will be pursued by CCP heritage cell to enable direct CSR funding in
heritage
• Policy for adoption of heritage buildings and areas for upkeep through the Heritage Cell
• Equitable provision of services and civic amenities is ensured to all residents

Measurable impact: Comprehensive conservation plan prepared, heritage cell in CCP

functional, % rehabilitation of service networks (water supply, sewer lines, power lines,
PNG supply network), % improvement of road surface, storm water drain coverage, % of
non-networked areas now connected

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

• Semi pedestrianization of the Church Square would unclutter the core city.

• Interlinking core city and Patto through pedestrian links and provision for a promenade,
seating and restaurant sit-outs along the Creek would enhance citizen connect and
change the character of the creek area.

• Hitherto isolated, area surrounding the Mala lake will see increased tourist and citizen
activity.

• Opening up Patto area for cultural events, establishment of GCACSD and use of Patto
parking for events would increase footfall and make Patto a cultural hub with tourists and
locals.

• The Mala heritage conservation zone within the 2 sq. km area is characterised by high
density housing. Proposed interventions would open up areas for community sit-outs.

Measurable impact: % of open space, Increase in number of events in the area

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

Economic impact

• Improvement in the conservation zone will enhance opportunities for adaptive reuse of
heritage buildings. Local revenue generation opportunities are created.
• Increased tourist traffic contributes to the local economy. Adaptive reuse of Old
Secretariat is anticipated to significantly increase tourist influx. Combined ticketing for all
tourist locations and the heritage walk is proposed. Development of heritage and
conservation areas would lead to creation of additional tourist interests.
• Improvements in the Mala lake area, the Fonte Phoenix, Boca da Vaca and the creek
promenade create ideal vantage points for movie/filming locales, which are a significant
source of revenue.
• Creek side restaurants and cultural events at Patto also contribute to the local
economy.
• Savings in energy costs (energy saving of 7.5 lakh units) accrue from renewable
energy deployment; deployment 500kWp solar power is in the area.

Measurable impact: Increase in tourism linked revenue, Increase in employment,

Reduced expenditure for service provision

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

• Urban renewal (renewing sewerage, electricity and telecom lines, vacuum

sewers,storm drain improvement, combined utility trenching) in Mala-Fontainhas pocket
will result in enhancing the livability of the area.

• Equitable service provision and access to public conveniences is ensured. Well laid
lanes with concealed ducting, enhance visible appeal of the area. These improvements
also enhance safety and instil a sense of dignity.

• Residents take pride in their locality and develop an enhanced sense of self-worth, as
they are now able to live in clean and well provided for communities

• Creating public spaces at the Church square and 18th June Road and artist zones at
GCACSD and Mala lake would increase scope for social interactions and showcase
Goan culture.

Measurable impact: % reduction in number of sick days, % Increase in access to public

conveniences, % reduction in reported instances of contaminated water supply

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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)

• Proposed interventions focus on blue green sustainability, resource conservation,

enhanced biodiversity, deployment of renewable energy, ecomobility initiatives and
integrated urban water management

• The IUWM approach results in reducing the water footprint.

• Impacts of climate variability on the area are reduced through flood control measures
and mangrove plantations.

• Catchment conservation of natural springs by afforestation creates carbon sinks. Air

quality is improved through proposed plantation and ecomobility initiatives.

• Ecosystem services are improved by promoting native biodiversity and improving water
quality in the creek.

Measurable impact: % reduction in energy demand, % previous area increased, water

quality parameters within specified limits in the creek, water quality in Mala lake supports
aquatic life, % increase in green cover, % reduction in treated waste water discharge to
Mala lake, % contribution of renewable energy to energy mix

All initiatives can be scaled up to city level after successful implementation in the core city
area.

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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)

Panaji (40017 population and 8.12 sq.km) deals with 10.2 lakh tourists annually,
necessitating service provision for a population that far exceeds its residents.
Citizens overwhelmingly voted for inclusion of urban mobility (51%), solid waste
management (19%) and citizen engagement (7%) in pan-city solutions. Power supply
T&D loss reduction, 24X7 water supply and reliable street lighting are priorities from
inter-departmental and focus group discussions.

Consequently, to maximize the impact of the pan-city solutions, two thrust areas are
proposed, with several sub-projects under each focus area:

A. Intelligent Transportation Systems (ITS) for Ecomobility

and

B. ICT Enabled Municipal Services

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

A. INTELLIGENT TRANSPORTATION SYSTEMS (ITS) FOR ECOMOBILITY

A.1 NON MOTORIZED PUBLIC TRANSPORTATION - City wide Public Bike Sharing
System with 1,560 smart docks, pay stations with smart access cards and related
web/phone apps. 1,044 cycles and 66 stations will be provided on PPP mode.

A.2 INTELLIGENT TRANSPORT SYSTEM (for Light-BRT and Ferry):

• ITS components for traffic management and multi modal transport service management:
- Unified Command and Control Centre for all modes of transit: Real time data
transmission and management, integrated monitoring, redistribution, defect and
maintenance issues, billing, and customer data,
- Passenger Information System: Light- BRT and Ferry system
- Automatic Vehicle Location System: Light – BRT and Ferry system
- Integrated EMV based smart card system with card holder data and transactions
records : Common card for PBS, Light-BRT and Ferry system
- Integrated web based/mobile app: multi-mode transit information
A.3 SMART PARKING - Parking locators and automated fare collection

B. ICT ENABLED MUNICIPAL SERVICES

B.1 Smart solutions for effective Municipal Solid waste Management:

- Installation and Monitoring of RFID tagged litter bins

- CCTV surveillance at critical littering locations
- GPS tracking of waste transport vehicles and central monitoring
- Real time decision support from GIS integrated MIS system
- Monitoring personnel-biometric attendance system in zonal offices
- Web-enabled and mobile based interactive apps for information to and feedback from
citizens on municipal services

B.2 Smart metering for water supply

B.3 Smart grid for power supply

B.4 Radio Frequency addressable LED luminaires for street lighting

B.5 E-governance interventions

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21. APPROACH & METHODOLOGY

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

APPROACH AND METHODOLOGY:

•Citizen engagement through multiple channels and formats to ensure integration of
concerns and priorities of the City into the SCP.
•Discussions with line departments to (i) ensure cohesion with larger city planning
process for maximum impact and (ii) dovetail implementation with sanctioned/existing
schemes
•Discussions were held with political representatives during special meetings and open
fora
•City level assessment was conducted using Annexure 2 as a tool to seek feedback from
citizens.
•City Resilience Index was developed to ascertain critical areas.
•Service level assessment with focus on efficiency and data availability

CITY PROFILE AND SELF ASSESSMENT

Responses to the Self-Assessment questionnaire were compiled and analysed. Panaji’s
progressive status is evident in a majority of the scenarios vis-a-vis 24 smart city
features. The assessment form grades status of each parameter from scenario 1 to 4.
Scenario 1 indicates the least desirable status and scenario 4, the most desirable.
16 features were reported under scenario 2, 6 features under scenario 3 and 1 feature
each under scenario 1 and 4.
Waste water management emerged as the least developed sector due to absence of
adequate treatment facilities. Employment & economy, education, compactness, mixed
use, energy efficiency, transport, walkability, IT connectivity, ICT enabled government
services, energy supply, energy source, water supply, water management, air quality,
sanitation and waste management were all reported under scenario 2, with scope for
substantial improvement.
In prioritizing pan city solutions, all the following typologies were considered:
(1) Sectors for ‘ quick wins ‘ to move from progressive to advanced status –i.e. waste
management, water supply, walkability, citizen participation
(2) Sectors where the city is lagging that have to be prioritized for attaining progressive
status, i.e. ICT enabled government services, energy use, energy efficiency,
transportation and mobility, air quality
(3) Sectors with potential for city wide application, directly impacting daily life
(4) Sectors in which infrastructure and institutional structures already exist/are committed
or those which require minimal infrastructure investment
(5) Sectors with potential for revenue generation/ cost savings/ environmental benefits
(sustainability) – transportation, smart grids and RF addressable LED luminaires for
street lighting.

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CITIZEN OPINION AND ENGAGEMENT

Through responses to questionnaires, focus group discussions, feedback on online
platforms and at zonal kiosks, transport and waste management emerged as the biggest
concerns of the citizens, along with need for citizen engagement. During round 2 of
community engagement citizens overwhelmingly voted for inclusion of urban mobility
(51%), solid waste management (19%) and citizen engagement (7%) in pan-city
solutions. Congestion due to on-street parking, lack of pedestrian facilities and absence
of reliable and frequent public transportation was cited as an area of overriding concern.
Citizens were particularly concerned about inadequate facilities for collection and
disposal of waste, especially due to floating population. Citizens also suggested adoption
of mobile and e-platforms for grievance and service provision status.

ELECTED REPRESENTATIVES
•Elected representatives played an active role and provided suggestions at stakeholder
meetings, workshops, and in one-to-one dialogues with citizens:
•The importance of developing robust public transit systems, focusing on ecomobility was
stressed.
•Waste management concerns, specifically with regard to littering by tourists, along with
the need for effective treatment facilities
•Providing adequate paid parking facilities and the need to proceed with adoption of the
proposed parking policy
•The impact of pedestrianization on commercial activity was debated. Hon. MLA opined
that world-over, experience suggests an increase in commercial activity due to
pedestrianization and not vice-versa.
•Status of already submitted DPRs was also discussed. Security issues due to
non-operational and inefficient street lighting were also discussed.

URBAN PLANNERS AND SECTOR EXPERTS

Experts from Department of Transportation, Department of Town and Country Planning
Department of Electricity, Public Works Department, Goa Electronics Corporation,
National Informatics Center, CCP waste management cell and others played an active
role in informing the prioritization process. Goa Heritage Action Group, sector specialists
from CCF, LKS, EMBARQ, IT professionals association, members of industry
associations also participated in discussions and stakeholder consultation meetings.
Improvement of municipal service provision was strongly put forth.
•Planners: Walkability is the singlemost important feature of a compact city. Vehicle
congestion and on-street parking do not allow the city to exploit its urban form to citizen’s
advantage. Increase tourists and vehicular traffic are choking the city.
•Transportation experts: Traffic congestion (Goa has one of the largest per capita vehicle
ownership rates in the country: 1 vehicle/ 2 people), lack of public transport, growing
concerns on road safety and emission levels due to increase in private vehicles were
highlighted.
•CCP waste management cell: The need to address littering by tourists and residents
from outside Panaji (CCP jurisdiction) discussed. Pending waste management facility
proposed more than 5 years back was a source of concern.
•Public Works Department suggested that Smart metering and SCADA based monitoring
will reduce non-revenue water and result in efficient operation of water supply system.
•The IT professionals association indicated that transport and waste are two critical
issues that must be addressed in the city, to ensure livability.

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SUPPLIERS/PARTNERS
Consultations were organized with various technology providers, suppliers and potential
partners to discuss relevant smart solutions. The 2nd stakeholder consultation brought
together the community and the CII led industry experts, to discuss appropriate smart
solutions for Panaji. A range of smart solutions were reviewed and potential priorities
identified. Discussions, observations and priority interventions that emerged include:
•Use of clean fuel buses, electric vehicles and Integrated Transport Solutions were
suggested.
•It was suggested that ICT supported governance and monitoring systems will bring
transparency and accountability to the institution and overall working system.
•Smart metering for power supply and management through SCADA based systems was
suggested. The Electricity Department of Panaji and the India Smart Grid Forum
suggested convergence with the smart grid proposal for Panaji, submitted to Ministry of
Power.
Based on feedback from stakeholder engagement and service levels in the city, it was
decided to prioritize:
(1) Intelligent Transportation Systems (ITS) for Ecomobility
(2) ICT Enabled Municipal Services

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)

Issues related to governance and service provision were discussed during various citizen
interactions and identified during city profiling.
Issues related to Governance:
(i) Cost recovery and revenue mobilization is inadequate, Ineffective inter-departmental
coordination, Limited data access and sharing between departments ,(ii) Inadequate
citizen involvement in programme planning, implementation , avenues for citizen
complaint redressal,transparency in planning and execution ,monitoring systems for
service delivery ,regularly updated and reliable data, (iii) Limited capacity of the City
Corporation of Panaji is a major challenge impeding efficient programme roll-out , (iv)
Services are impacted by system inefficiencies due to ineffective devolution of powers to
the Corporation of the City of Panaji , (v) Monitoring municipal staff efficacy is much
desired to streamline operations.
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City profile and self-assessment indicate features requiring priority interventions are
transportation and solid waste management. Water/power supply and energy efficiency
features of the city can be quickly improved from scenario 2 to scenario 4 through smart
solutions.
ISSUES RELATED TO PUBLIC SERVICES-MOBILITY
Exponential increase in private vehicles, inadequate road capacity and on-street parking
leading to traffic problems, Large number of one-way roads increase travel duration
Intermingling of intra and inter-city traffic compounds congestion, Sub-optimal operation
of public transportation, Marginalization of economically weaker sections due to limited
public transport.
ISSUES RELATED TO PUBLIC SERVICES-SOLID WASTE MANAGEMENT
Outsiders dumping waste in CCP area, absence of robust treatment systems,•Over 40
black spots in city (locations with repeated littering on a visible scale) needing immediate
attention,10 of 92 decentralized composting systems are non-functional. Irregular bin
clearance monitoring.
ISSUES RELATED TO PUBLIC SERVICES-WATER SUPPLY
• Approximately 6 hours water supply daily, Inadequate water supply in Ribandar and
Market area
ISSUES RELATED TO PUBLIC SERVICES-POWER SUPPLY/STREET LIGHTING
• Inordinately high number of DG sets, occupying open spaces , Unscheduled power
outages (~6 hours/month) , Electricity department indicated 18% T&D losses within
Panaji , Frequent burn out due to poor street lighting infrastructure , Safety and security
of citizens and tourists post sunset is compromised.
Proposed pan-city plan seeks to improve transportation services and ensure efficient
municipal service provision, across sectors, through ICT solutions. Therefore this plan
focuses on 2 thematic areas: (1) Intelligent Transportation Systems (ITS) for Ecomobility
and (2) ICT Enabled Municipal Services
I. Intelligent Transportation Systems (ITS) for Ecomobility
Smart Solutions: •Smart public bike share system (smart docks and intermodal ticketing
scout SCP support), Smart bus transit through passenger information systems,
automated vehicle location systems, smart signals and centralized monitoring for all
transport modes, Smart technology to manage ferry system ,Multi-modal integrated fare
collection based on smart card technology and web based citizen apps, Smart parking
Real time online digital air quality monitoring stations .
IMPACT OF ITS SOLUTIONS FOR ECO MOBILITY
Efficiently managed inter-modal connectivity,Central monitoring system and unified smart
card ensure seamless integration of modes and efficient connectivity, Smart parking
management with digital information on parking availability and location decreases
on-street parking, Web based app provides real time information on all modes of public
transit and parking availability. Links to Intermediate Private Transport modes (autos,
taxis and bikes for hire) also possible,Monitoring of reduced air pollution, decreased fuel
use and enhanced livability
II. ICT enabled Municipal Services:
1. Municipal Solid Waste Management-Installation and Monitoring of RFID tagged 4 way
segregation litter bins (175 with 25 spare units), real time reporting to central monitoring
station in CCP, Compost bins in all 92 compost stations equipped with RFID tags ,GIS
based MIS system, Biometric attendance systems in 12 zonal offices ,GPS enabled
monitoring of waste transport, CCTV black spots monitoring and fines as per new
bye-laws. IMPACT-•Waste collection from litter bins and compost pits; and transportation
are effectively monitored, Worker efficiency is linked to payroll through bio-metric system,
RFID enabled litter bins for segregated collection and related IEC campaign will
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considerably reduce menace of strewn waste and litter, improving aesthetics and has
associated health and environmental benefits.
• Increased collection would lead to corresponding revenue increase from
recyclable/RDF sale.

2. Water Supply -Smart Water Metering and SCADA system:

• Advanced Metering Infrastructure, including AMR water meters at household and
electromagnetic meters at distribution network levels are proposed, GIS based SCADA
system for monitoring, Leak detection equipment to reduce Unaccounted For Water
(UFW) -IMPACT-• Reduction in non-revenue water, potential for demand based supply,
scope for implementing telescopic tariff ,Co-benefits of resource conservation and
reduced T&D expenditure,financial sustainability and in strengthening efficacy of
on-going 24x7 water supply project.

3. Power Supply:
Smart grid for power supply-(i) A smart grid is proposed in Panaji by Department of
Electricity. SCP proposes to extend funding to this proposal, awaiting Ministry of Power,
GoI sanction. (ii) Computer software, IT hardware and networking equipment for
deploying smart grid are sourced under SCP.
IMPACT- 14% reduction in T&D losses, improving supply reliability and, eliminating load
shedding and DG sets reliance; Reliable and unified communication infrastructure is
established, which may be used for other telecommunication purposes.

4. Street Lighting Energy Efficiency-LED luminaires with Radio Frequency Addressability:

5807 light fittings will be replaced with RF addressable LED fixtures and smart meters on
panels with wireless communication protocols will ensure dimmability ,ESCO contract
designed for installation of new poles and related hardware.
IMPACT-30% reduction in power consumption; 30% savings accrued ,DSM based
measures to reduce power consumption as a result of data made available , Reliable and
constant street lighting meeting International and national lighting codes.

5. Governance Issues:
Proposed Interventions:
• E-governance applications: G2G, G2C and G2B as per GoI benchmarks
• ICT infrastructure and hardware/networking backbone
• 3 citizen facilitation centres/ kiosks in entire city
• Interactive citizen apps- web enabled, mobile based with sms alerts for monitoring,
grievance redressal, service requests and suggestions for efficiency and transparency.
• MIS with spatial integration (GIS) for real time data for decision making
Impacts:
• Solutions will ensure service delivery, cost savings, transparency and increased
revenue
• Better inter-departmental coordination to strengthen governance and public service
delivery.

Proposed pan city solutions embedded on an ICT platform result in improving livability
and quality of life and create a ‘smart, connected and inclusive’ Panaji. Improved
efficiencies and cost savings/recovery are desirable outcomes.

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

The pan-city proposal is not only socially and economically inclusive but is also a great
equalizer which will build citizen connect across various strata and sections of society.

Proposed solutions are inherently unifying:

• The ecomobility pan-city solution addresses mobility needs of all citizens and issues
related to congestion, parking, road safety and air pollution.
• Bike share and smart signalling programmes aspire to balance “inequity” in utility of
road space, giving preference to cyclists and pedestrians.
• Low-cost, less carbon intensive and multi-modal transport systems like bicycling,
energy efficient buses and ferry transport services cater to the needs of all users.
• Proposed waste management, smart power, water supply and energy efficient reliable
street lighting solutions address all sections of the community, including tourists and
visitors
• Integrated systems of service provision managed through ICT tools, focus on citizen
connect and are powerful drivers of social inclusion.

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

PPP support not forthcoming Low Implementation of Tender specifications

proposed PPP projects will be defined
considering market
conditions. Detailed
financial modelling of
the project will ensure
financial viability. Any
required viability gap
funding will be through
shared revenues or
equity from the local
authority/state
government

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TABLE 3

Ri sk Likelihood Impact Mitigation

Lack of interdepartmental Low Inefficiency in Convergence of SCP

coordination, Inadequate project implementing proposals with various schemes,
management and lack of specific and delays, specifically in improved
and realistic key performance E-governance initiatives, inter-departmental
indicators targets and action plan since the GIS platform is a coordination through
common platform for all SPV, inclusion of
services officials from key
departments in the SPV
Periodic review,
monitoring and progress
report on public domain.

Political apathy and lack of Low No ownership and Liaising and building
institutional support willingness to support trust with political
project implementation leaders,
through requisite council Senior official
resolutions and intervention to ensure
involvement in decision successful
making for SPV implementation. Regular
functioning briefings and meetings
with high level
government officials to
report project secure
necessary approvals

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TABLE 3

Ri sk Likelihood Impact Mitigation

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25. FRUGAL INNOVATION

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

Different components of the pan-city proposal have drawn inspiration from several Indian
cities well as international cities that have successfully achieved desired results. Some of
them are:

• Biometric Attendance System-- The Greater Hyderabad Municipal Corporation

• Bin Monitoring with RFID Tags-- Cleveland, USA and Can Tho City, Vietnam

• CCTV Cameras at Zonal Offices/Sorting Centres-- North London Waste Authority,

London, UK and Kensington, Kingsford, Maroubra and Randwick, New South Wales

• Global Positioning System Devices on Vehicles- The Nashik Municipal Corporation

• Central Monitoring System for Transport-- City of Hamilton, Ontario,Canada and Can
Tho City, Vietnam

• Citizens’ App-- City of Houston, USA,- Several cities in India are now promoting
citizens’ app (Delhi, Noida etc.)

• Public Bike – Share programme -- Copenhagen

• Passenger Information Systems-- Los Angeles

• ITS -- Medellin Intelligent Transportation Systems

• Pedestrianization –- Bogota (frugal solution)

• Smart Ticketing- - Oyster Cards, London ; - Octopus Hongkong, and - U Pass, South
Korea

• M Governance -- Rajkot (frugal solution)

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The pan-city proposal for ecomobility for Panaji is being developed along the ecomobility
model of Suwon, Seoul and other European cities that have successfully revived their
core city centers. Several cities globally are pursuing an urban transport policy that is
harmonious with the environment and focuses on community culture. Sustainability, Low
Emissions Development and urban resilience guide the development of pan-city
solutions. Technology is leveraged to deliver prioritized solutions, which are by-and large
implemented largely through the PPP mode. The SCP fund is used only as a leverage
fund, resulting in drawing far greater investments through other equity modes, such as
PPPs. Efficiency in municipal services is ascertained through investments in technologies
which are a fraction of the business – as-usual (BAU) cap-ex costs.

Benefits accruing from top-up/ leveraging investments enhance impact of urban service
provision, as defined by resilience and resource efficiency criteria. As a case in point, the
proposed solid waste management solutions or the smart mobility solutions cost only a
fraction of the total cap-ex, but are resulting in real time monitoring of operations and
resource optimization in deployed systems, ensuring their efficient functioning over the
life time of the project. Inclusivity and standardization of levels of service is ensured.
In this context, all projects proposed under the pan-city solution are frugal solutions with
substantial and disproportionately large benefits and spin-offs (with respect to costs)

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 National Smart Grid Mission, Ministry of Power Development of Smart Grid for Panaji City –
Government of India 141.6 Cr. 30% of the project cost as a grant
from Government of India under NSGM –
proposal submitted for approval. Remaining
cost is being sought from the SCP under the
pan-city initiative.

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TABLE 4
S.No Missi ons/Programmes/Schemes/Projects How to achieve convergence
2 Swachh Bharat Mission- Urban, Ministry of Urban The Waste management programme fulfils the
Development, Government of India objectives of the Swachh Bharat
Mission-Urban. An integrated solid waste
management facility and collection &
transportation infrastructure will be installed on
a PPP mode, while the ICT enabled
components for collection, transportation and
monitoring of facilities and personnel is being
sought under the SCP

3 Digital India, Department of Electronics and Embedded E Governance and MIS application
Information Technology, Government of India, with GIS integration. Financial resources are
National E-Governance Plan being sought under the Smart Cities Mission
proposal for PAN city solutions. The
implementation of these components will
further the realization of objectives of the state
and central government with regard to the
Digital India programme.

4 National Urban Transportation Policy 2014, Aligned with the objectives of the National
Ministry of Urban Development, Government of Transportation Policy. The state government of
India Goa has committed procurement of vehicles
and infrastructure on the Public Private
Partnership model. Financial resources for the
digital / ICT enabled components is being
sought under the Smart Cities Mission proposal
for PAN city solutions.

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 INDIA SMART CITY MISSION

TABLE 4
S.No Missi ons/Programmes/Schemes/Projects How to achieve convergence
5

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27. CONVERGENCE IMPLEMENTATION

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

1. Development of Smart Grid for Panaji City - A Detailed Project Report prepared by the
India Smart Grid Forum for Goa State Electricity Board is submitted for sanction of funds
to Ministry of Power, GoI, under National Smart Grid Mission. If approved, 30% of project
cost in form of a grant will be provided by MoP. 70% of total project cost is requested
from SCP. Project components include advanced metering for demand management,
SCADA based distribution automation, Enterprise Application System and cyber security.
Smart grid infrastructure would result in carbon emissions reduction, increased energy
efficiency and reduced energy demand.
2. Smart Metering for Water Supply to be implemented by SPV, will complement the
State government sponsored scheme for provision of uninterrupted water supply in
Panaji city. Financing to address UFW and revenue enhancement through smart
metering and SCADA is being sought under the pan-city proposal.

3. Waste Management in Panaji city is geared to achieve zero waste disposal through,
100% collection, treatment/processing of waste for resource recovery and scientific
disposal of inert waste, in compliance with the draft MSW (M&H) Rules 2014. An
Integrated Solid Waste Management (ISWM) facility and related C&T infrastructure will
be developed under PPP mode, in furtherance of the objectives of Swachh Bharat
Mission (Urban). Resources for financing ICT enabled ‘smart’ components for monitoring
facilities and personnel, real time data for optimization, interactive citizen apps for better
connect and service delivery are being sought under the pan-city proposal.

4. Digital India objectives will be met through implementation of E Governance and ICT
solutions to improve municipal service delivery through real time data and sensor based
technology and integration of MIS with GIS mapping. SCP Panaji seeks funding for it.

5. Ecomobility initiatives for improved public transportation (clean fuel and electric buses,
ferry, and upgraded bus terminus) and public bike sharing are funded under the PPP
mode with the State government as an equity partner. Other ICT enabled components
are sought to be funded to further the Nat Urban Transportation Policy 2014.

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)

Panaji’s continued focus on sustainability as a driver for implementation: Panaji is a

pioneer in adopting and implementing sustainability driven projects. The city, as a
member of the International Compact of Mayors, has committed to reducing GHG
emissions and ensuring climate resilient development. This unwavering focus on
sustainable development is one of the greatest drivers for ensuring SCP implementation.
Any shift in focus of SCP implementation, for any reason, will result in stalling
implementation. The SCP has Government, political and citizen approval.

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 INDIA SMART CITY MISSION

Appropriate action will be taken to drive SCP implementation as per plan.

Detailed assessments completed and ready for implementation: The city has completed
detailed assessments and developed Detailed Project Reports for Public Bike Share
programmes, Smart grid implementation and others. The holistic master plan details out
several projects included in the SCP. Hence, Panaji is already in an advanced stage of
preparation to implement projects immediately, subject to fund approval.

In order to ensure that prepared DPRs and plans are current, the City will revisit the
DRPs and plans prepared over a year ago and revise implementation plans and cost
estimates to meet current and future demands.

Inter Departmental Coordination and Project Management Capacity: Implementation

capacity of the SPV is augmented by the vast and proven experience of Goa State
Infrastructure Development Corporation, as the PMU. GSIDC has effective working
relationships with multiple departments, ensuring time-bound implementation.

In an unlikely event of substantial project delays, jeopardizing the project, the PMU shall
be replaced, with due permissions.

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)

1. Short term (within 1 year)

• Improved cleanliness of surroundings, no littering
• Interactive Citizen Apps – to register and redress complaints and service requests
2. Medium Term (1-3 years)
• Route optimization and increased cost savings; revenue enhancement in waste
management
• Reduction in congestion
• Public Bike Sharing and Smart parking facilities available (PPP mode)
• Increased fleet of buses and redesigned Kadamba bus terminus (PPP mode)
• Smart power meters will incentivise off-peak hour power utilization and bring down
costs to consumers due to increased T&D efficiency
• Enhanced, reliable street lighting, lowering long term O&M costs
• Availability of reliable public transportation (Light BRT)
3. Long Term (3-5 years)
• Reduction in Unaccounted For Water (UFW), cost savings for consumers and the
system; revenue improvement
• Improvement in air quality, safety, efficient energy use
• Redesigned Kadamba bus terminus (PPP mode)
• Availability of ferry services

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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)

• Availability of online, web-enabled services e.g. building permissions, payment of taxes,

fees and utility bills.
• Improved efficiency in implementation of provisions of the citizen charter.
• Reports from monitoring of staff performance (specifically staff involved in MSW
management, with potential to extend to other departments)
• Increased citizen connect through Web-based and mobile enabled Citizen apps – ease
of access to government services and complain redressal mechanisms
• Increase in transparency and accountability of governance system
• Central monitoring systems will help in establishing a single focal point per service for
enabling better decision making based on real time conditions and performance.
• Ease of inter-departmental coordination through a single integrated MIS system
integrated with a common GIS database
• Effective public disclosure of documents, plans and implementation progress
• Improved revenue through better resource utilization
• Provision of uninterrupted service, demand side management ensured through
monitored and controlled systems

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

• Real time monitoring of waste collection bin evacuation and waste transport vehicles
improves service efficiency, coverage, public health and hygiene

• Meeting and exceeding the MoUD recommended service benchmark for public transport,
through
- Presence of inclusive, equitable multi-modal means of transit ( Light-BRT and ferry
system), easing pedestrian access to public spaces and promoting ecomobility
- Increase in the fleet size, frequency of service and level of comfort
- Availability of information to minimize waiting times
- Reduced congestion and pollution

• Requisite parking space available for tourist vehicles and integration with public transit
modes for easy mobility

• Metered and monitored 24x7 water supply, enhance efficiency, reducing system costs;
enhancing revenue collection through efficient billing

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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

AREA-BASED DEV ELOP MENT

1 1.Pedestrianization of Church (1) Tourist (1) 10.2 lakh (1) 20% increase 1. Financial All
Square (incl services and Garcia population tourists to the in tourist inflow resources: components:
de Orta extension) Taluka Rs.23.99 Cr. by year 3,
2.Table top junction (including 1.3 2. Human other than
3.Semi-pedestrianization of 18th lakh (2) 20% increase resources – semi-perman
June road and open street international); in revenue Consultants,SPV, ent stands
restaurant nearly 8 lakh generation from PMU, CCP and line for art and
4.Semi permanent stands for art visit Church tourists in Church departments culture and
and culture Square square 3. Land in Church semi-pedestr
5.Tourist facilitation centre square and part of ianization of
6.Digital signboard (2) Commercial (3) 100% 18th June road 18th June
7.Wifi hotspots (2) Source of activity resurfacing of 4. Citizen Road: year
8.CCTV Revenue (markets and main roads. All acceptance and 4.
generation hotels mainly) main roads will participation
and paid taxi be provided with
(3) Roads in 2 services pedestrian
sq.km area walkways.
(3) 24.67km
(4) Complete
(4) 4 wheelers (4) 1100 nos pedestrianization
presently parked along entire of selected part of
on entire 18th length of 18th 18th June road
June road June road

2 Interlinking core city and Patto (1) Tourist traffic in (1) Negligible (1) At least 1000 1.Human Year 4
area for citizens and tourists: Creek area and tourists/year to resources through
A) Upgradation of Rua de Ourem Mala lake (2) Negligible Creek and Mala SPV and line
Creek: lake by 2020 2.departments
1.Green Belt (2) Footfall in (3) 1 3.Financial
2.Goa Centre for Art, Culture and Patto after office (2) 20% increase/ resources: Rs.
Skill Development hours, other than (4) Static minimum 1000 61.45 Cr.
3.3 pedestrian bridges hotels footfalls/ month in
4.Promenade (5) Barricaded Patto by 2020
5.Wi fi (3) Pedestrian
6.Zonal Tourist Kiosk links across Creek (6) (3) 3 pedestrian
7.Road-bridge over Creek Approximately links across
8.Food and wine festival (4) Mangrove 1000/yr Creek, 1
9.Patto parking for events Cover additional road

B) Revitalization of Mala Lake: (5) Visibility of lake (4) 20% increase

1.Lake Beautification in mangrove
2.Nature Trail (6) Foreign tourists (5) Lake visibility
3.Fountain visiting Mala (6) 2,000
4.CCTV Heritage area tourists/yr, 500
5.Real time monitoring student training/yr
6.Zonal tourist kiosk as Future
7.Wi fi conservati

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Table 5
S Activity/component Indicator Baseline Target Resources Likely date
. (as on) required of
N completion
o
3 Integrated Urban Water Flooding in Mala Frequent Atleast 25% 1. Human Year 3
Management Visitors to springs reduction in resources through
1. Wastewater (Patto STP, Patto STP Negligible flooding SPV and PMU
vacuum sewers, 100% recycling) discharge instances at Mala 2. Land
2. Stormwater Status based on Nearly 30mg/l 5000 visitors/year 3. Financial
(spring conservation, flood HH survey: to springs resources – 28.82
control, 5000 tree plantation, a. Metered supply a. 61% of HHs Reduced to Cr.
revival of Boca de Vaca and b. Willingness to b. 61% of HHs minimum 5mg/l
Fonte Phoenix, real time pay for better c. Reported by a.100% metered
monitoring) Supply 7% of HHs 24X7water
c. Contamination None supply
issues 0.57 MLD b. Increase in
d. Water logging baseline not revenue for better
% of treated waste established water supply
water recycled c. Nearly zero
Quantity of treated contamination
waste water issues
discharged to d. 75% reduction
Creek from Patto in water logging
STP

4 Improved quality of life for urban (1) Slum HHs (1) (1) 5 proposed 1. Human Year 4
poor in Mala Heritage Zone dependent on Approximately public toilets for resources through
public toilets or 60% Mala-Fontainhas SPV and PMU
1.Dedicated utility trench OD area (out of total 2. Land
(electricity, telecom, PNG, water) (2) Common 23 proposed 3. Financial
2.Dedicated utility trench (2) Open waste toilets) resources: 11.05
3.Sewerage, storm water, Street dumps (3) Few (2) 100% D2D Cr.
lights collection
4.Altinho steps (3) Community (4) Poor (3) More
areas condition: community areas
Potholes & as part of
(4) Roads and encroachment extension of
pavements Challenge Fund
(5) Frequent initiative
(5) Repeated (4) 100%
Relaying of roads
excavations
and pedestrian
friendly
pavements

(5) Dedicated
utility trench

5 Provision of basic services in (1) Water supply (1) 55% (1) 100% 1.Financial Year 4
entire 2 sqkm area (based of coverage (2) 61% (2) 100% smart resources, 261.58
sample HH survey) (3) Poor metering Cr.
1.Roads (2) Metering condition (3) 100% 2.Human
2.Utility trench for electricity, (4) common improved roads resources though
telecom, PNG (3) Roads and (5) Around and pedestrian SPV and PMU for
3.Sewerage and storm water pavements 70% approx friendly walkways management and
drains (6) Leakage, (4) Dedicated through contractor
4.Street lighting (4) Repeated 40 year old utility trench with for execution (with
5.Rooftop Solar PV excavation for network removable covers preference to
services (7) 40% (water, telecom, employ urban poor
(8) reported electricity and in construction
(5) Storm water gas) activities)
drainage (5 & 6) 100%
Storm water
(6) Condition of drainage and
Sewerage network Sewerage
(7) 23 public
(7) HHs without toilets
toilets (8) OD free

(8) Open
defecation

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Table 5
S Activity/component Indicator Baseline Target Resources Likely date
. (as on) required of
N completion
o
6 Heritage and Conservation Heritage listing Prepared Conservation
1.Heritage Cell Heritage In place plan, notification
2.Detailed survey Committee None for TDR, of heritage listing
3.Conservation plan Examples of few for Heritage Cell
4.Transparent platform Adaptive reuse adaptive reuse Promotion of
5.Adaptive reuse and TDR Negligible adaptive reuse
6.CSR investments CSR investments Negligible Adoption of
7.Signage in heritage Most revenue minimum 5
Tourist inflow to through hotels, heritage
Old Secretariat shopping, buildings/ areas
Tourism revenue beach tourism under CSR
generation ~20 (poorly 50,000 tourists/yr
Signage in 2 sqkm designed) to Old Secretariat
area Negligible 20% increased
Existing Platforms revenue
for connect generation from
between citizens film, festival and
and heritage carnival tourism
International
standard signage
(20 no)

7 Biodiversity Conservation Bamboo Augmentation of 1.Land availability Year 2

plantations Negligible native 2.Human
1.Butterfly garden Diversity of birds number of biodiversity resources through
2.Bamboo corner and butterflies regenerating SPV, PMU and line
3.Lake restoration Number of trees were 25% increase in departments for
4.Herbal Garden regenerating trees observed mangrove monitoring
5.Mangrove plantation Restoration of during transect plantation, 3.Biotic inputs
6.Future conservation leaders Mala lake walk in 2 sq km 20% increase in (saplings, fish, etc)
Mangroves area mangrove 4.Financial
Decline in plantation. resources 2.09
Bird diversity and plantation Atleast 10% 5. Potential to
density in the city Negligible Increase in secure funding
is very low mangrove biodiversity: floral under Nagar Van
tourism and faunal Yojana scheme,
Biodiversity Although city is MoEF&CC, GoI
close to Dr.
enthusiasts 1000 biodiversity and State
Salim Ali Bird
and nature Government
Sanctuary, the
enthusiasts funding from Dept.
bird diversity is
registered of Social & Farm
low
through PBS. Forestry

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Table 5
S Activity/component Indicator Baseline Target Resources Likely date
. (as on) required of
N completion
o
PAN-CITY SOLUTION
1 ITS for Ecomobility ITS enabled public Not present All public buses A. Financial 48 months
1. ITS system for buses: smart transit and ferries are Resources- from start
ticketing (multi-mode integrated), On street enabled with 1. ITS system for date
fleet location, multi-modal central Smart parking parking Automatic Vehicle L-BRT, dynamlc
command and control center systems in 100% causing Location System signalling, mobile
2. Smart parking parking facilities congestion on and monitored app: Rs. 15.47 Cr.
Application and sensor system streets centrally 2. Smart ferry:
3. Smart applications for ferry Impact of system: Rs. 0.12
system: Smart ticketing systems, ecomobility on air Air quality not Smart Parking Cr
automated craft location system quality monitored in deployed 3. Smart parking:
4. Dynamic signalling improvement the city 1.73 Cr.
(prioritization system for cyclists, 3 real time 4. 3 air quality
pedestrians/Light-BRT) automated air monitoring
5. 3 Air quality monitoring quality monitoring stations: 4.05 Cr.
stations stations 5. PPP financing:
buses, bus
terminus, parking,
Ferries: Rs. 299.98
Cr.
B. SPV, Vendors

2 ITS for Ecomobility – Public Bike % increase in use No Smart Public Bike 1. Financial 24 months
Share: smart docks and smart of non- motorized infrastructure to Share programme Resources Rs 8.46 from start
access cards transport support Cr. for smart date
non-motorized PBS system in components, 8.48
transport place with 1044 Cr. PPP financing
Increase in modal cycles, 66 for hardware
share of cycling stations and 1560
1% share of docks 2. SPV, PMU,
cycling in Vendor/
modal split Concessionaire

3 ICT Enabled Municipal Services - % Segregated Inadequate ICT enabled 1. Financial 12 months
Solid Waste Management Collection from facilities for facility in place to Resources – 2.15 from start
1. Procurement of RFID tags/ public places segregated monitor 100% crores date
readers Litterbins and compost collection from segregated
2. GPS/GPRS enabled vehicles % Waste public places collection from 2. Human
3.Biometric attendance system Transportation public places resources through
4. CC TV camera in 40 black spot from public places Inadequate SPV, PMU and line
locations facilities for ICT enabled departments for
%Cost Recovery transportation facility in place to project tendering,
of waste from monitor design and
public places transportation of monitoring
waste from public
49% cost places 3. vendors and
recovery suppliers
Cost recovery
increase by 10%

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Table 5
S Activity/component Indicator Baseline Target Resources Likely date
. (as on) required of
N completion
o
4 ICT - Enabled Municipal Revenue Revenue 100% revenue 1. Financial 36 months
Services: Smart Meters for collection Collection collection Resources: from start
Water Supply efficiency efficiency 75% Rs.27.33 Cr. date
A. Electromagnetic meters at
network level, NRW % NRW 35% NRW 20% 2. Human
B. AMR meters at HH level, resources through
C. SCADA software, SPV, PMU and line
D. GIS mapping of network, departments for
E. asset management and tendering, design
F. accounting software and monitoring

3. vendors and
suppliers

ICT Enabled Municipal Services: E Gov DPR for E All citizen 1. Financial 36 months
5 E Governance with MIS applications –G2C Governance services (G2C) Resources: Rs. from start
integrated with GIS mapping: online and are available 15.88 Cr. date – Year 1
A. E- Governance Applications, accessible and Property tax online and 2. Human to Year 3
B. IT infrastructure available can be paid accessible to resources through
C. MIS integration with GIS MIS integrated online citizens SPV, PMU and line
mapping, with GIS mapping Spatial info on departments for
D. Interactive citizen apps Disclosure on surveys and MIS system project tendering,
E. 3 Zonal citizen facilitation Municipal services plans available integrated with design and
centers and finances online GIS mapping for monitoring
F. Digital connectivity – Wi-Fi Availability of IT decision making 3. Vendors and
hotspots infrastructure Web portal of and real time suppliers
Mobile CCP , e – data flow
Governance for newsletter
G2C services Information
dashboards with
Presence of IT
visualization of
citizen facilitation infrastructure is
spatial and
centers inadequate
service data
Public Wi Fi Mobile
Services Governance
Deployment of IT
not operational infrastructure
Not available

ICT Enabled Municipal Services Uninterrupted No scheduled Uninterrupted 1. Financial 24 months

6 -Smart Grid for Electricity and Power Supply outages. 6 power supply Resources: Rs. from start
Street Lighting upgraded to LED hours per 111.35 Cr. for date
based Conventional month average Energy use Smart Grid Project.
Energy Use% outage reduction by MoP, GoI grant for
15%;10% training, other
% Reduction in Consumption: reduction in hardware costs.
use of 91.8 Mn. kWh conventional 2. Rs.18.82 Cr. for
conventional (77,498 tonnes energy use LED luminaires.
energy through of CO2e) Poles in selected
energy efficiency Per-capita: 100% LED based area: funded by
measures and use 2,231 kWh street lighting SCP area based
of renewable cost proposal.
energy DPRs prepared Implementation Other pan-city
for Smart Grid, of Smart Grid costs for
LED Street
% Reduction in Project infrastructure:
Lighting,
T&D losses T&D loss funded by an
Energy efficient
reduction 14 % ESCO
municipal
3. Human
market, Solar
Resources: ESCO,
Master Plan
SPV, PMU

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

Area Based Development has 7 components

CHURCH SQUARE REVITALIZATION (year 1 to 4):
Short term: Re-routing of traffic (Milestone or M), paid parking (M), tourist facilitation
centres - 3, digital information boards, CCTV, Wi-Fi.
Medium Term: DPRs, pedestrianization (M) |Long term: Street restaurants, artists’ zone
INTERLINKING CORE CITY AND PATTO AREA (year 1 to 4):
Short Term: CCTV, tourist facilitation centre, tendering and DPRs (M), Wi-Fi provision
Medium term: Green belt, pedestrian links (M), real time water quality monitoring (M),
Patto parking, Development of GCACSD (M), creek sitouts (M)
Long term: Road-bridge link, lake beautification (M), nature trail
IUWM (year 1 to 3):
Short Term: Real time STP water quality monitoring
Medium term: Patto STP upgradation (M), Vacuum sewers, revival of springs, catchment
conservation, trees plantation, online tree census
Long term: flood control in Mala (M), recycling plan (LT).
IMPROVED QUALITY OF LIFE FOR URBAN POOR IN MALA HERITAGE ZONE (year 1
to 4):
Short term: Improvement of steps, feasibility studies, DPR
Medium term: Combined utility trench, service provision, roads pavements.
SERVICE IMPROVEMENT IN ENTIRE AREA (year 1 to 4):
Short term: DPR
Medium term: Dedicated utility trench (M), service provision
Long term: Improvement of open spaces, public toilets, roof top solar PV, provision of
roads, pavements
CONSERVATION OF HERITAGE (year 1 to 4):
Short Term: Consultancy, Tendering
Medium Term: GIS survey, Panaji as filming locale, Conservation plan, crowdsourcing,
Heritage cell in CCP; Policy for CSR, Building byelaws, signage | Long Term: Old
Secretariat
BIODIVERSITY CONSERVATION (year 1 and 2)
Short Term: Joggers park – Butterfly park, bamboosetum, Mala Lake ecological
restoration, Mangroves along creek | Medium Term: Future conservation leaders

Pan city solutions comprise two components:

1. ITS for ECOMOBILITY (year 1-4)
(i) ITS FOR PUBLIC TRANSPORTATION & SMART PARKING
Short term: Air quality monitoring stations
Medium term: Smart Parking, ITS facilities for buses, Smart Card System, integrated
mobile app
Long term: Multi-modal command and control centre, ITS for ferry, Integrated mobile
application (ii) PUBLIC BIKE SHARE SYSTEM
Short term: Public Bike Sharing system operational-
Pre-requisites: Operationalize 6 parking lots in the city on Public Private Partnership
mode, Redesign Kadamba Bus Terminal on Public Private Partnership mode and ensure

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 INDIA SMART CITY MISSION

2. INFORMATION COMMUNICATION TECHNOLOGY (ICT) ENABLED MUNICIPAL

SERVICES: (year 1-3)
(i) ICT ENABLED WASTE MANAGEMENT:
Short term: DPR preparation, tendering, procurement, deployment of RFID enabled litter
bins, vehicle tracking systems, bio-metric devices in zonal offices, CC TV monitoring of
black spots
(ii) SMART METERING FOR WATER SUPPLY
Medium term: Procurement and deployment of smart meters, MIS Integration
(iii) E GOVERNANCE WITH MIS INTEGRATED WITH GIS
Medium term: IT infrastructure in place, MIS software development, rollout of G2C
E-Governance applications, citizen apps/ e-platforms, ICT enabled Citizen Facilitation
Centres ,Installation of Wi-Fi hot spots ,Complete integration with MIS and GIS, portal
developed Long term: Rollout of key G2G and G2B E Governance Applications

(iv) SMART GRID FOR ELECTRICITY AND LED BASED STREET LIGHTING
Medium term: Installation of LED based street lighting
Installation of Smart Grid for power supply

33. SPV
The SPV is a critical institution for t he implementation of the P roposal. Describe the SPV you propose
to create in your city, with details of its composition and structure, leadership and governanc e, and
holding pattern. Based on your responses in Table 6 describe how you envision the SPV to fulfill the
role set out in the Mission Guidelines. (max. 500 words)

Table 6
(CHECKLIST: supporting documents for 1-7 must be submitted in Annexure 4)
S. No. Acti vity Ye s/No

Resolution of the Corporation/Council approving Smart City Plan including

1.
Financial Plan. Yes

2. Resolution of the Corporation/Council for setting up Special Purpose Vehicle. Yes

Agreement/s with Para Statal Bodies, Boards existing in the City for
3. implementing the full scope of the SCP and sustaining the pan-city and area- Yes
based developments.

4. Preliminary human resource plan for the SPV. Yes

5. Institutional arrangement for operationalisation of the SPV. Yes

If any other SPV is operational in the City, the institutional arrangement with
6.
the existing SPV Yes

7. Additional document/s as appropriate Yes

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 INDIA SMART CITY MISSION

The Corporation of the City of Panaji, after stakeholder consultations, has decided to
constitute a Special Purpose Vehicle (SPV), - the “Imagine Panaji Ltd. (IPL)”, as a
limited company under the Companies Act 2013, subject to approval from Registrar of
Companies. The State Government of Goa and the Corporation of the City of Panaji
will be the promoters of the SPV, having 50:50 equity share holding. The Articles of
Association governing the functioning of IPL will be defined by the Model Articles of
Association by (GoI).

IPL will be governed by a Board of Directors consisting of a Chairman, a Professional

CEO and 9 other Board Directors comprising of one representative each from:
i. Ministry of Urban Development, Government of India;
ii. Department of Urban Development, Government of Goa;
iii. Department of Finance, Government of Goa;
iv. Corporation of the City of Panaji;
v. the citizens of Panaji
vi. Industry Association and
vii. Institute of Architects/Planners/Engineers
viii. Principle Chief Engineer, Public Works Department, Government of Goa
ix. an independent director, selected from data banks maintained by the Ministry of
Corporate Affairs.

The board shall include atleast one woman director. Presence of a prominent citizen
of Goa on the board will ensure citizen-connect and two-way information flow. She/he
will also be a member of the city level Smart City Advisory Forum.
The state government will appoint the Chairperson of the IPL a pool of Divisional
Commissioner/ Collector/Municipal Commissioner/ Chief Executive of the Urban
Development Authority. The governing board of the IPL will also form functional
committees viz Audit committee, HR committee, project implementation committee, to
ensure regular monitoring and support IPL functioning. It will meet 4 times a year to
review project implementation. Annual General Meeting of the Board will be
conducted once a year, in accordance with rules of the Companies Act 2013. Key
members of the IPL include a Chief Finance Officer, Company Secretary, Chief
Technology Officer, Chief Knowledge Officer, an engineer, an urban planner, an
environmental specialist and a procurement officer. The existing SPV for fast track
implementation of infrastructure projects i.e. The Goa State Infrastructure
Development Corporation (GSIDC), will function as the Project Management Unit
(PMU) and will also provide technical staff support to IPL. Additional staff will be
recruited as needed to ensure full functionality. To ensure operational independence
and autonomy in decision making, the Goa State Level High Powered Steering
Committee (SLHPSC) has in principle agreed to empower the IPL by delegating the
rights and obligations of municipal council and decision making powers available with
City Corporation of Panaji (CCP)/North Goa Planning and Development Authority
(NGPDA) and Goa State Urban Development Authority (GSUDA) to the IPL. Buy-in is
secured from all government departments (e.g. Department of Tourism, Department of
Electricity, etc.), which are involved in the roll of the SCP, as is evident from letters of
commitment enclosed as annexures 4.7 to 4.31 Vendors and other local knowledge
partners such as LKS India, TERI and ICLEI shall support the SPV as is required.

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34. CONVERGENCE
In Table 7, give details of the government (Central, state/ULB) departments, parastatal organizations
and public agencies who will be involved with the time-bound execution of each of the project
activities/components (both area-based and pan-city) you have identified. (In Annexure 3, include a
flowchart showing the network/relationships that the SPV will form with government and 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 Church Square revitalization (1) SPV (2) PMU (GSIDC) (1) Project Anchor: Preparation
(3) City Corporation of of ToRs, progress review,
Panaji (CCP), including financial management,
heritage cell (4) District monitoring, reporting
Magistrate (DM), RTO, (2) Operational support to SPV
Police, Tourism (3) Hand-holding department
Department, Horticulture (4) Supporting department:
Department, ULT India, advisory services for project
PWD implementation and structuring,
(5) NGOs, Consultants, project design, technical advise,
shopkeepers and restaurant responsible for long term O&M
owners in the area of project.
(6) Corporate houses for (5) Participation, sensitization,
CSR (7) Town and Country hand holding (6) Investors
Planning Dept. (7) Regulatory authority

2 Interlinking Core City and Patto Area (1) SPV (1) Project Anchor: Preparation
(Upgradation of Rua De Ourem Creek and (2) PMU (GSIDC) of ToRs, progress review,
Revitalization of Mala Lake) (3) CCP, Tourism financial management,
Department, Dept of Water monitoring, reporting
Resources (WRD) (2) Operational support to SPV
(4) Department of Art and (3) Handholding department
culture (DAC), PWD, RTO, (4) Supporting departments:
EDC, Pollution control advisory services - for
board (PCB) implementation and structuring,
(5) Forest department, State project design, notifications,
Biodiversity Board (SBB), technical advise, long- term
Department of Science O&M, permissions
Technology & Environment (5) Long term O&M, and
(DSTE) technical support for
(6) Restaurant owners environmental aspects (6)
(7) Consultants, NGOs, Investors (7) Participation,
residents, urban poor sensitization
3 IUWM (1) SPV (1) Project Anchor: Preparation
(2) PMU (GSIDC) of ToRs, progress review,
(3) PWD, WRD, Tourism financial management,
Department, CCP monitoring, reporting (2)
(4) SBB, DSTE, Forest Operational support to SPV
Department, (3) Handholding departments
(5) North Goa Planning and for water, wastewater,
Development Authority stormwater (4) Supporting
(NGPDA) and Town and departments: advisory services
Country Planning (TCP) for implementation and
(6) Consultants/ Advisors, structuring, project design, long
Goa University, CBOs term O&M, permissions
(5) Regulatory authorities (6)
Hand holding, Technical advise

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 INDIA SMART CITY MISSION

TABLE 7
S.No Acti vity/ Component Department/agency/ Role/responsibility
organization
4 Improved quality of life for urban poor in Mala (1) SPV (1)Project Anchor: Preparation
Heritage Zone (2) PMU (GSIDC) of ToRs, progress review,
(3) CCP, PWD financial management,
(4) DM, Line departments monitoring, reporting (2)
(PWD, GAIL, Electricity Operational support to SPV
Dept, BSNL) (3)Handholding departments
(5) Citizens and NGOs, (4)Supporting departments:
Consultants advisory services, clearances
(6) Vendors for implementation; structuring,
project design, technical advise,
long term O&M, permissions
(5) Hand holding (6)
implementation, O&M on
contract basis

5 Provision of basic services in 2 sqkm area (1) SPV (1) Project Anchor: Preparation
(2) PMU (GSIDC) of ToRs, progress review,
(3) CCP financial management,
(4) DM, Line departments monitoring, reporting
(PWD, GAIL, Electricity (2) Operational support to SPV
Dept, BSNL) (3) Handholding departments
(5) Consultants (4) Supproting departments:
(6) Citizens and NGOs advisory services for
(7) Vendors implementation, project design,
technical advise, long- term
O&M, permissions
(5) Hand holding
(6) Participation, sensitization
(7) Technical support,
implementation, O&M of
infrastructure on contract basis
6 Conservation of Heritage & Culture (1) SPV (1) Project Anchor: Preparation
(2) PMU (GSIDC) of ToRs, progress review,
(3) CCP, PDA, TCP, financial management,
Heritage Committee, monitoring, reporting
Heritage Cell (HC) (2) Operational support to SPV
(4) Directorate of Art & (3) CCP - Handholding
culture (DAC), Tourism department. Others: Support
Department departments - O&M,
(5) Prominent Architects, formulation of strategies,
artists and Conservationists; regulations, implementation
Goa College of Architecture, (4) Supporting departments:
Goa University, Goa Facilitation, implementation,
Heritage Action Group, O&M support (5) Expert advise,
CCF, Consultants, CBOs/ think- tank, support to Heritage
Prominent Citizens, NGOs, Cell on conservation activities

7 Biodiversity Conservation (1) SPV (1) Project Anchor: Preparation

(2) PMU (GSIDC) of ToRs, progress review,
(3) Forest Department, financial management,
State Biodiversity Board, monitoring, reporting
CCP (2) Operational support to SPV
(4) Tourism department, (3) Handholding departments:
DSTE (including Goa Facilitation and resource
Coastal Zone Management contribution for implementation,
Authority), WRD, O&M
(5) Goa University, Schools (4) Supporting departments:
and colleges, local NGOs, advisory services for project,
citizens, Teachers, implementation, project
Consultants structuring
(5) Think tank, sensitization

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 INDIA SMART CITY MISSION

TABLE 7
S.No Acti vity/ Component Department/agency/ Role/responsibility
organization
8 ITS for Ecomobility: (1) CCP (1) Handholding Department
ITS for public transportation (Public bus & (2) Goa Police (Traffic (2) Supporting department:
Ferry system) and Smart Parking police department) Integration of intelligent traffic
(3) Directorate of Transport, signalling system with on-going
Goa upgradation. (3) Supporting
(4) Kadamba Transport department: Advisory services
Corporation Ltd (Goa State (4) Supporting department:
undertaking for transport) Coordination, - route planning
(5) Private vendors (5) Equipment supply, O&M
(6) PPP contractors (6) PPP contractors: Light BRT
operation; operation of ferry
system; redesign, O&M of
Kadamba bus terminus (to
support Light BRT)

9 ITS for Ecomobility: Public Bike Share (1) CCP (1) Handholding department –
programme (2) PWD responsible for project
(3) Town & Country execution
Planning (2) Supporting department:
Demarcation of lanes for
bicycling (main roads),
designation of slow traffic
movement roads (side streets)
(3) Supporting department:
Advisory services on location of
bike-sharing stations

10 ICT - Enabled Municipal Service Delivery – 1.1: SPV 1.2: PMU (GSIDC) 1.1, 2.1, 3.1, 4.1: Project
1. Solid Waste Management 1.3: Corporation of the City Anchor – Preparation of ToRs,
2. Smart Meters for Water Supply of Panaji (CCP) 2.1: SPV progress review, Financial
3. Smart Grid for Electricity and 2.2: PMU (GSIDC) 2.3 management, monitoring,
4. Street Lighting upgraded to LED based Public Works Department reporting,
2.4 CCP 1.2, 2.2, 3.2, 4.2: Operational
3.1, 4.1: SPV support to SPV
3.2, 4.2: PMU (GSIDC) 1.3, 2.3,3.3, 4.3: Handholding
3.3: Department of departments: advisory services
Electricity to structure projects,
3.4: India Smart Grid Forum responsible for long term
(ISGF) operation of facilities
4.3: CCP 3.4: Project design, technical
4.4: Department of advice 4.4 Advice on power
Electricity infrastructure

11 ICT Enabled Municipal Service Delivery -E 1.1: CCP 1.2: Public Works 1.1: Handholding department
Governance with MIS integrated with GIS Department 1.3 Department 1.2 – 1.7: GIS: Supporting
mapping of Electricity 1.4 departments – required data,
Department of Tourism permissions
1.5: Department of Town & 1.2 – 1.7: MIS:
Country Planning 1.6: North Inter-departmental integration
Goa Planning & to design the architecture of
Development Authority MIS
1.7: Biodiversity board 1.8: Advice on multi-department
1.8: Forest Department linkage of online billing systems
1.9: Finance Department 1.9: Advice on system design
1.10: Department of and integration
Information & Technology 1.10: Equipment supply,
1:11: Private vendor deployment, O&M contract

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 INDIA SMART CITY MISSION

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 Church Square revitalization 1.1: SPV 1.1: Project Anchor: Preparation
1.2: PMU (GSIDC) of ToRs, progress review,
1.3: CCP, Heritage financial management,
Committee/Heritage cell monitoring, reporting
1.4: Restaurant owners, 1.2: Operational support to SPV
Corporate Houses (adoption 1.3: Handholding department,
of heritage areas/buildings, devise guidelines for CSR
Private parties (adverts) investors
1.5: Parking operators 1.4: Investors,
1.6: Shopkeepers in Church 1.5: Subcontracted by SPV
square, citizens, NGOs 1.6: Participation
1.7: Vendors (CCTV, Digital 1.7: Competitive bidding,
signage, tourist facilitation subcontracts for various
centre, Wi-Fi, others) activities, MoU with SPV for 5
years (including O&M)

2 Interlinking Core City and Patto Area 1.1: SPV 1.1: Project Anchor: Preparation
(Upgradation of Rua De Ourem Creek and 1.2: PMU (GSIDC) of ToRs, progress review,
Revitalization of Mala Lake) 1.3: CCP, DAC, WRD, financial management,
Tourism Department – monitoring, reporting
heritage cell 1.2: Operational support to SPV
1.4: Event organizers for 1.3: Handholding departments;
Food and wine festival and MoUs with vendors
Patto Cultural zone 1.4: Subcontracts with SPV for
1.5 Private Sector including 5 years, including O&M
Corporate houses, 1.5: Competitive bidding, MoU
Restaurant chains, vendors with SPV for 5 years (including
(CCTV, Tourist facilitation O&M), subcontracts for various
centre, Wifi, signage, activities, strict penalty clauses
others)

3 IUWM 1.1: SPV 1.1: Project Anchor: Preparation

1.2: PMU (GSIDC) of ToRs, progress review,
1.3: CCP, PWD, Tourism financial management,
Department, WRD, PCB monitoring, reporting
1.4: Vendors (Online tree 1.2: Operational support to SPV
census platform, vacuum 1.3: Handholding departments:
sewer, smart meters) MoUs with vendors and
1.5: Corporate houses Corporate houses. Guidelines
(CSR in revival of Fonte preparation for MoUs
Phoenix and Boca de 1.4: Sub contracts with SPV to
Vaca), private sector include 5 yr O&M
(Adverts on tickets) 1.5: Investors, investments
1.6: Forest department, guidelines laid by hand-holding
SBB, DSTE and CBOs departments
1.6: Long term O&M

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 INDIA SMART CITY MISSION

TABLE 8
S. Acti vity/ Component Company/corporation/ Role/responsibility
No organization (basi c TOR)
4 Improved quality of life for urban poor in Mala 1.1: SPV 1.1: Project Anchor: Preparation
Heritage Zone 1.2: PMU (GSIDC) of ToRs, progress review,
1.3: CCP, PWD, Heritage financial management,
Cell monitoring, reporting
1.4: Corporate sector, 1.2: Operational support to SPV
Private parties 1.3: Handholding departments
1.5: Vendors (sewerage including signing MoUs with
network, electricity network, vendors, guideline formulation
gas pipeline, telecom for vendors (incl. 5yr O&M)
network, drainage, civil) 1.4: Investments as per
guidelines through MoU with
SPV and anchor departments.
1.5: Subcontract for execution,
5yr O&M

5 Provision of basic services in 2 sq.km area 1.1: SPV 1.1: Project Anchor: Preparation
1.2: PMU (GSIDC) of ToRs, progress review,
1.3: CCP, PWD financial management,
1.4: Corporate sector, monitoring, reporting
Private parties 1.2: Operational support to SPV
1.5: Vendors (vacuum 1.3: Handholding departments
sewer, sewerage network, including signing MoUs with
electricity network, gas vendors, guideline formulation
pipeline, telecom network, for vendors (incl. 5yr O&M)
drainage, civil) 1.4: Investments as per
guidelines through MoU with
SPV and anchor departments.
1.5: Subcontract for execution ,
5 yr O&M

6 Conservation of Heritage & Culture 1.1: SPV 1.1: Project Anchor: Preparation
1.2: PMU (GSIDC) of ToRs, progress review,
1.3: CCP, Heritage Cell, financial management,
Heritage Committee, monitoring, reporting.
Department of Art and 1.2: Operational support to SPV
Culture (DAC), Tourism 1.3: Handholding depts for
Department signing MoU, guideline
1.4: Corporate houses formulation, revenue sharing
(Adoption of heritage models for vendors
buildings/areas) 1.4: Investors
1.5: private vendors 1.5: Subcontract for execution,
(signage, online platform, 5 yr O&M
GIS, international
promotions)

7 Biodiversity Conservation 1.1: SPV 1.1: Project Anchor: Preparation

1.2: PMU (GSIDC) of ToRs, progress review,
1.3: CCP, Forest financial management,
Department, monitoring, reporting
DSTE(including Goa 1.2: Operational support to SPV
Coastal Zone Management 1.3: Handholding departments
Authority), State Biodiversity interacting with vendors,
Board guideline formulation for
1.4: Private parties, vendors (incl. 5yr O&M)
Corporate houses 1.4: CSR investments or
advertisements as per
guidelines

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 INDIA SMART CITY MISSION

TABLE 8
S. Acti vity/ Component Company/corporation/ Role/responsibility
No organization (basi c TOR)
8 ITS for Ecomobility: ITS for public 1.1: SPV 1.1: Project Anchor
transportation (Public bus & Ferry system) 1.2: PMU (GSIDC) 1.2: Operational support to SPV
and Smart Parking 1.3: CCP, The Directorate 1.3: Handholding and
of Transport, Goa Police supporting departments
(Traffic police department), 1.4: Supply of equipment –
Kadamba Transport smart components for buses,
Corporation Ltd (Goa State ferries and smart parking
undertaking for transport), 1.5: Infrastructure deployment
River Navigation (completed before smart
Department, Captain of component procurement) and
Ports Department concessionaire for paid parking
1.4: Private vendors
1.5: PPP contractors

9 ITS for Ecomobility- Public Bike Share 1.1: SPV 1.1: Project Anchor
programme 1.2: PMU (GSIDC) 1.2: Operational support to SPV
1.3: CCP, The Directorate 1.3: Handholding and line
of Transport, Public Works departments
Department, Town & 1.4 Supply and deployment
Country Planning (smart docks, control center
Department, North Goa software, smart access cards
District Collectorate (common for bus, ferry and
1.4: Vendor for smart PBS), O&M of system
components for Public Bike 1.5: Provision of smart bikes,
Share programme related hardware and operation
1.5: PPP concessionaire for of PBS service for stipulated
PBS period.

10 ICT - Enabled Municipal Services 1-4: A: SPV A: Project Anchor

1. Solid Waste Management B: PMU (GSIDC) B: Operational support to SPV
2. Smart Meters for Water Supply 1.1: Corporation of the City 1.1: Handholding and
3. Smart Grid for Electricity and of Panaji (CCP) supporting department
4. Street Lighting upgraded to LED based 1.2: Private vendor 1.2: Supply, installation, O&M:
1.1: CCP, Public Works RFID reader/ biometric system
Department 2.1: Handholding, supporting
2.2: Private vendor department
3.1: CCP, Electricity 2.2: Supply, installation, O&M–
Department, India Smart smart meters, SCADA software,
Grid Forum 3.1: Handholding, supporting
3.2: Private vendor departments
4.1: CCP, Electricity Dept. 3.2 Supply, installation, O&M
4.2:Vendor 4. 1: Handholding Dept.
4.2: Vendor of LED luminaire
11

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 INDIA SMART CITY MISSION

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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 INDIA SMART CITY MISSION

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 of the Panaji Smart City Proposal is 608.44 Cr with the Area-based
development costs amounting to 403.08 Cr. (66.26%) and the Pan-city projects costing
205.35 Cr. (33.74%). PPP financing of Rs. 299.98 Cr. will support SCP implementation.
Convergence funding of Rs. 30.53 Cr. will co-fund the Smart City Proposal (National
Smart Grid Mission and others).
The area-based proposal includes the following components
(1) Church square revitalization: 23.99 Cr
(2) Interlinking Core city and Patto area for citizens and tourist:
(2a) Upgradation of Rua de Orem Creek & Patto Area: 54.08 Cr
(2b) Revitalization of Mala Lake: 7.37 Cr
(3) Integrated Urban Water Management: 28.82 Cr
(4) Improved quality of life for urban poor in Mala Heritage Zone: 11.05 Cr.
(5) Provision of Basic Services: 261.58 Cr.
(6) Conservation of Heritage & Culture: 14.09 Cr.
(7) Biodiversity Conservation: 2.09 Cr

The itemized cost of Pan-City proposals comprises:

Proposal 1
(A) Intelligent Transport System (ITS) for Ecomobility: 29.82 Cr.
(1) Digital component of Public Bike Share system: 8.46 Cr.
(2) Smart Components for L-BRT: 15.47 Cr.
(3) Smart Component for Management of Ferry Lines: 0.12 Cr.
(4) Smart Parking: 1.73 Cr.
(5) Air quality monitoring stations: 4.05 Cr.

Proposal 2
(B) IT Enabled Municipal Service Delivery: 175.53 Cr.
1. Solid Waste Management: 2.15 Cr.
2. Smart Meters for Water Supply: 27.33 Cr.
3. Smart Grid for Electricity: 111.35 Cr.
4. RF addressable LED luminaires for street lighting: 18.82 Cr.
In addition to this, the city proposes to include the following projects amounting to 299.98
Cr. under PPP funding (but not included in the total SCP cost)

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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 project envisages use of a judicious mix of City's own revenue sources and PPP
financing, besides dovetailing with finance from schemes of Central and State
Government.

The proposal has been carefully defined to ensure that the critical needs of the City are
met. Considering the massive investments required, and as no single source will be
sufficient to meet the entire capital expenditure, we have identified various funds
available through Central and State Government Schemes, besides strategic
investments by private players through Public Private Partnership.

The total cost of implementing the SCP (Rs. 638.96 Cr.) will be financed from the Smart
City Mission, convergence schemes and funds from State Government.

A. Smart Cities Mission Scheme (Rs. 608.44 Cr.)

The Smart Cities mission is envisaged to finance 95 % of the capital expenditure. A large
portion of the Smart Cities Mission funds will be deployed on priority towards areas that
either do not have funding support from other converged schemes or do not have
remunerative potential, required for implementation through PPP.

B. Convergence with other schemes (Rs. 30.53 Cr.)

Convergence with various national and state level schemes, such as the National Smart
Grid Mission, the Solar City programme of MNRE are expected to contribute Rs. 30.53
Cr. to co-fund implementation of the SCP. These would be from the sources indicated
below.

Convergence Funding for the SCP:

1. The Department of Electricity, Government of Goa, has submitted a DPR for deploying
smart grids in Panaji. The Ministry of Power would finance 30% of the total cost of the
proposal, which is 141.59 Cr. It is proposed that the Smart City Mission fund the balance
70%. Approximately 30 Cr. funding is expected from the Ministry of Power under the
National Smart Grid Mission.

2. 500 KW decentralized solar roof top PV scheme for the core city is proposed. 15%
subsidy from MNRE is available for implementation of this project. The Smart City
Mission is to fund the balance 85%. The total cost of the system is 3.5 Cr. 0.52 Cr. Is to
be funded by the MNRE and 2.98 Cr. is sought from the SCP fund.

3. The City intends to develop a People’s biodiversity Register and has committed
funding of Rs. 10 lakhs for the same.

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 INDIA SMART CITY MISSION

C. Own sources
CCP’s revenue streams includes property tax , sanitation cess, OCTROI, license fees,
rental income and others. Revenue exceeded expenditure by Rs. 3.92 Cr. in 2014-15.
The CCP is also undertaking a revenue rationalization exercise. Significant increase in
revenues is anticipated once the findings of the assessment are addressed and
appropriate changes are made to tax demands. The O&M costs of the Smart City Plan
will be financed by the Corporation of the City of Panaji through its own revenue.

D. PPP funding

Panjim envisages about Rs. 299.98 Cr. of funding to come from adoption of PPPs to
implement ecomobility initiatives, which are a pre-requisite to imepelmentation of smart
projects in the transportation sector, which are proposed under the pan-city proposal. To
ensure investor confidence, an Escrow account will be created at the SPV level.

Increased Revenue to CCP from Smart City Plan Implementation:

It is anticipated that financial sustainability of the CCP will improve post-implementation
of the SCP. Savings through reduction in expenses from key interventions of smart ICT
initiatives, reduction in leakages of potential demand, etc. shall be earmarked to meet the
operating expenses of the key interventions proposed through this proposal and the
surpluses, if any, shall be utilized to improve the services in other parts of the city.
The RF addressable LED based street lighting project is estimated to result in annual
savings close to 1.21 Cr, which amounts to a saving of 8.47 Cr. over the typical service
contract period of 7 years.

Smart grid implementation will potentially result in savings amounting to 21.42 Cr. per
annum. A shared savings model is proposed between the SPV and the Department of
Electricity, where the SPV acts as an equity contributor and is eligible for a share of the
savings. Upon sanction of the project, detailed revenue models shall be derived.

Other revenue generating activities are proposed in the SCP under the area based
development plan. As an example: income is anticipated from open street restaurants,
subcontract for Patto Cultural zone, subcontract for food and wine festival, promotion of
Panaji as an international filming locale and others. It is anticipated that such activities
would contribute to a revenue generation of nearly 13.9 Crores over 5 years and a total
of 39.8 Crore over the 10 year period.

This revenue which will accrue to the CCP will be used towards funding O&M costs of
the Smart City Proposal. State Government has agreed to fund the O&M cost of the
project and this revenue will then accrue to the CCP.

Upon completion of all infrastructure work in the 2 sq.km area, it is anticipated that the
commercial and tourism potential of this zone will substantially increase. Revenue
potential will consequently increase manifold.

E. CSR fund
The Corporation of the City of Panaji resolved to source additional funds through CSR
funding to implement the Smart City proposal.

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 INDIA SMART CITY MISSION

Potential Sources:
Other sources of income considered for the enhancement of revenue are
mentioned below:

• Advertisement Revenue: In the newly developed streets, advertisement revenue

potential would be exploited from the hoardings on the street light poles and large
hoardings across the streets.

• Fees from parking and market facilities: Multi-level parking facilities and development
of Bus Terminal would be on PPP mode of development (BOT basis). However on-street
parking shall be leased to a third party and lease proceeds from the same would be
collected on a periodic basis.

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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)

O&M costs have been fully factored in the financial plan for the Panaji Smart Cities
proposal. Resources needed to meet the full costs (i.e., capital expenditure, O&M) are
identified in the financial plan.

Lifetime costs include the capital expenditure + 2% contingency costs (over the capital
expenditure) + O&M costs (for 10 years: at 4% over first 5 year period and 6.25% for the
subsequent five years).

A summary of the same is presented below.

Area based development costs:

The total Cap-Ex for Area based development is Rs.403.08 Crores. Rs.8.06 Crores is
provided for contingency costs and Rs.39.46 Crores for O&M expenses over ten years,
amounting to a total lifetime cost of Rs. 450.6 Crores.
The cap-ex will be equally financed by the State and Central Government. Contingency
and O&M costs will be borne by the State Government/ City Corporation of Panaji.
Proposed initiatives are geared towards improving tourist foot-fall, increasing potential
revenues. However, after implementation of proposed initiatives, it is anticipated that
revenues will substantially increase. This revenue could partly fund the O&M costs and
partly be ploughed back into further development activities.

Pan-city initiatives implementation costs:

The total Cap-Ex for Pan City solutions is Rs. 505.33 crores, inclusive of PPP costs (Rs.
299.98 Cr.). Rs. 205.35 crores are sought under the SCP for implementing pan-city
solutions. Rs. 102.68 crores is to be received from the Government of India and an
equivalent contribution will be made by the State Government of Goa.

Rs. 4.11 crores is provided for contingency costs and Rs 21.06 crores for O&M
expenses. Contingency costs and O&M expenses will be borne by the State
Government/City Corporation of Panaji. Total lifetime costs of the SCP amount to Rs.
530.5 crores (including SCP costs, PPP, O&M and contingency costs)

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 INDIA SMART CITY MISSION

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)

Area based development and pan-city solutions will be financed through the Smart City
Mission funds, through equal funding from the central and state governments.
Contingency costs and operation and maintenance costs are to be borne by the state
government/City Corporation of Panaji, as sanctioned by the Goa State Level High
Powered Steering Committee for Smart Cities Challenge Panaji.

Certain projects proposed in the SCP are funded through convergence with other
schemes, such as the Solar photovoltaic system deployment, where the MNRE funds
15% of the project cost under the Solar City mission and 85% of costs are proposed for
funding under the SCP.

The city intends to implement certain projects on PPP mode on a fixed cost - equity
based annuity payment model. Revenues generated from these projects will be used to
finance the equity share of the CCP. Any gap funding required will be financed by the
State Government.

Since the SCP fund covers all project costs, under the existing financial plan, a
requirement for loans/bonds is not envisaged. On the other hand, accrued savings and
revenues from SCP implementation will strengthen the financial position of the
Corporation of the City of Panaji. Revenue from project implementation will be directed to
the CCP/handholding department.

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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)

The state government committed to fund 50% of the cap-ex cost of the Smart City
Proposal, as per guidelines. Funds to cover contingency costs are also being sourced
from the State Government; O&M costs are to be borne by the Corporation of the City of
Panaji. Revenues and savings accruing as a result of SCP implementation will be used
to finance O&M costs and to undertake further development work.

Details of anticipated revenue from area based development are given in annex 3.12.
Revenue anticipated from the entire 2 sq. km. area are given below:
1. Church square revitalization:
• Street restaurants (subcontracted to restaurant owners against annual revenue
payment of Rs. 10 lakh/annum to GSIDC)
• Revenue generation from parking contract for vehicles at Church square (subcontract
to private vendor through competitive bidding estimated at Rs.10 lakh/annum)
Total revenue generation potential: Approximately Rs. 1.5 Crore over the 5 year period.
Overall revenue generation from the projects over 10 year period is anticipated to be Rs.
4.78 Crore.
Over time, high-end restaurant chains are expected to invest in Church Square, leading
to increased revenues.

2. Integrating Core city and Patto area:

• Subcontracts to private vendors are proposed for the food and wine festival (after
MoUs, at Rs. 35 lakh/year for one month annual festival),
• Revenue from ticket sales to amphitheatre events and temporary exhibitions at Goa
Centre for Art, Culture and Skill Development
• Creek side semi-permanent restaurant sit-outs (subcontract @10 lakh/annum)
• Annual subcontract for events in Patto cultural zone, with focus on youth (@50
lakh/annum) are proposed;
Potential revenue generation from this activity is pegged at Rs. 5.15 Crore over a 5 year
period and a total of 14.72 Crore over the 10 year period

3. Integrated Urban Water Management: Revenue generation from ticketing at Fonte

Phoenix and Boca de Vaca springs and family adoption of 5000 trees (@Rs.1000/tree,
O&M costs for trees to be borne by Forest department through own funding) is expected
to generate a revenue of nearly 0.8 Crore. Total generation of Rs. 1.65 Crore is
projected under this head over a 10 year period

4. Conservation of Heritage and Culture:

• CSR based investments in heritage areas/ buildings and environment are anticipated to
contribute a minimum of Rs. 1 lakh/annum,
• GIS based conservation platform for crowd sourcing can attract advertisements
(@Rs.1 lakh/annum from year 3), Advertisements at Tourist Facilitation centre (@Rs.15
lakh/annum),
• E tickets for Old Secretariat, Signage across 2sqkm area and 3 digital information
boards (@Rs. 10 lakh/annum).

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 INDIA SMART CITY MISSION

• A key component under this head would be promotion of Panaji as a Filming locale
with focus on heritage, culture, festivals and carnivals (which will get a boost through
branding of Panaji as a filming locale with focus on heritage, culture and festivals). This
component is likely to lead to an estimated revenue generation of Rs. 50 lakh/annum.
• The overall revenue generation from conservation related interventions is expected to
be approximately 6.47 Crores. Over a period of 10 years, the total revenue generation is
expected to be 19.48 Crores.

5. RF addressable LED based street lighting project is estimated to result in annual

savings close to 1.21 Cr, which amounts to a saving of 8.47 Cr. over the typical service
contract period of 7 years.

6. Smart grid implementation will potentially result in savings amounting to 21.42 Cr. per
annum.

O&M costs of the Smart City Proposal will be financed by the Corporation of the City of
Panaji. A detailed r model will be developed to define the revenue share between the
SPV, the Corporation of the City of Panaji and other line departments, for each project
that is implemented.

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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)

Project Milestone & Target Date for Fund Flows SC Fund Flow

Church square Open Street restaurants to pay annual revenue to SPV (can be Y1: 8.44 Cr
revitalization through competitive bidding) on 18th June road (preference to local Y2: 7.49 Cr
and high end restaurants): 1 Cr over 5 years (starting yr 4). Y3: 8.07 Cr
Parking contract for parking in Church square: 0.5 Cr over 5 years Commitment for release of LRT
(starting year 1) funding by year 2

Interlinking core Food and wine festival (30 day festival once a year) starting year 1: Y1: 11.14 Cr; Y2: 16.71 Cr; Y3:
city and Patto 1.75 Cr over 5 years 17.54 Cr; Y4: 16.06 Cr
area Goa centre for Art, Culture and Skill Development (through Release of fund committed
subletting for Exhibitions, sale of tickets, revenue generation from under Green belt project by
amphitheatre events): 0.4 Crore over 5 years (starting yr 5) Tourism department within
Tendering Creek side semi-permanent sit outs to restaurants year 1. Commitment to relocate
through competitive bidding starting year 3: 1 Crore over 5 years waste plant by year 2.

Integrated Revenue generation from ticketing at Boca de Vaca and Fonte Y1: 12.39 Cr; Y2: 14.59 Cr; Y3:
Urban Water Phoenix starting year 3: 0.3 Crore over 5 year period 1.83 Cr. Release of funds
Management Family adoption of 5000 trees starting year 1: 0.5 Crore over five committed for Patto STP
years. The initiative can be extended to entire city in Phase 2 to upgrade, dual plumbing line,
substantially increase revenue generation Mala lake flood control and
Boca de Vaca rejuvenation
required within year 1.

Improved quality CSR investments can be channelized Y1: 84.02 Cr

of life for urban Y2: 41.57 Cr
poor in Mala Y3: 100.04 Cr
Heritage Zone Y4: 46.99 Cr
and basic
services in
entire area

Conservation of E ticketing for Old Secretariat (combined e ticket): 2.6 Crore over 5 Year 1: 0.98 Cr
heritage and years (starting from year 4); CSR based investments in heritage Year 2: 7.38 Cr
culture; and and environment for Corporate adoption of heritage buildings/ Year 3: 6.61 Cr
Biodiversity areas. Corporates can display small advertisements: 0.1 Cr over 5 Yr 4: 1.34 Cr
years. GIS based conservation platform for crowdsourcing starting Payment release for PBR and
year 4 through advertisements: 0.02 Cr over 5 years. Small Grants Fund is required
Advertisements on Signage and Digital Information boards: 1.35 Cr. in Year 1.

Intelligent Year 1&2: Procurement of smart docks and smart access cards of Year 1: 8.70 Cr
Transportation Bike share system. Year 2: 8.39 Cr
Systems (ITS) Year 3: Procurement and commissioning of PIS, GPS, automated Year 3: 5.20 Cr
for Ecomobility fare collection, control rooms, and traffic signal priority system for Year 4: 7.53 Cr
public transportation.
Year 4: Commissioning of Smart components of ferry lines and
Intelligent transportation systems.

ICT Enabled Y1: Commissioning: ICT enabled waste management Y 2 & 3: Y1: 80.17 Cr
Municipal Commissioning: Smart Metering (Water Supply), E Governance, Y2: 74.20 Cr
Services Smart Grid, LED Street Lighting. Annual Revenue: Y2: LED Street Y3: 17.42 Cr
Lighting: 1.21 Cr. Y3: Smart Grid applications - approx. 20 Cr Y4: 3.75 Cr

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 INDIA SMART CITY MISSION

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)

Panjim’s financial plan incorporates the following features to mitigate risks:

• The plan provides for full recognition of all costs and commitments including capital costs
and O&M sustainability
• Detailing and preparation of an year-wise financial roll-out. This reflects and identifies
matching resources in the context of front-ended ramp-up in revenue expenditure even as
revenues from reform measures kick-in later.
• The assumptions underlying costs have been validated based on recent DPRs and
contracts awarded.

Finally, possible cushioning is factored against non-realisation of some of the assumptions

by having some back-up funding avenues. Given the strong economic potential of Panjim,
there is potential to realise greater local resources through PPP, crowd-sourced funding
and through CSR and related avenues which will be further pursued.

Financial risk emanates from two possible scenarios:

a. In case there is a shortfall in financing the capital expenditure, either due to
certain funding sources not materializing as envisaged or owing to cost over-runs
in the project
b. In case there is a shortfall in meeting the O&M requirements as against planned
revenue sources.
In the first case, the following actions would be taken:
• Rescheduling the start of yet-to-bid projects so as to match funds available and
reallocating these funds for projects already underway
• Restructure the yet-to-bid projects to have a lower upfront payment and deferred
payments over a 5-10 year timeframe, thereby reducing the upfront fund
requirement

In the second case, since O&M expenses would be known once implementation bids
are finalized, gaps in O&M funding shall be bridged by garnering resources through
user charges/cess/taxes levied on visitors (preferred) and/or residents.

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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 PERT Chart for Area and Pan city proposals

✔
2 Flowchart showing network/relationships that SPV will form with govt. and Non-Govt.
bodies , indicating nature of connection with each entity
✔
3 Organogram of Special Purpose Vehicle
✔
4 Map – Corporation of the City of Panaji and smart city area
✔
5 Map - Proposed interventions
✔
6 Details of Area based Proposals 1
✔
7 Details of Area based Proposals 2
✔
8 Details of Area based Proposals 3, 4
✔
9 Details of Area based Proposals 5
✔
10 Details of Area based Proposals 6
✔
11 Details of Area based Proposals 7
✔
12 Details of revenue generation for area based proposals
✔
13 Map- Proposed interventions at Rua de Oream Creek
✔
14 Map- Proposed interventions at Mala lake area
✔
15 Summary of Area based proposals 1
✔
16 Summary of Area based proposals 2
✔
17 Summary of Area based proposals 3
✔
18 Summary of pan city proposals
✔
19 Map- Integrated Traffic System
✔
20 A Journey of Panaji Smart City Proposal
✔

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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 

1 Resolution for Panaji Smart City Proposal including Financial Plan and setting up Special
Purpose Vehicle
✔
2 Preliminary human resource plan and Institutional arrangement for operationalization of
the Special Purpose Vehicle and Financial Plan
✔
3 Resolution for sourcing additional Corporate Social Responsibility (CSR) funds and
supporting interventions (sr. no. 1 to 13)
✔
4 Resolution for supporting interventions (sr. no. 14 to 33) and operation of water-based
transportation on public private partnership model
✔
5 Resolution for formation of water based transportation, Heritage cell, operation of light bus
rapid transit and public bicycle sharing on a public private partnership, meeting pre-conditio
✔
6 Resolution for Revenue generation mechanism of Panaji Smart City Proposal
✔
7 In-Principle approval from Department of Information Technology for implementing Smart
City Proposal
✔
8 In-Principle approval from Goa state Pollution Control Board for implementing Smart City
Proposal
✔
9 In-Principle approval from Department of Town and Country Planning for implementing
Smart City Proposal
✔
10 In-Principle approval from Kadamba Transport Corporation and Directorate of
Transportation, Goa for implementing Smart City Proposal
✔
11 In-Principle approval from District Magistrate for implementing Smart City Proposal
✔
12 In-Principle approval from Captain of Ports, Murgao Port Trust, River Navigation
Department for water based transport and willingness letter from private vendor to operate
✔
13 In-Principle approval from Electricity Department for implementing Smart City Proposal
✔
14 In-Principle approval from Travel and Tourism Association of Goa for implementing Smart
City Proposal
✔
15 In-Principle approval from Food and Drug Administration Department for implementing
Smart City Proposal
✔
16 In-Principle approval from Forest Department of Goa for implementing Smart City Proposal
✔
17 In-Principle approval from Mangrove Society of India, Botanical Society of Goa, Birds
Institute of Goa for implementing Smart City Proposal
✔
18 People's Biodiversity Register: Support letters by Goa State Infrastructure Development
Corporation Ltd.
✔
19 In-Principle approval from Goa State Biodiversity Board of Goa for implementing Smart City
Proposal ✔
20 In-Principle approval from Water Resources Department for implementing Smart City
Proposal ✔

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 INDIA SMART CITY MISSION

21 In-Principle approval from Goa State Infrastructure Development Corporation for

implementing Smart City Proposal and approval for Public Private Partnership projects ✔
22 In-Principle approval from Economic Development Corporation for implementing Smart City
Proposal ✔
23 Expression of Interest to implement Public Bicycle Sharing initiative on Public Private
Partnership model ✔
24 Declaration by ICLEI - SA to provide support to Panaji Smart City Proposal- Special
Purpose Vehicle ✔
Declaration by LKS India Pvt Ltd. to provide support to Panaji Smart City Proposal- Special
25
Purpose Vehicle ✔
Declaration by TERI to provide support to Panaji Smart City Proposal- Special Purpose
26
Vehicle ✔
Declaration by Goa Heritage Action Group (GHAG) to provide support to Panaji Smart City
27
Proposal- Special Purpose Vehicle ✔
Declaration by Charles Correa Foundation (CCF) to provide support to Panaji Smart City
28
Proposal- Special Purpose Vehicle ✔
Declaration by Essel Infrprojects Ltd. to provide support to Panaji Smart City Proposal-
29
Special Purpose Vehicle ✔
Support and willingness to participate in Solid waste Management activities under Panaji
30
Smart City Proposal ✔
Expression of interest from private vendor to organize Cultural events on Public Private
31
Partnership model at the areas deveeloped under Panaji Smart City Area ✔
In-Principle approval from Public Works Department of Goa for implementing Smart City
32
Proposal ✔
Public notice from the Petroleum and Natural Gas Regulatory Board Notifying North Goa in
33
CGD bidding (CNG/PNG) ✔
Minutes of Meeting - High Powered Steering Committee approving Panaji Smart City
34
Proposal (Page 1 and 2) ✔
Minutes of Meeting - High Powered Steering Committee approving Panaji Smart City
35
Proposal (Page 3 and 4) ✔
Minutes of Meeting - High Powered Steering Committee approving Panaji Smart City
36
Proposal (Page 5 and 6) ✔
37

38

39

40

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