Smart City Mission - DPR - Final PDF

“Ancient Madurai..
Modern Madurai ”
மதுரை SMART CITY

PROPOSAL
December 2015
SUBMITTED TO:
INDIA SMART CITY MISSION

MISSION TRANSFORM-NATION
THE SMART CITY CHALLENGE

STAGE 2
SMART CITY PROPOSAL
SMART CITY CODE:
TN_09_MAD
CONTENTS QUESTION NO. PAGE NO.

A. CITY PROFILE 1-8 7-22
B. AREA-BAS ED P ROPOS AL 9-18 23-44
C. PAN-CITY PROP OSAL(S) 19-30 45-61
D. IMPLEMENTATION PLAN 31-36 62-76
E. FINANCIAL PLAN 37-43 77-86
ANNEXURES (1-4)
Page 1 of 92
CHECKLIST
All fields in the SCP format document have to be filled. The chart below will assi st you in verifying
that all questions have been answered and all fields have been filled.
Q. No TICK
PART A: CITY P ROFILE
1. ✔ QUALITY OF LIFE
2. ✔ ADMINIS TRATIVE EFFICIENCY
3. ✔ SWOT
4. ✔ STRATEGIC FOCUS AND BLUEPRINT
5. ✔ CITY VIS ION A ND GOALS
6. ✔ CITIZE N ENGA GEMENT
7. ✔ SELF-ASSESSMENT: BASELINE
8. ✔ SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES
PART B: AREA BASED PROPOSAL
9. ✔ SUMMARY
10. ✔ APPROACH & METHODOLOGY
11. ✔ KEY COMPONE NTS
12. ✔ SMART URBA N FORM
13. ✔ CONVERGE NCE AGENDA ✔ Table 1
14. ✔ CONVERGE NCE IMPLEME NTATION
15. ✔ RISKS ✔ Table 2
16. ✔ ESSENTIAL FEATURES ACHIEVEMENT PLAN
17. ✔ SUCCESS FACTORS
18. ✔ MEASURABLE IMPACT
PART C: PAN-CITY PROP OSAL(S)
19. ✔ SUMMARY
20. ✔ COMPONE NTS
21. ✔ APPROACH & METHODOLOGY
Page 2 of 92
22. ✔ DEMAND ASSESSMENT
23. ✔ INCLUS ION
24. ✔ RISK MITIGATION ✔ Table 3
25. ✔ FRUGAL INNOVATION
26. ✔ CONVERGE NCE AGENDA ✔ Table 4
27. ✔ CONVERGE NCE IMPLEME NTATION
28. ✔ SUCCESS FACTORS
29. ✔ BENEFITS DELIVERE D
30. ✔ MEASURABLE IMPACT
PART D: IMPLEMENTATION PLAN
31. ✔ IMPLEME NTATION PLAN ✔ Table 5
32. ✔ SCENA RIOS
33. ✔ SPV ✔ Table 6 ✔ 7 DOCUME NTS
34. ✔ CONVERGE NCE ✔ Table 7
35. ✔ PPP ✔ Table 8
36. ✔ STAKEHOLDER ROLES
PART E: FI NANCI AL PLAN
37. ✔ ITEMISED COS TS
38. ✔ RESOURCES PLAN
39. ✔ COS TS
40. ✔ REVENUE AND PAY-BACK
41. ✔ RECOVERY OF O&M
42. ✔ FINA NCIAL TIMELINE
43. ✔ FALL-BACK PLAN
ANNEXURE 1 Smart City features

ANNEXURE 2 A-3 sheets (self-assessment )
ANNEXURE 3 max 20 sheets (A-4 and A -3)
ANNEXURE 4 Documents for Question 33
Page 3 of 92
INSTRUCTIONS
1. This document must be read along with the Smart City Mission Guidelines. An electronic version of
the SCPformat is also available on the website <smartcities.gov.in>
Follow: ‘Downloads’ > ‘Memos’.
2. The respons es must be within the word limits given. The font size must be 12 Arial, with 1.5 spacing,
left aligned paragraphs with one inch margins. All additional information must be given in 20 nos. A-4
size pages in Annexure 3.
3. For the A rea-Based Proposal, only one ‘Area’ should be selected. The A rea selected can be a
combination of one or more types of area-bas ed developments. This can be retrofitting or
redevelopment or greenfield alone or a combination of these, but the area delineated should be
contiguous and not at separate locations in the city.
4. The Area-bas ed Development must contain all the Essential Features as per para 6.2 of the Mission
Guidelines. Please fill out the following checklist.
S. Essential Feature Confirm Para. No.

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

1.
energy requirement coming from solar
✔ Q.16
Pt.07
Adequate water supply including waste wat er recycling and storm

2.
water reuse ✔ Q.16
Pt.06
3. Sanitation including solid waste management ✔ Q.16

Pt.06
4. Rain water harvesting ✔ Q.16

Pt.06
5. Smart metering ✔ Q.16

Pt.06
6. Robust IT connectivity and digitalization ✔ Q.16

Pt.04
7. Pedestrian friendly pathways ✔ Q.16

Pt.05
Encouragement to non-motorised transport (e.g. walking and

8.
cycling) ✔ Q.16
Pt.05
9. Intelligent traffic management ✔ Q.16

Pt.04,5
10. Non-vehicle streets/zones ✔ Q.16

Pt.05
11. Smart parking ✔ Q.16

Pt.05
12. Energy efficient street lighting ✔ Q.16

Pt.09
Page 4 of 92
Q.16
13. Innovative use of open spaces ✔ Pt.02
Q.16
14. Visible improvement in the A rea ✔ Pt.01
Q.16
15. Safety of citizens especially children, women and elderly ✔ Pt.02
At least 80% buildings (in redevelopment and green-field) should N.A

16.
be energy efficient and green buildings
In green-field development, if housing is provided, at least 15% N,A

17.
should be in ‘affordable housing’ category.
Q.16
18. Additional ‘smart’ applications, if any ✔ Pt.03&04
5. The pan-city Smart Solution should be IT enabled and improve governance or public services. Cities may
propose one or two such Smart Solution(s). If more than one solution is presented kindly use
supplementary template 'P an-City Proposal No 2'.
6. In order to make the proposal credible, all claims must be supported with government order, council
resolutions, legal changes, etc and such supporting documents must be attached as Annexure 4.
7. The Questions can be answered directly in this editable PDF file and can be saved on local computer,
before printing. Your submission in electronic form should contain:
1. The SCP in whole (92) pages
2. The Self Assessment Sheet (Annexure 2)
3. Additional 20 Sheets (Annexure 3)
4. Additional list of Documents (Annexure 4)
Electronic submission to be sent on DV D along wit h printed copies. 5 printed copies of the SCP
document (complet e in all respect) should be sent to MoUD along with the DVD containing the complete
electronic copy. The printed copies should be spiral bound as separate volumes.
It is advised to use latest version of Acrobat Reader (Acrobat XI or higher) to fill the form.
Acrobat Reader XI c an be downloaded from:
https://www.adobe.com/support/downloads/thankyou.jsp?ftpID= 5507&fileID=5519
Page 5 of 92
SCORING DIVISION
TOTAL 100 POINTS
CITY-LEVEL: 30
AREA-BASED DEVELOPMENT: 55
PAN-CITY SOLUTION: 15
CITY LEVEL CRITERIA: 30%

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

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

(If more than one solution is proposed, each proposed solution
will be graded separately and the average of the two aggregate scores
will be awarded to the city toward the 15% overall weightage)
S.No. Criteria %
1. ‘Smartness’ of solution 3
3. Results orientation 5
4. Process followed 1
5. Implementation framework, including feasibility 5
and cost-effectiveness
Page 6 of 92
A. CITY PROFILE
1. QUALITY OF LIFE
In the last three years, what efforts have been made by the city to improve livability, sustainability and
economic development? Give specific examples along with improvement with KPIs that are in t he
public domain and/ or can be validated. Your answer should cover, but not be restricted to (Describe in
max. 50 words each, mentioning the source of the data):
a. Transportation condition in the city
Public transport capacity enhanced by 50% through addition of 300 new low-floor buses;
increase in bus frequency, addition of new routes; Traffic congestion reduced by (i)
developing 9 radial roads and 27 km ring road, (ii) improving 40km of roads; (iii)
conversion of major roads to one-ways, (iv) shifting of private bus terminal thereby
reducing entry of buses in the core area (v)shifting of two wholesale markets from core
area (vi) creations of parking areas to accommodate 150 cars; Promotion of NMT by
developing and improving over 60 km of footpath. Source: MMC, 2015
b. Water availability in the city and reduction in water wastage/ NRW
Water source augmented by 63 MLD, distribution infrastructure revamped, NRW reduced

from 41% to 31% resulting in increase of (i) coverage- 80% to 90% (ii) per capita
supply-76 lpcd to 100lpcd. Special drives to provide HH connections subsidized tariff to
slums. DPRs prepared for 24x7 water supply for the city to increase supply- 100 lpcd to
135 lpcd, distribution system to be modernised through introduction of DMA, SCADA,
100% metering, volumetric tariff and real time network monitoring
Source: Madurai Municipal Corporation, 2015
c. Solid waste management programs in the city
MSW collection efficiency increased from 75% to 97%, source segregation introduced
and 20% of city covered, D2D collection in 40% city, 1200 new tricycles deployed, 100%
of waste collected transported in GPS tracked vehicles. The Integrated Sanitary Landfill
facility (for 680 TPD of MSW), a PPP venture, is fully operation and ensures vibrant
resource recovery, segregation of organic waste and composting (40TPD) and disposal.
Page 7 of 92
d. Safety/ security conditions in the city
• Madurai is using the Crime and Criminal Tracking Network and Systems
(CCTNS), an IT-enabled tracking system for crime investigation and detection
• A CCTV camera network is used to monitor the heritage zone
• Special monitoring devices and additional police force and patrol systems deployed
during festivals
• Police watch towers set up on Chitrai, Avani and Masi streets
• Emergency helplines are operational and All-Women police stations set up in the city.
Source: Madurai Municipal Corporation, TN State Police, 2015
e. Energy availability and reduction of outages in the city
Power is supplied by TANGEDCO and as of now it is 24x7, Installed capacity at

sub-station enhanced from 240 MW to 440 MW, peak demand increased from 200 to 240
MW; to minimise transmission and distribution losses,installation of transformers and
conversion of LT lines to HT lines are underway. Long outage durations, if any, are
informed well in advance to citizens through newspaper, proposal to set up Solar Park of
5MW through PPP underway, Replacement of 19,000 conventional streetlights with LED
bulbs. Replacement of the remaining 30,000 streetlights underway.
Source: Madurai Municipal Corporation, TANGEDCO, 2015
f. Housing situation in the city, specifically role of municipality in expediting building plan approvals,
enhancing property tax collection, etc
(i) Property Tax:

• Increase in collection from 80% to 95% though special drives, Ward level teams
engaged to identify under-assessed and un-assessed properties and reduce
leakages in payment, Preparation of GIS database for property tax underway
(ii) Building Plan approvals:
• Introduced AUTODCR: Automatic Development Control Rule, Building Plan Approval
process reduced to 3 days
Page 8 of 92
2. ADMINISTRATIVE EFFICIENCY
In the last three years, what have been the changes in Administrative Efficiency due to the use of
Information and Communication Technology (ICT) (Describe in max. 50 words each, mentioning the
source of the data):
a. Overall attendance of functionaries
Employee attendance is overall 95% and 90% among sanitary workers.

Initiative taken to standardise the e-governance platform, the trial period of which is
underway. The same is proposed to be implemented in MMC shortly.
Source: Madurai Municipal Corporation
b. Two-way communic ation between citizens and administration
MMC website provides platform for citizens to register complaints, track the same and
also to give feedback. e-newsletter and citizen charter is in force.
Grievance rederessal sessions are held every monday under the 'Amma Thittam'
scheme, wherein redressal is provided on the spot; 24x7 call centre set up for registration
of complaints; A Whatsapp group has been created for complaints receipts and
information dissemination on the same; 'Manu Vaham' software developed for complaints
registrations (through email or phone) and escalation to relevant departments. The
councillors and Mayor reach out to the citizens every Monday and are available to public
between at specified times. Source: Madurai Municipal Corporation
c. Use of e-Gov to enable hassle free access to statutory documents
Use of e-governance enhanced through online facilities including; payment of property

and professional tax, water charges and vacant site tax, issue of birth and death
certificates, D&O trade licenses, payment of Drainage Maintenance Charges and UGD
deposit charges, introduction of AutoDCR for building approvals, MMC provides
documents such as Annual Budget, Citizen Charter, Progress of Development works etc
online.
Finance and accounts systems have been computerised
Page 9 of 92
d. Dashboards that integrat e analytics and vis ualization of data
A centralised web-based software with 22 modules covering all civic services has been
developed by the TN State Government, the trial of which is underway. It is proposed to
be implemented in Madurai within 6 months.
e. Availability of basic information relevant to citizens
The website of Madurai Municipal Corporation provides information on online payment

and checking status of dues, online collections, applications for birth & death certificates,
building plan approvals, vehicle license, pension form, septic tank cleaning forms etc;
information related to city planning including provision to download the CDP. Various
government schemes, development projects underway and progress of work, is also
made available on the website.Council Resolutions and Annual Budgets of MMC, citizen
charter and e-newsletter are uploaded from time to time.
Page 10 of 92
3. SWOT
Based on the detailed city profiling, what are the strengths and developmental areas of the city?
Conduct a detailed SWOT analysis of the city with all relevant metrics and data. (max 1000 words):
STRENGTHS
• The ancient city of Madurai, 2500 years old, has a living heritage since 3rd century
BCE. Rich in historic and cultural heritage, it has a unique character and identity and is
known as the cultural capital of the State. It has historically been the centre for Tamil
literature.
• It is an important religious center due to the ancient Meenakshi Amman Temple in the
city centre. The core city is planned as per the ancient shilpa shastras. The temple, the
unique architectural character of the city, the various other monuments of historical
significance and the grandiose of the various festivals throughout the year attract over
202 Lakh tourists, including over 2.9 lakh foreign tourists per annum. It has over 25
structures of heritage importance.
• There are four to five major festivals conducted during the year like the Seepter,
Navaratri, Chithrai, Masi and Float festival, each of which has colourful, vibrant rituals
and ceremonies
• It is a major junction, and is well connected to other pilgrim centres in the south by road
and rail. There is also an airport in Madurai, making it convenient for people doing the
pilgrim circuit in Tamilnadu. Madurai serves as the transit point for destinations in South
TN viz. Kodaikanal, Kuttalam, Tiruchendur, Rameswaram etc
• The Vaigai river, the lifeline of the city, still holds self-purifying capacity. The inlets and
surplus channels feed numerous water bodies
• Good linkages with major urban centres by road, rail and airways and therefore a major
centre for trade (vegetables, fruits, flowers)
• The work participation ratio is 38.82%, higher than the State’s average and has 94
work force population in tourism and trade.
• It is also famous for silk and cotton sarees with a large handloom and powerloom
industry base. Madurai is also the main trade centre for jasmine flowers (Madurai Malli)
• Highly pro-active and enthusiastic citizenry, demonstrated through overwhelming

response received during the citizen engagement programs conducted during the smart
city proposal preparation (with around 1.2 lakh responses to public poll).
continue on next page
Page 11 of 92
WEAKNESSES
• Congested city core area with encroachments, unorganized market base or commercial
activities.
• Lack of adequate heritage conservation of culturally & historically significant structures

in the city.
• Lack of tourist amenities and facilities
• Lack of basic infrastructure facilities in the newly added areas and inadequate facilities
in the newly added areas and inadequate facilities and civic services in the core area.
• Inadequate tools and measures to monitor, regulate, review civic service delivery as
well as to assess demand
• 30% of the total population in the city is slum population with inadequate access to
basic services
• High deficit in municipal finance with low collection of revenue taxes. Property tax rates
and other user charges have remained stagnant for over 8-10 years.
• Predominantly mono-lingual signage and communication/ interaction with local people

could be a deterrent for tourists
OPPORTUNITIES
• The city needs to harness its tourism potential, especially heritage and religious tourism.
It poses many opportunities for providing a fillip to the tourism industry
• To restore the connectivity between the festivals and urban fabric.
• There is potential for economic development and employment due to tourism and allied
trade activities
• Possibility of giving a boost to local economy through promotion of handloom and local
art is high.
• Due to the presence of river, its subsidiary streams and lakes, there is an opportunity to
create the much needed green/ public, recreation spaces the city
• The citizens of Madurai demonstrate pro-activeness and enthusiasm in planning and

development of the city. There is an opportunity to build on this strength and open up
avenues for enhanced citizen engagement and interaction.
• Expansion of Madurai Municipal Corporation area from 52sqkm to 142sqkm provides an

opportunity for better planning of land use and infrastructure

Page 12 of 92
THREATS
• Provision of infrastructure services not in pace with urban growth and development and
the need of the floating population.
• High migration and lack of urban infrastructure to cater to the population influx
• Deterioration of River Vaigai due to direct discharge of untreated/partially treated

sewage
• Destruction of catchment area of lakes due to development, encroachment etc
Page 13 of 92
4. STRATEGIC FOCUS AND BLUEPRINT

Based on the SWOT analysis, what should be the strat egic focus of t he city and the strategic blueprint
for its development over next 5-10 years to make it more livable and sustainable? (max 500 words):
The SWOT analysis for the city clearly outlines the need for preserving the rich heritage
of the ancient city of Madurai. It also indicates untapped, latent tourism potential. The
strength of Madurai is its rich historic, cultural and natural heritage and the city has
tremendous opportunity to build on this strength. Although, over the years, tourism has
been the strongest driver of trade and prosperity in Madurai, there is an opportunity to
leverage further, considering the various other heritage sites and water bodies that
Madurai possesses and have remained unexplored due to lack of promotion and allied
infrastructure facilities.
The strategic focus of the city over the next five years would therefore be tourism
development, which in-turn would bring about positive economic, socio-cultural and
environmental impacts in the city. This encompasses components including provision of
requisite facilities and amenities, which would not only enhance and enrich tourists’/
visitor's experience, but also improve the quality of life of the citizens of Madurai. The
components include heritage area planning, streetscape improvement, mobility planning,
smart physical infrastructure, renewable energy usage, , smart IT interventions, along
with upgradation of physical infrastructure. These interventions would be undertaken in
the area selected for area-based development to begin with, which would then be scaled
up to the entire city in a phased manner. The multiplier effect of this would be visible in
enhanced infrastructure development in the city which would inturn benefit the local
community and aid economic development by allowing more trade and better flow of
goods and services.
The proposal’s goal for the core city area is to transform the heritage area into a
well-developed heritage zone which can act as the reference for temple towns across the
country. In this endeavour, the culturally & historically significant structures & areas in the
city will undergo Heritage Conservation. and Enhancement The streetscapes within the
heritage zone also exemplify the modal shift to NMT and pedestrians, as a sustainable
mode of transport, through well-planned street network and traffic management system,
revival of routes/ links to areas of historic, religious and cultural significance, including the
procession routes on either sides of River Vaigai.
The river has a strong historic and cultural linkage with the Meenakshi Amman Temple
and other temples in the heritage zone. Upgradation of existing water supply, sewerage
and storm water drain system in the city, particularly in the catchment area of the river
and the various lakes would eventually help in the water flow of the River and aid in
improving the ground water table as well, which is currently fast depleting. Overall, the
city will see a transformation in Tourist Infrastructure not just in the core city area, but
across all significant heritage precincts in the city.
Page 14 of 92
Solar power is proposed to be utilized in a big way through installation of LED street lights
and roof top solar panels proposed in the short and medium term and also setting up of a
solar plant to generate 5MW of power.
The pan-city proposal comprises technological interventions spanning diverse sectors

ranging from water supply, sanitation, transport, tourism etc. along with improvements in
the underlying physical infrastructure. The city proposes to have an integrated city
management system with components such as smart water and sewerage management
system, intelligent public transport system, intelligent parking system, especially in the
core area, surveillance system especially in the core area, emergency response system
linking police, fire and medical services in the city to respond to emergencies; waste
collection & transportation monitoring system, street-light monitoring and management
system and an integrated control centre. This platform has been termed as Integrated
City Management & Control Centre (ICMCC). In order to bring in seamless flow of
information and coordination it is also proposed to provide a comprehensive Integrated
Platform for City e-Governance (iPaCE).
The enablers (amendments to existing legal provisions, tax revisions etc) and other
institutional mechanisms to be set up would be brought in such that the interventions can
be successfully implemented and scaled up to the entire city within 6-8 years. The
interventions proposed ensure that all citizens, including the marginalized, differently
abled and elderly are equally impacted by the development and would make Madurai
India’s most livable city by 2025 and the most favored tourism destination in the country.
Successful implementation and operations of the various components of the smart city
proposal requires the following to be provided in a time bound manner; regulatory
clearances/project approvals, funds, manpower for project planning, supervision and
operations and active citizen participation and involvement. . It is also recommended to
enforce a specific legislation to promote tourism and trade industry in the State, which
would benefit cities like Madurai and similar cities in the State.
Page 15 of 92
5. CITY VISION AND GOALS

What should be the vision of the city based on the strategic blueprint? How does the Vision Statement
relate specifically to the city’s profile and the unique challenges and opport unities present in your city?
Define overall as pirations and goals for the city along with how you see key metrics of livability and
sustainability improving over the next 5-10 years? (max 1000 words):
Vision: Madurai city, along with fostering its heritage and distinctive character, will provide
an all-round, enriching and world-class experience for its visitors, ensure the well-being of
its citizens through renewal of the urban fabric in an environment-friendly and sustainable
manner and providing efficient governance systems and citizen services.
Goals:
The core heritage zone, the thriving city centre, which is symbolic of Madurai, will be a
vibrant place offering world-class amenities for its visitors, enhanced quality of services
for the residents and businesses and while preserving its unique character along with all
the other heritage components in the city (tangible and intangible), will continue to grow
and drive the city’s economy. As a city endowed with numerous water bodies, Madurai
will be a leader in environment safeguarding and ensure a high quality of life based on
careful and responsible stewardship of these natural resources. Madurai will provide
well-maintained infrastructure and facilities through smart, effective and efficient
management and monitoring of service delivery so as to achieve;
a) a clean city with efficient and effective solid and liquid waste management that protects
human health and the natural environment
b) a congestion free city, ensuring efficient movement of people and vehicles via a safe,
integrated and convenient transportation network
c) a green city where everyone enjoys convenient access to parks, open spaces, facilities
and amenities close to where they live
d) a solar-powered city, with substantial of the city’s requirement met through solar
energy
e) a connected city that supports active living and provides opportunities for all people
through walkable streets and better built environments
f) a safe city where all people feel safe and are safe
g) a responsive city that supports citizen participation and engagement through increased
transparency and accountability of city-level decision-making.

Page 16 of 92
Madurai city has a unique identity of a ‘Temple City’, a city with rich historic and cultural
heritage resources. The citizens of Madurai are proud of their heritage. There is a strong
opinion that the urbanscape should reflect the heritage 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.
The city’s economy today is driven by tourism and therefore, the citizens aspire to build
on this strength, to invest in infrastructure and environment that supports tourism to grow
and thrive. This would be achieved by providing a fillip to tourism development, through
creation of appropriate infrastructure, facilities and amenities to make the visitor’s stay
comfortable, safe, hassle-free and enjoyable. Improvement to lesser known places of
interest (of religious, heritage, and cultural significance) and linking them to enhance
tourists’ experience is also envisaged. This would help increase visitors’ duration of stay
in Madurai. The envisaged development would have a multiplier effect, with enhanced
revenues for those directly and indirectly related to the tourism industry.
The Vision acknowledges the challenges the city is facing now due to rapid growth, and
the need to improve the quality of life of its citizens through not just provision of
infrastructure and services, but also through better (smart) management of the same. It
seeks to improve the quality of life of the citizens of Madurai through use new
technologies to improve quality and efficiency of city infrastructure, amenities and natural
resource use. It envisages better management of solid and liquid waste, rejuvenation of
water bodies, creation of open spaces, public parks, ensuring safety and security through
appropriate surveillance and monitoring systems, improved traffic and transportation
systems, better citizen engagement; thus ensuring that all citizens- including the
marginalized, differently abled, elderly are equally impacted by the development.
The citizens of Madurai aspire to revive the city’s natural assets (river and numerous
lakes), and renew its urban fabric as well, through smart urban design that contributes to
efficient, effective and environmentally sustainable results. The Vision aims at preserving
the natural assets to ensure a healthy and high quality of life to the citizens
The overwhelming response to the citizen engagement programs carried out during the
process of the SCP preparation indicates that the citizens of Madurai are forward-looking,
innovative and have a strong sense of belonging. The Vision, therefore seeks to engage
more with people to involve them more directly in urban development. Urban design and
spatial planning, to provide for better streetscapes, tourist amenities, open spaces for
citizens; protection and regeneration of the natural assets and ecological services in the
city all have a role to play in achieving renewal of urban fabric to provide for a high quality
of life to the citizens of Madurai.
Page 17 of 92
Page 18 of 92
6. CITIZEN ENGAGEMENT
How has city leveraged citizen engagement as a tool to define its vision and goals? Specifically
describe (max 150 words each):
a. Extent of citizens involved in shaping vision and goals
The city received inputs from over 1.25 Lakh unique citizen respondents (about 8% of the
total population). The citizen engagement activities carried out for preparation of SCP
were targeted to include opinions, concerns, suggestions and ideas of various
stakeholders to understand the citizen’s priorities and formulate a shared vision for the
city. The activities were carried out at various stages in the proposal preparation and at
various levels.
Focus Group Discussions (FGD) were conducted with over 700 stakeholders such as
officials from the Madurai Municipal Corporation, parastatal agencies and citizen
representatives; City Mayor, Deputy Mayor, MPs, MLAs, head of Opposition Party, Ward
Committee Chairmen, Councilors etc, Confederation of Indian Industry (CII), Resident
Welfare Associations, educational institutions representatives, commercial /merchants
association and prominent citizens.
Suggestions were also sought though online platforms such as Facebook and Survey
Monkey with over 1.25 lakh citizens responding to the same.
(Refer Annexure 03; Page 03)
b. Engagement strategy to get best results from citizens
The engagement strategy was chalked out considering city’s baseline study, governance
and administrative system, social and economic strata and people’s accessibility to
various mass media and digital social media platforms. Extensive citizen engagement
commenced very early on in the SCP preparation process and continued until the
selection of solutions and their financing plans.
FGDs with various stakeholders at different levels were conducted to understand the
expectations and aspirations of the city. Based on these discussions, a questionnaire
was prepared to reach to general public, to zero-in on the sectors of priority, area for
development and pan city initiative.
In order to maximize citizen’s participation, promotional activities were carried out through
online media platforms such as Facebook, Whatsapp, MyGov, etc. and mass media
platforms like local newspapers, radios FM, hoardings, etc. Additionally, to make it more
interesting and involve city’s youth, competitions like essay writing and logo design were
organized by Corporation. It was aimed to include at least 10% representation of the total
population out of which 8% has been achieved.
Refer Annexure 03; Page 03
Page 19 of 92
c. Different means of citizen engagement adopted
1. Face-to-Face consultations – Conducted four levels of citizen engagement meetings

and FGDs with various organizations and government departments.
2. Mass Media - Vigorous mass media platforms used for increasing citizen’s
participation.
• Broadcast Media – FM Radio publicizing smart city concept and asking people’s
participation.
• Digital Media - Face book fan page created to source ideas on city vision & individual
expectations of the citizens. In addition an online crowd-sourcing and polling was
conducted through website – www.maduraismartcity.in to sought 'Future expectations
of the city' from people. Mygov.in platform used for discussions, do and talks for the
citizens to communicate their views and concerns.
• Print Media – Press releases given in local daily newspaper about citizen
engagement activities and SCP progress.
• Outdoor Media – 15 numbers of flex boards displayed in prominent locations for
creating citizen awareness.
3. Event organizing – Various competitions like essay writing, craft making, logo design
were launched through mygov.in platform (Refer Annexure 03; Page 03)
d. Extent of coverage of citizen engagement in different media and channels
1. Reach through stakeholder consultations – 700 plus
2. Reach through public polling (offline & online) for voting – 1,25,765 citizens
• Sector prioritization – 1,23,104
• Area for Development – 1,21,704
• Smart Applications – 1,22,606
3. Total of 19,401 additional suggestions./ideas were received from the citizens through
the public poll
4. Reach through online platforms (Facebook, MyGov) for suggestions – 2,500 plus users
5. Facebook: current fan base: 1,670
Also, citizen reach was achieved through other platforms such as newspaper
advertisements, distribution of pamphlets through newspapers, hoardings at public
places in the city, radio announcements, etc.
Refer Annexure 03; Page 03 and 04
Page 20 of 92
e. Incorporation of citizen inputs in overall vision
Citizen inputs have been incorporated in the development of the overall vision. Proposed
goals were extensively deliberated with and accepted by the citizens.
The FGDs clearly indicated that the people of Madurai have a strong sense of belonging,
are proud to be part of the rich heritage and desire/aspire for their city to continue to be
an important pilgrim/ tourist centre, however, through creation of world class facilities for
tourists and also strongly believe that the city can be made into the most livable city in the
country through provision and better management of infrastructure. The main concerns
were traffic and transportation (congestions & haphazard parking) in the core area, water
bodies conservation, water supply (availability & supply), sewage & sanitation and storm
water drains. Suitable interventions in these areas were also suggested during these
discussions.
Online polls suggested water supply, cleanliness (solid waste management & sanitation),
traffic management, public transport and tourist infrastructure as priority areas.
The vision and goals for the city have been formulated based on the above. Different
levels of citizen engagement activities, the extent of reach and results of the same are
detailed in Annexure - 3, Page 03 & Page 04
Page 21 of 92
7. SELF-ASSESSMENT: BASELINE
Define the baseline for your city based on self-assessment criteria given in Annexure 2 (column ‘H’).
Marks will be awarded based on how well you know y our city (Fill column ‘I’ in the self assessment
sheet in Annexure 2 with as many KPIs and "hard metrics" as possible; max 50 words per cell)
Note: Attach Annexure 2
8. SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES

Emerging from the vision statement, assess the qualitative or quantifiable outcomes that need to be
achieved for each of t he Smart City Features described in Annexure 2 (c olumn ‘J’). In column ‘K’
describe the biggest single initiative/solution that would get each feature of the city to achieve
‘advanced’ characteristics (eg. increasing share of renewable energy generation in the city by X
percent). Note that a single initiative/solution may impact a number of features (eg. improved
management of public spaces may ease congestion on roads as well as improve public health).
(Fill in Annexure 2; max 50 words per cell)
Note: Attach Annexure 2
Page 22 of 92
B. AREA-BASED PROPOSAL
The area-based proposal is the key element of the proposal. An area-based proposal will identify an area of
the city that has been selected t hrough desk research, analysis, meetings with public representatives,
prominent citizens, and citizen engagement, as the appropriate site for either of three types of development:
retrofitting (approx. 500 acres), redevelopment (approx. 50 acres) or Greenfield development (approx. 250
acres). This area will be developed into a ‘smart’ area, which incorporates all the Essential
Features/Elements prescribed in the Mission Guidelines and any additional features that are deemed to be
necessary and appropriate.
Mapping of information and data is a key part of your Smart City Proposal. Create a suitable Base Map of
your city with all the relevant systems and networks as they exist today, showing its physical, administrative
and other characteristics, such as natural features, heritage areas, areas prone to flooding, slums, etc. The
base map should show the regional context in which your city is located and should contain the spatial and
physical layout/morphology of your city, the street network, the open and green spaces, the geographical
features and landmarks and the infrastructure, including for transportation, water supply, sewerage,
electricity distribution and generation, and so on.
Using the base map, represent, with the most effective method available, as much information and data
about the ‘Area’ selected for area-based development. Only one ‘Area’ should be selected and attached
in the form of a map containing the spatial and physi cal layout/morphology of the Area, the street
network, the open and green spaces, the geographical features and landmarks and the
infrastructure, including for transportation, water supply, sewerage, electricity distribution and
generation, and so on. The Essential Elements and additional features that are propos ed to be part of the
area-based development should be included. Describe, using mainly graphic means (maps, diagrams,
pictures, etc.) the propos ed area-based development, including the project boundaries, connectivity,
significant relationships, etc.
(max. 2 nos. of A -3 size sheets)
Page 23 of 92
9. SUMMARY
Summarize your idea for an area-based development. (max. 100 words )
The city of Madurai, with a rich living heritage of over 25 centuries has, at the heart of it,
the vibrant heritage zone with the Meenakshi Amman temple and its precinct as the loci
controlling the social and economic growth of the city. Also, prominent zones of heritage
and cultural significance around the central temple precinct, which uphold the cultural
essence, need to be conserved, fostered, preserved and showcased.
The proposal’s intent is to exemplify the compactness of traditional temple towns, while at
the same time, introducing strategies for heritage conservation, renewal of cultural
routes / linkages, decongestion, mobility improvement and good street network. The
components thus proposed are dynamic interventions to the prominent heritage zones in
the city. The proposal envisions a holistic approach, which will be impetus to the future as
well as the historic city, tourists as well as citizens, and present an enhanced Quality of
Life.
The retrofit of the 3190 acres around the Meenakshi Temple Precinct is envisioned
(including creation of world-class amenities for visitors, better management and provision
of civic services). This model will increase the veneration factor as well as showcase the
Temple City on a both National & International platform.
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
a) The City Profile
Madurai with its 2500 years of existence, unveils a phenomenal plethora of heritage and
cultural characteristics, such as the urban fabric. The concentric mandala city form which
is undisturbed for over 1000 years, carry both tangible and intangible significance. For a
city that is synonymous with the Meenakshi temple, the development of the area holds
high reverence nation-wide. The temple and its precinct have been the genius loci, in
controlling the social as well as economic growth of the city.
Madurai city has experienced rapid growth and development over the last decade. With
its roots rich in heritage & culture, the juxtaposition of fast-paced urbanization has posed
high degree of complexities and challenges to the city, in providing a comprehensive
infrastructure system that will strengthen its growth. It is but obvious, that the
understanding of the city and its requirements are best understood through its citizens
and administrators. Hence, for Madurai to prepare a smart city proposal that reaches its
goals and creates city-wide impact, a multi-level engagement of the various integrals, is
of utmost necessity.

Page 24 of 92
The heritage area in temple city displays a vibrant mix of various land use facilities, such
as commercial, residential and markets. The water connections between the river and the
subsidiary Kulams / lakes are remarkable aspects of the region, due to the Temple
Rituals linked with the water bodies. Various temple festivities take form in different zones
of the river and the various Tanks / Theppakulams.The River Vaigai, despite being a
non-perennial river, is unanimously referred to as the Lifeline of the City. Currently there
lacks appropriate Heritage Conservation of the prominent heritage structures in the city
and hence degradation of the area as well as reduced tourist inflow.
In addition, a good city, takes form by the continuous interaction and association of its
citizens through years of development, so do its neighborhoods. Hence, for the
transformation of a city area, various factors need to be taken under consideration, such
as – History and significance of the city, growth pattern of the city, assessment of city’s
infrastructure system, administration and morphological association of citizens and most
importantly, the necessity and needs of its citizens. A society, where most members feel
that they are connected, have access to their basic needs, and are provided with the
opportunity to participate in decision-making processes that affect their lives, is a society
that will best foster principles of inclusiveness. Ref Annexure 03. Page 05
b) Opinion of the elected representatives and stakeholders

The process of understanding and selecting the area was programed through an
extensive stakeholder engagement, followed by citizen survey. The idea of the proposal
with existing situation analysis and world-wide best practices were discussed and
Citizens and stakeholders alike were educated about the specificities and varieties of
area developments possible during the different rounds of stakeholder meetings and the
participants were asked to discuss about their city. These meetings became breeding
grounds of the ideas to improve the city and the discussions drew examples from the
best practices from across the world. Along with this, all the activities were promoted on
various online and offline platforms like facebook, MyGov.in print media etc. 42% of the
stakeholder suggestions were regarding improvement of roads, traffic and transportation,
21% of the suggestions were regarding conservation of water bodies.
Drawing from these discussions and the consultation with ULB officials and people’s
representatives, seven different options for Area based development and ten sectors that
need improvement were put out. Ref Annexure 03. Page 03
c) Citizen Opinion and Engagement

The citizens were given the power of decision making by means of a public poll. The
offline polling was also conducted by the Corporation in 25 different locations in the city in
order to reach out to all sections of community. A total of 1,25,765 citizens participated in
the poll to choose the areas that need improvement. Of this, a total of 26,819 citizens
(18.5% of the voters) chose improvement of the core-city area with temple precinct.
Further, the iterations for the area selected were analyzed and discussed with the state &
city’s administration and stakeholders.
Hence, through a comprehensive and reiterative process of engaging administrative

sectors, citizens and applying the knowledge base, Madurai shortlisted its Historic core
city and the ecological watershed for the process of Area – based development model
plan. Ref Annexure 03. Page 04
Page 25 of 92
d) Discussion with urban planners and sector experts

The proposal thus outlined through the initial steps, was vetted by an Advisory Panel of
Experts, comprising of stalwarts from various sectors such as – water, traffic, heritage &
finance, who strengthened the thought process, aided in streamlining the envisioned plan
for the area and guided in preparation of an efficient implementation plan.
• Mr. Pankaj Modi, a Conservation specialist,

• Mr. Mohan Rao, Ecology & Enivroment Expert, Integrated Design, Bangalore,
• Mr. Imtiaz Ahmed , Transport Planner,
• Mr. M N Thippeswamy, Water Sector Expert
e) Discussion with suppliers

On the outlined proposal, the integral layer of IT connectivity and digitalization was
conceived and inter-weaved into the numerous strategic solutions for the area as well as
pan-city. Technology know-how and its effectiveness were derived through consultation
with Schneider.
The cumulative result of all these processes has resulted in Madurai’s Smart City
Proposal, as a holistic plan that burgeons the strategies proposed in a more effective and
inclusive manner.
The future of our cities lies in understanding the essence of our traditional cities. Rapid
urbanization and sporadic planning has posed great dangers not only to the cultural
significance of temple towns, but also a high stress level on the city’s core infrastructure,
making way for fragmented and sporadic urban growth. There lies greater need and
challenge in retrofitting the existing core city structure, to gear up to its citizen’s current
and future necessities, and to create a ‘smart area’ benchmark that holds the opportunity
to be an exemplary model to other temple towns in the country.
Page 26 of 92
11. KEY COMPONENTS

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

• Dedicated Heritage Streets with façade improvement (by way of colour coding, motifs &
patterns) to remove visual clutter, restore / preserve heritage character, enhance
cultural character of the heritage zone. • Heritage conservation of historic, heritage
and culturally significant structures in the city, and improvement of their respective
surroundings. • Heritage Loop connecting the numerous zones with the Temple.
• Reviving the cultural essence of Amman temple precinct by redesigning Nandavanam
and restoring Pudumantapam. • Reviving the cultural significance of water with the
temple’s rituals and festivities, by improving Vaigai riverfront zones, with enhanced
streetscapes and amenities. • Heritage Guidelines / bye-laws for the heritage precincts
& structures in the city through regulations on existing structures, future developments
as well as streetscape. Ref Annexure 03. Page 08&09
II. Visitor Amenities and Tourism Infrastructure

• Bus Terminal Renovation to streamline traffic movement and provide better passenger
amenities • Tourist plazas – at Bus Terminal and MLCPs, as centers with information on
temple timings, heritage zones, accommodation, restaurants, shuttle bus inter-city travel
info etc • Incorporating Battery operated auto rickshaws and Hop-on / hop-off buses to
ply tourists from strategic nodes in the precinct to the temple. • Smart Parking,
designated on-street parking and MLCPs • Bringing ease of movement to tourists as
well as residents through organized street network and intersections. Construction of
600m fly-over along south bank of river to decongest core area • Relocating wholesale
markets, transport offices and retrofitting with spaces that will bring value-addition to the
precinct (such as – cultural centres, local artisan centres) • Streetscape redesign with
defined footpath, parking bays, street furniture, signage, landscape, paving. Ref
Annexure 03. Pg 11&12
III. IT Integration for aiding Tourists and Citizens

• VMS Boards at nodes of entry, key junctions, prominent heritage precincts • City
mobile app with information relevant for tourists. • Surveillance and crowd control
systems, integrated with emergency services. • Free Public Wi-Fi hotspots at strategic
locations. • IT enabled parking system, with real time info via mobile apps & display
boards. Ref Annexure 03. Page 10
IV Improving Quality of life for citizens

• Underground ducting for water supply, sewerage, storm water, power, data and gas.
• Providing city level lung spaces with active recreational facilities through riverfront
improvement to promote vibrant uses, thereby enhancing character of the adjoining
neighborhood. • Improvement in basic infrastructure • Use of solar power (rooftop)
Page 27 of 92
12. SMART URBAN FORM

Describe the ‘smart’ characteristics of the proposed development that relate to urban form (eg.
uncluttered public places, mixed-use, open spaces, walkability) and how these will be incorporated.
(max. 250 words)
The temple and its precinct have been the focal node of social as well as economic
growth of the city, and display a vibrant mix of various land use facilities, such as
commercial, residential and local markets. The proposal’s intent is to exemplify the
compactness of traditional temple towns, while at the same time, introducing strategies
for de-congestion, mobility, street network and traffic management, heritage guidelines
and conservation. The heritage & historical areas such as the Mariamman Theppakulam,
Gandhi Museum which are appox 5km radius from the core temple city, will be restored
for a comprehensive heritage mapping of the city. The streets linking these heritage
structure will also be re-designed with Heritage character to create significance. In the
3190 acres of Retofit proposal, the components thus proposed are dynamic interventions
that provide direct results.
'Good streets promote walkability and connectivity'. In the core city temple precinct, the
proposal presents streetscape design for the concentric streets and key intersections,
which correspond to the activities of the zone, as well as act as an extension to public
spaces allowing for maximum interactions and enforcing a modal shift to NMT and
pedestrian. Chithrai Street, the first concentric street around the temple is transformed as
a no-vehicle, pedestrian only zone, thus maintaining the essence of the temple
surrounding. The 2nd & 3rd concentric streets being the Avani & Masi Streets are
modified as alternating one-ways with the perpendicular internal streets also working as
alternate one-ways thus creating a non-chaotic movement pattern.
(Ref Annex 03, 11&12).
Further,the public spaces in these heritage precincts such as the Nandavanam (Temple
Park), Pudumantapam, Rayagopuram, Mariamman Theppakulam, Gandhi Museum,
Vittavasal, Nagara manimantapam, Old Chokkanatha Temple, hold great potential to
transform as cultural magnets for both tourists and citizens. The historical background
and their association with the citizens, identify them as landmarks, which in turn with
public activity can be made World-Class.
Extracting from the citizen engagement, the critical need for a city-level Recreational
Open Spaces was understood. Hence, the proposal focuses its attention on devising a
methodology of actively utilizing the riverfront and its connected watershed. The riverfront
development transformed as a city-level public spaces with vibrant activities will be the
first of its kind in Madurai and provide prospects for future re-development component
along the riverfront to follow. (Ref Annex 03, 13)
Hence, with focus on edifice of heritage - built, natural and cultural, the city’s proposal for
transforming the area into a “Smart Area Model” will be achieved.
Page 28 of 92
13. CONVERGENCE AGENDA

In Table 1, list the Missions/Programmes/Schemes of the Government of India (eg. AMRUT, HRIDAY,
SBM, IPDS, Shelter for All, Digital India, Make in India, Skill India) and relevant external projects and
describehow your proposal will achieve convergence with these,in terms of human and financial
resources, common activities and goals. (max. 50 words per cell)
TABLE 1
S.No Missi on/Programme/ How to achieve convergence
Scheme/Project
1 SMART CITY
• Project preparation of all components
• Bus Terminal improvement
• Tourist Plazas
• Streetscape Improvement
• River recreational activities and beautification
• Implementation funding
• Capacity building for the SPV
2 AMRUT • Funding for infrastructure improvement of

water supply & sewerage works, storm water
drains
• Funding for development sidewalks, FOBs,
NMT Pathways, Public transport and MLCP
3 Swachh Bharat Mission (SBM) • Improve and strengthen the Solid Waste
Management System to become a litter-free
area.
Continue on next page
Page 29 of 92
TABLE 1
S.No Missi on/Programme/ How to achieve convergence
Scheme/Project
4 ASI Heritage Conservation
5 • Implementation of consumer re-dressal

a. Digital India portals
• Implementation of service information portals
b. Internet of Things (IOT) project for Smart Cities, (public transport, parking, tourism information
under Deit etc.)
Skill India • Capacity building for SPV staff

• Skill Development scheme for the urban
workforce for gainful self-employment
6 Pooled Finance Fund • To meet the expenditure towards bridging

other infrastructure gaps.
7 OTHER SCHEMES: • Funding for DPR for rooftop solar panels and
a. Integrated Power Development Scheme (IPDS) smart meters
b. NIRBHAYA FUND • Funding for city surveillance

• Funding for emergency response system
c. MNRE Solar City Programme • Funding for installation of GPS on public
transport
d. DELP scheme of MoP • Funding to convert domestic lighting to LED
• Setting up of Solar City Cell
e. National Plan for Conversation of Aquatic • Capacity building and other promotional
Eco-systems (NPCA) activities.
Page 30 of 92
14. CONVERGENCE IMPLEMENTATION

Describe how the convergence will be implemented? For example, convergence with IP DS will be
credible if ‘smart’ city elements (e.g. smart metering, underground cabling, shifting of transformers) are
included in the DP R being prepared for IPDS. If, a DP R has already been prepared, then the ‘smart’
elements should be included in the form of a supplementary DPR. Furthermore, according to the IPDS
Guidelines the DPR has to be approved by the State Government and sent to the Ministry of P ower,
Government of India. All these have to be complet ed before submitting the proposal. (max. 350 words )
It is proposed that for each project, at the DPR stage, along with carrying out the design
and costing, the funding sources will also be identified. Specific components of the project
would be proposed for funding under different schemes of the government (whether
central or state), with associated timelines for tying up the same. In case agencies have
already prepared DPRs keeping only a single scheme in view, separate supplementary
report would be prepared taking into account the requirements and funding available
under the various schemes. This will ensure that the physical design aspects/requirements
under various schemes are considered at the design stage itself and all funding sources
are dovetailed seamlessly.
Since the capacity within the ULB and the SPV would be limited in the initial stages, the
DPR Consultant would also be required to assist in preparation of applications for tying up
of funds from the Government of India.
The implementation would be carried out only after all funding sources have been tied up
in line with the implementation schedule (this would also specify the timelines for tying up
of funds under various schemes.
In order to ensure financial prudence and sanctity, the SPV would maintain separate
accounts for each GoI scheme. The outflows would be as per the funding share specified
under various schemes. This detailed milestone wise funding scheme would be part of the
DPR prepared at the design and planning stage.
It is envisaged that project monitoring consultants for the projects would apart from
certifying quality and progress of implementation also submit a statement of funding
source and in preparation of progress reports as per formats specified by GoI/multi-lateral
agencies etc. This would help the SPV in achieving seamless Convergence during the
implementation phase as well.
Page 31 of 92
Page 32 of 92
15. RISKS
What are the three greatest risks that could prevent the success of the area-based proposal? In Table
2, describe each risk, its likelihood, the likely impact and the mitigation you propose. (max. 50 words
per cell)
TABLE 2
Ri sk Likelihood Impact Mitigation
1. Continued Stakeholder Medium Very High Conduct citizen

Concurrance engagement sessions
and provide awareness
about proposed
improvements.
Ensure council approval

to proposed schemes
Session with stake

holders – residents,
traders association,
elected representatives,
slum dwellers.
2. Inter-Departmental Medium Very High Promoting

Concurrance Inter-departmental
coordination with
Sessions and regular
update to avoid
Operational objections.
Incorporation of project
specifications in service
DPRs bringing clarity.

Page 33 of 92
TABLE 2
3. Financial Constraint Medium Very High Prepare detailed

business plan covering
funding towards capex
and opex.
This should be cleared

by the council
Tie up all financial

arrangements through
Sanction Letters /
agreements
Identify an uncommitted
ULB revenue source
that could be utilized /
escrowed to mobilize
alternate funding in
case the funding
drawdown is not
available as per plan
4. Regulatory Risk Medium High Enshrined through

specific legislatives.
Preparation of required
Orders and Framework
Agreements with SPV
and stakeholders
Page 34 of 92
TABLE 2
Page 35 of 92
16. ESSENTIAL FEATURES ACHIEVEMENT PLAN

Describe a plan for achieving the Essential Feat ures in your area-based proposal. Importantly,
accessible infrastructure for the differently-abled should be included. List the inputs (eg. resources)
that will be required for the activities that you will conduct, leading to the outputs. Please note that all
Essential Elements, item-wise, have to be included in the area-based propos al. (max. 2000 words)
The proposal interposed for the area focuses on the vital heritage precinct improvement
and increased tourist association, backed by various essential elements and strategies
that coherently work in tandem for the successful outcome of the intent.
1. Reviving the Cultural & Heritage Identity of the precinct

(a) Façade and Streetscape redesign: The proposal’s essential goal is the strengthening
the heritage character and avoid haphazard modernization of parcels around the
precinct.
Façade improvement of dedicated streets leading from bus terminal/parking plaza to
temple, river to temple and temple to other heritage areas, as well as signage in the
heritage precinct, in addition to streetscape improvement.Hence, ensuring the carry
forward of similar character and theme across the area.
(b) Heritage Conservation: Restoration of heritage structures and their respective

surroundings. This includes improvements to the Rayagopuram, Mahal, Fort Wall,
Nandavanam, Pudumatapam, Thermuti, Town Hall Road Theppakulam, Mariamman
Theppakulam, Gandhi Museum, etc.
(c) Heritage Loop: In order to promote a cultural tourism in the city, the proposal
envisages a Heritage Loop from the main Temple to the various significant &
prominent structures. This would be strengthened by incorporation of Battery operated
autos within the core city area, from the proposed tourists plazas to the temple and
precincts within the core, and shuttle buses linking structures across the city.
(d) Cultural Link: The River Vaigai holds a strong association with the temple history as
well as the cultural linkage of the society. The major festivals and functions held at the
temple have high dependency on the river for ritual & procession purposes.
Therefore, reviving the cultural significance of the water bodies with the temple’s
rituals and festivities, will improve the significance of the temple precinct strongly.
Hence by integrating the riverfront zones of Vaigai River, with public amenities,
greenery.
e) Heritage Regulation: The proposal’s essential goal is the strengthening the heritage
character and avoid haphazard modernization of parcels within the precinct. Heritage
Guidelines are required to be formulated for the temple and heritage precincts, through
regulations / bye-laws on existing structures, future developments as well as
streetscape.
Ref Annexure 03. Page 08 & 09
Page 36 of 92
2. Providing amenities for enhanced tourist experience

(a) Tourist Plaza: The proposal aims at enhancing tourist experience at all touch-points of
the precinct. In this endeavor, the Tourist plazas at arrival points of the tourists (at
Bus Terminal and at the off-street parking areas), as information and amenities center
for tourists with assistance temple timings, heritage zones, accommodation,
restaurants, shuttle bus details, inter-city travel info, becomes the key feature for the
success of the area. 6 such tourist plazas have been proposed in - Bus Terminal (2
acres), Gandhi museum (2.9 acre), Andalpuram Nandavanam (1.6 acres),
Mariamman Theppakulam (1.5 acres)
(b) Safety & Security: Highest priority will be citizen safety and security with installation of
surveillance cctv cameras, emergency helpline number, crowd management,
immediate response system, specialized women and child security measures.
(c) Accessibility: The area uses the application of International Standards of Accessibility
for all streets, in sidewalks, crossings, parks, public spaces and amenities – for people
using wheelchairs, strollers, walkers, crutches, handcarts, bicycles, aged people,
visually or hearing impaired, and pedestrians with temporary mobility impairment or
injury. In addition, the footpath paving of all retail streets will be fitted with Tactile
Paving, which will provide accessibility guidance.
(d) Open Space: The open public spaces in these heritage precincts such as the
Nandavanam (Temple Park), Pudumantapam, Rayagopuram, Mariamman
Theppakulam, Gandhi Museum, Nagara Mani mantapam, Old Chokkanatha Temple
hold great potential to transform as magnets, with spaces of cultural activities such as
Plaza, Amphitheatre, Procession routes etc,.
(e) River - Ritual corridor: Improving the cultural nodes along River Vaigai and reviving its
significance with the temple’s rituals and festivities. The areas along the River Vaigai
will present an exemplary model of riverfront development in Temple towns, with public
spaces such as – Community centers, plazas, parks & playgrounds, promenade and
other activity zones. Thereby providing a high quality of life for citizens and improving
the area’s fabric. Ref Annexure 03. Page 13
3. Easing the movement of tourists & residents within the precinct

With high levels of over-crowding, congestion, irregular traffic movement, chaotic
intersections, haphazard parking and no footpaths, the streets have turned disastrous.
The 2nd & 3rd concentric streets being the Avani & Masi Streets are modified as
alternating one-ways with the perpendicular internal streets also working as alternate
one-ways thus creating a non-chaotic movement pattern. Ref. Annexure 3. Pg 11&12.
4. Use of Digitalisation to provide real-time update and bringing awareness

The proposal aims at providing robust IT connectivity which will enhance tourist
experience, such as – VMS Boards at nodes of entry to the precinct, key junctions,
prominent tourist areas, City mobile app with information regarding city, temple,
history, traffic, emergency, public transport, taxi and autos, shopping areas,
restaurants and hotels. Free Public Wi-Fi hotspots at strategic locations – tourist
plazas, prominent nodes. IT enabled parking management, with real time information
via mobile apps and display boards.
Ref Annexure 03. Page 10
Page 37 of 92
5. Accessibility & Movement within the Precinct :
(a) Encouragement to NMT: The proposal intends to increase the connectivity and
encourage NMT, through provision of appropriate infrastructure and regulatory
mechanism. Further, with priority to NMT, all street design standards includes – reduced
vehicular speeds, dedicated bicycle lanes in major roads and pedestrian footpaths in all
streets with supporting streetscape such as – Planting, street furniture, lighting and
barricading, the proposal highlights the ease of use and benefits of NMT.
(b) Pedestrian friendly pathways: In order to bring Pedestrian-friendliness, the streets will
be provided with adequate sidewalk / footpath along with clear demarcation of
carriageway. Also, the sidewalk will be buffered from the vehicular traffic, either by
parking areas or row of planting (Tree Boulevard), thereby increasing safety of
pedestrians. Signage to indicate the pedestrian paths, intelligent traffic signals to control
the automobile flow and enforcement of traffic rules in the interest of pedestrian and
cyclist safety.
The proposal has earmarked specific routes within the temple precinct that will act as
connectors to the temple as well as the Hertiage Loop. These streets will display vibrnat
heritage character in terns of the Facade (Colour & Motifs) and with emphasis to
Pedestrians movement, thus aiding in way-finding for Tourists. Ref Annexure 3. Page 8.
(c) Non-vehicle streets / zones: With analysis under Urban Mobility, the streets in the
core city have been intervened with specific relation to the character. Heritage zones with
high tourist volume and market zones have been modified as No-Vehicle Zones, with
regulated timings for goods delivery. Associated parking requirements are met through
the MLCP in strategic locations. The proposal has also identified non-vehicular zones in
the temple surroundings, thus preserving the quality of open space; Chithrai Street, the
first concentric street around the temple is transformed as a no-vehicle, pedestrian only
zone, thus maintaining the essence of the temple surrounding.
(d) Smart I.P.T : The proposal introduces the concept of Battery operated Autoriskshaws
for the movement of toursits within the core city area. These will operate from the Bus
Terminal, MLCP Structures, Tourist Plazas and connect to the Temple. Further it will also
act as mini-connectors to Heritage Loop connecting the other prominent structures within
the core city area. Hop-on / hop-off buses are planned as Shuttle Buses that link the
structures within the overall proposal area as well the city
(d) Smart Parking: The proposal identifies the advantages of incorporating Smart Parking
system. Hence all designating off-street and on-street parking spaces and MLCP
structures created will be connected and display notifications for tourists and citizens will
be provided on the availability and locations of the parking areas, thereby reducing the
traffic congestion, saving time and improving quality of streetscape. 5 such MLCPs have
been proposed in - South Avani Street, North-East Avani Street, Ellish nagar, Gandhi
Museum, Mariamman Theppakulam.
Ref Annexure 03. Page 11 & 12

Page 38 of 92
6. Core Infrastructure
(a) Water Supply: The supply is currently intermittent, hence the proposal will improve the
system to provide 24x7 supply, with smart metering for better monitoring and
management to detect losses due to pilferage and leakages.
(b) Waste Water Treatment: The current system requires network revamping, the
proposal intends to provide complete underground ducting of all service lines.
(c) Storm Water Re-use: The proposal presents a smart integrated underground cabling
system for all streets and intends to divert the treated storm water run-off towards the
Tanks - Mariamman Theppakulam & Town Hall Road theppakulam, in the porposed area,
in order to maintain active water retention and improve ground water table.
(d) Solid Waste Management: Transformation of the core temple city area – Plastic Free
Zone, Litter free zones, color coded Litter bins along the streets and 100% door to door
waste collection. Further, sensor based sorting of waste, online platforms to connect
users and sellers for waste recycling, GPS tracking of vehicles and Geo fencing mobile
applications to locate unattended dumper locations and complaint re-addressal systems
(e) Rain Water Harvesting: As per Tamil Nadu District Municipalities Act, 1920 and
Building Rules 1973, it is mandatory to provide RWH in all new buildings. In addition, the
proposal presents a model of Rain water recharge pits constructed along the
underground storm water channel at every 30m interval, thereby improving the ground
water table in the area. The catchment of run-off water in the Temple Tanks will allow for
greater ground water recharge.
(f) Smart Metering: The supply points & distribution junctions of water network will be
installed with smart metering to record real-time and accurate data for mapping the
demand and improving the efficiency of the existing system. Further, bulk users such as
– Large Commercial, Hotels, Hospitals, Marriage Halls will be mandated for smart meter
installation. Also, smart metering will be applied for regulating power consumption, with
smart metering installed at distribution mains and with bulk consumers.
7.Energy efficiency
Solar energy usage: 10 % of area’s energy requirements, which is 5 megawatt, will be

generated off-site at the city’s centralised solar power plant.
High energy demand developments such as Hotels, Malls and Office buildings will be
mandated to produce a min. of 10% of the energy demand on-site.
Proposed Bus Terminal, Tourist Plazas and MLCP are conceived as a Green sustainable
building that will generate substantial energy requirement through roof top, vertical
façade solar panels.
LED Lighting: Streetlights to be retrofitted with LED lights and conversion of domestic
lighting to LED.
Page 39 of 92
17. SUCCESS FACTORS

Describe the three most significant factors for ensuring the success of the area-based development
proposal. What will your city do if these factors turn out to be different from what you have assumed?
(max. 500 words)
The proposal outlines key factors of significant importance in driving the success of the
proposal and its implementation.
I. Tourism Improvement and Heritage Enhancement –

The temple precinct retrofitting is backed by multiple sectors – History, Religious hub,
City’s Identity, Core City Area, User diversity. The over arching idea of the proposal is the
need to leverage the tourism potential of the city by providing a holistic and pleasurable
experience, by ensuring longer duration of stay and increased spending of tourists.
In order to achieve this, the proposal outlines several physical, infrastructure and IT
components such as – tourist arrival plazas integrated with public transport nodes and
off-street parking areas, battery – operated auto shuttle within the precinct and
hop-on/hop-off shuttle buses for intra-city, dedicated tourist routes to the temple
integrated with VMS boards & mobile apps.
The risk factor in the implementation is the concurrence of citizens, revenue generation
and ensured result of increased tourists. For this aspect, the proposal outlines the
promotion of economic growth of commercial activities within the precinct area by routing
heritage loops in such a way so as to benefit the local artisans.
Ref Annexure 03. Page 08&09
II. Accessibility Improvements –

The proposal area is the oldest area of Madurai with city planning dating back to 4th
century. The urban form is dominated by the temple at the loci and concentric streets and
radial internal connectivity. With rapid urbanization and multi-fold increase of traffic
volume, the area faces high congestion and traffic management issues.
The proposal’s aim is de-congestion of core area, organized traffic circulation, encourage
pedestrianization, promote NMT by improved public transport linkages, ensuring
efficiency through ITS interventions. The risk of the intervention lies in the enforcement
and management of the proposed mobility structure. Hence, to mitigate the risk, the
integration of mobility in the street design with dedicated lanes for NMT, integration of
bus terminal planning and centralized control and monitoring system for the ITS
interventions are also proposed.
The proposal introduces the concept of Battery operated Autoriskshaws for the
movement of toursits within the core city area. These will operate from the Bus Terminal,
MLCP Structures, Tourist Plazas and connect to the Temple. Hop-on / hop-off buses are
planned as Shuttle Buses that link the structures within the overall proposal area as well
the city.
Ref Annexure 03. Page 11&12
Page 40 of 92
III. Citizen Centric Planning -

An active and involved citizenry characterizes Madurai. Planning processes have always
considered citizen engagement and developed plans have been a true reflection of the
aspirations of the people. The Smart City Proposal is also prepared by seeking buy-in
from all sections of the society.
However, any 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 & associations,
community leaders and political representatives. As a transparent and fair process, the
implementation reports of the proposal's projects will be made public on a regular basis to
inform citizens of progress and potential delays.
IV. Revival of Cultural Linkage –

An important intervention is the need to provide an active open public space at city –
level, that will bring a quantum change in the quality of life of citizens. The River Vaigai
holds a strong association with the temple history as well as the cultural linkage of the
society, thus holding great opportunity in creating a positive impact on the quality of life of
citizens. 3kms of the riverbank on either sides will be developed with dynamic
streetscape and greenery.
Further,the public spaces in these heritage precincts such as the Nandavanam (Temple
Park), Pudumantapam, Rayagopuram, Mariamman Theppakulam, Gandhi Museum, hold
great potential to transform as cultural magnets for both tourists and citizens. The
historical background and their association with the citizens, identify them as landmarks,
which in turn with public activity can be made World-Class.
Ref Annexure 03. Page 13
Page 41 of 92
18. MEASURABLE IMPACT

What will be the measurable impact of the area-based development propos al, on the area and the
wider city, through scale-up and replication? Please describe with respect to the five types below, as
relevant to your city and propos als (max. 150 words each):
a. Governance Impact (eg. improvement in service provision and recovery of charges due to establishment
of SPV)
As the assets will be built in consultation with the local people, a sense of belonging will
develop and informally generated culture of governance will emerge. The SPV can also
set up suitable systems so as to facilitate self-manage and even self-govern by the local
people. Better traffic movement will lead to cleaner air and pollution free environment.
(Measurement of pollution levels). This will create a culture of engagement in the
community and ensure long-term maintenance of the assets without the fear of pilferage
etc. Public safety - Women will feel safe due to better surveillance (cameras, LED lights
etc) (measurement of complaints of pick pocket, chain snatching, harassment etc,.
With increased trade and economic activity in the area due to SCP interventions, and
efficiency in property tax collections (residential and commercial) will increase thereby
giving increased revenues to the Municipal Corporation.
b. Spatial Impact (eg. built form changed to incorporate more density or more public space)
The proposal’s essential goal is the strengthening the heritage character and avoid
haphazard modernization of parcels within the precinct. Façade improvements for
dedicated streets will be considered in relation to the Tourism and Heritage interventions.
With development regulations, tourist dedicated features & core infrastructure
improvement; the area will transform into a Heritage Precinct, distinctive of its temple
character and mark the reminiscence of a culture that is more than thousand years old.
The open public spaces in these heritage precincts such as the Nandavanam (Temple
Park), Pudumantapam, Rayagopuram, Mariamman Theppakulam hold great potential to
transform as magnets, with spaces of cultural activities such as Plaza, Amphitheatre,
Procession stops etc,. Further the proposal devices a Heritage Loop, linking the various
significant heritage structures across the town. This will lay the founding stone for the
Heritage precincts to use this framework for development.
(Ref Annex 03, Pg 08 & 09).
The areas along the River will present an exemplary model of the city, with public spaces
at strategic Temple Ritual Nodes. Thereby providing a high quality of life for citizens and
improving the area’s fabric. (Ref Annex 03. Pg 13).
Page 42 of 92
c. Economic Impact (eg. new commercial space created for organized economic activity)
The interventions put forth in the proposal is the holistic transformation of the core city
into a unique temple city model, which The proposal’s underlying intention is the
economic improvement of the core city area through increased footfall and spending of
tourists.
Due to better infrastructure in the area, the time taken by the tourists to reach the temple
premises will be lesser and more qualitative. With a cleaner and better environment, the
tourists are likely to spend more time in the core city area, thereby the shopkeepers
revenues is likely to increase gradually (which can be measured from individual IT
returns over a period of time) and also the GDP of the city is likely to increase.
With the inclusion of various smart city interventions, employment opportunities for the
local people will increase, for example - increased number of trade licenses issued, no.
of establishments & employees working in such establishments.
d. Social Impact (eg. accessible features included in the Proposal)
The area chosen for development is a well-blended union of old and new city areas with
roots in traditional / historic character and aspirations of modernization. The proposal
strives to create an Inclusive Society, which fosters a holistic growth of the area and thus
the city.
The entire precinct area is devised as a Barrier Free zone, facilitating tourists of all age
and physical abilities. The digitalization of the area also provides for surveillance and
crowd control systems, ensuring public safety.
The impact extent encompasses a wide range of user groups, such as – tourists, retail &
business sector, service sector, citizens - senior citizens, youth and children. The
intangible layer of temple rituals and heritage activities around the city also fosters social
inclusivity. Improving the heritage precinct fosters favorable environment for tourists, The
heritage loops within the core area and within the city, will further boost the economic
activity in the area. A comprehensive society association, instilling a ‘sense of place' in
the citizens and emerging as a landmark.
Page 43 of 92
e. Sustainability, including environmental impact (eg. int ensive 24X7 us e of public spaces results in reduced
traffic and reduced pollution)
The proposal for the core city area aims at heritage preservation and reviving some of the
historic cultural links of the city. The proposal’s goal is to transform the precinct area into
a well-developed heritage zone which can act as the reference for temple towns across
the country. The streetscapes within the precinct also exemplify the modal shift to NMT
and pedestrian, as a sustainable mode of transport, through well-planned street network
and traffic management system.
10 % of area’s energy requirements, which is 5 megawatt, will be generated off-site at the

city’s centralised solar power plant. High energy demand developments such as Hotels,
Malls and Office buildings will be mandated to produce a min. of 10% of the energy
demand on-site. Streetlights to be retrofitted with low-energy consuming LED lights and
conversion of domestic lighting to LED.
Improvement to streetscape in the 3190 acre of proposed Temple area, will see the
incorporation of trees, shrubs and greenary, thereby providing shade to pedestrians as
well as improve the micro-climate condition and UHI.
Madurai’s current ground water table has depleted sharply over the years, hence,
improving the Riverfront, will aid in improving the ground water table. The riverfront
development and the proposed city-level public spaces with vibrant activities is the first of
its kind in Madurai city and provide prospects for riverfront projects to follow.
Page 44 of 92
C. PAN-CITY PROPOSAL (S)

A pan-city smart solution should benefit t he entire city through application of ICT and resulting improvement
in local governance and delivery of public services. The S CP should contain one or two such Smart
Solutions. Generally, ‘smartness’ refers to doing more with less, building upon existing infrastructural assets
and resources and proposing resource efficient initiatives.
19. SUMMARY
Summarize your idea(s ) for the pan-city proposal(s). (max. 100 words)
Madurai (14.5 Lakh population), deals with 202 lakh tourists, necessitating service
provision of a population that far exceeds its residents. Along with elements such as
upgrading of core / basic infrastructure and enhanced mobility, street scape
improvements, the development is to be coupled with providing emergency response and
security in the area through an IT layer intervention. It is proposed to extend this IT layer
to cover the entire city.
While Madurai has computerized certain citizen-centric services, there are number of
services that remain to be integrated with the e-governance platform. In order to bring in
seamless flow of information & coordination it is also proposed to provide comprehensive
e-governance platform that consists of the following broad components • G2C
(government to citizen), G2E (government to employee), D2D (department to
department) , G2B (government to business),
Since these systems would be sub-optimal if operated in isolation, it is proposed to have

an Integrated City Management & Control Centre (ICMCC) along with integrated platform
for city e-governance is proposed as the pan city solution for Madurai.
Page 45 of 92
20. COMPONENTS
List the key components of your pan-city proposal(s). (max. 250 words)
The key components of the proposed pan city - Integrated City Management and Control
centre (ICMCC) are as listed below - Refer Annex - 3, Page 14
a. Smart water and sewerage management system- Water quality sensors, remote
pressure monitoring system, flow meter, Automatic Meter Readers (zonal and bulk
consumers), SCADA for system monitoring and control, Handheld based billing
systems for households, Remote pumping systems (for both water and sewage),
manhole status sensing system, GIS map with complete asset mapping, On-line
payment systems.
b. Intelligent public transport system - GIS Map with bus routes, bus stops, vehicle
mounted GPS device, LED passenger information boards, public bus transit
monitoring backend software and hardware
c. Intelligent parking system - GIS Map with parking lots, GPRS enabled handheld
devices with front-end software, LED information boards, parking management
Backend Software System and hardware
d. Intelligent traffic management system - Traffic volume cameras, wi-fi enabled Adaptive
controllers, solar panels, central control software and hardware
e. Surveillance system - CCTV cameras (with IR), PTZ cameras, monitoring screens in
the control room, surveillance software
f. Emergency response system - GIS Map, Vehicle mounted GPS device, 2-way
communication system, Vehicle dispatch software and hardware
i. Waste Collection & Transportation monitoring system - GIS Map, collection routes,
Geo-fenced waste bin points, vehicle mounted GPS device, computerized,
weigh-bridge system, waste collection monitoring backend software and hardware
j. Street-light monitoring and management system, LED lights, GPRS
enabled controllers, Backend street-light monitoring system and hardware
k. Integrated Platform for City e-Governance - It includes G2C, G2E, D2D, G2B modules
and call centre. The components of these modules are GIS map with all asset and
property attributes, backend application software and hardware, front-end dashboard,
citizen service centers, mobile application, communication equipment and space with
power back-up. It is assumed that no additional computer systems would be required
by employees for this activity and those required by businesses interacting with MMC
shall be provided by the business themselves.
Refer Annex - 3, Page 15
l. Integrated City Management & Control Centre - Operator monitoring consoles,
video-wall, two-way communication system, hardware hosting facility, secondary
control room
Page 46 of 92
21. APPROACH & METHODOLOGY

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

• Water & Sewerage : 31% NRW, gaps in regular maintenance of assets owing to lack of
data, sewage is collected in areas near river Vaigai, through open drains in the streets
and disposed in unhygienic condition in low lying areas, final disposal points are in the
nearby channel and water bodies which result in pollution of groundwater, Need to
improve sewage collection and treatment to ensure rejuvenation of water bodies.
• Transport : 85% share of 2 wheelers, Decreasing share of public transport, Hap-hazard
parking, Increasing congestion on city streets.
• Safety and Security : No central system to monitor uptime of street-lights,20
surveillance cameras, but it is not linked with emergency response system (critical
during festivals)
• Waste Management :A gap of about 1250 vehicles for collection & transportation. Only
95 of the secondary transportation vehicles have GPS devices, no routing plan and
bin-geofencing. Black-spots continue to dot the city.
• Integrated City Management and Control Centre : In order to benefit from the
cross-linkages across the various systems, the city should have a central control room
Madurai has already implemented various aspects of e-governance in the recent past.
However, from citizens and stakeholder’s viewpoint there remain a number of service
gaps which need to be filled. Some of these are listed below:
Need for time-bound processing of applications and resolution of complaints filed by
citizens
• Lack of transparency/information dissemination on status of application/ complaint
• Some of the citizen services and projects undertaken by the MMC require coordination
across departments. Currently, there is no workflow integration
• Data on status of projects is not readily available and therefore there are no early
warning signals that can be analyzed for remedial action
• While the filing of tender documents is in electronic form, all processes post selection of
contractor continue to be paper-based.
• Internally within MMC, there is a requirement to have a system for attendance logging,
e-mail communications, easing internal procurements, processing leave, requisition for
project purchases/travel etc. so as to enable staff to work for effectively and efficiently
• No single dial-in number or portal for all citizen centric services.
Therefore, from a benchmarking of the current status of the e-governance in Madurai
vis-à-vis practices elsewhere in the country, there is an evident gap which needs to be
bridged.
Page 47 of 92

• Over 78% of the respondents voted for smart solutions in water and 51% for sewerage
solutions - inadequate water supply, irregular and intermittent supply, no assurance on
quality and no complaint redressal mechanism
• 37% of the respondents voted for smart transport solutions
• Over 55% of the respondents voted for IT intervention in managing solid waste.
Cleanliness is the second most important concern.
• No specific response for Integrated City Management and Control Centre
(Refer Annexure 03. Page 04)
c. Elected Representative Opinion

• Water & Sewerage : 18 responses pertaining to water supply improvement and 21
responses on water body rejuvenation received. Discussion points mainly pertain to
Increasing efficiency of water supply system, Effective treatment of water to ensure that
the water bodies are not polluted.
• Transport : 42 responses received for improvements in traffic and transportation.
Discussions/ suggestions primarily pertaining to Condition of roads and congestion,
parking constraints and lack of coverage of public transport.
• Safety and Security : Unanimously agree that safety and security systems should be
implemented. Street lighting system should be improved across the city. New
technologies should be used to reduce the electricity charges being paid by the
corporation.
• Waste Management : Although not amongst the top 5 concern areas, the system needs
to be improved to ensure that performance is monitored closely.
• Integrated City Management and Control Centre : Agree to need for an integrated City
Management and Control Centre.
d. Discussion with urban planners, sector experts and suppliers/ partners

• Water supply and Sewerage: Need is to have systems that will monitor water supply
services so as to drastically reduce NRW. However, system should be cost effective in
the Indian context so as to reduce the financial burden on the end-consumer.
Maintenance and repair of assets is critical and therefore should be GIS mapped. The
flows across the network should be monitored to flag leakages and timely interventions.
• Transport - ITS needs to be implemented in a holistic manner. It should start with proper
mobility planning and route planning for different bus configurations so as to ensure
comprehensive service coverage. Real-time information should be provided for public
transport services and parking locations and availability. The information dissemination
should be through various channels – web, mobile, call-in etc. Road congestion could
be reduced by implementing intelligent signaling systems
• Safety and Security - Necessary to have an integrated surveillance and emergency
response system that links into police, hospitals and fire so as to be able to deal with
incidents in a time-critical manner.
• Waste Management - Need to enhance features of the existing system by adding the
Geo-fencing of bins, Route mapping, Biometric attendance of field staff, Integration with
weighment system at processing site.
• Integrated City Management and Control Centre - Discussions held with some vendor
(Schneider, ROLTA, Barco etc.), Unanimous opinion that long-term solution is to have a
city control room as prevalent in developed economies.
Page 48 of 92
Improvements in e-governance were not voiced as major concerns during the

stakeholder interactions. This aspect has also not been highlighted in the citizen’s
opinion poll, possibly owing to the fact that lack of physical infrastructure and associated
services were of prime concern. However, during discussions with experts in the field
(internal and external), it was strongly opined that improving the e-governance framework
is necessary since it not only will hasten the roll-out of physical infrastructure (through
improvements in internal work flows), but will also ensure that the intended outcomes of
physical infrastructure provision is consistently tracked. Without an e-governance
framework, it would be impossible to monitor the performance of the services being
provided and the responsiveness of the city managers to the expectations of its citizens.
22. DEMAND ASSESSMENT

What are the specific issues relat ed to governance and public services that you have identified during
city profiling and citizen engagement that you would like to address through your pan city proposal(s )?
How do you think these solution(s) would solve the specific issues and goals you have identified?
(max.1000 words)
The specific issues to be resolved and the smart solution proposed are set out in the
table below:
Smart Water and Sewerage management system
Issues Leakages in the water supply system (both UFW and NRW), No planned
maintenance schedules, Lack of data or response in case of emergency repairs,
Ineffective grievance readressal, No automated system for project monitoring, Polluted
water bodies and no active open areas for citizens.
Solutions - It is proposed to meter the entire water network through a combination of
conventional meters and AMRs. The AMRs would be installed for bulk consumers and at
the distribution zones. Pressure sensors and water quality sensors would be installed to
monitor the service parameters across the network and SCADA based monitoring of the
Page 49 of 92
entire system. Billing would be done using handhelds and payments would be enabled
through web and mobile. Since all of the above also requires physical infrastructure to be
built, the city would also implement a project monitoring module and approval workflow
system to ensure that the project is implemented in a timely manner.
Intelligent Public Transport system
Issues - No information on public transport, Decreasing share of public transport

Solutions - GPS based tracking of public bus transport, Mapping of routes and bus stops
on GIS. This system would be used to publish information of bus time-table, routes and
real time bus arrival. The system is also expected to improve the operational efficiency of
the operating company (TNSTC).
Intelligent parking system
Issues - No information on location of parking lots, no real-time information on availability

of parking spaces, no parking charges being levied for on-street parking.
Solutions - Earmarking and specifying rated capacity for on-street and off-street parking
facilities, GPRS enabled handheld based ticketing system with real-time parking
availability updation of common backend system , Publishing of parking information
through VMS and city mobile application.
Intelligent traffic signaling system
Issues - Increasing congestion on roads and key junctions

Solutions - Implementation of traffic actuated intelligent signaling system would increase
the throughput of junctions and reduce congestion
Surveillance system
Issues - No monitoring of the sensitive areas which witness crowd surges
Solutions - CCTV surveillance of core-city area to monitor crowd movement and enable
early response in case of emergencies
Emergency response system linking police, fire and medical services in the city to
respond to emergencies
Issues - No system for tackling incidents requiring coordination amongst different

agencies
Solutions - Quick response in case of emergencies based on GPS based tracking of
emergency vehicles, Two-way communication network between control room and field
fleet, Vehicle dispatch system for allocating field teams to address emergency situations.
Waste Collection & Transportation monitoring system
Issues - Black spots with uncollected garbage, No system for tracking contractor
performance.
Solutions - GPS based vehicle monitoring system with weigh-bridge system integration
for monitoring regular collection and transportation of MSW and other waste.
Page 50 of 92
Street-light monitoring and management system
Issues - High power consumption costs for the city towards street lighting
Solutions - LED street lights with GPRS based control system ensuring well lit streets
necessary to give a sense of safety and security to both, city-residents and visitors
Integrated Platform for City e-Governance
Issues
• Need for time-bound processing of applications and resolution of complaints filed by
citizens
• Lack of transparency/information dissemination on status of application/complaint
• Internally within MMC, there is a requirement to have a system for attendance logging,
e-mail communications, easing internal procurements, processing leave, requisition for
project purchases/travel etc. so as to enable staff to work for effectively and efficiently
• Some of the citizen services and projects undertaken by the MMC require coordination
across departments. Currently, there is no workflow integration
contractor continues to be paper-based.
warning signals that can be analyzed for remedial action.
contractor continues to be paper-based.
warning signals that can be analyzed for remedial action.
• No single dial-in number or portal for all citizen centric services
Solutions
• Citizen portal for application filing, payments and complaint logging. This would have
both web-based and mobile based interfaces
• Employee centric module which has all internal work flows mapped. This will provide
city managers a transparent view of internal working of the MMC
• Workflow module for setting out the work flows and escalations for each citizen service
or project requirement integrating all departments of the MMC
• Project monitoring system which provides a dashboard view to decision makers
• Workflow for escalating issues and processing of project requests
• A common multi-lingual call-center. This could either be a physically integrated facility
with all participating entities having a share of the seats or could be a digitally integrated
system connected to the independent call-centers of the participating agencies.
Integrated City Control Centre

Issues - Ensuring that there is smooth coordination between the various
departments/agencies
Solutions - Common control room platform which integrates with standalone component
systems across different vendors. This will have a cross system monitoring and control
features (with escalation work flows)
Page 51 of 92
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.
components of intelligent traffic signaling system & parking systems address the mobility
needs of all citizens and issues related to congestion, parking, road safety and air
pollution. The waste collection & Transportation monitoring system, Street-light
monitoring and management system, Surveillance system, Emergency response system,
integrated platform for city e-Governance and integrated city management & control
centre for Madurai are inclusive for all socio- economic groups. For component of smart
water and sewerage management system, low income slum households with piped
connections will also be included. The integrated platform for city e-Governance would
have multiple modes of delivery which would cover across-the-counter citizen service
centres, web-based multilingual interface, mobile based multi-lingual interface and
multi-lingual dial-in call centres. This would ensure that the services are also available to
citizens outside the technology net. It is also envisaged that Tamil, English and Hindi
would be the interface languages. These features of the initiative would ensure that there
are no languages, social or economic barriers to the benefits accruing from the
implementation of the system. Thus, the integrated systems, 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
Technology failure and Medium Very High Appoint competent and

obsolescence experienced consultants
for thorough study and
evaluation of
technologies before
embarking on
implementation.
Vendor Contracts to
ensure system support
and component
availability at firm prices
through a
medium/long-term
contract
Ensure that systems are
interoperable and are
not dependent on
proprietary components
Page 52 of 92
TABLE 3
Financial constraint Medium Very High Prepare detailed

business plan covering
funding towards capex
and opex. This should
be cleared by the
council
Tie up all financial
arrangements through
Sanction
Letters/agreements
Identify an uncommitted
ULB revenue source
that could be
utilized/escrowed to
mobilize alternate
funding in case the
funding drawdown is not
available as per plan
Low Technology adoption capacity High High Ensure that the city SPV
has appropriately
qualified staff. The
delegation of powers to
the management should
allow contract
appointments in case
qualified staff is not
available within the ULB
Provisions in the
agreement between the
SPV and the
participating authorities
to provide qualified staff.
All vendor contracts to
ensure Training of
SPV/authority personnel
Page 53 of 92
TABLE 3
Page 54 of 92
25. FRUGAL INNOVATION

Which is the model or ‘best practice’ from another city that you are adopting or adapting in your
proposal(s)? How are you innovating and ensuring best use of resources? Is there an aspect of ‘frugal
innovation’ in your proposal(s)? (max. 500 words)
1. Smart water and sewerage management system - Bangalore, Delhi, Newyork, Terrel
city in Texas - Instead of having AMRs at each household, traditional meters at
households and AMRs only for bulk and commercial consumers and at distribution
points proposed. Achieve reduction in the financial burden on the consumer and make
it more acceptable. In addition implementation of handheld based billing for
households also proposed to ensure complete audit of the performance of each link in
the network without having to go in for extensive use of expensive AMRs.
2. Intelligent PT system - Delhi, Mysore, Dublin in Ireland, Izmir in Turkey - Propose to
have an empanelled set of GPS vendors (possibly at the state level) thereby ensuring
that issues relating to proprietary protocols are avoided which is also expected to drive
down field deployment costs.
3. Intelligent parking system - Delhi, Barcelona, Las Vegas- Use of GPRS enabled
handheld based ticketing for giving real-time parking availability information. This
can be used for both on-street and off-street parking and is much cheaper than the
embedded sensor technology. Propose to also have an empanelled set of vendors for
field that issues relating to proprietary protocols are avoided.
4. Intelligent Signalling System - Surat, Singapore - Use of C-DAC technology for traffic
signal control using Wi-Fi communication between master and slave (thereby
preventing road cutting) and solar power for lamp heads. Developed indigenously by
C-DAC which is available with source code.
5. Surveillance system - Surat, Davao city in Philippines - Have separate vendors for
backend system and field devices thereby ensuring that proprietary nature of the
system is broken thereby driving down costs.
6. Emergency response system- Delhi (commonwealth games), Rio De Janeiro in Brazil,
Davao in Philippines-Have separate vendors for backend system & field devices there
by ensuring that proprietary nature of system is broken thereby driving down costs.
7. Waste collection & transportation monitoring system - Mysore & Delhi - Adopt
simple geo-fence based tracking with weigh-bridge integration at disposal facilities,
much cheaper than RF and hand-held based solutions, GPS devices on vehicles -
Nashik, Rio De Janeiro in Brazil
8. Street-light monitoring and management system - Calcutta, Oslo in Norway - Since a
combiner solar-LED-central control system may not be viable on an ESCO model, pole
mounted advertisement panels integrated into the pole design is proposed. LED based
9. Integrated Platform for City e-Governance
Number of e-governance initiatives is adopted in India, at ULBs, within departments,
state level and in ministries. With the increasing penetration of mobile technology
there have also been one private initiatives that address some of the governance
issues. Typically, an e-governance system consists of following modules: G2C, G2G
and G2B.
However, in order to ensure that administration is effective, it is also important that all
workflows relating to internal workings of the city corporation also be computerized and
be brought onto an IT platform. Therefore, it is proposed to include the Government-to
Employee (G2E) module also as part of the e-governance initiative. The Chennai Metro

Page 55 of 92
Water is currently in process of implementing a similar system. Although, it’s a

para-statal, this concept of also computerizing the work flows pertaining to employee
functioning, is also applicable for improving working of ULBs.
Also, in order to leverage crowd sourcing as an effective tool for information gathering
and planning, it has been proposed to have a mobile based platform for
• Complaint logging – citizens could log complaints using their mobile phones. Smart
phones could also be used for uploading geo-tagged photographs of complaints (eg
uncleared garbage, potholes etc.). In Bangalore, “Voting Up” for particular complaint is
done by others also endorsing an already logged issue. This method would represent
the seriousness of the issue and used to prioritize issues in a more objective manner.
• Citizen polling – various issues could be put to vote using the mobile platform which
will help build consensus for projects having a larger stakeholder base.
• Planning – in Bangalore in certain localities the metro feeder route is being worked out
based on analysis of crowd sourced data of proposed routes.
26. CONVERGENCE AGENDA

In Table 4, list the Missions/Programmes/Schemes of the Government of India (eg. SBM, AMRUT,
HRIDAY, Shelter for All, Digital India, Make in India, Skill India) and relevant external projects and
describe how your proposal(s) will achieve convergence with these, in terms of human and financial
resources, common activities and goals. (max. 50 words per cell)
TABLE 4
S.No Missi ons/Programmes/Schemes/Projects How to achieve convergence
1 AMRUT Funding for capacity development of personnel
of the SPV
Page 56 of 92
TABLE 4
2 Digital India • Implementation of consumer redressal portals
• Implementation of service information portals

(public transport, parking, tourism information
etc.)
• Digital India focuses on improving the citizen

services and strengthening the e-governance
platforms across ULBs
• It is proposed to leverage this focus of the

Digital India program for implementation of the
iPaCE
3 Integrated Power Development Scheme • Funding for rooftop solar panels and solar
DELP Scheme park in the city
• Funding for conversion of domestic lighting to

LED
4 MNRE Solar City Programme • Preparation of a Master Plan within a year

along with few implementable Detailed Project
Reports .
• Setting up of Solar City Cell and it’s

functioning for a period of three years.
• Oversight of implementation during three

years.
• Capacity building and other promotional

activities to be utilized in three years
Page 57 of 92
TABLE 4
5 Skill India • Capacity building for SPV staff
• Effective delivery of service would require

skilled personnel at the local level – to staff the
call-centres and for maintenance of the IT
equipment
6 Nirbhaya Fund • Funding for city surveillance

• Funding for emergency response system
• Funding for installation of GPS on public
ransport
7 Internet of Things (IOT) Project - DeitY • Design & Development of Network

Architecture
• Design & development of Cloud Network
• Smart City applications
------------------------------------------------------------------ --------------------------------------------------------------
• Project preparation of all components
Smart City • Implementation funding
• Capacity building for the SPV
Page 58 of 92
27. CONVERGENCE IMPLEMENTATION

Describe how the convergence will be implement ed? (max. 350 words)
It is proposed that for each project, at DPR stage, along with carrying out the design and
costing, the funding sources will also be identified. Specific components of the project
would be proposed for funding under different schemes of the government (central or
state), with associated time lines for tying up the same. In case agencies have already
prepared DPRs keeping only a single scheme in view, , like DPR on Madurai’s Heritage
Corridor and Comprehensive Mobility Plan prepared for the Corporation under JnNURM,
City Sanitation Plan etc., separate supplementary report would be prepared taking into
account the requirements and funding available under the various schemes. This will
ensure that the physical design aspects/ requirements under various schemes are
considered at the design stage itself and all funding sources are dovetailed seamlessly.
Since the capacity within ULB and SPV would be limited in initial stages, the DPR
Consultant would also be required to assist in preparation of applications for tying up of
funds from GoI. The implementation would be carried out only after all funding sources
have been tied up in line with the implementation schedule (this would also specify the
time lines for tying up of funds under various schemes)
In order to ensure financial prudence and sanctity, the SPV would maintain separate
accounts for each GoI scheme. Outflows would be as per funding share specified under
various schemes viz. the smart street lighting system has funding support from Ministry
of Power, smart cities scheme, state funding (for physical infrastructure) and the
PPP-ESCO; drawdown during the physical infrastructure improvement stage would be
done from state fund account, payments towards the back end system and controller
component would be made from Smart Cities account; while payments towards the LED
lights would be from the Ministry of Power account. This detailed milestone wise funding
scheme would be part of the DPR prepared at the design and planning stage.
It is envisaged that project monitoring consultants for the projects would apart from
certifying quality and progress of implementation also submit statement of funding source
and in preparation of progress reports as per formats specified by GoI/multi-lateral
agencies etc. This would help the SPV in achieving seamless Convergence during
implementation phase as well.
28. SUCCESS FACTORS

Describe the three most significant factors for ensuring the success of the pan-city proposal(s). What
will your city do if these factors turn out to be different from what you have assumed? (max. 250
words)
The significant factors for ensuring success of the pan-city proposals is as follows.
CSF1: Detailed Project Planning and preparation

• Prepare detailed system and functional requirements to minimize contract variation
and avoid integration issues and proprietary software/protocols
• Prepare a detailed roll-out and integration plan and carry out rigorous testing
• Prepare equitable performance linked contract
Page 59 of 92
• Appoint competent project consultants for the above
CSF2: Capacity building for City SPV and participating agencies

The City SPV and the participating agencies will need to identify/hire specialized
dedicated team for implementing the pan-city initiative and managing the interface with
consultants, vendors and 3rd party service providers (telecom operators, software and
hardware providers etc.). Apart from the technical team it would also be necessary to
have a multi-disciplinary team to manage the legal and commercial aspects of the various
contracts.
Since it might not be possible to have an in-house team, the maintenance and
operations activities may be outsourced with the key management and operations control
positions being staffed by on-roll staff.
CSF3: City’s conviction on following:

• Many IT systems in India have failed owing to damage/ willful negligence of field
equipment used to monitor agency staff (water meters, GPS, handhelds etc.). It is
imperative that field staff be held responsible for equipment safety and upkeep.
• Placing a reasonable User Charge regime (parking, water etc.)
• Prompt performance linked payments made to vendors.
In case user charges are not levied, then an escrow mechanism for payment could be
structured to ensure payments to service provider and cover the funds shortfall.
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)
• Immediate Benefits: Reduced on-road congestion and junction queuing, Reduction in

crime rate, Cleaner city environs.
• Benefits in 1-2 years: Get reliable and real-time information on public transport, Get
real-time parking availability information (on-street and off-street).
• Benefits in 2-5 years: Coordinated action by various departments/agencies, Quick
coordinated response in case of emergencies, Reduce leakages in water supply
system.
• Comprehensive asset management with planned maintenance schedules, effective
grievance readdresal and Project Monitoring.
• Faster Service Delivery Easier payment processing and complaint tracking, information
availability - through G2C and G2E Modules (1-2 years)
• Budgetary Control and Variance Analysis, transparency, Streamlined work flows -
through D2D Module(1-2 years)
• Completion of works on time, transparency in the working - through G2B Module(1-2
years)
• One central system to handle all grievances - through Call centre (1-2 yrs)
Page 60 of 92
30. MEASURABLE IMPACT

What will be the measurable impact of your pan-city proposal(s)? Please describe with respect to the
following types given below, as relevant to your city and proposals (max. 150 words)
a. Governance Impact (eg. government response time to citizen complaints halved, creating faster service
delivery overall)
• Response time during emergencies, repairs, complaint re-addresal is reduced by 20-30

minutes due to water and sewerage management system, surveillance system,
Emergency response system, Signaling System.
• Cost savings in service delivery can be achieved due to Intelligent public transport
system, Waste Collection & Transportation monitoring system, Street-light monitoring
and management system.
• Increased revenue generation due to Intelligent parking system, Waste Collection &
Transportation monitoring system and Smart water and sewerage management system.
• Increase in revenue collection, Decrease in collection cycle time, Reduction in

processing time for all work flows, More effective public administration leading to
increased employee productivity, Enhances transparency and accountability.
b. Impact on public services (eg. real-time monitoring of mosquito density in the atmosphere reduces
morbidity)
• Clean city and safe environment due to Intelligent parking system, Smart water and
sewerage management system and waste Collection & Transportation monitoring
system.
• Greater safety for visitors and city residents due to Surveillance system, Intelligent
signaling system, Emergency response system, Street-light monitoring and management
system.
• Decongestion of the city and revenue generation due to Intelligent PT system and
Intelligent parking system
• More efficient and time bound services
• Time bound complaint redressal
• Transparency on service availability (who to contact for what service; prescribed fees
time frame for processing of applications; status of application etc.
Page 61 of 92
D. IMPLEMENTATION PLAN
31. IMPLEMENTATION PLAN
In Table 5, describe the activities/components, targets, resources and timelines required to complete the
implementation of your area-based development and pan-city solution/s. This should include the items
mentioned as Essential Features in Q. No. 16 plus other ‘smart’ solutions, including accessible infrastructure
for differently-abled. (max. 50 words per cell)
Table 5
S Activity/component Indicator Baseline Target Resources Likely date
. (as on) required of
N completion
o
Nov 2015
AREA-BASED DEV ELOP MENT

1 Heritage Area Interventions
--------------------------------------------
Heritage Area Improvement – Financial
Cultural centres (Temple park, Resource:
Pudhumandapam), Kunnathur Payments to
chatram • TANGENCO
-------------------------------------------- ------------------------- • service providers
Main Heritage Routes - Number of streets • Vendors
Pedestrian connectivity, facade with desired/ The Heritage • Staff
improvement, paving, signage, stipulated façade assets of the As per proposal
audio & video guide system, etc city have been Manpower:
-------------------------------------------- ------------------------- identified and • Consultants 2018
Lighting Improvements Well-lit, prominent proposals are • Contractors/ PPP
(Pudhumandapam, during all times of made for their Partners
Rayagopuram, Thermuti and the day in all improvement. • O&M Provider/
other monuments) seasons. PPP Partner
-------------------------------------------- ------------------------- • Vendor
Heritage Structures: Restoration Improved • IT Unit within the
and Surrounds improvement appreciation space city SPV
-------------------------------------------- -------------------------
Streetscape redesign - Existence of Physical:
pedestrian pathways, overhead lines • access to site
underground ducting,
landscaping, street furniture etc.
2 mart Infrastructure
-------------------------------------------- ------------------------- --------------------- ------------------------
Energy through solar power Financial
% of area's energy 0% 10% Resource:
requirement Payments to 2019
• service providers
-------------------------------------------- ------------------------- --------------------- --------------------- • Vendors
• Staff
Street Lighting - 100% LED Number of LED 0% 100%

replacement streetlights Manpower:
• Consultants
• Contractors/ PPP
Partners
-------------------------------------------- ------------------------- --------------------- ------------------------ • O&M Provider/
Smart Parking – IT enabled Designated on- 0% 100% PPP Partner
Multi-level parking system street parking • Vendor
areas • IT Unit within the
city SPV
Physical:
• access to site

Page 62 of 92
Table 5
N completion
o
3 Tourism related interventions
-------------------------------------------- ------------------------- --------------------- ----------------------- ------------------
Installation of surveillance • No. of cameras 20 cameras • 100% of key 2018
systems, emergency response • Operational operational surveillance Financial
systems control centre points covered Resource:
(estimated to be Payments to
100 nos.) • service providers
• Functional • Vendors
Control centre • Staff
All aspects of the
software system
functional Manpower:
-------------------------------------------- ------------------------- --------------------- ----------------------- • Consultants
IT connectivity Coverage None 100% • Contractors/ PPP
Partners
-------------------------------------------- ------------------------- --------------------- ----------------------- • Vendor
PIS info system, web app Seamless Painted Boards Real time • IT Unit within the
information acting as information city SPV
dissemination to signages, mike provided to the
all the tourists and announcement tourists.
visitors on special days
4 Enhanced Mobility
-------------------------------------------- ------------------------- --------------------- -----------------------
Pedestrian Friendly Pathways Footpaths along 2% 70% Financial
the 45km road. Resource:
-------------------------------------------- ------------------------- --------------------- ----------------------- Payments to 2018
Encouragement of NMT, Dedicated bicycle 50% • service providers
Non-vehicle streets/ zones and pedestrian 0% • Vendors
lanes, All 3m • Staff
roads to be NMT
only streets
(16kms approx) Manpower:
-------------------------------------------- ------------------------- --------------------- ----------------------- • Consultants
Public Transport - Battery Non polluting and 0% Battery operated • Contractors/ PPP
operated vehicles for public convenient vehicles inside Partners
transport alternative 0% the core area • O&M Provider/
-------------------------------------------- ------------------------- --------------------- ----------------------- PPP Partner
Intelligent traffic management City traffic to be Signalized • Vendor
operated using IT vehicles; Automated • IT Unit within the
management surveillance systems and city SPV
-------------------------------------------- ------------------------- --------------------- improved junction
Junction Improvement - major No choking near Conflict points infrastructure to Physical:
junctions, street intersections junctions for vehicles control traffic • access to site
and traffic islands near juncions congestion
5 Built interventions
-------------------------------------------- ------------------------- --------------------- -----------------------
Bus Terminal Redevelopment - Smooth interface Poor condition Bus terminal with Financial
with MLCP and passenger/tourist of buses, people of the bus all passenger Resource:
facilities and paratransit stand. facilities Payments to
-------------------------------------------- ------------------------- --------------------- ----------------------- • service providers 2019
Infrastructure for differently abled Road stretches 0% 100% • Vendors
with appropriate • Staff
infrastructure
-------------------------------------------- ------------------------- --------------------- ----------------------- Manpower:

Tourist Amenities – Tourist plaza First stop for all No present • Consultants
tourist infrastructure Improved • Contractors/ PPP
conveniences convenience to Partners
-------------------------------------------- ------------------------- --------------------- ensure hassle • O&M Provider/
Improved connectivity facilitating Smooth traffic No present free tourist PPP Partner
decongestion movement infrastructure experience • Vendor
• IT Unit within the
city SPV
Physical:
• access to site
Page 63 of 92
Table 5
N completion
o
6 Core Infrastructure
-------------------------------------------- ------------------------- --------------------- ----------------------- ------------------
24x7 Water Supply Supply, 76 lpcd 135 lpcd Financial Core area:
Hours of supply, Once in 2 days 24x7 Resource: 2019
Collection % - 100% Payments to
NRW, 41% 15% • service providers Catchment
Smart metersAMI) 0 As required • Vendors area: 2020
• Staff
-------------------------------------------- ------------------------- --------------------- ----------------------- ------------------
Rain Water Harvesting Number of HHs - 85% Manpower: 2017

Improvement to • Consultants
GW table • Contractors/ PPP
-------------------------------------------- ------------------------- --------------------- ----------------------- Partners ------------------
Solid waste management D2D collection 85% 100% • O&M Provider/ 2019
PPP Partner
Number of black 0 • Vendor
spots • IT Unit within the
city SPV
-------------------------------------------- ------------------------- --------------------- ----------------------- ------------------
Storm Water Reuse Coverage 0% 100% Physical: Core area:
Quantum 100% 70% • access to site 2019
Catchment
area 2020
Page 64 of 92
Table 5
N completion
o
PAN-CITY SOLUTION
1 MANPOWER:
Consultants:
System design,
Smart water and sewerage • Geographic No system • 100% coverage Monitoring and 2020
management system extent of coverage present of the system quality testing,
• No. of • Functional Capacity building
connections Control centre Vendors:
covered All aspects of the Application
• No. of pumping software system Customizations,
stations covered functional Maintenance of 3rd
• No, of man-holes Party software and
covered hardware, IT Unit
• Operational within the city SPV
control centre PHYSICAL:
Project monitoring Site access and
and payment space for control
processing for room
vendors using the FINANCIAL:
software • Payments to
service providers,
Vendors and Staff
2 MANPOWER:
Consultants:
System design,
Monitoring and
Intelligent public transport system No. of buses 100% bus quality testing,
covered, real-time coverage, Capacity building 2020
information on web Functional Control Vendors:
and mobile, centre, All Application
Operational control No system software system Customizations,
centre present aspects functional Maintenance of 3rd
-------------------------------------------- ------------------------- ------------------------ Party software and ------------------
Smart parking system No. of parking lots 100% coverage, hardware, IT Unit 2019
covered, No. of PIS Boards, within the city SPV
VMS Boards Control Centre
-------------------------------------------- ------------------------- ------------------------ PHYSICAL: ------------------
Intelligent Signaling System No. of junctions 100% of major Site access and
covered, junctions covered space for control 2020
Operational control Functional Control room
centre Centre
-------------------------------------------- ------------------------- ------------------------ FINANCIAL:
Integrated Ticketing Tourist tickets for Efficient and • Payments to
multiple facilities convenient service providers,
ticketing system Vendors and Staff
3 • No. of cameras 20 cameras • 100% of key MANPOWER

Surveillance system • Operational operational on surveillance • Consultants 2020
control centre Masi Street points covered • System design
(estimated to be • Monitoring and
100 nos.) quality testing
• Functional • Capacity building
Control centre • Vendors
and software • Application
system Customizations
-------------------------------------------- ------------------------- --------------------- ------------------------ • Maintenance of ------------------
Emergency response system • No. of vehicles No system • 100% coverage 3rd Party software
covered across present of vehicle fleet and hardware 2019
departments/agen of respective • IT Unit within the
cies agencies city SPV
• No. of agencies • Functional PHYSICAL
participating Control centre • Site access and
• Operational • functional space for control
control centre software system room
-------------------------------------------- ------------------------- --------------------- ----------------------- FINANCIAL
VMS • No. of spots No system • Functional • Payments to
where the boards present Control centre service providers
are installed with • functional and vendors, Staff
realtime informatio software system
Page 65 of 92
Table 5
N completion
o
4 MANPOWER
• Consultants
• System design
• Monitoring and 2019
• No. of vehicles GPS tracking • 100% coverage quality testing
Waste Collection & covered being done on of vehicle fleet • Capacity building
Transportation monitoring system • Integration with 55 vehicles • Functional • Vendors
weigh-bridge Control centre • Application
system • All aspects of Customizations
• Completion of the software • Maintenance of
geo-fencing on system functional 3rd Party software
common GIS and hardware
platform • IT Unit within the
city SPV
PHYSICAL
• Site access and
space for control
room
FINANCIAL
• Payments to
service providers
and vendors, staff
MANPOWER
5 Consultants:-
• System design
• Monitoring and
• No. of 19000 LED • 100% coverage quality testing 2020
Street-light monitoring and streetlights with street lights of street lights • Capacity building
management system LED being • Functional • Vendors
• Coverage of implemented Control centre • Application
intelligent • All aspects of Customizations
monitoring and the software • Maintenance of
management system functional 3rd Party software
system and hardware
• Operational • IT Unit within the
control centre city SPV
PHYSICAL
• Site access and
space for control
room
FINANCIAL
• Payments to
service providers
and vendors
MANPOWER
6 Consultants:-
Integrated City Management & • Operational No system • Functional • System design
Control Centre control centre present Control centre • Monitoring and 2019
• No. of • All aspects of quality testing
participating the software • Capacity building
agencies system functional • Vendors
• No. of systems • All participating • Application
effectively agencies signed Customizations
integrated into the up and deploy • Maintenance of
control room staff to the control 3rd Party software
platform centre and hardware
-------------------------------------------- ------------------------ --------------------- ----------------------- • IT Unit within the ------------------
Integrated Platform for City • No. of citizen No system • 100% coverage city SPV
e-Governance (iPaCE) services available present of the system PHYSICAL March 2018
on e-governance • Functional Call • Site access and
platform centre space for control
• No. of workflows • All aspects of room
automated the software FINANCIAL
• Availability of call system functional • Payments to
centre service providers
and vendors, staff
Page 66 of 92
32. SCENARIOS
Using information from Table 5, describe the critical milestones, realistic timelines and sequencing of
efforts and events that you are projecting as the short -, medium- and long-t erm scenarios for your
smart city. If nec essary, include PERT and CPM charts in Annexure 3. (max. 500 words)
The sequencing of the events and the timeline for each of them is as follows.
Short term: (within the first financial year of the Smart Cities Mission)
-------------------------------------------------------------------------------------------
Setting up of the SPV -
Execution of shareholder’s agreement and recruitment of key staff members
Research and Planning for projects -
Appointing consultants and completion of DPRs, Appointment of contractors by floating
tenders. Consultants for preparing the DPRs for some of the projects to be taken up as
part of the Smart City are already appointed by the city ULB. Some of these DPRs are
already completed. The process of floating tenders for projects with ready DPRs can start
in the first financial year.
Medium term: (all the projects to be commenced from FY2018 to FY2019)

--------------------------------------------------------------------------------------------------
A large part of the project implementation i.e. basic infrastructure improvement, built
interventions and open spaces which are a part of the area based development and the
pan-city projects are scheduled for completion in the medium term.
Long term: (all the projects shall be completed by the Q3 FY2020)

---------------------------------------------------------------------------------------
The citizen engagement to assess satisfaction on progress and incorporation of citizen
feedback shall be carried out through the mission period. In order to maintain the created
assets going forward, IEC activities would be carried out for public awareness from time
to time. The city will also engage consultations at different levels on a bi-monthly basis to
collect feedback from the citizens for further improvement of services.
The timelines of all the activities in the Smart City Project are depicted through a Gantt
Chart in Annex - 03, Page 16. Figure 41.
However to implement the same model in other parts of the city, continuous research,
consultations and planning activities would be carried out in parallel to the ongoing
developments of this project.
Page 67 of 92
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. No
2. Resolution of the Corporation/Council for setting up Special Purpose Vehicle. No
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 Choose
7. Additional document/s as appropriate Yes
Page 68 of 92
It is important to establish an anchor institution with appropriate competence and

capacity for ensuring implementation of the Smart City Mission. A company will be
established under the Companies Act, 2013 which will have share holding from the
GoTN (50%) Madurai Municipal Corporation (MMC) (50%), and will have the following
persons on the Board of Directors:
1. Director of Municipal Administration/ Secretary level officer – Chairman

2. Representative from Ministry of Urban Development - Director
3. Representative from Finance Department, GoTN - Director
4. Chief Executive Officer of the representative SPV - Director
5. Municipal Commissioner (ex-officio) - Director
6. Urban sector expert (Independent Director) - Director
7. IT expert (Independent Director) - Director
The Board will be assisted by the Risk Management Committee, Nomination and
Remuneration Committee and a Grant Fund Monitoring Committee comprising of its
Directors and supported by senior executives of the Company. In addition, as
provided in Government Order No. (Ms)No. 112 dated 31.7.2015 (attached) a city
level Inter-departmental Task Force and a city level Smart City Advisory Forum will be
set up. (Refer Annexure - 4)
Managerial and Board Autonomy - For ensuring operational independence and

autonomy in decision making, GoTN has by the above said order proposed that, a. the
approval or decision making powers available to the Municipal Administration
Department and b. the matters that require the approval of the State Government
would be delegated respectively to the Board of Directors.
Raising of finances and its utilization - The Company will commence its operations
with a strong equity base which will help in the Company taking up transformative
infrastructure projects of strategic importance and based on the city’s requirements
utilization of funds in line with Mission Guidelines. Projects will be taken up after an
independent and transparent cost-benefit analysis.
Brief Operational Framework - The Company will appraise all the schemes/projects
received by it from the MMC and other agencies and release funds required for
implementation, operations and management of the projects. The planning and
appraisal of the projects will be in consultation with elected representatives, local
citizens, industry associations etc. A Smart City Task Force will be set up comprising
of elected representatives, eminent citizens, academia, industry association, think
tanks and sector experts to coordinate and suggest improvements. The Smart City
Task Force will have pre-scheduled meetings (preferably every month) to assess the
progress of works and discuss difficulties being encountered by the Company. The
CEO or his nominee will be present during these meetings.
The Company will keep updated on its website details of its work-plans progress of
implementation of works. It will have a clear procurement guidelines prepared for
compliance. This will be line with the Tamil Nadu Transparency in Tenders Act, 1998
and other relevant legislations.
(Refer Annexure - 3, Page 17)
Page 69 of 92
34. CONVERGENCE
In Table 7, give details of the government (Central, state/ULB) departments, parastatal organizations
and public agencies who will be involved with the time-bound execution of each of the project
activities/components (both area-based and pan-city) you have identified. (In Annexure 3, include a
flowchart showing the network/relationships that the SPV will form with government and non-
government agencies, and indicating the nature of connection with each entity.) (max. 50 words per
cell)
TABLE 7
S.No Acti vity/ Component Department/agency/ Role/responsibility
organization
1 Area Based Development MMC (for heritage intervention)
• Heritage Area Improvement Madurai Municipal Design and Project preparation

• Main Heritage Routes Corporation Citizen consultation programs
• Streetscape redesign - pedestrian pathways, Enforcement through heritage
landscaping, street furniture etc. bye-laws
• Lighting Improvements
• Heritage Structures surrounds improvement,
signage etc.
2 Area Based Development MMC- Project preparation,

Tendering, Testing and
Smart Infrastructure acceptance, Control room
Madurai Municipal manpower, Vendor
• Energy through solar power (roof top) Corporation management, ROW provision
• Street Lighting - 100% LED replacement
• Smart Parking – IT enabled multi-level TANGEDCO TANGEDCO - Project scheme
parking system and post-implementation
• Underground ducting, MNRE approvals, Power supply for PIS
MNRE- approvals and provision
Tourism related interventions of subsidies
• Installation of surveillance Police Department Police, Health, Fire Dept.s

systems, emergency response • Review Project documents,
systems Health Department assist MMC as required
• IT connectivity • Provide inputs for finalizing
• PIS info system, web app Fire Department signal timing plans
3 Area Based Development MMC
Riverfront Improvement (Cultural Link) Madurai Municipal • Project Preparation

Corporation • Requirement finalization
• Tender
• Testing and acceptance
• Vendor management
• Provision of ROW for
infrastructure
Page 70 of 92
TABLE 7
organization
• Project preparation
Enhanced Mobility • Requirement finalization and
sign off on FRS and SRS for
• Encouragement of NMT, Non-vehicle Tamil Nadu State Road GPS system and integrated
streets/ zones Transport Corporation ticketing system
• Public Transport - Battery operated vehicles • Tendering, Testing and
for public transport Madurai Municipal acceptance
• Junction Improvement - major junctions, Corporation • Control room man power
street intersections and traffic islands • Vendor management
• Improved connectivity for decongestion • Provision of space for
installation of PIS boards
Built interventions • Project preparation

• Requirement finalization
• Bus Terminal Redevelopment - with MLCP Madurai Municipal • Testing and acceptance
and passenger/tourist facilities Corporation • Vendor management
• Infrastructure for differently abled • Provision of ROW for
• Tourist Amenities – Tourist plaza including Tamil Nadu State Road infrastructure
public toilets Transport Corporation

Madurai Municipal
Core Infrastructure Corporation • Project Preparation
• Requirement finalization and
• 24x7 Water Supply signoff on FRS and SRS
• Underground Drainage System • Tender
• Rain Water Harvesting • Testing and acceptance
• Solid waste management • Vendor management
• Storm Water Reuse • Provision of ROW for lines
7 Pan City Solution - ICMCC MMC
• Smart water and sewerage management Madurai Municipal • Project preparation

system Corporation • Requirement finalization and
• Waste Collection & Transportation signoff on FRS and SRS
monitoring system • Tendering
• Deployment of trained
manpower for the control room
• Provision of ROW for lines
Page 71 of 92
TABLE 7
organization
8 Pan City Solution -ICMCC TNSTC
• Project preparation
• Intelligent public transport system Tamil Nadu State Road • Requirement finalization and
• Smart parking system Transport Corporation sign off on FRS and SRS for
• Intelligent Signaling System GPS system and integrated
• Integrated Ticketing Madurai Municipal ticketing system
Corporation • Tendering, Testing and
acceptance
Tamil Nadu Generation and • Control room man power
Distribution Corporation Ltd. • Vendor management
(TANGEDCO) MMC
• Provision of space for
Traffic Police installation of PIS boards
TANGEDCO
Power supply for PIS boards
9 Pan City Solution - ICMCC Police Department (MMC for
Street light)
• Surveillance system Police Department • Project preparation
• Emergency response system • Signoff FRS/SRS
• VMS Madurai Municipal • Tendering
• Street-light monitoring and management Corporation • Testing and acceptance
system • Control room manpower
MMC
• Provision of space for
installation of cameras
ROW for communication
TANGEDCO
• Project scheme and post-
implementation approvals
• Power supply for equipment
10 Pan city Solution - ICMCC Madurai Municipal MMC
Corporation • Project preparation
• Integrated City Management & Control • Signoff FRS/SRS
Centre Police Department • Tendering
• Integrated Platform for City e-Governance Health Department, • Control room and Call Centre
manpower
Fire Department • Vendor management
• Space for the backend
All other agencies in civic hardware, Call Centre and
service delivery Citizen Service Centre
11
Page 72 of 92
35. PPP
In Table 8, give details of all the private companies/corporations/organizations that need to be
engaged with the execution and operations &maintenance of the various activities and
componentsenvisaged in this proposal, along with a description of their roles and responsibilities as
basic TORs. Use appropriate terms such as ‘vendor’, ‘concessionaire’, ‘JV partner’, etc. (max. 50
words per cell)
TABLE 8
S. Acti vity/ Component Company/corporation/ Role/responsibility
No organization (basi c TOR)
1 Project preparation, bid process and Vendors (Consultancy Consulting and advisory
implementation monitoring Services): services. Handholding
Karvin Associates, AECOM, assistance to the Corporation in
TCE, Black & Veatch, HCP, project preparation, bid process
Jacobs, iDeCK, Mahindra and implementation monitoring
Acres, Hyder Consulting,
Feedback Ventures, DIMTS • Preparation of Detailed Project
Report
• Tender documents
• Bid Process Management
• Construction Supervision
2 Design and construction of the water supply Contractors/Concessionaire Construction contractors

system, sewerage system, STPs s: engaged under a PPP
O&M of the implemented system Veolia, Suez, L&T, Tata framework for Implementation
Projects, ILFS Water, and O&M of water supply and
Subhash Projects sewerage projects
Design and construction of the

water supply system, sewerage
system, STPs
O&M of the implemented
system
3 Streetscaping Contractors Utility re-alignment and

L&T, HCC, Gammon, Street-scaping
Shapoorji Pallonji, Oriental
Construction, ITNL Design and construction of the
streets (including drainage
system)
Page 73 of 92
TABLE 8
4 River area redevelopment Contractors:
L&T, HCC, Gammon,
Bechtel Project implementation and
subsequent O&M
5 Intelligent Water Management Systems Contractors: Implementation of Intelligent

Schneider, IBM, Wipro, Water Management Systems
TCS, Siemens
Project implementation and
subsequent O&M
Training of SPV personnel
6 Intelligent Transport Systems Contractors: Implementation of Intelligent

DIMTS, Trimax, Schneider, Transport Systems
Arya Omnitec, Continental,
Siemens Project implementation and
subsequent maintenance
Training of SPV and relevant

agency personnel
7 Emergency Response Systems Contractors: Implementation of Emergency

ROLTA, HCL, L&T Response Systems
Project implementation and

subsequent maintenance
agency personnel
Page 74 of 92
TABLE 8
8 Surveillance Systems Contractors: Project implementation and
Siemens, Bosch, DIMTS, subsequent maintenance
ROLTA
agency personnel
9 Intelligent Street-lighting Systems Contractors: Project implementation and

Schreder, BOSCH, ROLTA, subsequent maintenance
HCL
agency personnel
10 Providing GIS mapping system Contractors: Project implementation and

ESRI, MapmyIndia, ROLTA, subsequent O&M
NIIT
Training of SPV and
Corporation personnel
11 Integrated Control Room System Contractors: Project implementation and

IBM, CISCO, Siemens subsequent O&M
Training of SPV and
Corporation personnel
------------------------------------------------------------- ------------------------------------- ------------------------------------------

e-Governance System Integrators/ Project implementation and
Vendors: system support
TCS, HCL, Wipro, Infosys, Training for SPV, MMC and all
Mindtree other citizen services agencies
Page 75 of 92
36. STAKEHOLDER ROLES

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

b) Mayors, Councilors, other elected representatives.
c) Divisional Commissioner
d) Collector
e) Municipal Commissioner
f) Chief Executive of the Urban Development Authority/ Parastatal
g) Consultant (S elect from empanelled list)
h) Handholding Organisation (Select from following list: World Bank, ADB, JICA, US TDA, AFD, KfW,
DFID, UN Habitat, UNIDO, Other)
i) Vendors, PPP Partners, Financiers
j) Others, (eg. community representatives) as appropriate to your city
Page 76 of 92
E. FINANCIAL PLAN
The development of bankable proposals will be a key success factor in the Smart City Mission. In order to
arrange appropriate amounts and types of funding and financing for your SCP, you must keep financial
considerations always in mind while preparing your overall strategy and the pan-city and area-based
proposals. It is anticipated that innovative means of funding and financing the projects will be necessary. For
this purpose, you must evaluate the capacity of the ULB and the SPV to undertake self-funded development
projects, the availability of funds from other government schemes that will converge in your S CP (refer
Questions 13 and 26), and the finance that can be rais ed from the financial market.
37. ITEMISED COSTS

What is the total project cost of your Smart City Proposal (SCP )? Describe in detail t he costs for each
of the activities/components identified in Questions 31. (Describe in Max. 300 words)
The total landed cost of the Smart City Proposal is estimated as Rs. 1181 Crores
Particulars Amount (Rs. Crores)

----------------------------------------------------------------------------------
A. Area Based Development: 1084
a) Heritage Conservation and Enhancements 431

b) Visitor Amenities and Tourism Infrastructure 333
c) Basic Infrastructure Improvements 300
d) Heritage Corridor (River Vaigai) 20
B. Pan City Initiatives: 77

(Integrated City Management & Control Centre)
TOTAL PROJECT COST 1181
This cost includes soft costs towards technical studies, PMC activities, escalations,
procurement costs and Interest during Construction (IDC).
The detailed breakup of the same is mentioned in Annex – 3, Figure 42: Cost Estimate.
Page 77 of 92
38. RESOURCES PLAN

Describe the financing sources, the own-sources of income, the financial schemes of the Cent ral or
State governments for which your city/SPV is eligible, which can be used to fund the S CP proposals
and pay back loans. Briefly describe an action-plan for resource improvement to make the ULB
financially self-s ustaining. (max. 1500 words)
The sources of funds for functioning of MMC and implementation of the smart city project
are categorized and indicated below:
Table: Sources of Income
1. Own Sources of Income

a) Own Income ------------------------------------ 29%
- Property Tax
- Service Charges & Fees
- Sale & Hire Charges
- Other Income
b) Assigned Revenue ----------------------------- 24%
- Stamp Duty
- Devolution (SFC)
- Special Grants from Government
2. Capital Sources
a) Capital Fund ------------------------------------ 23%
- Special State Grants
- Tollgate collections
- Interest Income
- Loans from TUFIDCO
b) Central/State Government Shcemes ----- 24%
- AMRUT, Swach Bharat Mission, Digital India and Skill India,
- TNUDP, Internet of Things, National Plan for Conversation of Aquatic
Eco-system,
- Pool Finance Fund, MNRE Solar City Programme, DELP, etc.
- Special Grants/ Schemes under DWSS, IUDM, UGD, etc.
The average expenditure share of the ULB in the last 3 years is as mentioned below:
• Revenue Expenditure – 53%
• Capital expenditure – 47%
The financial position of the ULB is in a marginal deficit of Rs. 11.79 Crores in the last
financial year. Based on the above mentioned breakup of the sources and utilization of
funds, it is evident that Own income alone is not sufficient to meet the revenue
expenditure and the ULB is majorly dependent on Devolution Funds to meet the gap.
The various possible revenue generating components are identified and assessed for the
ULB to improve the financial position of the ULB over the next phase of development of
the city are detailed below:
Page 78 of 92
1. Property Tax Enhancement:

Property tax rates of the city were not revised since 2008 which is the major component
of own income. As the projects related to water supply, underground drainage, etc. are
being implemented under JNNURM and coming close to completion, property tax
revision would be acceptable by the citizens at least in the areas where service levels
are improved. During the last few years, ULB has initiated a task force to identify the
under-assessed and un-assessed properties to plug the leakages in the tax demand.
Hence this was also considered while assessing the revenue potential of the ULB.
2. User Charges & Betterment Charges:

Currently user charges are levied on the citizens towards water supply and sewerage
connections. However due to non-availability of 100% network in the old areas and
distribution system being very old in the core area, service levels are poor. Once the
ongoing projects are completed successfully and proposed projects are implemented
under Smart city, AMRUT and other schemes, user charges shall be increased
accordingly atleast to meet the revenue deficit from these services.
Also currently there is no volumetric billing for water connections in the city due to
absence of water meters. Hence during the implementation of the projects under
AMRUT/Smart City, water meters would be installed for all the households. This
development will enable ULB to charge the connection on volumetric basis and also curb
the commercial losses in the system which shall increase the billing and collection
efficiency. Hence metering of connections would improve the user charges component of
the revenue source of ULB going forward.
Also one-time revenue source shall be collected through betterment charges from new
connections and non-refundable deposits from old connections for improving the
services from intermittent supply to 24/7 supply of water.
4. Alternative Sources:
Various options were considered and discussed while assessing the revenue potential
for MMC through alternate innovative fund pooling mechanisms. The following three
were considered for increasing the revenue potential of the ULB.
a) Shared Selling: Huge land parcels are currently available with few PSUs such as
railways, TNSTC, etc. which have a current FSI of 1.5 to 2.5. MMC can raise the FSI
from current levels to 4.5 or 6 and allow them to sell the rights in the open market. 50%
of the amount realized from the sale can be shared with ULB to finance the smart city
initiatives and also earmarked to replicate the development in other areas in the city.
b) Rezoning: A one-time rezoning exercise of the city would contribute large proceeds to
the ULB in the long run which shall be used to create state of art facilities and necessary
infrastructure for the residents of the city.
c) Other Land based sources:

ULB will look forward for other sources of revenue such as
• Enhancement of land conversion charges
• Levy on vacant lands
Page 79 of 92
As the potential realization from this process would be huge, this amount would be
moved to a secured escrow account and earmarked only for the purpose of financing the
Smart city SPV and replicating the proposed area based development in other parts of
the city.
4. Other Sources:
The other sources of income considered for the enhancement of revenue are mentioned
below:
a) 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.
b) Fees from parking and market facilities: Multi-level parking facilities shall 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.
c) Other sources: Savings through reduction in expenses from the key interventions of
smart ICT based initiatives in the city such as reduction in leakages of water supply,
energy from street lighting, property taxes, 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 summary of all the proposed revenue options for the ULB are listed in Annexure - 3,
Figure 48: Revenue Sources.
The objective is to develop the SPV as a self-sustainable entity and generate surplus
funds and share the same with ULB going forward to improve services in the city.
Currently ULB’s source of dependence is on centre/state level schemes, loans

(TUFICDO or any other agencies) and other capital sources to implement any capital
intensive projects. Once the implementation of the proposed projects is completed,
ULB’s major dependence would be on own income and devolution funds (SFC). Based
on the revenue assumptions, the share of revenue components of the ULB financials are
projected and shown in the graph in Annexure - 3, Figure 44: SPV Performance
The ULB would subsequently be on a surplus track and the surplus funds would be
utilized for improving the services in the city and replicate the proposed smart city model
in other parts of the city without major support from center/state government through
grants.
The projected financials of the ULB are attached as Annexure – 3, Figure 47: ULB
Financial Projections.
Page 80 of 92
39. COSTS
What is the lifetime cost estimated for your area-based development and your pan-city solution/s? A dd
O&M costs wherever applicable. (max 500 words)
The total lifetime cost of the proposal is Rs. 1445 Crores in NPV terms at a discount rate
of 10%.
The details of the lifetime cost are depicted in the graph in Annexure - 3, Figure 51:
Lifetime Costs (Lifetime Costs (NPV Terms).
The detailed breakup of the cost towards the same would be as mentioned below:
LIFETIME COST OF THE PROJECT (NPV terms)

-------------------------------------------------------------------------
Particulars Amount (Rs. Crs)
-------------------------------------------------------------------------
1. CAPEX 898.68
a) Area Based Development 827.44

b) Pan City - IT solutions 71.25
____________________________________________
2. OPEX 546.64
a) Water Supply 133.99

b) Storm Water Drainage 36.11
c) Solid Waste Management 65.61
d) Redeveloped Streets 5.65
e) Riverfront Maintenance 53.92
f) Heritage Walk 1.60
g) Pan City - IT Solutions 249.76
____________________________________________
TOTAL LIFETIME COST 1445.32
* Total Lifetime cost of the project in real terms is Rs. 3654 Crores
(Operating Expenses of Rs. 2473 Crores over a period of 30 years)
Page 81 of 92
40. REVENUE AND PAY-BACK

How will the area based development and the pan-city smart solutions(s) of your city be financed? If
you plan to seek loans or issue bonds, what revenue sources will be used to pay back the loans ?
(max. 250 words)
The total cost of implementation of the proposal is Rs. 1181 Crores which shall be
funded through various sources as mentioned in the graph in Annexure – 3, Figure 49:
Sources of Funds.
The details of the sources of funds mapped for the project are mentioned below:
Details of Sources of Funds

-------------------------------------
1. Central Missions: AMRUT, Swach Bharat, Skill India and Digital India
2. Other Missions/ Schemes: Nirbhaya Fund, Nirbhaya Fund, IPD Scheme, DELP, etc.
3. Other Sources: ULB surpluses, Contribution from Temple trust & other state driven
schemes
*PPP is envisaged in sectors such as renewable energy, parking, street lighting, water
supply services and bus terminal development
Loans are not envisaged at this stage of development of the city. The idea is to
showcase the proposed smart city as a successful self-sustaining model and develop the
ULB into a self-sustaining body. Upon generating enough surpluses from the proposed
SPV and implementing revenue generating initiatives proposed in the proposal, loans
could be sought for replicating the model in other parts of the city. This approach will also
ensure the ULB to replicate the smart city model, going forward on a standalone basis by
first using its own surpluses and loans at a reasonable cost before considering grants
from state/central governments.
Page 82 of 92
41. RECOVERY OF O&M

What is your plan for covering the Operations & Maintenance costs for each of the
activities/components identified in Questions 31? (max. 1000 words)
As mentioned in response to question no. 38, ULB shall revise the tariff structure of
water supply services from flat rate to volumetric rate in the area where service levels
are improved. This additional revenue shall meet the operating expenses of water supply
and to extent of expenses towards sewerage system.
However as mentioned earlier on the tax related interventions such as increase in

property tax rate, higher FSI in specific area (where there are no restrictions) and
rezoning of the area, etc., ULB would pool additional funds to not just meet the operating
expenses but also generate some surplus to improve services further and contribute to
replicate the model in other parts of the city.
The financials of the SPV (revenue vs. expenditure) are depicted in Annexure – 3,
Figure 43: SPV O&M Expenses and in graph Figure 44: Smart City: SPV Performance
** Revenue income includes own income (Property taxes, user charges and other direct
sources) and assigned revenue (addl. SFC for next 10 years).The assumptions
considered for projecting revenues through this project are detailed in Annexure – 3,
Figure 58: Revenue Assumptions.
Post the successful implementation of the smart city project in the city, other alternative
sources mentioned in Q. 38, shall be considered and implemented in a phase wise
manner to exploit the complete revenue potential of the area and city as well. Hence the
idea of this smart city project is not to just meet the operating expenses, but to improve
the services, meet the operating expenses through immediate revenue interventions and
in the long run implement innovative financing mechanisms to replicate the models in
other parts of the city.
Page 83 of 92
Page 84 of 92
42. FINANCIAL TIMELINE

What is the financial timeline for your smart city agenda? Describe the milestones and target dates
related to fund flows, payback commitments, etc. that must be adhered to for the proposal to achieve
the vision set out in Table 5 (question 31)? (max. 1 page: A4 size)
Sl. No. Milestone/Phase of Project Target Timeline
1. Preliminary Approvals & Commitments on Grants By Q1 FY 2017
- Approval from MoUD on the proposal

- Incorporation of proposed SPV
- Initiate the central grants to the SPV
- Approval from State Govt. on the State share of grants
2. Research & Planning By Q3 FY2017
- Preparation of DPRs
- Approval of Cost Estimations
- Feasibility studies for specific projects
- Tying of funds (apart from Grants)
- Obtain necessary clearances for each project
3. Financial Closure By Q4 FY2017
- Procurement of the Contractors (Construction/PPP partners)

- Financial closure of the projects
4. Construction Phase By Q3 FY2020
- Year on year timely construction

- Appointing IEE
- Completion of Construction (for all projects)
- Betterment Charges from Consumers (timely manner)
- Propose future developments
5. Commercial Operation Date By Q4 FY2020
- COD of all projects

- Revenue share from commercial property developments
- Revenue from User Charges (volumetric billing for consumers)
- Escalation of Property Taxes
- Levy on vacant lands
6. Pooling of Alternative Sources of Funds Post 2020
- Enhancement of Duties, conversion charges, etc.

- Shared selling of PSUs lands
- Future Developments in the area
The year on year requirement and availability of funds during

implementation period is depicted as a graph in Annex - 3, Figure
41: Gantt Chart
Page 85 of 92
43. FALL-BACK PLAN

What is your plan for mitigating financial risk? Do you have any alternatives or fall-back plans if t he
financial assumptions do not hold? (max. 250 words)
The 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.
Also, the city would immediately take following steps to garner additional revenue:
o Draw up an inventory of land assets by the city and leverage the same on a PPP basis.
o Prepare a parking plan and bid out packages on PPP. On street parking should provide
a reasonable steady cash flow to the city
o Prepare an outdoor advertising master plan for the city. Again bidding out as
zones/clusters should result in a reasonable steady cash flow to the city
The cash flows from these initiatives could be escrowed and leveraged to mobilize debt
funds for the city and/or used to meet shortfalls in O&M funding requirements
Page 86 of 92
ANNEXURE 1
S. No Feature Definition
A smart city constantly adapts its strategies incorporating views of its

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

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

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

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

where buildings are ideally within a 10-minute walk of public
7. Compactness transportation and are loc ated close together to form concent rated
neighborhoods and cent ers of activity around commerce and
services. (Guidelines 2.3 and 5.2)
A Smart City has sufficient and usable public open spaces, many of
which are green, that promote exercise and outdoor recreation for all
8. Open spaces age groups. Public open spac es of a range of sizes are dispersed
throughout the City so all citizens can have access. (Guidelines 3.1.4
& 6.2)
Housing and A Smart City has sufficient housing for all income groups and
9.
inclusiveness promotes integration among social groups. (Guidelines 3.1.2)
A Smart City does not require an automobile to get around;

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

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

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

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

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

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

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

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

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

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

24. Safety women, children and the elderly; men and women of all ages feel
safe on the streets at all hours. (Guideline 6.2)
Page 88 of 92
ANNEXURE 2
Self-Asse ssment Form
Attach self-a sse ssment format given in supplementary template (Excel sheet),
with columns I-L duly filled
Page 89 of 92
ANNEXURE 3
Twenty sheets ( A-4 and A-3) of annexures, including
annexures mentioned in questions 32, 34, 36
S. No Particulars 
1 CITY PROFILE
✔
2 CITY PROFILE : TOURISM
✔
3 STAKEHOLDER CONSULTATION
✔
4 CITIZEN ENGAGEMENT
✔
5 AREA BASED DEVELOPMENT: UNDERSTANDING THE PROPOSED AREA
✔
6 AREA BASED DEVELOPMENT: SITUATION ANALYSIS
✔
7 AREA BASED DEVELOPMENT: KEY ISSUES & INTERVENTIONS
✔
8 AREA BASED DEVELOPMENT: KEY INTERVENTIONS - HERITAGE IMPROVEMENT
✔
9 AREA BASED DEVELOPMENT: KEY INTERVENTIONS - HERITAGE LOOP
✔
10 AREA BASED DEVELOPMENT: KEY INTERVENTIONS - I.T INTEGRATION
✔
11 AREA BASED DEVELOPMENT: KEY INTERVENTIONS - FACILITATING MOVEMENT
✔
12 AREA BASED DEVELOPMENT: KEY INTERVENTIONS - DESIGNING STREETSCAPE
✔
13 AREA BASED DEVELOPMENT: KEY INTERVENTIONS - RIVERFRONT RE-DEVPT
✔
14 PAN CITY INITIATIVE 01 FLOWCHART - CONTROL CENTRE
✔
15 PAN CITY INITIATIVE 02 : E-GOVERNANCE INITIATIVE
✔
16 QUESTION 32: GANT CHART
✔
17 QUESTION 34 & 36, CONVERGENCE & ORGANOGRAM
✔
18 FINANCIAL PLAN : COST ESTIMATE
✔
19 FINANCIAL PLAN
✔
20 FINANCIAL PLAN
✔
Page 90 of 92
ANNEXURE 4
(Supporting documents, such as government orders, council resolutions,
response to Question 33 may be annexed here)
S. No Particulars 
Madurai Corporation Letter Ref No. MA.PO.2/21705/2015. Dt. 26.12.2015

1
Submission of Smart City Proposal ✔
N.O.C - Tamil Nadu Water Supply & Drainage Board (TWAD)
2 ✔
3 N.O.C - Tamil Nadu Slum Clearance Board (TNSCB)
✔
N.O.C - TANGEDCO
4 ✔
G.O. (MS) No. 112 issued by MA & WS department (GoTN) dated 31.07.2015
5
for SPV formation for Madurai city ✔
6 Letter No. 29870/MA.II/2015-4, Dated 23.12.2015
Forwarding proposals ✔
7 Minutes of the Second State Level High Powered Steering Committee Meeting Held on
21.12.2015 for Smart City Mission ✔
8
10
11
12
13
14
15
16
17
18
19
20
Page 91 of 92
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
Page 92 of 92
A B C D E F G H I J K
Basis for
Self-
assessment Input/Initiative that
assessment of Projection of
and/or would move the city
the city (for 'where the city
Scenario 1 Scenario 4 quantitative from its current
Feature Definition Scenario 2 Scenario 3 Pan-City wants to be' with
(BASE) (ADVANCED) indicator status to Advanced
Solution) with regard to the
(Optional - status (Scenario 4:
regard to each feature/indicator
only if data Column G)
feature
exists)
City constantly To create an IT
conducts citizen based platform that is
engagement interactive and
with people at dynamic, which would
The City
each Ward level not only be able to
recognises that its
City undertakes to incorporate seek, analyse and
strength is its
citizen their views, and assist in early
citizens and
participation City conducts these shape redressal of citizen
aspires to
A smart city with some citizen priorities and complaints but also
continuously
constantly select engagement at development Citizen be a platform to
engage with its
shapes and The City stakeholders. city level and projects in the engagement in Data on exchange information
citizens at various
changes course begins The findings local area level city. Multiple the city planning number and and ideas on various
levels and stages
of its strategies identifies are compiled with most means of process has profile of projects to be/ being
in the planning of
Citizen incorporating priorities and and stakeholders communication been minimal. It citizens planned by the City
1 projects or
participation views of its projects to incorporated in and in most and getting was carried out consulted
development
citizen to bring pursue without some projects areas. The feedback such, once in 2013-14 during CDP
works, to exhange/
maximum consulting or programs. findings are both face-to- during the preparation not
seek ideas, to
benefit for all. citizens. Very few major compiled and face and online prepration of available.
obtain feedback
(Guideline decisions are incorporated in are utilised. The CDP.
and to keep
3.1.6) shared with projects or effectiveness of
citizens informed
citizens until programs. city governance
regarding various
final projects and service
schemes and
are unveiled. delivery is
programmes of the
constantly
government.
enhanced on
the basis of
feedback from
citizens.
A Smart City There are few Historic and Built, natural Madurai, is a Places of The temple Provision of tourism
has a unique architectural cultural and intangible continuously heritgage/ precinct, the infrastructure in the
Historic and
identity, which monuments, resources are heritage are inhabited city historic thriving city centre, heritage precincts,
cultural heritage
distinguishes it symbols, and preserved and preserved and since 300 B.C. importance: which is symbolic ehnacing the
resources are
from all other festivals that utilised to some utilised as The city’s main 7nos (temples/ of Madurai, will be aesthtetic appeal,
preserved and
cities, based on emphasise the extent but anchors of the attraction is the temple a vibrant place traffic management to
utilised and their
some key unique limited city. Historical Meenakshi precinct, offering world-class ensure smooth flow
surroundings are
Identity and aspect: its character of resources exist and cultural Temple in the Palace, amenities for its of vehicles and
2 well-maintained.
culture location or the city. Built, to manage and resources are heart of the city. Museum etc) visitors, enhanced pedestrians,
Public spaces,
climate; its natural and maintain the enahnced The city has a Natual quality of services improvement to basic
public buildings
leading cultural immediate through various river flowing Heritage: for the residents infrastructure,
and amenities
industry, its heritage is not surroundings of mediums of right through Vaigai River and businesses ecological restoration
reflect the
cultural preserved and the heritage expression. and numerous and approx 6 and while of the river and the
cultural identity
heritage, its utilised or monuments. Public spaces, lakes with lakes (existing) preserving its lakes to create more
of the city;
local culture or enhanced New buildinds open spaces, subsidiary Tourist unique character, open spaces,
cuisine, or through and areas are amenities and streams. The Arrivals: will continue to recreation spaces
Basis for
Self-
feature
exists)
other factors. physical, created without public buildings core city, International- grow and drive the etc.
This identity management much thought reflect local however, is 2.9 Lakhs pa; city’s economy.
allows an easy and policy to how they identity and are congested and Domestic-202
answer to the structures. reflect the widely used by the natural Lakhs pa
question "why identity and the public water bodies
in this city and culture of hte through are
not somewhere city. festivals, events deteriorating.
else?" A Smart and activities.
City celebrates
and promotes
its unique
identity and
culture.
(Guideline
3.1.7)
Creation of
Tourism, trade appropriate
and commerce- infrastructure,
main economy Work facilities and
drivers in the Participation amenities to make
There are city with a large rate (WPR) the visitor’s stay
adequate number of retail has increased comfortable, safe,
opportunities for commercial,
A smart city There are There is a from 32% in hassle-free and
jobs for all hotels, transport
has a robust some job range of job 1991 to 39% in enjoyable.
sections of etc driven by
and resilient opportiunities opportunities in 2011 The city shall take Improvement to
income groups tourism
economic base in the city but the city for There are 94% of the advantage of its lesser known places
and skill levels. Trade: (1)
and growth they do not many sections adequate job working rich built, cultural of interest (of
Job-oriented Jasmine
strategy that reach all of the opportunities for population and natural religious, heritage,
skill training trading- the
creates large- sections of the population. The all sections of engaged in heritage to and cultural
Economy and supported by district has
3 scale population. city attemps to society. But skill tertiary sector promote significance) and
employment the city and by second highest
employment There are a integrate availability (tourism and responsible linking them to
industry. area (11.48%)
and increases high number of informal among residents trade) tourism, which will enhance tourists’
Economic under jasmine
opportunities jobs in the economic can sometimes Madurai ranks continue to be the experience is also
activities are cultivation.
for the majority informal sector activities with be a challenge. 9th wrt share main economy envisaged. This
suited to and (2) Wholesale
of its citizens. without formal parts of in SGDP driver of the city. would help increase
build on vegetable
(Guideline 2.6 & sufficient the city and its (contributes visitors’ duration of
locational and trading
3.1.7 & 6.2) facilities. economy. 3.7%). stay in Madurai. The
other (3) Handloom
8% of the city envisaged
advantages of cotton sarees-(
is under development would
the city. Sungadi
commercial have a multiplier
Sarees) and
landuse effect, with enhanced
gold-bordered
revenues for those
dhotis
directly and indirectly
related to the tourism
Basis for
Self-
feature
exists)
industry.
City provides Integrated asset

adequate and management
high-quality solutions for
City provides
education monitoring physical
adequate Madurai is a
facilities within infrastructure in the
primary and centre of The city shall
easily reachable schools, Smart class
City provides secondary education which develop effective
distance of 10 rooms, online training
adequate education caters to a large systems to
minutes walking programs, biometric
The city primary facilities within rural hinterland. regularly assess
for all the attendance etc.
provides very education easily reachable The city has qualitative and
residential areas Madurai has
limited facilities within distance for adequate quantitative
of the city and 1183 schools
A Smart City educational easily most residential number of aspects of
provides against the
offers facilities for its reachable areas of the city. schools, higher education facilities
multiple options actual
schooling and residents. distance of 15 Education and professional along with
of connecting requirement of
educational There are minutes facilities are education improving physical
with specialised 1132 schools,
4 Education opportunities some schools walking for regularly facilities infrastructure. The
teaching and 61 higher
for all children but very most assessed according to city shall use digital
multi media education
in the city limited residential through - URDPFI platforms to link
enabled facilities as
(Guideline compared to areas of the databases of guidelines. the class rooms to
education. against the
2.5.10) the demand. city. The city schools However, some the larger
Education requirement of
Many schools also provides including of these knowledge and
facilities are 22.
are in poor some number of facilities have skill domain.
regularly
condition. secondary students, poor physical Similar steps to be
assessed
education attendance, infrastructure, taken for higher
through
facilities. teacher - student poor student education facilities
database of
ratio, facilities teacher ratio as well.
schools
available and etc.
including
other factors.
number of
students,
attendance,
Basis for
Self-
feature
exists)
teacher-student
ratio, facilities
available and
other factors.
City provides Integrated asset

adequate health management
facilities at solutions, database
easily management of all
accessible healthcare facilities
distance and available in the city,
individual health smart mobile
The city
monitoring Health facilities applications to detect
provides some
City provides systems for in Madurai cater the nearest medical
access to
adequate health elderly and not only to its facility, emergency
healthcare for
facilities within vulnerable resident The city services.
Healthcare is its residents
easily reachable citizens which population, but requires a total Increase the reach
difficult for but healthcare
A Smart City distance for all are directly also to a larger of 258 health and access of
citizens to facilities are
provides the residential connected to rural hinterland. care facilities healthcare facilities
access - overburdened
access to areas and job hospitals to The numbers but has only a to citizens. Attract
demand for and far from
5 Health healthcare for centers of the prevent are mostly 100. News and educate the
healthcare many
all its citizens. city. It has an emergency inadequate papers report citizens through
often exceeds residents.
(Guideline emergency health risks and according to seasonal various media for
hospitals' Access to
2.5.10) response to acquire URDPFI increase in the pro-active health
ability to meet preventive
system that specialised guidelines, and number of care.
citizen needs. health care is
connects with health advice the city faces patients.
only easily
ambulance with maximum frequent rise in
available for
services. convenience. diseases during
some
The city is able some seasons.
residents.
to foresee likely
potential
disases and
develop
response
systems and
preventive care.
Basis for
Self-
feature
exists)
The city has GIS mapping for
mostly integrated land based
separated data management
uses and which can be used
In some parts
areas are across all the sectors
of the city ,
focused either to use for the service
there is a
on residential, provision. These
mixture of land
commercial, or maps linked with the
uses that would
industrial, with use to which the
allow someone
little co- building is put could
to live, work, Madurai has a
existance of be an important tool
and shop in mix of land uses
uses. The to asses the landuse
close proximity. Most parts of the in many parts of
average Every part of the patterns in order to
However, in city have the city. The city The city shall have
resident city has a mix of improve the mix in
most areas, housing, retail, boundaries a mix of land uses
A Smart City cannot walk to uses. Everyone the city.
there are only and office were extended that include office
has different the closest lives within a 15-
small retail buildings in in the year spaces, social
kinds of land market or minute trip of
stores with close proximity. 2011, and area infrastructure and
uses in the shops near his office buildings,
basic supplies Some has increased commercial spaces
same places; or her home. markets and
near housing. neighborhoods from 52 to 148 distributed all over
such as offices, For almost shops, and even Landuse plan
6 Mixed use Most residents have light Sq.Km. The the city. The
housing, and everyone, some industrial of madurai
must drive or industrial uses landuse industrial areas
shops, going to work uses. Land use
use public within them proposed for shall have social
clustered or going rules require or
transportation (e.g., auto 2021 is only for infrastructure,
together. shopping for encourage
to access a repair, craft the Erstwhile residential and
(Guidelines basic needs developers to
shop for food production). Corporation. commercial
3.1.2 and 3.1.2) requires a incorporate a
and basic daily Land use rules The newly activities in closer
journey by mixture of uses
needs. Land allow for mixed added areas do proximity.
automobile or in their projects.
use rules uses. not have a
bus of more
support proposed
than 15
segretating landuse plan.
minutes. Land
housing, retail,
use
and office
regulations
uses, but
prevent putting
exceptions are
commercial or
made when
office locations
requested.
in residential
neighborhoods
and vice
versa.
Basis for
Self-
feature
exists)
The city is The city has GIS mapping for
expanding one or two high The city has The city is highly integrated land based
rapidly at its density areas - multiple high compact and data management.
periphery into such as the city density clusters dense, making Integrated
undeveloped center, or that are easy to the most of land transportation system
land, rural or historic areas, walk around within the city. with focus on public
natural areas, where buildings where buildings Buildings are transport, parking,
or along are are close clustered perdetrian facilities
industrial concentrated together. together, The earstwhile Regulations to
corridors - together and However, the forming corporation has encourage/ control
both formally where people city actively walkable and high population development around
and informally. can walk easily encourages inviting activity density. This rejuvenated lakes
The city shall opt
Formal new from building to development to centers and has put excess and waterbodies
for compact
A Smart City development building and occur on under- neighborhoods. pressure on
development along
encourages is occuring in a feel as though utilized parcels Regulations infrastructure
Density of with proper
development to way that is they are in of land into high- encourage or services and
Madurai City is measures for
be compact and "sprawling," center of density, incentivize re- deteriorated the
100 pph and decongestion. To
dense, where meaning that activity. Most walkable areas. development of quality of life.
the core areas maintain compact
buildings are the buildings of the city When new under-utilized There are
is above 200 neighbourhoods
located close to spread across consists of formal large- land parcels in almost no open
pph (56 wards shall be a main
one another a wide area areas where scale the city center. spaces within
of a total of 72 agenda while
and are ideally and are far buildings are development Buildings are the core city.
7 Compact wards have planning for the
within a 10- from one spread out and projects happen oriented to the Commerical
density above newly added areas
minute walk of another. difficult to walk at the periphery, street - - and areas are
200 pph). in the city. More
public Residents or between, they are parking is kept concentrated in
Area under residential,
transportation, tenants find it sometimes with encouraged to to a minimum, the city centre.
water bodies commercial and
forming easier or safer low-density per be dense and located below The new city is
has reduced office space to be
concentrated to travel by hectare. compact, with ground or at the rapidly
from 5% made available
neighborhoods. automobile Regulations buildings that back of expanding along
around 2% within the city with
(Guidelines 2.3 because it tend to favor are close buildings. the north-
all the
and 5.2) takes a long buildings that together and line Public transport eastern side
infrastructure
time to walk are separated the streets. The and walking .Residents
facilities.
between from one city actively connects prefer to travel
destinations another, with encourages or residences to by 2-wheeler/
and there are lots of parking incentivizes re- most jobs and cars to
busy roads at the base and development of amenities. destinations
separating set-back from under-utilized Residential
buildings. the streets. parcels in the density is at an
Large pockets The city likely inner-city, optimal with
of land in the has some especially those afforgable
inner-city are pockets of located close to housing
vacant. New under-utilized public available in
developments land in the transportation. most areas.
at the center. New
Basis for
Self-
feature
exists)
periphery tend formal
to be large- developments
scale at the periphery
residential tend to be
developments, large-scale
often enclosed residential
with a gate developments,
and oriented to often enclosed
the with a gate and
automobile. oriented to the
automobile.
The city has A variety of ecological restoration

very few public open of natural water
usable public spaces are Public open bodies and creation
open spaces available in spaces are well of public spaces for
A Smart City and very few some dispersed passive recreation-
Most areas of
has sufficient usable green neighborhoods, throughout the parks, plazas,
the city have
and usable spaces. but are not city. Every The city shall jogging/walking/
some sort of Madurai has
public open Available available in all residential area harness the cycling tracks, spaces
public open very limited
spaces, many recreational the areas of the and work space potential of its for
space. There is public open
of which are spaces are city or are has access to natural water events/festivals/fairs
some variety in spaces, parks
green, that located far located far open space bodies, rejuvenate etc
the types of and recreational
promote away and are away from within 10 the lakes and
public spaces in facilities. The
exercise and dispersed at residential minutes walking URDPFI develop public
the city. few parks in the
outdoor long distances areas Many of distance. Open suggests 10- spaces to cater to
However, public city do not meet
Public open recreation for around the the open spaces are of 12 sqm per all the sections of
8 spaces are the URDPFI
spaces all age groups. city. The few spaces have various types - person, where the society. This
sometimes not standards for
Public open available access natural, green, as Madurai would in turn
within easy open spaces.
spaces of a public open restrictions, or plazas, parks, or has 1.21 sqm. improve the quality
reach or access The park
range of sizes spaces offer a are not well- recreation areas of life of the
of more development
are dispersed limited variety maintained. A - which serve citizens and
vulnerable plan for 201
throughout the of experiences variety of types various sections improve the
populations and parks in the city
City so all for all sections of public open of people. environment and
are more is under
citizens can of population spaces may be Public spaces micro-climate of
restricted in preparation.
have access. and age lacking, such tend to truly the city.
poorer
(Guidelines groups such as natural reflect the
neighbourhoods.
3.1.4 & 6.2) as places for areas, green natural and
sport, places areas, parks, cultural identity
for rest, and plazas, or of the city.
places for recreation
play. areas.
Basis for
Self-
feature
exists)
Housing is Take up housing for
very limited slum dwellers under
and highly Housing is the Housing for All
segregated available at scheme of the
Housing is
across income most income Government of India
available at all
levels. levels but is
income levels,
Population highly A wide range of
but is 25% of the A wide range of a
growth far segregated a housing is
segregated population housing to be
exceeds the across income available at all
across income resides in made available at
A Smart City creation of levels. cost levels. The
levels. The slums. Only all cost levels. The
has sufficient new housing. Population supply of
growth of supply 84% of the newly added areas
housing for all The poor live growth slightly housing is
of housing available should contain a
income groups in informal exceeds the growing at pace
almost meets housing stock is mix of all
Housing and and promotes settlements creation of new with population.
9 the rate of in a good - affordable,
inclusiveness integration with limited to housing. The Afforable,
population condition. Other moderate and
among social no access to wealthy and moderate, and
growth. houses have luxury housing
groups. basic services, the middle luxury housing
Increasingly, poor distributed all over
(Guidelines and are class have are found
lower and infrastructure the area, with
3.1.2) concentrated housing that clustered
middle-income and in a adequate
in a few areas. meets their together in
people can find dilapidated infrastructure
The wealthy needs at costs many areas of
housing in areas condition. facilities.
live in appropriate to the city
that are
separate their income.
conveniently
enclaves. The poor live in
located.
Those in the informal
middle have settlements.
few , if any
options.
A Smart City Personal The street Network of Street network The street The public Passenger
does not automobile network system streets are fairly is complete and network of the transport networks information system
require an centric city is elaborate but complete. Public follows a clear city is elaborate; As noticed in of the city shall with real time tracking
automobile to with very few public transport transport covers structure. Public the core city is the primary cater not only to of vehicles in addition
get around; modal options. choices are most areas of transportation characterised by survey and the resident to increased fleet,
distances are Long trip restricted. the city. network covers narrow streets according to population, but proper management
short, buildings lengths for Public transport However last the entire city which were citizen also to the large of IPT, developing
are accessible daily commute can be too mile connectivity and intensity of meant for consultations, floating population. dynamic platforms to
10 Transport
from the to work and expensive or remains connection limited vehicle the streets do The street encourage car
sidewalk, and education. unafforadable incomplete and relates with the access. Large not have networks shall be pooling, bike sharing
transit options Accessing for the poor. affects transport demand. Plenty number of sections complete and cater etc, policy decissions
are plentiful various areas Pedestrian options. Foot of options of tourist vehicles complete with equally to public, to discourage the use
and attractive by walking or infrastructure is paths are public transport comes to the all the private and non- of private transport.
to people of all cycling is only available accessible in are available heart of the city. amenities. motorised
income levels. difficult. in select areas. most areas, and affordable Already narrow transport. The
(Guidelines Women and Tha majority of whereas for all sections streets are transport policy of
Basis for
Self-
feature
exists)
3.1.5 & 6.2) vulnerable investments concerns of safe of the society. further the city shall
sections find it focus on crossings and There is multi- congested with encourage use of
very difficult to reducing traffic security modal on-street public transport.
move congestion throughout the integration at all parking, due to
independently through the day remain. mass transit poor public
in the city. creation of Parking zones staions and transport
There is more roads. are demarcated organized- availability.
limited public but absence of priced on street
transport. pricing increases and off street
Vehicles over utilization of parking. Walking
cause high air parking lots. and cycling is
and noise prevalent.
pollution levels
in the city.
Vehicles
dominate
public spaces
and affect their
effective
functioning.
A Smart City’s The city is Older areas of The city is highly Only 4% of redesign of streets to
roads are designed the city see a walkable. network covered include pedestrian
designed mainly for the mix of Pavements exist with Non- friendly foothpaths,
The city shall
equally for automobile. pedestrians, on every street motorised street furniture.
The city has a prioritise walking
pedestrians, Daily life cyclists, and and are transport Level of Signages to indicate
good network of as a sustainable
cyclists and without a car vehicles but maintained. facilities. The service of NMT the pedestrian paths,
pavements and mode of transport
vehicles; and requires long newer areas Trees line many limited NMT as per Service intelligent traffic
bike lanes. and amply
road safety and bus rides. are focused sidewalks to roads, including level signals to control the
Buildings in accommodate the
sidewalks are Walking is mainly on the provide shade the narrow road Benchmarks of automobille flow and
most areas of needs of its
paramount to difficult and automobile. In for pedestrians. widths of the MoUD, enforcement of traffic
the city are pedestrians. It shall
street design. often the new areas, Buildings in core city area outcomes of rules in the interest of
easily accessible provide pavements
Traffic signals dangerous; there are few most areas of are consumed citizen pedestrian and cyclist
11 Walkable from the and safe
are sufficient there are few pavements and the city are by unregulated consultation, safety.
pavement. pedestrian access
and traffic rules pavements, main entrances easily parking. The comprehensive
Howver, traffic paths to all the
are enforced. existing to new accessible from immediate mobility plan
signals are buildings. All the
Shops, pavements buildings are the sidewalk. street after the and primary
sometimes walkways shall be
restaurants, need repair not accesible Traffic signals temple precinct survey to
disobeyed and it well lit
building and lack trees from the front control the flow is understand the
can feel difficult andvshaded, if
entrances and to provide of the street. of automobiles pedestrianized current status
to cross the possible, with trees
trees line the shade for large driveways and are completely and of facilities.
street. that suit the climate
sidewalk to pedestrians, or parking lots enforced. A the vehicular
of the city.
encourage and marked often network of bike entry is
walking and pedestrian separating lanes exists to restricted during
there is ample crossings are them from the promote cycling peak days.
Basis for
Self-
feature
exists)
lighting so the rare. New street, and as a means of
pedestrian feels buildings have sometimes are transport. Traffic
safe day and their main are enclosed rules are
night. entrances set- by gates. In followed and
(Guidelines back from the these areas, enforced with
3.1.3 & 6.2) street, traffic signals great
sometimes are disobeyed. seriousness.
with large
driveways or
parking lots
separating
them from the
street, and
sometimes are
are enclosed
by gates.
Traffic signals
are often
disobeyed
Presently no Citywide public wifi
City-provided IT
connectivity is
A Smart City
available across
has a robust The city offers
The city has the city, partially
internet City has no free wifi services
made plans to The city makes or in specific The city shall
network major plans to to provide
provide high has high speed locations viz. explore the ways of
allowing high- bring opportunity for
IT speed internet internet transport nodes, providing high
12 speed increased high all the citizens to
connectivity connectivity connectivity public spaces speed internet
connections to speed internet connect with
through the available in most etc. Some of the access to all its
all offices and connectivity to high speed
existing parts of the city. government citizens.
dwellings as the public. internet across
framework. schools and
desired. the city.
other institutions
(Guideline 6.2)
are provided
with internet
connection.
Basis for
Self-
feature
exists)
All major Capacity building and
Essential
services are propagation of the
Government The city shall
Some of the provided use of digital
services are Mandatory provide all the
public services through online platforms for citizen
not linked with Madurai has reforms and major services
A Smart City are provided and offline services through print
online completed the optional through online
enables easy online and Most of the platforms. and mass media,
platforms. online reforms as platforms and
interaction infrastructure services are Citizens and open access to data
Paper workflow/citizen prescribed by maintain them
(including for total provided online officials can regarding serrvices to
intensive interface MoUD as part hassle free. The
through online digitalization is and offline. Data access create citizen
interactions &completed of JnNURM government shall
and telephone not in place. transparency information on awareness and
with the local many modules are partly also provide all the
services) with Service delays helps accounting and transparency,
Government like property tax, achieved. information
ICT-enabled its citizens, occur regularly monitoring. monitor status of integrated
continues. birth & death Vacant posts required to
13 government eliminating in some Systema and projects and multichannel
Recieving registration, to the rate of maintain
services delays and sectors. processes to programs customer interface for
services and building plan around 30- transparency in
frustrations in Responses to better coordinate through data ease of access for
response to approval, citizen 40% is government
interactions citizen inquiries between various available on the citizens.
citizen grievance observed in services online.
with or complaints Government online system.
complaints monitoring, etc. the This shall be
government. are often agencies are Robust data
take a long Completion of Corporation, paired with a
(Guidelines delayed. No being infratsructure
time. There is other modules is which is strong back end
2.4.7 & 3.1.6 & integration developed. system shares
limited also under reflected in support and
5.1.4 & 6.2) between information and
availability of progress. poor service capacity building of
services and enhances
data to monitor delivery. the corporation
billing. internal
service officials.
governmental
delivery.
coordination.
Electricity To provide for smart
supply and metering, smart grid,
There is only Electricity is
loads are online/ real time
intermittent available in most Electricity is
managed as Electricity is monitoring to assess
A Smart City electricity parts of the city available in Electricity is
per demand available 24 x 7 demand-supply,
has reliable, supply with for most hours of most parts of available 24 x 7 in
and priority for in all parts of the improve
24/7 electricity regular power the day but the city for most all parts of the city
various city with smart 24x7 power performance,increase
Energy supply with no shedding. some areas are hours of the day with smart
14 functions with metering linked supply in most savings
supply delays in Many not so well- but some areas metering linked to
clear to online parts of the city
requested residents have served. Smart are not so well- online platforms for
scheduling, platforms for
hookups. to plan their metering exists served. Smart monitoring and
with electricity monitoring and
(Guildeline 2.4) days around in some parts of metering does transparency
being available transparency.
when power is the city but not not exist
in many areas
available. all.
for most hours
of the day.
Basis for
Self-
feature
exists)
At least 10% of installation of roof top
the energy used solar panels, solar
in the city is powered steet lights,
Some energy
generated solar water heaters,
consumed is the
through and also
The city does The city is city is produced
renewable development of a
not have any preparing plans through
sources. The solar plant of 5MW.
A Smart City renewable for ensuring renewable Main source of
city is
has at least sources of that it gets sources. There energy is Substantial part of
undertaking
10% of its energy and more energy are long term conventional. the city's energy
Energy long-term
15 electricity there is no from renewable targets for TANGEDCO is - requirement to be
source strategic
generated by commitment to sources and is higher responsible for met by solar
projects to tap
renewables. promote this in the process renewable power energy.
renewable
(Guideline 6.2) for the of making energy distribution
sources of
forseeable commitments capacities and
energy in its
future. in this regard. the city is
region/beyond
making plans to
to increase the
achieve these.
percentage of
renewable
energy sources.
The city has 24 Source augmentation
The city has a
x 7 treated improvement to
poor water The city has
The city has water supply Water supply distribution system,
supply system The city has 24 intermittent
intermittent which follows is 76 lpcd as 100% HH metering,
A Smart City with limited x 7 water supply water supply,
water supply national and opposed to the smart water
has a reliable, water in most areas once in two
and availability. global standards suggested 135 management through
24/7 supply of availability. but the quality days. Current
However it is and also lpcd and NRW SCADA, smart water
water that There are no of water does supply is 76
setting targets available in losses are meters and central
meets national clear targets to not meet lpcd, with NRW 100% coverage,
16 Water supply and processes suffecient 41% as control room for
and global achieve higher international losses of 41%. 24x7 water supply
in place to try quantity and opposed to monitoring system
health quality and health Only 53% of the
to improve its affordable suggested performance
standards. optimal standards. households
water supply. across all 20% in the
(Guidelines 2.4 quantity Unaccounted have for
Unaccounted sections of the service level
& 6.2) standards. water loss is municipal water
water loss is society. benchmarks of
Unaccounted less than 20%. supply
less than 30%. Unaccounted MoUD.
water loss is connections.
loss less than
above 40%
15%.
Basis for
Self-
feature
exists)
Monitoring smart meters that can
mechanisms enable customers to
like SCADA understand and
The city has
are not control their water
meters for all its The city has a
The has meters installed in the usage, leakage
water supply. It flat tariff
for all its water city resulting in sensors and data
includes smart structure and ntelligent water
A Smart City The city does supply with high water analytics to assess
mechanisms to the mechanisms monitoring systems
has advanced not measure The city has some smart losses. None the demand-supply
monitor to detect losses like SCADA shall
water all its supply. It meters for all mechanisms to of the and equitable water
remotely. are poor. be installed to
management does not its water supply monitor. connections distribution. Mapping
Rainwater SCADA is reduce the water
programs, recycle waste but lacks Rainwater are metered as of the water supply
harvesting proposed under losses in supply
including smart water to meet mechanisms to harvesting opposed to assets and detecting
systems are CDP and and distribution
meters, rain its monitor. Water systems are suggested ghost pipes.
Water installed and AMRUT is yet to networks.
17 water requirements wasteage is installed and 100%. Cost
management utilised through be Practices like rain
harvesting, and and rain water very high. storm water is recovery of
the city and implemented. water harvesting
green harvesting is Some, but not collected and services is
storm water is Rainwater shall be mandated
infrastructure not prevalent. much, stored in water 74% as
collected and harvesting is for all the buildings
to manage Flooding often rainwater bodies. opposed to
stored in water mandated in the in the city and the
stormwater occurs due to harvesting However, 100% and
bodies and DCRs as a use of recycled
runoff. storm water exists. recycling of collection
treated for necessary water shall be
(Guideline 6.2) run-off. waste water and efficiency of
usage. Recycled condition for encouraged.
reusage of storm charges is
waste water is building
water is limited. 70% as
supplied for approval.
opposed to
secondary uses.
90%
suggested by
MoUD.
UGD for the City shall ensure Mapping of the water
core city area treatment of all the supply assets and
Most waste was first waste water detecting ghost pipes,
The city has
The city is water is implemented in Coverage of produced in the illegal discharges,
All the waste zero waste
unable to treat collected and 1924. Erstwhile sewerage city to the leakage sensors and
A Smart City water is water because
all its sewage. treated before corporation is network is 48% standards of CPCB censors to detect
treats all of its collected and all the waste
Many local before covered with of the street and TNSPCB. It choke points to
sewage to treated before water is
sewer lines disposal. UGD facility. length while shall explore ways provide information
Waste water prevent the before disposal. collected,
18 open on to However the The newly the bench of using the treated for maintenance and
management polluting of It is also treated treated and
water bodies treated water added areas mark is 100%. water to meet daily repairs etc.
water bodies to a high recycled. It
and open does not meet have no UGD Only 82% of water demand. Any
and aquifers. standard and meets standards
ground and standards and and DPRs are the sewage violation of the
(Guideline 2.4) some is an reduces the
pollute the is not recycled prepared for the produced is standards by any
recycled. need for fresh
environment. for secondary same. 48% of treated. of the
water.
uses. the city citizens/institutions
households are shall be met with
covered with legal
Basis for
Self-
feature
exists)
sewerage consequences.
network. Rest of
them depend on
septic tanks.
City has stringent regulation

programs and The air quality and monitoring
Air quality should
projects to City has Automobiles are monitoring is
meet international
monitor air programs and the major done by
City does not The city has standards and the
A Smart City quality and projects to source of TNSPCB in the
have plans, clean air by city should take
has air quality spatialising the monitor air pollution in the city and the
policies or international steps to reduce
that always data to quality and city. The air sample quality
programs to standards. Live vehicular
meets ascertain spatialising the quality is compared
improve the air Air quality emissions by
19 Air quality international reasons for data to ascertain monitoring is against the
quality. monitoring cover exploring options
safety degrees of reasons for done in three CPCB norms.
Systems to the entire city like mandating
standards. pollution in the degrees of locations in the TSPM, RSPM,
monitor air and data of air silencer gaurds
(Guideline air. A few pollution in the city. The quality SOx and NOx
quality are quality are that control
2.4.8) strategies to air. Pollution is within the are within the
absent. mapped. vehicular
decrease air levels are permissible permissible
emissions to all the
pollution have acceptable. limits. limits in the
vehicles.
been city.
implemented.
Most new public All the existing amendments to
buildings install old and new building byelaws to
energy public buildings include energy
The city effeciency employ energy efficiency practices in
A Smart City promotes systems and effeciency buildings
government City has no energy some older principles in 40% of the
Madurai aspires to
uses state-of- programs or efficiency and buildings are development street lights in
be a 'green city'
the-art energy controls or some new also retrofitted to and operation the city have
about 20,000 with use of state-
efficiency incentive buildings install be more energy and apply for been converted
Energy street lamps of-the-art energy
20 practices in mechanisms energy efficient. Local energy rating by to LED. No
efficiency converted to efficiency practices
buildings, to promote or effeciency government national and other energy
LED. in buildings, street
street lights, support energy systems that conducts international efficiency
lights, and
and transit effeciency in track and counselling and forums. Many practices carried
transport systems.
systems. buildings monitor energy outreach with non-public out in the city
(Guideline 6.2) use and developer, buildings are
savings. businesses and also energy
residents to efficient
adopt energy because the
effeciency government
Basis for
Self-
feature
exists)
strategies promotes
energy
efficiency
through
incentices and
regulations.
Underground city to carry out
cabling to be taken project plan aloing
up as a smart with TANGEDCO for
A Smart City
infrastructure carrying out the
has an
initiative in the area activity
underground Electric wiring in
development as a
electric wiring City does not More than 40% More than 75% More than 90% the city is not
number of demonstration. The
Underground system to have plans for of the city has of the city has of the city has underground.
streets with city shall make
21 electric reduce underground underground underground underground The city has
overhead elaborate plans for
wiring blackouts due electric wiring electric wiring electric wiring electric wiring made no plans
electric cables. the entire area to
to storms and system. system. system. system. for underground
have underground
eliminate ducting yet.
ducting for all the
unsightliness.
services including
(Guideline 6.2)
electricity,
communication,
storm water etc.
90% of the Online assest
population have management system,
access to Sanitation for all regular monitoring of
toilets. Madurai shall be a top public and tourist
ranks 20th in priority of the city sanitation facilities,
Swachh Bharat and the city shall complaint readdresal
rankings, top in take up large scale systems, platforms to
A Smart City
the state of awareness conduct feedback
has no open Many parts of Sanitation
Sanitation Sanitation Tamilnadu. The programs about surveys to know the
defecation, and the city do not facilities are 90% of the city
facilities are facilities are corporation is sanitation and its demand for facilities,
a full supply of have access to availabile to population has
22 Sanitation available to 90% available to taking steps linkage with public e-toilets/mobile toilets
toilets based on sanitation 70% of the access to
of the city's 100% of the towards making health to all on peak tourist
the population. infrastructure city's toilets
poopulation. city's population. the city open sections of the seasons.
(Guidelines and facilities. population.
defecation free society starting
2.4.3 & 6.2)
by constructing from the schools.
public and The city shall be
individual toilets. free of open
However, there defecation and
is a need to insanitary toilets.
focus more on
sanitation
Basis for
Self-
feature
exists)
facilities for
tourists.
Madurai ranks Sensor based sorting

The city reduces The city shall
20th in Swachh of waste, Online
A Smart City land fill caused ensure collection of
Bharat rankings, platforms to connect
has a waste by waste so that all the waste
top in the state users and sellers for
management it is minimal. All 85% of the produced in the
of Tamilnadu. waste recycling,
system that Waste the solid waste waste city and design an
Waste The city has mobile applications to
removes collection generated is produced in efficient
generated is Waste is 85% collection locate unattended
household and systems do seggregated at the city is management
usually segretated, efficiency. There dumper locations and
commercial not pick up source and sent collected. system towards
collected but collected, is no source complaint readdresal
Waste garbage, and waste on a for recycling. There is no ensuring recycling
23 not segregated. recycled and segregation of systems, GPS
management disposes of it in frequent basis Organic waste is source to the maximum
Recycling is disposed in an waste. tracking of garbage
an and waste sent for seggregation. possible extent and
attempted by environmentally Treatment trucks and
environmentally often enters composting to Treatment and minimum waste
difficult to sound manner. capacity is information to
and into water be used for Disposal reaches the landfill.
implement. inadequate due residents/shops
economically bodies. gardening in the facility is The collection
to increase in about the collection
sound manner. city. Energy inadequate system shall be
service area time etc.
(Guidelines creation through timely to avoid any
after inclusion of
2.4.3 & 6.2) waste is piling of garbage in
newly added
considered. the city.
areas.
The city Currently the High level of safety FIR kiosks, CCTV
A Smart City provides for City has only to be ensured for surveillance systems
has high levels street lights, , 20 cameras all the citizens and during all times ,
The city has The city has The city has
of public safety, Traffic safety and the city is the tourists. Well lit online complaint
low levels of medium levels high levels of
especially The city has measures like exploring ways streets, crime registration and
public safety - of public safety public safety - all
focused on very high levels road marking to install 100 patrol, surveillance control rooms to
most groups of - some more citizens
women, of public safety - and signage on cameras in and help monitor the situation,
residents feel vulnerable including
Safety and children and all residents feel major roads and different centres/booths/ special and dedicated
24 insecure groups feel women, children
security the elderly; men safe in all parts junctions, locations of the tool free numbers force to ensure safety
during most insecure during and the elderly
and women of of the city during surveillance etc. city. a. City has to be installed all on peak days.
parts of the some points of feel secure in
all ages feel all hours of the are provided for 1763 km of over the city to
day in many the day and in most parts of the
safe on the day. by the city. The roads which ensure safety
parts of the some parts of city during most
streets at all phone numbers will require during all times of
city. the city time in the day.
hours. of polic stations 58767 street the day,
(Guideline 6.2) are made lights particularly during
available online, (assuming the peak tourist
Basis for
Self-
feature
exists)
in the city poles in central seasons in the city.
website. median at 30m
spacing),
whereas the
city has only
45718 lights.
Level of (OPTIONAL) Any additional
Development Level of Development of city overall information, inlcuding any
of city overall quantitative information
Citizen City conducts citizen engagement at city level and local area level with most stakeholders and in
Scenario 3 most areas. The findings are compiled and incorporated in projects or programs.
participation
Historic and cultural resources are preserved and utilised to some extent but limited resources exist
Identity and
Scenario 2 to manage and maintain the immediate surroundings of the heritage monuments. New buildinds
culture and areas are created without much thought to how they reflect the identity and culture of hte city.
Economy and There are adequate job opportunities for all sections of society. But skill availability among residents
Scenario 3 can sometimes be a challenge.
employment
City provides adequate primary and secondary education facilities within easily reachable distance
for most residential areas of the city. Education facilities are regularly assessed through ‐ databases
Education Scenario 3 of schools including number of students, attendance, teacher ‐ student ratio, facilities available and
other factors.
City provides adequate health facilities within easily reachable distance for all the residential areas
Health Scenario 3 and job centers of the city. It has an emergency response system that connects with ambulance
services.
In some parts of the city , there is a mixture of land uses that would allow someone to live, work,
and shop in close proximity. However, in most areas, there are only small retail stores with basic
Mixed use Scenario 2 supplies near housing. Most residents must drive or use public transportation to access a shop for
food and basic daily needs. Land use rules support segretating housing, retail, and office uses, but
exceptions are made when requested.
The city has one or two high density areas ‐ such as the city center, or historic areas, where buildings
are concentrated together and where people can walk easily from building to building and feel as
though they are in center of activity. Most of the city consists of areas where buildings are spread
out and difficult to walk between, sometimes with low‐density per hectare. Regulations tend to
Compact Scenario 2 favor buildings that are separated from one another, with lots of parking at the base and set‐back
from the streets. The city likely has some pockets of under‐utilized land in the center. New formal
developments at the periphery tend to be large‐scale residential developments, often enclosed with
a gate and oriented to the automobile.
The city has very few usable public open spaces and very few usable green spaces. Available
Public open recreational spaces are located far away and are dispersed at long distances around the city. The
Scenario 1 few available public open spaces offer a limited variety of experiences for all sections of population
spaces
and age groups such as places for sport, places for rest, and places for play.
Housing is available at most income levels but is highly segregated across income levels. Population
Housing and
Scenario 2 growth slightly exceeds the creation of new housing. The wealthy and the middle class have housing
inclusiveness that meets their needs at costs appropriate to their income. The poor live in informal settlements.
The street network system is elaborate but public transport choices are restricted. Public transport
can be too expensive or unafforadable for the poor. Pedestrian infrastructure is only available in
Transport Scenario 2 select areas. Tha majority of investments focus on reducing traffic congestion through the creation
of more roads.
Older areas of the city see a mix of pedestrians, cyclists, and vehicles but newer areas are focused
mainly on the automobile. In the new areas, there are few pavements and main entrances to new
Walkable Scenario 2 buildings are not accesible from the front of the street. large driveways or parking lots often
separating them from the street, and sometimes are are enclosed by gates. In these areas, traffic
signals are disobeyed.
IT connectivity Scenario 1 City has no major plans to bring increased high speed internet connectivity to the public.
Intelligent Some of the public services are provided online and infrastructure for total digitalization is not in
government Scenario 2 place. Service delays occur regularly in some sectors. Responses to citizen inquiries or complaints are
services often delayed. No integration between services and billing.
Electricity is available in most parts of the city for most hours of the day but some areas are not so
Energy supply Scenario 3 well‐served. Smart metering exists in some parts of the city but not all.
The city is preparing plans for ensuring that it gets more energy from renewable sources and is in the
Energy source Scenario 2 process of making commitments in this regard.
The city has a poor water supply system with limited water availability. There are no clear targets to
Water supply Scenario 1 achieve higher quality and optimal quantity standards. Unaccounted water loss is above 40%
Water The city does not measure all its supply. It does not recycle waste water to meet its requirements
Scenario 1 and rain water harvesting is not prevalent. Flooding often occurs due to storm water run‐off.
management
Waste water Most waste water is collected and treated before before disposal. However the treated water does
Scenario 2 not meet standards and is not recycled for secondary uses.
management
City has programs and projects to monitor air quality and spatialising the data to ascertain reasons
Air quality Scenario 2 for degrees of pollution in the air. A few strategies to decrease air pollution have been implemented.
Energy City has no programs or controls or incentive mechanisms to promote or support energy effeciency
Scenario 1 in buildings
efficiency
Underground
Scenario 1 City does not have plans for underground electric wiring system.
electric wiring
Sanitation Scenario 3 Sanitation facilities are available to 90% of the city's poopulation.
Waste Waste generated is usually collected but not segregated. Recycling is attempted by difficult to
Scenario 2 implement.
management
Safety and The city has medium levels of public safety ‐ some more vulnerable groups feel insecure during some
Scenario 2 points of the day and in some parts of the city
security
ANNEXURE 03. PAGE 01
MADURAI
CITY OVERVIEW
MADURAI – HERITAGE
- CITY PROFILE IMPORTANCE SMART CITY PROPOSAL
History and Culture

• Madurai is one of the oldest and continuously
inhabited cities in the world : since 3rdcentury B.C.
(Sangam dynasty)
• Madurai temple city was built in the 6th Century
A.D. during the Pandiyan rule which continued to
rule till the 14th century A.D.
• Evolved over the centuries as epicenter of
Dravidian as well as Tamil culture and religion
• Considered as the state cultural capital and finds
an important place among the heritage towns in
the country
Regional Linkages:
Madurai
• Madurai is well-connected by railways, roadways
Important Cities
Fig.01: Regional Map
around and airways to all major cities in the state and in
the country. NH7, NH45B, NH 49 connect the city
by road.
Source : Census 2011
Demographic Features (2011)

Total Population (MMC) 14,70,821
Madurai Municipal Corporation:
Population (Erstwhile Corp) 10,17,865 • Third largest Municipal Corporation in the State.
Population (newly added) 4,52,956 • Total Area is 148 sq. km. divided into Erstwhile
Corporation (52 km²) & newly added areas (96
Area (km²) 148.0 km²
km²)
Av. Density (persons/km²) 9,938
Total Households 2,70,405 Economic Indicator:
 94% of the working population engaged in tertiary
Av. Household size 5.4 sector indicating major role of tourism and service
Sex Ratio (per 1000 males) 1,003 sector
Literacy Rate (%) 82
LAND USE MAP 2011 Fig. 04
Fig.02
Fig.03
MADURAI
MADURAI – HERITAGE & TOURISM SMART CITY PROPOSAL
 Major festivals in Madurai -

Chithirai festival, Float festival,
Jallikattu, Dance festival etc.
 Peak Tourist Months : January
(Jallikattu), March – April (Chithirai
& Float)
HERITAGE IMPORTANCE Fig. 05

NATURAL HERITAGE …..
River Vaigai Vandiyur Lake Marriamman Theppakulam
BUILT HERITAGE ……. Thiruppurankundram
St. Mary’s
Church
Azhagar Koil
Meenakshi Gandhi
Amman Temple Museum
Thirumalai
Nayakar Mahal
BUILT HERITAGE Fig. 06
2
1. Meenakshi Amman Temple
2. Azhagar Kovil
3. Gandhi Memorial Museum
9
4. Arulmigu Subramania Temple,
1 3 Thirupparankundram
6
10 5. Mariamman Teppakulam Temple
8 5
6. Koodal Azhagar Temple
7. Thirumalai Nayakar Mahal
4
10 8. St. Mary’s Church
9. Corporation Eco-park
10. Thirupparankundram Eco-park
MADURAI
STAKEHOLDER CONSULTATION SMART CITY PROPOSAL
Consultation with various State -level Smart City Awareness for Public
departments & Associations 22nd – 25th Sept. 2015
2nd Nov 2015

Consultations with Councillors & MMC staff
15th Sept. 2015
Citizen Awareness Workshop
15th Sept. 2015
Key Concerns
Visioning Exercise MMC officials and

Line Departments
21st Sept. 2015
KEY SUGGESTIONS Fig. 07
143
Total Suggestions
Water Supply
Water Bodies
Traffic & Transportation Conservation
Sewerage & Sanitation Storm Water Drains

MADURAI
CITIZEN ENGAGEMENT SMART CITY PROPOSAL
KEY POLL RESULTS Fig.08
1,25,765 1685 likes

700 people talking about this
145 views posted on timeline
On a scale of 10
19,401
Addl. ideas/suggestions OTHER
PLATFORMS:
MADURAI
AREA BASED DEVELOPMENT: SMART CITY PROPOSAL
RETROFITTING CORE CITY AREA : Temple Precinct & River Vaigai

Density of the study area
VAIGAI RIVER
(8km length)
TEMPLE AREA
(3194 acres)
Fig.10 Ward Map of the area
TOTAL AREA FOR PROPOSAL : 3,194 acres + 8km

River Length
WARD NUMBERS: 16, 36, 37, 38, 39, 43, 50, 51, 54, 69, 71,
Fig.09 City Map of Madurai indicating area
72, 73, 74, 78, 79, 80, 81, 82, 83, 84, 85, 86, 87 Fig.11 Density Map of the temple area
Introducing the Area… POPULATION (CORE CITY AREA)

The Heritage Zone with the Meenakshi temple in Density of Madurai City is 100 pph and
Loci is the area delineated for retrofit as per
Citizen participation as well as city’s identity area.
RESIDENTS : 2,60,877 (2011 CENSUS DATA)
the density of core areas is above 200
pph (56 wards of a total of 72 wards have
The core city area also displays a vibrant mix of density above 200 pph).
various landuse facilities, such as commercial, FLOATING POPULATION / TOURISTS 1,33,20,31
residential and markets (STATISTICAL HAND BOOK 2012-13)
Fig.12 Area Map Fig.13 Land Use Map Historic Core Temple City…
Fig.14 Heritage Landmarks Map
Gandhi
Vaigai River Museum
Vandiyur
Lake
Meenakshi –
Sundareshwar Temple
Railway
Station
Periyar Thirumalai
Bus stand Nayakar
Palace The area under study has high
Mariamman
Teppakulam
associational value with the residents as
well as the Madurai city due to its long
heritage culture. This area also acts as an
Understanding the Heritage Zone… Identity to the city’s future growth.
• Temple Town area with distinct urban character with history of over 2500 years Residential
• The temple area is defined by 4 concentric ring streets – Chitrai St, Avani St, Masi St,
Veli St. Commercial
• Chitrai Street is currently transformed as a Pedestrian Only street
• The core city area experiences high mixed land use mix, facilitating high interactions
Public
• Advantage of the proximity of existing transit nodes – railway and bus stand.
• The procession routes during the important festival days connect the Meenakshi
Educational
amman temple and the other temples in the city, and attracts lakhs of tourists.
MADURAI
SITUATION ANALYSIS : STREET CHARACTER SMART CITY PROPOSAL
Ring 04 : VELI STREET Ring 03 : MASI STREET
Fig.15 Fig.16
Veli, the fourth tier of street around the temple, is

the bus route road, with intense commercial Masi, the third tier of street around the temple, is a
developments. These streets act as connector streets busy commercial street with wholesale and retail
for movement within the city core area. activities.
The West side is adjacent to the Railway and Bus
stand, and hence sees high volume of traffic as well
as lodging facilities.
Type of Activity / Land Use Type of Activity / Land Use
Ring 02 : AVANI MOOLA STREET Ring 01 : CHITRAI STREET
Fig.17 Fig.18
Avani, the second tier around the temple, Chitrai, the first tier of street around the temple, is
experiences a mix of high pedestrian volume as a transformed pedestrian street with retail
well as vehicular traffic. This street also has large activities.
areas for off-street parking and auto parking.
Street opens out to 2 public parking zones, used The street allows for tourists to visit the temple
by temple visitors, further from which they walk to from either of the four entrances, with ease.
the temple.
Type of Activity / Land Use Type of Activity / Land Use

MADURAI
KEY ISSUES SMART CITY PROPOSAL
KEY INTERVENTIONS
MADURAI
KEY INTERVENTION: SMART CITY PROPOSAL
HERITAGE IMPROVEMENT – TOURISM ENHANCEMENT
Fig.19 : Map showing Tourist Plaza & Heritage Streets
SIGNAGE
RAILWAY
ST.
BUS
STAND
Heritage Streets
Main Tourist Plaza : Bus Terminal
Secondary Tourist Plazas :Parking, River & City CULTURAL MOTIFS
FAÇADE GUDELINES
Façade Details Balcony Details Window Details
HERITAGE BYE-LAWS & DEVELOPMENT REGULATIONS

Future Development Streetscape
Existing Structures
• Land Use Control – restriction on

• Paving Material Template
• Architectural Guidelines change of land use
• Signage & Advertisement
• Street Façade Regulation • FAR & Height Restrictions – capping
Control
• Material Application Control within 1km radius from the temple.
• Street Wall Frontage Regulation
• Building Signage Control • Vistas to historic structures to be
• Street Furniture, Benches,
• Vernacular Architectural maintained
Planters.
Elements to be retained • Building Signage design
• Information panels for Tourist /
• Colour Theme Regulation • Vernacular Architectural Elements
Pedestrian
• Approval for renovation, to be retained
• Dedicated procession streets to
addition. • Colour Theme Regulation
follow specific regulations
MADURAI
HERITAGE LOOP
Heritage Link Within the Core City Area Fig.20
Heritage Link Within Madurai Fig.21
Approximately
21km from Temple
5 Km IMPORTANT TOURIST LOCATIONS LINKS

Approximately 8km from Locations within 5 km
Temple 1. Meenakshi Sundareshwar Temple
2. Gandhi Memorial Museum
3. Mariamman Teppakulam
4. Koodal Azagar Temple
Locations outside 5 Km
5. Thirumalai Nayakar Palace
1.Azagar Kovil
6. St. Mary’s Church
2.Tiruppurankundram
7. Corporation Ecopark
KEY INTERVENTION: MADURAI

SMART CITY PROPOSAL
I.T INTEGRATION
Fig.26 : Map showing I.T integration
Information Broadcast
 PIS Boards (English, Hindi,
Tamil)
 Mobile Application
 Temple Precinct Related
 Street view with route
options
 Parking information
(location, availability,
booking)
 Temple timings & Sewa
RAILWAY ST. details
 Smart Card day pass
 General
BUS
STAND
 Madurai history
 Train & Bus timings
 Dining, Shopping
facilities
 Hotel informartion
VMS Boards  Taxi/auto fare and
booking
Wi-Fi hotspots
Surveillance and Crowd Control

 PTZ-CCTV camera for monitoring entire zone and Emergency response teams
 Central Control Room
Fig.27 : Map showing proposed Built Infrastructure Integrated Bus Terminal

Infrastructure Facilities
• Bus Bays & Parking
• Entry and Exit Monitoring
• Waiting Areas, Restrooms
• F&B Counters, Business Centre
Citizen Facilities
• Dedicated Ticketing counter
• Live Feed Display of Arrivals
and Departures
• Waiting Bay for Autos
• Short & Long term Parking
Facilities for riders
RAILWAY
ST.
SHOPPING
Tourist Facilities
Dedicated Ticketing Counter
PERIYAR
BUS
BUS
STAND •
STAND
• Signage to Tourist Plaza and
Temple
• Live Feed Display of Arrivals
and Departures
• Bay for Battery Operated
Auto route Autos
Integrated Bus Terminal • Bay for Hop-on/Hop-off Buses
Multi-level Car Parks
Smart Parking Management

• MLCPs at designated locations, Demarcate on-street parking zone
• IT enabled parking management
• real-time parking information through hand-held based ticketing
• VMS based information dissemination of parking availability at key entry points
• Mobile app for real-time parking information
MADURAI
FACILITATING MOVEMENT - DECONGESTION IN THE TEMPLE AREA

• Decongesting the area by
1.5km relocating and redesigning
high traffic generators
• Analyzing critical intersections
and applying guidelines in
traffic flow.
• Enhancing tourist experience
by identifying routes and
MARKET circulation pattern.
• Understanding the parking
MASI ST
requirements and providing
smart parking strategies.
RAILWAY ST. Markets

Move the wholesale markets and
2.5km
related activities outside of core area
• Onion market
BUS STAND MARKET • Coconut market
• Transport offices
SHOPS SHOPS
Route rationalization of buses to
optimize number of buses entering
the zone
Battery operated auto route
Multi-level Car Parks Battery Operated Auto rickshaw

Markets and Shopping streets
Fig.22 : Map showing Markets, I.P.T Network & MLCP
• Dedicated route for shuttle auto

services from tourist entry points to
temple periphery
• Remove parking bottlenecks along this
MASI ST axis for smooth entry to temple
precinct
One Way Streets

• Converting concentric rings into
one-ways : Masi Street- Clockwise
direction & Avani Street-
Anticlockwise direction
• Planned one-way loops for the
perpendicular streets that link the
Ring Streets
Bus Terminal Improvement

Integrate the two separate parcels into
One Way Street a single project - Provide modern
Heritage Street amenities and facilities both, for
Two Way Street tourists and city commuters
Fig.23 : Map showing traffic management plan
MADURAI
RE-DESIGNING STREETSCAPES
CHITHRAI SHARED STREET

STREET
The perpendicular
Length of Street connecting streets
= 1km perimeter of width 4.5-6m..
Schemes
implemented –
Pedestrianisation
under JnNurm.
Fig.25 Fig.26
6m 1.5 3.5m
PRESENT STREETSCAPE PROPOSED STREETSCAPE CURRENT SECTION PROPOSED SECTION

Activated Pedestrian Street Around the Temple 5-6m width (wider carriageway wherever possible)
Enhancing Streetscape by incorporating Designated Prominent Internal streets which act as linkages to
Resting Spaces, creating Activity Zones for different age surrounding commercial and residential areas.
groups, providing ample Green cover for shade and to Proposed section indicated restricted traffic lane with
control micro-climate dedicated bicycle lane and wide footpath with landscape
integrated, along with smart infrastructure
Streetscape Improvement Ecological Restoration

Typical 9m Street Riverfront Streets
Fig.29 Fig.30
CURRENT SECTION
CURRENT SECTION PROPOSED SECTION

Activated Public Zone along the River Vaigai
Enhancing Streetscape by transforming the river into a
city-level public space with high social interactions.
Accessible to all age groups, with ample tree cover
PROPOSED SECTION
Activated Public Zone along the River Vaigai
Enhancing Streetscape by transforming the river into a
city-level public space with high social interactions.
Accessible to all age groups, with ample tree cover
MADURAI
VAIGAI RIVER HERITAGE ROUTE IMPROVEMENT
Vandiyur
Thirupurakundram
DEVELOPMENT PHASES
MEDIUM TERM:
Cleaning & De-silting of the riverbed.
LONG TERM:
MMC Boundary Introducing concept of Green TDR.
Water Bodies Rezoning into commercial Slum
resettlement (likely to happen) across the
River area with increased real estate potential
Lakes
Fig.31 : Map showing Water bodies in the City
CULTURAL & HERITAGE LINKAGE OF RITUALS
ALAGAR FESTIVAL :
A week long festival on the bank of the
River Vaigai & Vandiyur Lake
FLOAT FESTIVAL
Boat Procession of the Lord in the Temple
Tank – Mariamman Theppakulam.
Fig.32 : Map showing Procession Routes
Town Hall Road Theppakulam – Current & Proposed Mariamman Theppakulam – Current & Proposed
MADURAI
PAN – CITY INITIATIVE 01 SMART CITY PROPOSAL
INTEGRATED CITY MANAGEMENT & CONTROL CENTRE
COMPONENTS
Fig.40 : Flowchart
MADURAI
PAN CITY INTERVENTION : SMART CITY PROPOSAL
iPACE : Integrated Platform for City e-Governance
Concept
 Common Platform for citizens, employees, government departments, contractors & vendors and
service providers for improved delivery of citizen services
 G2B: Monitoring & Management of Contracts
 D2D: Streamline the process flow, integrate systems, redressal of issues and completion of works
 G2E: Empowered workforce, increased service delivery demands, etc.
 G2C Component: Citizen Connect
• Creating a hyper - local social change network
• Create communities of citizens who are keen on solving city centric problems
• The platform can provide citizens with useful information on how much funds have been
allocated to wards and constituencies and how the same has been utilised
Complaint Process flow:

Applications Proposed
• Mobile app
• Website
• Analytics software
• Integration with dashboards
• Biometric Attendance
• Link to payment modules
• Linking to Monitoring of Services
• Other modules: GIS, Assets, fleet,
costing and budgeting and others
Post a Complaint
MIS Reports: Constituency/Ward/Department
Community: Vote ups
Awards for
similar concepts
MADURAI
IMPLEMENTATION FRAMEWORK: SMART CITY PROPOSAL
QUESTION 32. GANT CHART

Fig.41
MADURAI
IMPLEMENTATION FRAMEWORK : SMART CITY PROPOSAL
FIGURE 42 QUESTION
: 34. CONVERGENCE
FIGURE 43 QUESTION
: 36. ORGANOGRAM
MADURAI
FINANCIAL PLAN COST ESTIMATE
SMART CITY PROPOSAL
MADURAI
SMART CITY PROPOSAL
FINANCIAL PLAN
FIGURE 47: ULB FINANCIAL PROJECTIONS (IN RS. CRORES)
YEAR FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 FY 25
INCOME
MMC 293.2 493.5 590.9 556.6 609.0 672.9 744.8 825.9 917.5 1,021.2 1,138.7 1,272.3 1,424.2 1,597.4
Own Income 117.6 140.0 139.8 154.8 169.8 186.5 204.8 225.1 247.5 272.2 299.5 329.6 362.9 399.7
Assigned Revenue 92.4 123.9 119.6 136.8 155.7 183.1 215.4 253.5 298.4 351.4 413.8 487.4 574.1 676.4
Capital Income 83.2 229.6 331.5 265.0 283.5 303.4 324.6 347.3 371.6 397.7 425.5 455.3 487.2 521.3
Smart City - SPV - 344.5 639.9 206.7 49.0 46.8 52.8 59.7 67.5 76.5
Direct Income - 22.3 23.7 26.7 31.9 36.7 42.3 48.6 55.9 64.3
Property Tax - Addl. Revenue - 0.9 3.6 9.1 9.6 10.0 10.5 11.1 11.6 12.2
Capital Income - 321.3 612.5 170.8 7.5 - - - - -
TOTAL INCOME 293.2 493.5 590.9 556.6 609.0 1,017.5 1,384.8 1,032.6 966.6 1,068.0 1,191.5 1,331.9 1,491.7 1,673.9
EXPENDITURE
MMC 291.6 398.7 535.0 568.3 625.2 687.7 756.5 832.1 915.3 1,006.9 1,107.5 1,218.3 1,340.1 1,474.1
Revenue Expenditure 157.3 220.4 284.1 294.3 323.7 356.1 391.7 430.8 473.9 521.3 573.4 630.8 693.9 763.2
Capital Expenditure 134.3 178.3 250.9 274.1 301.5 331.6 364.8 401.3 441.4 485.5 534.1 587.5 646.3 710.9
Smart City - SPV - 346.6 647.7 207.9 47.7 41.9 43.7 45.7 48.3 51.0
Revenue Expenditure - 25.3 35.2 37.0 40.2 41.9 43.7 45.7 48.3 51.0
Capital Expenditure - 321.3 612.5 170.8 7.5 - - - - -
TOTAL EXPENDITURE 291.6 398.7 535.0 568.3 625.2 1,034.3 1,404.2 1,040.0 963.0 1,048.8 1,151.3 1,264.0 1,388.4 1,525.1
BUDGET SURPLUS/(DEFICIT) 1.6 94.8 55.9 -11.8 -16.1 -16.9 -19.4 -7.4 3.6 19.2 40.3 67.9 103.3 148.8
FIGURE 50: ULB REVENUE SHARE (PROJECTED) FIGURE 53:
FIGURE 49: SOURCES OF FUNDS FUNDS – REQUIREMENT VS. AVAILABILITY
31 69
81
1181
FIGURE 48: REVENUE SOURCES
1000 PROPERTY TAX USER CHARGES ALTERNATIVE SOURCES OTHER SOURCES
Shared selling of PSUs

Tax Incrementation Increase in user charges Advertisement Revenue
land
Redevelopment across Fees from Parking &

Volumetric Billing Rezoning of urban land
the River Market Facilities
Under-assessed & Un- Enhancement of Fees for

Betterment Charges Any other sources
assessed properties Land Conversion
FINANCIAL PLAN MADURAI

SMART CITY PROPOSAL
FIGURE 56: SMART CITY : SPV PERFORMANCE
1,000.0 Revenue
Expenditure
500.0
-
FY 16 FY 19 FY 22 FY 25 FY 28
FIGURE 58: REVENUE ASSUMPTIONS

Households in the Catchment Area No. (in the area) 65,000
Current Coverage %age of total 69%
Water Supply Betterment & Deposit Charges Rs. Per Connection 12,000/-
Deposit Charges – Existing Connections Rs. Per Connection 4,000/-
Volumetric Tariff Rs. Per KL 10.0
Revenue Charges Rs. Per sq. m per month 75.0
Advertisement
Small Hoardings Size On street light 2×3
Revenue
Large Hoardings Every redeveloped street 20×30
Parking lots No. of lots in the area 20
Street Parking
Revenue per lot Rs. Per month 50,000/-
Tariff Increase in city – one time %age of Existing 10%
Tariff Increase in ABD area – one time %age of Existing 30%
Property Tax
To be implemented by 2020
Periodic Increase %age every 5 years 15%
Yearly Increase – till 2025 %age p.a 18%
Devolutions (SFC) Yearly increase – after 2025 %age p.a 12%
Current Increase – 14% p.a

FIGURE 55: SPV O&M EXPENSES
YEAR FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23
Area Based Development 15.5 17.2 18.4 20.8 21.8 22.8 23.9
Water Supply 7.6 8.9 9.6 11.5 12.0 12.5 13.0
UGD - - - - - - -
SWD - - - - - - -
SWM 4.1 4.3 4.6 4.8 5.1 5.4 5.7
STREETS 0.4 0.4 0.4 0.4 0.4 0.5 0.5
RIVERFRONT 3.4 3.5 3.7 4.0 4.2 4.4 4.7
HERITAGE Walk 0.1 0.1 0.1 0.1 0.1 0.1 0.1
Pan City 9.9 18.0 18.6 19.3 20.1 20.9 21.8
Total Expenditure 25.30 35.17 37.03 40.16 41.90 43.74 45.70

Smart City Mission - DPR - Final PDF

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Smart City Mission - DPR - Final PDF

Uploaded by

Copyright:

Available Formats

“Ancient Madurai..

மதுரை SMART CITY

INDIA SMART CITY MISSION

THE SMART CITY CHALLENGE

SMART CITY PROPOSAL

SMART CITY CODE:

CONTENTS QUESTION NO. PAGE NO.

2. ✔ ADMINIS TRATIVE EFFICIENCY

4. ✔ STRATEGIC FOCUS AND BLUEPRINT

5. ✔ CITY VIS ION A ND GOALS

6. ✔ CITIZE N ENGA GEMENT

8. ✔ SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES

PART B: AREA BASED PROPOSAL

10. ✔ APPROACH & METHODOLOGY

11. ✔ KEY COMPONE NTS

12. ✔ SMART URBA N FORM

13. ✔ CONVERGE NCE AGENDA ✔ Table 1

14. ✔ CONVERGE NCE IMPLEME NTATION

15. ✔ RISKS ✔ Table 2

16. ✔ ESSENTIAL FEATURES ACHIEVEMENT PLAN

17. ✔ SUCCESS FACTORS

18. ✔ MEASURABLE IMPACT

PART C: PAN-CITY PROP OSAL(S)

20. ✔ COMPONE NTS

21. ✔ APPROACH & METHODOLOGY

22. ✔ DEMAND ASSESSMENT

23. ✔ INCLUS ION

24. ✔ RISK MITIGATION ✔ Table 3

25. ✔ FRUGAL INNOVATION

26. ✔ CONVERGE NCE AGENDA ✔ Table 4

27. ✔ CONVERGE NCE IMPLEME NTATION

28. ✔ SUCCESS FACTORS

29. ✔ BENEFITS DELIVERE D

30. ✔ MEASURABLE IMPACT

PART D: IMPLEMENTATION PLAN

31. ✔ IMPLEME NTATION PLAN ✔ Table 5

32. ✔ SCENA RIOS

33. ✔ SPV ✔ Table 6 ✔ 7 DOCUME NTS

34. ✔ CONVERGE NCE ✔ Table 7

35. ✔ PPP ✔ Table 8

36. ✔ STAKEHOLDER ROLES

PART E: FI NANCI AL PLAN

37. ✔ ITEMISED COS TS

38. ✔ RESOURCES PLAN

40. ✔ REVENUE AND PAY-BACK

41. ✔ RECOVERY OF O&M

42. ✔ FINA NCIAL TIMELINE

43. ✔ FALL-BACK PLAN

ANNEXURE 1 Smart City features

S. Essential Feature Confirm Para. No.

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

Adequate water supply including waste wat er recycling and storm

3. Sanitation including solid waste management ✔ Q.16

4. Rain water harvesting ✔ Q.16

5. Smart metering ✔ Q.16

6. Robust IT connectivity and digitalization ✔ Q.16

7. Pedestrian friendly pathways ✔ Q.16

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

9. Intelligent traffic management ✔ Q.16

10. Non-vehicle streets/zones ✔ Q.16

11. Smart parking ✔ Q.16

12. Energy efficient street lighting ✔ Q.16

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