Task 13: Action Agenda for Capital Investment Program

Smart City Master Planning + Sector Specific Smart City Infrastructure Plans for Visakhapatnam Phase III Action Agenda

1 Smart City Master Planning + Sector Specific Smart City Infrastructure Plans for Visakhapatnam Action Agenda for Smart City Projects

Smart City Master Planning + Sector Specific Smart City Infrastructure Plans for Visakhapatnam Task 13: Action Agenda for Capital Investment Program

July 29, 2017



Table of Contents

1. Introduction and Background 3

2. Action Agenda for Capital Investment Program 4

i. Electrification of Transport 5

ii. Upgrading of Existing Bus Rapid Transit System 6

iii. New Rapid Transit Development 7

iv. New Bhogapuram Airport Link and Metro Rail Plan Revision 8

v. ‘Smart Streets’ Corridor Renovations 9

vi. Existing Airport Expansion 10

vii. Asset Management Framework 11

viii. Visakhapatnam Water and Sewerage Authority 12

ix. Increasing Water Supply Capacity 13

x. Expanding Coverage of Water and Sewerage Services 14

xi. Solid Waste Management System Awareness Program 15

xii. Solid Waste Collection and Sorting 16

xiii. Smart Micro-Grid Program 17

xiv. Solar Water System Program 18

xv. Virtual Health Information System 19

xvi. Emergency Response Dispatch Platform 20

xvii. Festival Promotion and Delivery Platform 21

xviii. Smart Skill Visakhapatnam workforce coordination platform 22

xix. RTC Complex Redevelopment 23

3. Annexures 24

i. Action Agenda Coordination Meeting Schedule 25

ii. Action Agenda Coordination Meeting Notes 27



1. Introduction and Background

The AECOM team, including partner firms IBM and KPMG, is carrying out the assignment “Smart City Master Planning + Sector Specific Smart City Infrastructure Plans for Visakhapatnam” on behalf of the Government of Andhra Pradesh (USTDA financing). With a view to promoting the development of Visakhapatnam (“Vizag”) into a smarter city, the assignment includes baseline analysis, formulation of a development strategy and guidelines, preparation of a smart city master plan, and feasibility analysis of smart city projects. It is anticipated that the work will be completed over three 5-month phases, as follows:

• Phase 1: Baseline, Smart City Development Strategy and Action Planning for Two Smart City Projects

• Phase 2: Preparation of the Smart City Master Plan • Phase 3: Implementation Plan and Feasibility Studies for Four Smart City Projects

Phase 3 was contracted on June 18, 2017 and is currently underway. Phase 3 includes nine tasks:

• Task 13. Action Agenda for Capital Investment Program • Task 14. Feasibility Study on Upgrading the Bus Rapid Transit System • Task 15. Feasibility Study on RTC Complex Redevelopment • Task 16. Feasibility Study on Electrification of Transport • Task 17. Feasibility Study on Emergency Response System • Task 18. Feasibility Study on Visakhapatnam Water and Sewerage Authority • Task 19. U.S. Market Sounding and Investment Promotion • Task 20. Project Implementation and Urban Planning Training • Task 21. Final Report

This report is submitted in satisfaction of the requirements of Task 13, Action Agenda for Capital Investment Program. Project management and technical sector leadership from AECOM, IBM and KPMG conducted Mission 7 in Visakhapatnam from 12-21 July, 2017 to discuss progress on Phase Three tasks with planning and infrastructure stakeholders, and to further coordinate and refine deliverables. During this time, the consulting team met with infrastructure and planning managers within GVMC, leadership from VUDA, and with stakeholders to discuss action agenda projects; commence feasibility studies of four smart city projects; and discuss activities as part of capacity building and market sounding tasks.



2. Action Agenda for Capital Investment Program



Project name Electrification of Transport Description Phases transition from fossil-fueled 2-wheel and 3-wheel vehicles to electric

2-wheel and 3-wheel vehicles. The project includes examination of alternative arrangements for sourcing and recharging batteries and the development of a network of vehicle charging stations.

Project owner GVMC

Implementing entity A Special Purpose Vehicle (SPV) should be considered for implementing this. Having one entity coordinating the various agencies noted above with funding capability may be more effective than each individual entity working independently.

Procurement method PPP for on-going operation and one-time funding of capital to change out the internal combustion engines for battery vehicles.

Priority tasks/milestones Responsible entities Completion date

Review existing policy and government initiatives

AECOM Consortium August 2017

Review of Best Practice Precedents

AECOM Consortium August 2017

Development of city-wide electric vehicle strategy, exploring options for 2 wheel, 3 wheel, 4 wheel, bus, BRT modes

AECOM Consortium September 2017

Technical design of selected options for 2 wheel, 3 wheel, 4 wheel, bus, BRT modes

• Vehicles • Battery and charging systems • Right of way, public realm • Parking • Manufacturing • Operations

SPV with design team January 2018

Transition plan • Incentives and penalties to aid transition • Financing and Partnerships (i.e. Tesla or

other local manufacturers) • Development strategy to provide technical

assistance and systems in India and South Asia markets

SPV with design team March 2018



Project name Upgrading of Existing Bus Rapid Transit System Description Upgrading of Pendurthi, Mudasarlova, and Simhachalam BRT includes

retrofitting of bus shelters, signalization of intersections and signal prioritization, improved operational management of the dedicated lanes, and introduction of real-time “Next Bus” tracking systems that can be accessed via a smart phone application and shown on public information displays on the bus shelters. The new shelters are expected to include potential features, such as interior lighting powered by solar cells, precision bus docking and all-doors boarding.

Project owner Visakhapatnam Urban Transport Company (VUTCO)

Implementing entity APSRTC for Bus Operations / VUTCO for Stations & Facilities Procurement method DBOM


Final Design/Costing AECOM Consortium September 2018

Procurement Strategy VUTCO / GVMC/ KPMG December 2018

Procurement Packaging and Letting VUTCO March 2019



Project name New Rapid Transit Development Description The new BRT route to Gajuwaka includes a planning study and financing

plan for new route alignment between Gajuwaka, the Navy Base and the Visakhapatnam RTC station.

Project owner Visakhapatnam Urban Transport Company (VUTCO)

Implementing entity New division under APSRTC & VUTCO Procurement method DBOM


Conceptual design and operations planning • Ridership forecasting • 5% concept engineering • Identification of station locations, depot

locations, and vehicle requirements • Property requirements • Environmental and social impact

assessments • Consideration of electrification of the route

AECOM Consortium June 2018

Verification of market feasibility KPMG Sept. 2018 Funding and financing strategy VUTCO / GVMC / VUDA Dec. 2018 Procurement strategy VUTCO June 2019 Final design and costing VUTCO / AECOM June 2019



Project name New Bhogapuram Airport Link and MetroRail Plan Revision Description The new Bhogapuram airport link and revision of MetroRail plan includes

connection to Bhogapuram Airport, advances acquisition of use and development rights to MRT/LRT routes, and purchases equipment, including rail cars.

Project owner Airport Authority of India or new SPV

Implementing entity PPP, Independent Authority Amaravati Metro Rail Corporation (IAAMRC)

Procurement method DBOM


Conceptual design and operations planning IAAMRC June 2018 Verification of market feasibility IAAMRC September 2018 Funding and financing strategy IAAMRC December 2018 Procurement strategy IAAMRC June 2019 Final design/DBOM and costing IAAMRC Dec. 2019



Project name ‘Smart Streets’ Corridor Renovations Description ‘Smart Streets’ renovations extend the existing 20 kms of ABD-financed

segments to upgrade vehicular, pedestrian, non-vehicle, bus, and BRT modes along the Allipuram Main Road / Ramanagar Road; Waltair Station Approach Road / CBM Compound Road Corridor; Jail Road / Hanumanthawaka Road Corridor arterial corridors.

Project owner GVMC

Implementing entity New SPV for implementation of ‘Smart Streets’ Corridor Renovations

Procurement method DBB, Engineering-Procurement-Construction


Conceptual design and engineering AECOM PMC June 2018 Capital cost estimates AECOM PMC August 2018 Procurement strategy SPV August 2018 Final design and costing DBB Partners October 2018 Land acquisition GVMC / SPV June 2019



Project name Existing Airport Expansion Description Expansions at the existing terminal at the old Visakhapatnam airport include

renovations for short- to medium-term use and utilising low-cost, re-purposable construction materials.

Project owner Airport Authority of India

Implementing entity Airport Authority of India + Indian Navy

Procurement method DB with funding from Airport Authority of India


Airport Expansion proposed as part of Capital Investment Program

AECOM Consortium December 2016

Airport terminal building 50% expansion RFP developed

Airport Authority of India Early 2017

Airport terminal building 50% expansion tenders submitted

Airport Authority of India July 2017

Programming study Airport Authority of India August 2017 Conceptual design Airport Authority of India October 2017 Capital and operational costing Airport Authority of India November 2017 Procurement strategy Airport Authority of India December 2017



Project name Asset Management Framework Description The asset management framework provides critical GIS data required to

increase water supply and to minimize non-revenue losses, implements zone metering to track water flows and distribution, introduces a SCADA system, and utilizes asset management software.

Project owner Visakhapatnam Water and Sewerage Authority

Implementing entity Visakhapatnam Water and Sewerage Authority

Procurement method DB, DBB


Develop comprehensive GIS • direct procurement of asset management

software • staff training • entering existing computerized maps • field work to fill in data gaps (location,

type and size of works; condition of works; etc.)

Visakhapatnam Water and Sewerage Authority (succeeds existing Water Resources Department)

December 2018

Identify zone metering points • direct procurement and installation of

meters • integrate data from meters into operations

systems, including GIS


January 2019

SCADA integration • direct procurement and installation of

cameras and sensors • integration of data into operations systems,

including GIS


July 2019

Procurement strategy • With strategy for donor funding


September 2019



Project name Visakhapatnam Water and Sewerage Authority Description This new public corporation, to be established under the auspices of GVMC,

is anticipated to operate as an independent entity, accessing tax-exempt and low cost financing on capital and debt markets as well as grant and monetary contributions from local entities as required for expanding the water, sewerage and stormwater networks to meet the current and future needs of the Visakhapatnam Metropolitan Region (VMR). The project includes the governance, institutional, and organizational design of the proposed Authority, including the legal basis for its creation, definition of its organizational structure, responsibilities by department, staffing requirements, and anticipated sources and uses of funding. The proposed Authority will apply an Integrated Urban Water Management (IURM) approach to provide its services (i.e., water, sewerage and stormwater), incorporate resiliency features to ensure long-term sustainability and provide services on cost-efficient and sustainable basis. Institutional capacity building for staff and coordinating agencies should also be considered. The proposed Authority is a step towards the long-term of goal of the Andhra Pradesh State Government to create a state-wide water supply addressing utilities needs of rural and urban areas of the state.

Project owner GVMC

Implementing entity GVMC with close coordination with local entities

Procurement method Advisor contract to help design and implement new entity


Develop governance and institutional plan GVMC + Advisors October 2017

Develop Transition Plan (staff, assets, resources) GVMC + Advisors November 2017

Regulatory and Legal Requirements GVMC + Advisors December 2017

Establish an Authority GVMC + Advisors December 2017

Transfer Responsibilities to Authority GVMC + Advisors January 2018



Project name Increasing Water Supply Capacity Description Strategic pipe replacement and existing reservoir capacity improvements

increase water supply capacity by replacing 5-10% of pipes in the water network that lose the most water through leakage each year. Component include bathymetric survey investigation, capacity assessment plan, dredging of existing canals and reservoirs, and design of check dams for existing reservoirs and convergence with the energy sector for installation of solar panels.


Implementing entity Visakhapatnam Water and Sewerage Authority Procurement method DBB


Develop priority replacement phasing plan • incorporate asset management framework • Consider AP proposal for statewide water

supply grid

Visakhapatnam Water and Sewerage Authority / Consultants

November 2018

Survey and capacity improvement plan Visakhapatnam Water and Sewerage Authority / Consultants

February 2019

Preliminary design and engineering DBB Partners May 2019 Procurement strategy Visakhapatnam Water and

Sewerage Authority July 2019

Final design and engineering DBB Partners August 2019



Project name Expanding coverage of water and sewerage services Description Water Supply and Sewerage Services to Anakapalle, Bheemilipatnam, and

Madhurwada: Financing, construction and management of water-supply and sewerage services on a concession basis. New WTP (water treatment plant) and expanded distribution piping to all buildings and new wastewater collection system and new WWTP (wastewater treatment plant). Revise proposed WWTP at Kapuluppada from conventional treatment method to wetland treatment. Expand water supply distribution piping to all buildings.


Implementing entity Visakhapatnam Water and Sewerage Authority Procurement method DBB


Feasibility analysis to determine expansion viability

Visakhapatnam Water and Sewerage Authority / Consultants

March 2019

Intergovernmental agreement to expand service Visakhapatnam Water and Sewerage Authority

October 2019

Preliminary design and engineering Visakhapatnam Water and Sewerage Authority / Consultants

October 2019

Procurement strategy Visakhapatnam Water and Sewerage Authority

January 2020

Final Design and engineering Consultants March 2020



Project name Solid Waste Management System Awareness Program Description Urban environment and solid waste management awareness program:

Conducting awareness programs to disseminate information to public to encourage segregation and recycling; promotion of recycling and reuse of segregated materials.

Project owner GVMC

Implementing entity GVMC Procurement method DB


Develop and implement awareness campaign materials

GVMC / Design team October 2017

Provide enforcement strategy GVMC December 2017

Provide enabling infrastructure GVMC February 2018



Project name Solid Waste Collection and Sorting Description Establish neighborhood collection and sorting locations equipped with bins

for different biodegradable waste and for dry waste, secondary storage facilities and transfer stations. Locate and develop additional transfer stations equipped for sorting. Study feasibility of expanding house-to-house collection through outsourcing to private firms. Make use of GIS maps for fixing most suitable route, and GPS for tracking location of vehicles

Project owner GVMC

Implementing entity GVMC

Procurement method DBB


Feasibility study for holistic waste to energy approach

GVMC / Consultant October 2017

Plan sorting and transfer locations GVMC / Consultant December 2017 Develop operational plan GVMC March 2018 Procurement strategy GVMC April 2018



Project name Smart Micro-Grid Program Description Smart Micro Grid Pilot Project at Andhra University and at Bhogapuram Aero

City with solar power generation, battery storage, and back-up-grid connection by APEPDCL, and district cooling for large buildings and hotels.

Project owner Andhra University

Implementing entity Andhra University and APECDCL Procurement method DBFOM


Energy assessment and feasibility study Andhra University / Consultant

October 2017

Conceptual design and engineering Consultant February 2018 Solicitation for DBFOM partner Andhra University March 2018



Project name Solar Water System Program Description Deploy solar photovoltaic systems over the Godavari River Canal and

Raiwada Reservoir Canal corridor to generate energy, reduce evaporation losses, and convert adjacent paths at opportune segments for use by slower-speed intercity traffic (three-wheelers, two-wheelers). Requests for Proposal have been prepared by GVMC but not yet issued. Extending work at Mudasarlova, deploy floating solar photovoltaic systems with battery storage over Madduvalasa, Madhurawada, Meghadri Gedda, Raiwada, Tadipudi, Thandara, Yeleru reservoirs and Kanithi Balancing Reservoir to offset power consumption by the water system.

Project owner Andhra Pradesh Water Resources Department

Implementing entity PPP Partner Procurement method DB (OM for 3 years), F by GVMC, for canal RESCO model


Solar water system program proposed as part of capital investment program


Solar water system program RFP released for 2MW floating solar power plant at Mudasarlova Reservoir

GVMC Early 2017

Feasibility study AECOM Consortium October 2017

Conceptual engineering AECOM January 2018

Solicitation for DBFOM partner GVMC February 2018



Project name Virtual Health Information System Description Unified healthcare database comprised of each patient’s medical records,

including transactions, diagnoses, and procedures. The long-term vision is that the system will grant access to all public and private healthcare providers as well as patients. The project is envision in two phases – initially it will digitize all available medical records for public hospitals and develop a web-interface for easy access to patients’ medical record on a secure manner. Public hospitals will have web-based access to medical records for patients. Upon successful completion of the initial phase, the project will be expanded to include private hospitals in the region.

Project owner Andhra Pradesh Department of Health (APDH)

Implementing entity Andhra Pradesh Department of Health

Procurement method Design-Bid-Build / Engineering, Procurement, Implementation


Design system architecture APDH and partnering hospitals

October 2017

Design data migration protocol APDH and partnering hospitals

January 2018

Conduct a pilot with selected hospitals APDH and partnering hospitals

July 2018

Implement systems with partnering hospitals APDH and partnering hospitals

December 2018

Operationalize with existing and new patient information

APDH and partnering hospitals

March 2019



Project name Emergency Response Dispatch Platform Description The project entails the development of a new module for the existing GVMC

Command and Communication Center (CCC) to integrate with the existing 108 emergency platform that tracks emergency vehicles (ambulances, fire protection, and police) and enables coordination among service providers so that Visakhapatnam residents can benefit from faster response times from the nearest ambulance, fire, police service vehicles.

Project owner GVMC and Visakhapatnam District

Implementing entity GVMC and Visakhapatnam District Procurement method Design-Build-Operate or management contract


Design system architecture GVMC and Visakhapatnam District

October 2017

Design operational plan GVMC and Visakhapatnam District

November 2017

Conduct a pilots with emergency service providers GVMC and Visakhapatnam District

February 2018

Implement systems with all emergency service providers

GVMC and Visakhapatnam District

June 2018



Project name Festival Promotion and Delivery Platform Description The project is intended to leverage and promote Visakhapatnam’s coastline

and unique location to support the growth of cultural / musical / talent shows events. Promotion of cultural events along Visakhapatnam's coastline, including upgrading and revitalization of selected venues.

Project owner GVMC

Implementing entity Andhra Pradesh Department of Tourism Procurement method Design-Bid-Build / Engineering, Procurement, Construction


Proposal of Coastal Development Strategy as part of Integrated Smart City Regional Framework Plan

AECOM consortium team December 2016

Develop Implantation Strategy GVMC March 2017

Develop Procurement Strategy GVMC June 2017



Project name Smart Skill Visakhapatnam workforce training platform Description Smart Skill Visakhapatnam provides a common government-hosted posting

platform for employment possibilities within the greater Visakhapatnam region. Smart Skill Visakhapatnam facilitates communication between public agencies, educators, employers, and advocates under leadership of the municipal commissioner to align shared interests in the near term and empower educational, entrepreneurship, and economic growth in the Visakhapatnam region over the long term.

Project owner GVMC

Implementing entity GVMC Procurement method Design-Bid-Build / Engineering, Procurement, Implementation


Initiate regional skills, education, and employment roundtable

GVMC and other public agencies, educators, employers, advocates

October 2017

Design employment platform system architecture

GVMC and partnering employers, educators, advocates

January 2018

Conduct pilot with selected educational institutions and employers

GVMC and partnering employers, educators, advocates

July 2018

Implement system with participating employers GVMC and partnering employers, educators, advocates

December 2018



Project name RTC Complex Redevelopment Description The proposed project entails redeveloping the existing RTC Complex and the

existing GVMC Main Complex into a transit-oriented development area, including integration of multiple transportation modes, improvements to the public realm, and development of new retail, entertainment, office and/or residential built space. The objectives of the project are to (1) create a vibrant and walkable shopping and entertainment destination in the city center, (2) improve quality of life for Visakhapatnam residents that visit, live in or work in the area around RTC Complex, and (3) achieve the highest and best use of two centrally located real estate assets that are currently underutilized in relation to their potential value to the city and the owners.

Project owner RTC

Implementing entity RTC Procurement method DBB


RTC Complex Redevelopment proposed as part of Capital Investment Program


Programming study RTC October 2017 Conceptual design and engineering RTC / consultants March 2018 Capital and operational costing RTC / advisors April 2018 Procurement strategy RTC / advisors May 2018



3. Annexures



Proposed schedule for the Action Agenda Workshop in Visakhapatnam: Thursday 13 July 2017

Friday 14 July 2017

10:00 – 11:30 11:30 – 13:00

Action planning for implementation of capital improvement projects: Mobility projects: • Upgrade existing BRT system • Rail link to new airport • ‘Smart Streets’ corridor

renovations • Highway network expansion • Expand BRT system to

Gajuwaka • Enhancements to existing

airport terminal • Electrified transport zone Energy projects: • Smart micro grid at Andhra

University • Solar energy generation along

canals • Solar energy generation at

reservoirs • District cooling pilot at RTC

redevelopment

10:00 – 11:30 11:30 – 13:00

Action planning for implementation of capital improvement projects: Water projects: • Zone metering • Water supply SCADA system • Asset management software / system • Expanded reservoir capacity • Water supply and sewerage services

to Anakapalle • Water supply and sewerage services

to Bheemilipatnam • Water supply and sewerage services

to Madhurawada • Solid waste management awareness

and GIS system • Expansion of collection, sorting,

transfer of waste Social projects: • Virtual Health Information System • Emergency Response Dispatch

Platform • Festival Promotion and Delivery

Platform • Smart Skill Vizag workforce training

platform 13:00 – 14:00

Lunch 13:00 – 14:00

Lunch

14:00 – 18:00

Follow-up meetings on Phase III projects with sector-specific stakeholders • Upgrading entire BRT system • RTC Complex redevelopment • Electrification of Transport

14:00 – 18:00

Follow-up meetings on Phase III projects with sector-specific stakeholders • Emergency Response System • Vizag Water & Sewerage Authority

13 July 2017 Invited local agencies: Administration, Visakhapatnam District Administration, GVMC Department of City Planning, GVMC Town & Country Planning, VUDA Department of Engineering, GVMC Department of Community Development,

GVMC Command & Communication Centre, GVMC Department of IT and e-Governance, GVMC Department of Traffic, Police

Commissionerate, Visakhapatnam Anakapalli Zone, GVMC Bheemili Zone, Bheemili Department of Electrical Engineering & Civil

14 July 2017 Invited local agencies: Administration, Visakhapatnam District Administration, GVMC Department of City Planning, GVMC Town & Country Planning, VUDA Department of Engineering, GVMC Department of Community Development, GVMC Department of Public Health, GVMC Command & Communication Centre, GVMC Department of IT and e-Governance, GVMC Police Commissionerate, Visakhapatnam Department of Disaster Response and Fire Services,

Visakhapatnam Department of Health, Visakhapatnam Visakhapatnam Port Trust



Engineering, Andhra University 13 July 2017 Invited state- and national-level bodies: Andhra Pradesh Department of Municipal

Administration and Urban Development APSRTC APECDCL APGENCO NREDCAP Andhra Pradesh Department of Energy,

Infrastructure and Environment Andhra Pradesh Department of Tourism Bhogapuram International Airport

Corporation Limited Airports Authority of India Indian Navy

Department of Electrical Engineering & Civil Engineering, Andhra University

King George Hospital Victoria Hospital Visakhapatnam Institute of Medical Services Hospital Apollo Hospital Seven Hills Hospital 14 July 2017 Invited state- and national-level bodies: Andhra Pradesh Department of Municipal

Administration and Urban Development Andhra Pradesh Irrigation Board Andhra Pradesh Department of Tourism Andhra Pradesh Department of Health, Medical and

Family Welfare Andhra Pradesh Department of Revenue (Disaster

Management) National Institute of Oceanography, Visakhapatnam



Project name Electrification of Transport Description Phases transition from fossil-fueled 2-wheel and 3-wheel vehicles to electric

2-wheel and 3-wheel vehicles. The project includes examination of alternative arrangements for sourcing and recharging batteries and the development of a network of vehicle charging stations. Existing Policy and Initiatives Review of Best Practice Precedents Draw up and select from menu of types of electric vehicles?

o 2 wheel o 3 wheel o 4 wheel o Buses o BRT

Combine them into a city-wide electric vehicle strategy. Size that to match political

- Combine with manufacturing How to incentivize the transition? Need some carrots and sticks. Sticks only will not work in Vizag as it did in Shanghai

- Look at CNG introduction in Bangalore and Delhi (cars, buses) - What came out of Naidu’s discussion with Tesla about setting up a

plant in AP? - GOI is pushing leasing for electric buses. Bangalore wants to put 150

electric buses into circulation. Other cities in India also do, e.g. Himachal Pradesh has 25 electric buses on the road. Trial runs in Delhi and Bangalore.

Technical Majority of roads in Vizag have a large gradient (slope), which have led to accidents along the ridge road. Auto rikshaws and non-motorized cyclists are not using high-slope roads given the difficulty. Down-sloping lanes are also a challenge given accidents. Charging and batteries will be an issue, as currently they seem to go 50 – 100km. Also, what is charging time, and how will that effect a driver. And what are the space requirements for parking and charging? Also, how can electrification be implemented for public transit as well – and more people will benefit? Might electrification and battery replacement align with existing CNG canister refill stations [is this safe to co-locate CNG refilling and Li-Ion batteries]? We may not look at changing all autos in the city from diesel to electric, but we might be able to do some. Same with buses. Nagpur currently has 100 electric taxis in partnership with Ola and Mahindra. One of the major concerns should be the alarming pollution levels – we cannot keep blaming coal at the port while increasing the use of fossil fuel vehicles. For BRTS corridors, CM has instructed for electrification of BRT.



Given the hilly regional environment in Vizag, even LNG is not used. Charging stations are required throughout the city. Currently a battery functions for 30km with a one-time charge. With proliferation of charging stations will allow for them to work better. Battery-driven road and footpath sweepers are currently planned for Visakhapatnam. Institutional What will the economics for electrification be? Currently the public cannot afford to purchase such electric vehicles. The government needs to subsidize or encourage manufacturing so vehicles are affordable. We would seek to phase transition. In order to do so, the government should set the rules and make it mandatory; that (2) purchase of vehicles; (3) aid from public sector to make that palatable. How do you feel about the feasibility of transitioning to electrified vehicles?



Project name Upgrading of Existing Bus Rapid Transit System Description Upgrading of Pendurthi, Mudasarlova, and Simhachalam BRT includes

retrofitting of bus shelters, signalization of intersections and signal prioritization, improved operational management of the dedicated lanes, and introduction of real-time “Next Bus” tracking systems that can be accessed via a smart phone application and shown on public information displays on the bus shelters. The new shelters are expected to include potential features, such as interior lighting powered by solar cells, precision bus docking and all-doors boarding. Technical Need increased number of bus shelters Also, BRT travelling in middle of road, so difficult for passengers to cross side road, main road to access stations. Need better safety. Pedestrian crossing is a major issue due to BRT corridor in middle of road. Service roads are there, but the ones that are meant for local traffic are not fully utilized. Also even with limitations and restrictions, other vehicles are using the BRT lanes. How can lane discipline be implemented? Much difficulty in varied vehicle speed between 2-wheeler, three-wheeler, and four wheeler. Only if these behavioral changes are made with BRT work. If the lanes are exclusively for BRT, can four wheelers be allowed in? This would reduce loads on the service lanes. And how will PID be useful for commuters? Bus shelters are near to junctions and need to be moved away. Intersections should be redesigned, preferably by underpass, to make them more effective and lessen accidents given left turns. Signals are needed at each intersection and be properly designed so that BRT priority, as well as for other vehicles. Fencing is needed along BRT lanes for safety, especially adjacent to residential and commercial areas. Majority of people rely on private transport, so BRT lanes are under-utilized – the side roads for private vehicles should be increased. Public should be diverted to public transport, perhaps by providing access free of cost for six months, like in Ahmedabad. At terminal points (i.e. in Pendurthi), the facilities should be developed more as waiting ties would be more. Is BRT a dedicated corridor along its entire length, or will the intersections be designed to be effective as well? Improve running surfaces of BRT. People have to get down from station, walk to the bus, and climb up. This is inefficient, unsafe for passengers (1m vertical change). We seek to repave the BRT roadway with a steel-reinforced concrete bus pad to install a tire curb (3-4” depth, locks bus wheel into alignment with station). Are there any issues with installation of these bus pads or tire curbs? Which stations experience difficulty? Perhaps we can provide multiple tire curb slots to accommodate multiple buses simultaneously. During peak hours, the stations cannot accommodate the number of passengers. Therefore, the bus driver shifts away from the curb such as to not impact passengers waiting to alight. This has become habit for drivers. The shelter should be larger to accommodate peak passenger loads. 4-5 buses are active by the station as well. We will provide a list of stations where this issue occurs. Near the railway station, we face the same challenge.



At RTC Complex, we would like to improve loading of the bus getting nearer to the station. Might we be able to visit the bus yard to measure the buses and to see which buses will use the BRT, and whether these will be multiple buses with varying heights. We would like to make sure the buses can be modified for easy-on and easy-off loading of buses at BRT stations. If there is a large difference between bus heights, it might be difficult. What are your priorities to be done and problems you would like to eliminate? Also, the bus heights are an issue for physical accessibility. We need to better understand the bus procurement program as well. During replacement, can buses be dedicated to BRT so consistent visual identity / branding and heights can be maintained. With the bus corridors might be used for both BRT and or local buses, we have addressed this issue by having separate stops for BRT and for local buses so the BRT can be more express. The buses used along a route cannot be identified, because the same bus is utilized beyond the BRT system as well. The buses are of differing heights – 900mm. We do have low height Volvo busses but they do not operate along the BRT corridors. Height is not our primary concern because the buses are coming from village routes and others where high buses are required to deal with poor road conditions. We are replacing buses after their 10 lakh mileage. A bus lasts roughly 7-8 years, and the current buses have 5 years until replacement. We are not exclusively operating buses along the BRT; only 50 buses are allotted to BRT but 100+ buses are active that utilize the corridor. There is no exclusive corridor for BRT. The number of bus stops are already identified and the bays were created accordingly. The width of the bRT corridor is fixed, the 100-200m bus stop locations were identified, the bay is within the corridor as well. Creating additional stops will have to encroach on adjacent service roads. Two heights (900mm and 1300mm) of buses are used. Buses should also stop at the correct location. Let’s discuss safety – at pedestrian crossing at adjacent service roads. We are aware of this issue and investigating the distance between stations and intersections and others that are further from intersections. In those situations we are considering passenger-activated crosswalks. We are also exploring how passengers do not need to walk on the roadway in order to access the station, as some passengers must walk 100m to access the station. We are looking to upgrade intersections, signalizing them, and bus-activated signal prioritization so the bus can safely cross the intersection prior to changing the light. Somebody also mentioned traffic jams and regulating the bus so it slows down; this would occur with GPS-enabled buses. Would the existing communication and command centres operate these functions? How can passengers cross the street safely at intersections with turning cars? We aim to redesign those intersections for better functionality and safety using traffic engineering solutions. We will also explore several methods to minimize passenger crossing into BRT lanes to see which might also allow emergency crews to inter the lanes if needed. A transmitter would be required for all buses – similar to GPS but different – to send a signal to nearby intersection signals (200-300 feet) in order to prioritize bus crossing and provides better visibility of traffic jams for signal management. For instrumentation back to CCC, would this be hard-wired or through GPS and wifi? CCC will continue to be maintained at GVMC. When passengers are crossing service roads to the



bus stop, safe passage must be provided. Signalized pedestrian crossings and lighting are required. Signal systems at intersections should also be used. Even in Ahmedabad there are issues with this. GVMC will receive the BRTS bus data. GPS are installed in all 700+ buses, The bus shelters will be outfitted by GVMC. The smart bus signals installed previously for emergency vehicles could give green signals for BRTS. We also need a method to clear traffic jams for the passage of emergency vehicles. In Vizag, hard-wiring is required because of no-signal areas between hills. The bus stations taper off and merge with traffic, thus inviting pedestrians to enter the lane unsafely. Additionally, businesses are adjacent to the service roads with human interaction, so that danger is paramount.

- Improve the running surface, especially at stations. Need a “tire curb,” set in a concrete platform, to guide bus close to platform.

- RTC will provide data on congestion at selected stations (minimum list of congested stations; not clear what data they have, if any).

- [NY example: 2000 linear feet to accommodate multiple buses simultaneously – approx. 120 feet per bus]

- Homogeneity of bus fleet: RTC says buses have to be able to get through RTC Complex, which has height limitations. Some buses have 900 mm from ground to top step; others 1300 mm.

- Bus replacement plan: most buses purchased in last 2 years; last 7-8 years on average; so little replacement in next 5 years. To be confirmed on site.

- Only 50 buses are BRT technically; but they are operating >150 buses on Route 16 corridor.

- To what extent do the non-BRT buses in the dedicated lane impede the progress of the BRT bus?

- One solution is Next Bus system, which could be used by non-BRT buses to cede space at right time to BRT buses.

- May need pedestrian-activated crosswalk across service road to bus stop, especially where bus stop is far from intersection.

- Need signals that can be activated by BRT bus as it approaches intersection.

- GVMC will retain management control over CCC. CCC to be expanded to included bus tracking.

- GPS devices are installed on entire bus fleet now. - Police Commissioner: how to prohibit pedestrians from entering

dedicated lane? Shelly: different types of barriers can be erected. - “FOB (Foot Over Bridge) will not work in Indian context” - Many bus stops are 500m from intersections - Tapering bus stops are a problem re: pedestrian safety

Institutional Integrated operations and maintenance for BRTS has not taken off. The joint ownership of the BRTS should sit within the SPV so there can be effective operations and build trust. Also, who will take responsibility for operating the SPV? There are not funds to pay employees, so how are buses going to be bought? This SPV started



with INR 5 lakhs 5 years ago and has no money. Whose child is this SPV? There must be clear designation of authority and funding.

Existing BRT is operating partially and not meeting all of your objectives, and the goal is to make progress. Who is going to finance it and who should have responsibility? We cannot copy and paste an external model. Perhaps state funding can provide for capital costs and fare box revenue can cover operating costs. Without a revenue model the SPV is not a charity. It is only a nodal agency to facilitate the project, and seek how to provide the public good from varied funding for capital and operating costs and to coordinate various stakeholders for financial, technical, and operational contributions. Here we need to collect national, state and local programs to fud this BRT as these routes are not high enough revenue to utilize savings for new projects. Who has responsibility for maintaining on-BRT buses – GVMC. Could not that maintenance responsibility also be given to GVMC? What about making a matrix of each aspect and assign responsibility and contribute funding for it? Can state bonds be issued to fund the basic infrastructure? None of the BRT in India are profitable. STU is not a location from which to receive funding. Second, the municipal commissioner is CEO of the SPV, so how do we make it functional? Year after year the evaluation state that the SPV is not functional, so how do we make it functional? Maybe we should ask municipal commissioner to convene the meeting on the SPV as a starting point with engaged planners? There are no other agencies in Visakhapatnam who can provide except the GVMC and AP State government. The tax base is very small and these are big projects. However in Ahmedabad, they are running the BRTS at a 25% loss, because it is a public good. JnNURM provided funding previously, and the SPV was initiated after commencement. Traffic, RTC, _______ were created as part of that. This is not a revenue positive project. So central or state funding must be provided to subsidize operation. Perhaps we can seek where funding and operational and technical support can come from, and then do the technical design. The project should be pushed towards financial sustainability before seeking subsidization. - Vizag Urban Transportation SPV Ltd. has been around for 5 years or so. - 7 Rs deficit per kilometer today. Total cost 40 Rs/km - How to operationalize the SPV? 1. Structural changes to ensure ability to

mobilize funding; 2. Political will -- Put right people on it, expend political capital, persistence.

- Thanks to JNNURM funding, BRT project got off the ground. GVMC was executing agency. SPV was put into place at the time, but not made operational. Traffic Dept, GVMC and Police are stakeholders in the SPV.

- In any case, public subsidies will be required to cover the full cost of development and operation. But we can try to push the project towards sustainability. E.g., take willingness to pay into consideration during technical planning/design; consider fare increases; consider private operation



Project name New Rapid Transit Development Description The new BRT route to Gajuwaka includes a planning study and financing

plan for new route. The planning study develops and recommends a new BRT alignment between Gajuwaka, the Navy Base and the Visakhapatnam RTC station and forecast ridership, develops 5% concept engineering; identifies station locations, depot locations and vehicle requirements, property requirements, and environmental issues, and considers electrification of the route. Technical It is sufficient if it is Naval Base to Gajuwaka as that is needed, but Navy Base to RTC not required. Bus transit between Naval Base and town is less, as high two-wheeler transport is used instead at the rate of 20,000 two-wheelers per hour. Requirements and operations of the base, dock yards, companies that employ workers in the area, should be accommodated. Public transit should be provided between the Naval Base and Gajuwaka, as many of the residents in that area are middle income worker households. We should also look at extending this corridor to Pendurthi and Parawada and Anantapuram as many private buses and two-wheelers are so active there. 180 buses are operational per day, but only 50 are used. APSRTC has purchased these vehicles and staff are APSRTC as well. Only Ahmedabad’s SPV has been working successfully, however here it is not, but we are coordinating loosely outside of the SPV. Naval Base – Gajuwaka public transit should be developed. Naval Base to RTC BRT corridor (existing) would produce high traffic congestion due to high density use of vehicles. Once BRT corridor highly operationalized, the service roads would become congested (as drivers would now have to use these instead of jumping into the BRT lanes). GVMC did a study or seven BRT corridors but built only two. What about alternative alignments for Simhachalam and Narma corridor to lessen loads – these recommendations have already been made. These can also be used as escape routes from typhoons as well.

Project owner BRT – APSRTC Visakhapatnam Urban Transport Limited Co SPV exists, but is not operational as each separate entity is operating independently. This SPV should be operationalized for execution of this project and for the BRT upgradation.

Implementing entity BRT - APSRTC Procurement method BRT – DBB, DBOM



Project name New Bhogapuram Airport Link and MetroRail Plan Revision Description The new Bhogapuram airport link and revision of MetroRail plan includes

connection to Bhogapuram Airport, advances acquisition of use and development rights to MRT/LRT routes, and purchases equipment, including rail cars. Technical Three metro alignments: Kumadi to Gajuwaka, Old Post Office to Gurudhwara, Bheemli to RK Beach. How might the new airport link align with these? The new airport rail link would be essential for passengers, NH-16 already exists as a road connection via Bheemli (four lane highway under progress, six lane is proposed). The rail link should connect to the airport terminal. The RTC Complex can be the southern terminus with extension to the Visakhapatnam rail station. Monorail and electric buses considered for Vijayawada. This might also be considered for Visakhapatnam sooner than the metro. Institutional Amaravati Metro Rail Corporation will develop all rail links, not the Bhogapuram International Airport Authority. First LRT phase links Amaravati to Kumadi and second phase would extend from Kumadi to the new airport. At-grade development is to be considered to lower project costs. At present, there are no plans for metro within our studies. RFP has been prepared, bid submissions on 31 July 2017. 95% of land acquired already. The RFP does not include arrangements for rail connectivity.

Project owner Airport RT – PPP, APSRTC, Independent Authority

Implementing entity Airport RT – PPP, APSRTC, Independent Authority Amaravati Metro Rail Corporation

Procurement method Airport RT – DBB, DBOM



Project name ‘Smart Streets’ Corridor Renovations Description ‘Smart Streets’ renovations extend the existing 20 kms of ABD-financed

segments to upgrade vehicular, pedestrian, non-vehicle, bus, and BRT modes along the Allipuram Main Road / Ramanagar Road; Waltair Station Approach Road / CBM Compound Road Corridor; Jail Road / Hanumanthawaka Road Corridor arterial corridors. Technical Pedestrian crossings, parking facilities must be considered as these projects will be developed in heart of city. Safe footpaths are required, and parking base is required. zones must be created and approaches to residential and commercial sites must be taken without negatively effecting footpaths. Hawkers need to be given adequate organized space to support their livelihoods in a structured manner, and a parking policy is required to systematize and organize parking. Is it paid parking or free parking? Vehicle owners should feel the pinch and pay for parking and road usage. We are using lane width per recommendations, also junction improvements (slope, etc), and footpaths are being revised as well. We are providing a signal system. Rather than making more dense arterial roads, perhaps some traffic can be encouraged along other roads. Institutional ‘Smart streets’ or ‘complete streets’ was first taken up in Bangalore to allow pedestrians to feel safe while walking and free movement of traffic by defining road geometry and lane discipline. In 2012 / 2013, Bangalore called this ‘tender sure’ roads and GOI promoted non-motorized transport and pedestrian safety as a norm within MOUD’s urban transport policy. This is to redo the wrongs we have done earlier. In Vizag’s ‘smart streets’ concept, we floated an RFP but did not find bidders. Indian urban roads are chaotic for contractors as part of tenders. This was a concern for taking this RFP up. Additionally, the complicated nature of shifting utilities to a new corridor produced anxiety for them. Also, contractors assumed that Vizag (As part of AP) will not have the ability to pay bills on time due to the nature of the work. We are looking at Bhubaneswar as they have been successful for a 6km RFP. So now we are looking for a corridor at the end of the road for new utilities but not moving the existing ones; as well as correcting road geometry so pedestrians have safe clear accessibility (widths, but also regrading heights), and clear definition of parking and landscape improvements. And where space allows, we will include a cycling corridor. From 7km, we are now looking at a 20km segment of roads as a demonstration project for the forthcoming RFP. We are also using Indian road cords, also using World Resources Institute advisement for bikeways. Currently the Beach Road footpath is the most accessible in Vizag, though it is noncompliant with accessibility standards.



This work must also be done for all of the ‘smart street’ corridors. We did an RFQ, but no one bid because of concerns of shifting of utilities and working space. Now we are doing engineering procurement. Detailed design must be done as part of submission of bids and then we will approve. Bus space will be provided as possible.

Project owner GVMC

Implementing entity SPV Procurement method DB, DBB RFP for smart streets in Smart City project, but Engineering-

Procurement-Construction model is sought for bidders. GVMC offers conceptual design to bidders, and bidders develop more detailed version with detailed technical drawings, procurement, and construction.



Project name Existing Airport Expansion Description Expansions at the existing terminal at the old Visakhapatnam airport include

renovations for short- to medium-term use and utilising low-cost, re-purposable construction materials. Technical Expansion of existing terminal building for departures and arrivals is already underway with implementation by March 2018. Tenders have been submitted. 19800 sm existing building with 10000 sm expansion (50% expansion), more 2 arrivals and 2 departure gates with 650 domestic, 150 international passengers expected. 3.5 million passengers per annum expected by the time new Bhogapuram airport opens. Existing facilities will be kept as is without refurbishment. Runways will not be expanded.

Project owner Airport Authority of India

Implementing entity Airport Authority of India + Indian Navy Procurement method DB with funding from Airport Authority of India



Project name Asset Management Framework Description The asset management framework provides critical GIS data required to

increase water supply and to minimize non-revenue losses, implements zone metering to track water flows and distribution, introduces a SCADA system, and utilizes asset management software. Asset management framework project higher priority than increasing water supply

- Components o GIS – water service provider (today Water Resources Dept,

tomorrow Water and Sewerage Authority); direct procurement of software, staff training, entering existing computerized maps, field work to fill in data gaps (location, type and size of works; condition of works; etc.)

o Zone metering – water service provider; direct procurement and installation of meters; integrate data from meters into operations systems, including GIS

o Scada – water service provider; direct procurement and installation of cameras and sensors; integration of data into operations systems, including GIS

o Asset management software -- water service provider; direct procurement and installation of meters; integrate data from meters into operations systems, including GIS

Summary: It’s an important investment; it should be carried out by the owner of the assets (water service provider); Water Resources Dept does not have the financial resources to do it; the investments don’t correlate directly with additional revenue; therefore PPP is not valuable. So we need government subsidies to finance this project. Combination of GVMC, AP, MoUD, donor funding.


Implementing entity Visakhapatnam Water and Sewerage Authority




Project name Visakhapatnam Water and Sewerage Authority Description This new public corporation, to be created under the auspices of GVMC, is

anticipated to operate as an independent entity, accessing tax-exempt and low cost financing on capital and debt markets as well as grant and monetary contributions from local entities as required for expanding the water and wastewater networks to meet the current and future needs of the Visakhapatnam Metropolitan Region (VMR). The project includes the institutional design of the Authority, including the legal basis for its creation, definition of its organizational structure, responsibilities by department, staffing requirements, and anticipated sources and uses of funding. Technical Wastewater recycling is an opportunity that should be seized towards industrial and agricultural uses. Emphasize reuse of treated wastewater. Treated wastewater must also come through Authority for sale to industry. Institutional Hyderabad Water and Sewerage Board, Delhi Jal Board all are precedents and include coordination challenges as well. Water reuses and challenges in those sites might inform learning for Vizag. Cities like Chennai, Bangalore, Hyderabad. From the source water supply to distribution to public, sewer collection from households, industrial water re-use supply and sewerage, treatment should be under purview of board. Integration of entire water cycle into the authority. This public authority should set user rates and be self-sustaining with public oversight, approval, ability to pay, willingness to pay of the rates. It is complicated to get industrial users to re-use water and to be weaned from using raw water. A number of treatment plants are present, and solar can be used to provide self-supporting energy supply. Sustainability of the authority is priority. 14 rupees per liter cost for providing raw water, but supplying at 4 rupees per liter to BPL users. These are tap rates, not bulk rates. Capacity building for staff and coordinating agencies should also be considered. Urban and rural water supply planning should be together under a state authority – that is the current AP state intention.

- apply Integrated Urban Water Management (IURM) approach. (water, wastewater, stormwater).

- Incorporate resiliency aspects. Promote self-sustaining operations. Solar power to supplement electricity supply.

Biggest challenge is financial sustainability of the authority. Raw water cost



(14 Rs/l) is higher than tariff (4 Rs/l for below poverty line (BPL)). 8 Rs/l for general public. Emphasize institutional capacity building for the Authority. Difficult to operate Authority on a cost-recover basis when water costs are higher than water prices. Need to figure out a way to make ends meet financially (i.e., cost reduction and/or increased tariffs). AP State plans to create water supply providers for urban AND rural areas combined. Service area of a given provider will include urban and rural entities. This project furthers that objective.

Project owner GVMC

Implementing entity GVMC




Project name Increasing Water Supply Capacity Description Strategic pipe replacement and existing reservoir capacity improvements

increase water supply capacity by replacing 5-10% of pipes in the water network that lose the most water through leakage each year. Component include bathymetric survey investigation, capacity assessment plan, dredging of existing canals and reservoirs, and design of check dams for existing reservoirs and convergence with the energy sector for installation of solar panels. Technical Replacement of canals with transmission pipelines was opposed by adjacent landowners (farmers). Therefore the canals are here to stay for the foreseeable future. Institutional Desire to bring water through pipelines rather than canals to increase water flow to Vizag’s reservoirs. If so, what is the fate of the canals to avoid abandonment? The Raiwada Canal conversion to pipeline has been opposed by adjacent property owners on the grounds that groundwater recharge for tube well-dependent users and irrigation needs in adjacent properties would be eliminated. AP state has a proposal for statewide water supply grid. Consider this context in proposing. Do the asset management before the water storage capacity project. It’s higher priority.


Implementing entity Visakhapatnam Water and Sewerage Authority Procurement method DBB, DB



Project name Expanding coverage of water and sewerage services Description Water Supply and Sewerage Services to Anakapalle, Bheemilipatnam, and

Madhurwada: Financing, construction and management of water-supply and sewerage services on a concession basis. New WTP (water treatment plant) and expanded distribution piping to all buildings and new wastewater collection system and new WWTP (wastewater treatment plant). Revise proposed WWTP at Kapuluppada from conventional treatment method to wetland treatment. Expand water supply distribution piping to all buildings. Technical GVMC is trying to reclaim the Kapuluppada land. MVVR is the latest technology, utilizing less land area and providing higher water quality. Institutional Anakapalli and Bheemli was recently incorporated into GVMC. The two are only receiving infiltration wells and chlorination with water supply. We are planning a filtration plant from Thatupudi reservoir and the plant. All pipes will be refurbished. We have prepared a DPR for this and proposed to ADB for financing for 24/7 water supply in those areas to reduce non-revenue water losses. In Bheemli this will occur from Yeluru canal and a nearby filtration plant with pipe refurbishment and seeking to reduce 40-45% non-revenue water losses down to 20-25% through PPP and also discussion with ADB. Both projects would be taken up together? They are preparing to expand water system in Bheemili and Annakapalle using donor and government financing. DPDR has been prepared for development of water supply transmission and distribution system in Bheemili. Connect to existing reservoir. Seeking ADB financing. Still require viability gap funding. A parallel project in Annakapale.


Implementing entity Visakhapatnam Water and Sewerage Authority Procurement method DB, DBB



Project name Solid Waste Management System Awareness Program Description Urban environment and solid waste management awareness program:

Conducting awareness programs to disseminate information to public to encourage segregation and recycling; promotion of recycling and reuse of segregated materials. Technical We have already started solid waste collection system in GVMC areas, with 60% implementation with segregated manner. Door to door collection is 90-95% implementation. By end 2017, we expect to have implemented segregated collection throughout the GVMC area. Wet waste is composted and dry waste is dumped at Kapulupadda main dumping area. A waste to energy plant is being planned there as well. By end early 2018, bio-mining will be function and by end 2019, waste-to-energy plant will be functional. For awareness concern, RWAS and other agencies are involved and some capacity building activity is active and communication with all households. Aim for each household to have distributed waste-to-energy system and to produce income as well at the household level in addition to the GVMC level. Waste to energy plant agreement is with Jindal with 1000 metric tonnes of material per day, water supplied from STPs and Jindal will segregate waste themselves. GVMC has provided land and Jindal is to produce 15 MW power supply (CAPEX model). Regarding bio-mining, “Corganlee Intl Ltd” has begun as a pilot on 5 acres free of cost. This project was initiated 6-8 months before by GVMC and little public participation has been involved. We are using media, publicities, and residential welfare associations, slum federations, and self-help groups as well. GVMC policy has made mandatory bulk waste generators (wet waste >100kg per day) should install composting machine on their site. At gated communities (more than 100 apartments) should have on-site wet waste composting machines as well and dry waste segregation. Penalties and license cancellation used for violations. Two-bin (wet waste and dry waste) system is mandatory for all apartment buildings with daily GVMC collection. With successful implementation, these will be phased into individual houses as well. Institutional Funding partially by GVMC revenues and by GOI Swachh Bharat Mission for capital costs. A number of corporate social responsibility initiatives also provide funding from local corporate entities. Commercial sector user charges are also there (bulk waste, gated communities, etc) and GVMC tax revenue is used in lieu of additional user charges at smaller levels. Hospital waste management requires more awareness and codification of waste by new guidelines, because is harmful and infection waste. These require awareness, training, and safe disposal and treatment. Currently, infectious waste has a separate system with “MARIDI” for all hospitals in GVMC area with payment based on number of hospital beds. Plan to gather principals from all hospitals and health and wellness institutions to meet and



spread awareness of Swachh Bharat Mission. Hospitals taking CFO direction from Pollution Board with STP. Residential gated communities also require on-site STP as well. Source segregation and collection awareness program should extend beyond GVMC for successful sustainable implementation. Waste transportation is open from household level to the dumping yard. We are converting these to a closed compacting system so no waste is openly transporting, thus limiting spillage, contamination, and increasing capacity. Very little public education associated with SWM effort. But working with NGOs and community groups in slums. Still a high priority to GVMC. Green bib and blue bib system for garbage segregation has been introduced. Segregated collection covers 60% of population in GVMC. 100% by end of year. 90% of pop enjoys door-to-door collection by GVMC. GVMC is transitioning from open collection vehicles to closed compaction vehicles. About half done to date. Waste to energy plant construction started recently. Most financing from Swach Barach; balance from GVMC budget. User fees only from commercial customers. Hospital waste segregation guidelines have been recently changed. Additional awareness building efforts are required.

Project owner GVMC

Implementing entity GVMC Procurement method DB, DBB



Project name Solid Waste Collection and Sorting Description Establish neighborhood collection and sorting locations equipped with bins

for different biodegradable waste and for dry waste, secondary storage facilities and transfer stations. Locate and develop additional transfer stations equipped for sorting. Study feasibility of expanding house-to-house collection through outsourcing to private firms. Make use of GIS maps for fixing most suitable route, and GPS for tracking location of vehicles.

Project owner GVMC

Implementing entity GVMC Procurement method DB, DBB (Potential integration with Waste to Energy processes)



Project name Smart Micro-Grid Program Description Smart Micro Grid Pilot Project at Andhra University and at Bhogapuram Aero

City with solar power generation, battery storage, and back-up-grid connection by APEPDCL, and district cooling for large buildings and hotels. Pilot project is welcome at Andhra University. Only solar energy has been mentioned, but wind and thermal energy has not been mentioned. In 2014, a proposal was submitted to GVMC for using was to make biogas to fuel vehicles. Wind potential is high within the region as well, so solar is not the only renewable fuel to consider. Might other areas within the region, such as the region’s industrial estates, Health City, etc. be useful for implementation in these areas as well? Currently, AP policy does not buy excess solar energy production. Simhachalam has set up a 1 MW solar plant; Visakhapatnam Port Trust has set up a 10 MW solar plant, etc. The Solar Smart Micro-Grid Program should be explored as an independent program that we can implement in multiple sites. Solar production and storage, and demand side management. The energy can be stored for peak use, or sold back to the grid for revenue. Currently, APEPDCL does not buy energy, but does provide credits on the producer’s consumption bill.

Project owner Andhra University Honorable Commissioner, GMMC: I cannot comment on Andhra University’s intentions for implementation, but since GVMC has already initiated solar projects, might VUDA’s hilly lands, Vizag Steel Plant, private commissionaires, other large parcel holders, all use smart micro-grids? This would be much more impactful.

Implementing entity Andhra University + APECDCL Procurement method DBFOM

Power tariff and related services could be potential revenue streams for the concessionaire. Considering that AP is a power-surplus state, the financial viability of this project could be further improved if the public-sector sponsor contributes capital funding to make the project more attractive for private-sector bidders.



Project name Solar Water System Program Description Deploy solar photovoltaic systems over the Godavari River Canal and

Raiwada Reservoir Canal corridor to generate energy, reduce evaporation losses, and convert adjacent paths at opportune segments for use by slower-speed intercity traffic (three-wheelers, two-wheelers). Requests for Proposal have been prepared by GVMC but not yet issued. Extending work at Mudasarlova, deploy floating solar photovoltaic systems with battery storage over Madduvalasa, Madhurawada, Meghadri Gedda, Raiwada, Tadipudi, Thandara, Yeleru reservoirs and Kanithi Balancing Reservoir to offset power consumption by the water system. 2MW floating solar plant on Mudasarlova reservoir already underway as part of smart city project (RFP released, but bids submitted by 19 July 2017). This sets a precedent for the other reservoirs and for the Raiwada Canal (property of GVMC, sought as part of smart city project) as well. First is to improve water carrying capacity of the canals by lining them prior to adding the floating solar plant. This simultaneously demonstrates improved water supply, lessens evaporation losses, and utilizes the energy production capacity of these corridors as a model for implementation elsewhere as well. Currently, lining the canals is not possible due to lack of funds and inability to shut down canals for any period. Initially, converting the Raiwada Canal to a pipeline was considered, but also not able to shut water supply for any period, so the pipe project was abandoned. The cost of setting up floating solar plant on lakes is more affordable now, however a marine system not be economically inaccessible. For the lake and canal projects, it would be effective utilization of some spaces, not all of them. Sea surface can also be used for marine floating solar power generation. Entire city should also use a ‘smart grid’ with bi-directional power flow for generation, storage, and consumption with power independence if grid failure occurs. Grid design should be done as if Visakhapatnam were an ‘island’ system, so if larger scale grid blackouts occur, the city-region can rely upon its own generated and stored power.

Project owner AP Water Resources Department

Implementing entity PPP Partner Procurement method DB (OM for 3 years), F by GVMC, for canal RESCO model



Project name Virtual Health Information System Description Unified healthcare database comprised of each patient’s medical records,

including transactions, diagnoses, and procedures. The system grant access to all public and private healthcare providers as well as patients. Policy conversation is required, especially around privacy. This model is progressive and structured, and adopted by developed countries. Apollo Hospital is interested as it helps in research, analysis, reduces redundancy and duplication in treatment and records. Apollo has a digital platform ad virtual consults and are interested in working with the AP state government and sharing data. Capitalizing health data improves healthy lives. Eventually virtual health libraries can be developed. Data sharing and type of patients. Within the government system, there is a monthly reporting system. However, much of the data in the private system is not shared with the government to understand larger demographic and epidemic patterns. Much work is required there, from the basic designation of information to analysis for more effective evaluation and control of disease. “E-Vaidya” program already exists for AP state but is not presently implemented for information sharing. The private sector should contribute its data as well. If such a program is made mandatory, it will improve implementability. Also, how might communication occur so citizens understand how such a program benefits them? What willingness does AP Department of Health to own and/or implement such a project? Also, would all the participants buy in to this project at a basic level? Currently, the state government does not have an electronic health records (EHR) program within government hospitals regarding treatment. This might be planned in 1-2 years for development. IT equipment is also required, and must be provided. District level individual statistics are excellent regarding disease and treatment information. State level policy must provide guidance in order for government hospitals to take on any project. This body should not only align with an AP state policy mandate, but also coordinate between public and private hospitals and data. Maintaining electronic records supports payment at private hospitals. Perhaps a pilot project at a smaller scale might be useful. Apollo Hospital is supportive. Contributes to research. Efficient. Willing to share the data. Wave of the future. Priv/s sharing of data is poor. Government already has the culture of sharing. Priv/s needs to improve.AP State already has medical record platform “E-Vaidya” (sp?). Build on it? Incremental approach may be more feasible. Data quality of state’s platform is low. Individual health cards, currently in pipeline, will help facilitate this.



IT systems in govt hospitals will need to be improved. AP Health Dept directives will be needed to get public hospitals to share data. Need centralized committee to move this forward. Can use handwritten notes as data inputs. Optional. Getting the buy-in is the big challenge. The technical details can be worked out. Many successful examples around the world. Need to message this to the people: capitalize on health data for healthy lives. Patient is the winner ultimately. Ultimate goal is virtual health library. Segregated collection covers 60% of population in GVMC. 100% by end of year. 90% of pop enjoys door-to-door collection by GVMC. Waste to energy plant construction started recently.

Project owner AP Department of Health

Implementing entity AP Department of Health

Procurement method DBB



Project name Emergency Response Dispatch Platform Description The project entails the development of a new module for the existing GVMC

Command and Communication Center (CCC) that tracks emergency vehicles (ambulances, fire protection, and police) and enables coordination among service providers so that Visakhapatnam residents can benefit from faster response times. Only some emergency vehicles are GPS-enabled. Apollo has one mobile ICU (INR 50 lakhs cost, “1066” Apollo emergency help line) that is GPS enabled. Connectivity is an issue – BSNL seems to have the best connectivity. If someone calls “108” which is the AP state hotline, caller is dispatched to public system. If “108” is overwhelmed, the central command station decides which vehicle is nearest and available. Integration should match integration and services of Greater Mumbai Metropolitan Corporation (BMC) as a precedent. Currently, the District Collector is responsible for emergency operations. 108 for govt ambulances; 1006 for Apollo. Integrated platform?

Project owner GVMC

Implementing entity Procurement method Design-Build-Operate or management contract



Project name Festival Promotion and Delivery Platform Description Promotion of cultural events along Visakhapatnam's coastline, including

upgrading and revitalization of selected venues. Hospitality, culture, festivals are all assets. CM’s “Happy Andhra Pradesh” and “Happy Ministry” exist. The Department of Tourism plans many events, including at least one weekly cultural event in Visakhapatnam. However, there is no major venue available within the city for such events. Basic venues must be proposed and distributed throughout the city. 0.5 - 1.5 lakhs people come to RK Beach on weekends, so there is high potential for more people to come. Sagarnagar area is another site as RK Beach is congested and traffic prone and the Old City is also desired as it holds more heritage assets and history. Currently everything is conducted at RK Beach. Currently, the Town Hall is undergoing renovation (800 year old building). A large event should occur each month, and six “mega-events” should occur annually. One is a horse-riding club festival, Vizag Utsav festival, Vizag Sounds and Clouds festival, etc… all of these mega events should attract foreign tourists for no less than 2 night / 3 day itineraries. West Bengal and Odisha tourist footfalls are very high. We have a design team for all publicity material and banners, an event management company markets it, we have a website, we also tie up with international and domestic tour operators. GOI Tourism conducts road shows about tourism in India globally. In the summer, there is a “Let’s Vizag” program, which has crashed the Department of Tourism’s website due to such high public demand. Department of Tourism has an agreement with TripAdvisor to help Vizag hospitality actors to obtain higher ratings for their establishments, as well as ratings for local bus stops which are better for women, include AC, have ATMs nearby, etc. there should be some land identified for development on the landside of roads in order to align with shore protection policies. GOI has relaxed CRZ regulation for Andhra Pradesh, expected to be effective in a few months for Vizag area. A Vizag tour bus would also be desirable to enjoy the natural coastline. Supports CM’s emphasis on Happy Living 800 year old town hall?!? Horseriding festival Lots of tourists from West Bengal and Orissa September to January Dept Tourism is ready to implement the project With big festivals in Vizag, AP Tourism are targeting international tourists for 2-3 nights at least Challenge is to define mode of collaboration between GVMC and AP Tourism App can be used to cross-promote events within the city Do an Hop on, Hop off open top bus along the coast.



Project owner GVMC

Implementing entity AP Tourism Procurement method



Project name Smart Skill Visakhapatnam workforce training platform Description Smart Skill Visakhapatnam provides training roadmaps, information, and

access to training for workers, as well as predictive workforce demand analytics for major industry/sector organizations through the virtual platform, and access to the in-person “Visakhapatnam One Centre” and regional outreach programs. Present: Evolution Technological training must be updated, and communication must be improved as well. Education syllabus must keep pace with industry. Pradan Mantri Kaushala Kendra (PMKK) is a PPP model to reach 2000 people for each MP constituency throughout India. Pradan Mantri Kaushala Vikas Yojana (PMKVY) is there as well and aligned with NSQF and National Occupational Standards. PMKK and PMKVY are both GOI programs and similar to Vizag One Centre. NOS is better aligned with industry interests and updated each year. GOI ask for ADP1 (National Capital Region), ADP2 (Vizag is part), ADP 3 region tenders to which one or two companies will receive the tender for one year under monitoring and standardization. Biometric system used for users and CCTV used to monitor as well. Courses in 52 sectors are offered and qualifications are listed. All free to users and operating to 2020. Back office and ITES, industrial jobs are present. For IT, Vizag has excellent workforce (36 colleges and universities in town). People are moving to Hyderabad as jobs are not available in Vizag for those graduates. Local education passes students but do not really prepare them to work practically, and there are not enough partnerships with industry so students are not exposed or relevant to industry upon graduation. More industrial training is needed with basic classroom training will prepare students for employment and supply employers. Hill 1and Hill 2 have companies, but employ non-locals instead of Vizagites. Large groups of local employees are not hired to prevent employee organizing or protest. Gayatri College has a tie-up with Microsoft to hire students. In 2009, Hill 1’s Sutherland project with 2000 workers. The project suddenly shut down and unclear where those workers went. Students should know of employment possibilities in Vizag – a common government-hosted posting platform is required. Employers are not getting the right applicants because the middleman gets paid and only pushes their candidates. For one IT job, there are 200 local applicants, because such concentrated training and not enough jobs. A local, frequently updated, platform should be able to provide trends to industry



as to what workforce is available and will be available, as well as helping educational institutions and training centers align their training to what opportunities will exist in the near term (less than 1 to 3 years). The platform could also provide more information on financing entrepreneurship. Access to Start Up India and Stand Up India is less. There should be higher outreach and awareness of these programs. National Digital Literacy Mission High subcontracting of workers so companies don’t have to take responsibility for worker benefits. Employment Exchange is also not very effect, as commonly perceived as low-skill. Job security is also desired. VSP does not publish jobs. Applicants fill out application and are provided jobs per the queue of available jobs. An open dialogue should exist with participation between chamber of commerce, public agencies, employers, education institutional presence with no money exchange. This group should meet regularly under Municipal Commissioner leadership and facilitate.

Project owner GVMC

Implementing entity Procurement method



Project name RTC Complex Redevelopment Description The proposed project entails redeveloping the existing RTC Complex and the

existing GVMC Main Complex into a transit-oriented development area, including integration of multiple transportation modes, improvements to the public realm, and development of new retail, entertainment, office and/or residential built space. The objectives of the project are to (1) create a vibrant and walkable shopping and entertainment destination in the city center, (2) improve quality of life for Visakhapatnam residents that visit, live in or work in the area around RTC Complex, and (3) achieve the highest and best use of two centrally located real estate assets that are currently underutilized in relation to their potential value to the city and the owners.

1. We need to better understand how the RTC Complex is operating today, and what are the challenges it faces at the moment? A: RTC is 6.7 acres of land holding 1000 buses per day, and including city buses approximately 2000 buses. Provides for local, local city, and extended regional and state buses. There are 32 platforms including the city bus shelter. Given the number of buses and passengers, we are not able to transport in an easy way. There are often jams of buses entering and exiting the station. INR 70 lakh in retail revenue per month. Commercial enterprise is desired, in this form or another, to increase revenue. Private sector development of the site and on adjacent parcels can finance construction of bus and airport link station and public realm improvements. The Ambika Building (16000 s.m. / 0.3 acres) is currently leased to a jeweler. The total net site is 6.77 acres. Parking is used at the edges of the site so high congestion and jams during peak hours. 10 additional platforms are required to meet current demand, and future demand would need to be estimated for the next 10-15 years and/or life of the redeveloped site. The edge of the site used as parking is 5m higher than the center of the site.

Technical: - 6.77 acres. 2000 buses/day, including intercity buses and city buses. - 32 platforms, including city bus shelters - Cramped. Congestion in many parts of the station at different times.

Institutional:

- Commercial leases for 30 years. Some were recently renewed. Project owner

Implementing entity Procurement method

Date post:	21-Nov-2021
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Task 13: Action Agenda for Capital Investment Program

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