Vadodara Smart City Report

SARVAJANIK EDUCATION SOCIETY
SARVAJANIK COLLEGE OF ENGINEERING & TECHNOLOGY
SURAT affiliated with
Gujarat Technological University
AHMEDABAD
P. G. CENTER IN
FACULTY OF CIVIL ENGINEERING
Report on
“SMART CITY: A CASE STUDY OF VADODARA”
In the partial fulfilment of the requirement for the award of degree of
MASTER OF ENGINEERING (TOWN AND COUNTRY PLANNING) – I
SEMESTER – II
Under the subject of
SMART METROPOLITAN PLANNING
(Course code: 3724815)
Prepared by:
GHANTIWALA YASH 190420748006
JARIWALA YASH 190420748008
PARDESHI ABHISHEK 190420748014
PATEL DHRUVANG 190420748020
SHAH DEEP 190420748026
SHAH YASH 190420748027
SHINDE ABHISHEK 190420748028
M. E. (TCP) – I, Semester – II
Under the guidance of
Prof. Palak S. Shah
Ad – Hoc Assistant Professor, FCE, SCET
Prof. Zarana H. Gandhi
Ad – Hoc Assistant Professor, FCE, SCET
(MAY, 2020)

Faculty of Civil Engineering
SARVAJANIK COLLEGE OF ENGINEERING AND TECHNOLOGY, SURAT
(2019 - 20)
DECLARATION
I hereby declare that the work being presented in this Report on “SMART CITY – A CASE
STUDY OF VADODARA” by GHANTIWALA YASH, JARIWALA YASH, PARDESHI
ABHISHEK, PATEL DHRUVANG, SHAH DEEP, SHAH YASH, SHINDE ABHISHEK
Semester – II, ME (Town & Country Planning) - I bearing Enrolment No. : 190420748006,
190420748008, 190420748014, 190420748020, 190420748026, 190420748027,
190420748028 respectively submitted to the Faculty of Civil Engineering at Sarvajanik
College of Engineering and Technology, Surat; is an authentic record of our own work carried
out during the period of even semester 2019-2020 under the supervision of and Ad-Hoc
Assistant Prof. Palak S. Shah. and Ad-Hoc Assistant Prof. Zarana H. Gandhi.
NAME ENROLLMENT NUMBER SIGN
GHANTIWALA YASH 190420748006
JARIWALA YASH 190420748008
PARDESHI ABHISHEK 190420748014
PATEL DHRUVANG 190420748020
SHAH DEEP 190420748026
SHAH YASH 190420748027
SHINDE ABHISHEK 190420748028

Faculty of Civil Engineering
SARVAJANIK COLLEGE OF ENGINEERING AND TECHNOLOGY,
SURAT
(2019-20)
CERTIFICATE
This is to certify that Graduate Report entitled “SMART CITY – A CASE STUDY OF
VADODARA” is presented under the Course work of SMART METROPOLITAN
PLANNING (COURSE CODE : 3724815) and report is submitted by GHANTIWALA
YASH, JARIWALA YASH, PARDESHI ABHISHEK, PATEL DHRUVANG, SHAH
DEEP, SHAH YASH, SHINDE ABHISHEK (Enrolment No: 190420748006,
190420748008, 190420748014, 190420748020, 190420748026, 190420748027,
190420748028) of 2nd
Semester for partial fulfilment of requirement for the degree of
MASTER OF ENGINEERING IN TOWN & COUNTRY PLANNING of Sarvajanik College
of Engineering and Technology, Surat during the academic year 2019-2020.
______________________ ____________________ ______________________
Prof. Palak S. Shah Prof. Zarna H. Gandhi Prof. (Dr.) Pratima A. Patel
Ad-Hoc Assistant Ad-Hoc Assistant Faculty & Head
Professor (FCE) Professor (FCE) Faculty of Civil Engineering
External Examiner
Date: _____________
Place: _____________

SMART METROPOLITAN PLANNING (3724815) 2019-20
SMART CITY REPORT: VADODARA I
Table of Contents
1. INTRODUCTION .................................................................................................................. 1
1.1 Concept of “SMART CITY” ........................................................................................... 1
1.2 Aim................................................................................................................................... 1
1.3 Smart City Features.......................................................................................................... 3
2. STRATEGY OF SMART CITY DEVELOPMENT.............................................................. 4
2.1 Area Based Development................................................................................................. 4
2.2 Pan City............................................................................................................................ 5
2.3 Strategy for implementation............................................................................................. 5
3. THE PROCESS OF SELECTION OF SMART CITIES ....................................................... 6
3.1 Stage 1 of the competition: Shortlisting of cities by States.............................................. 6
3.2 Stage 2 of the competition: The Challenge round for selection....................................... 6
3.3 Proposal Submission ........................................................................................................ 7
3.4 Steps for Smart City Selection Process............................................................................ 7
3.5 Selected Smart cities in various rounds............................................................................ 9
3.5.1 Cities selected in Round 1....................................................................................... 10
4. SIGNIFICANCE OF SELECTING VADODARA SMART CITY..................................... 16
5. VADODARA CITY PROFILE............................................................................................ 18
5.1 Demographic Profile ...................................................................................................... 18
5.2 Quality of Life................................................................................................................ 20
5.2.1 Housing situation .................................................................................................... 20
5.2.2 Solid Waste Management Program ........................................................................ 20
5.2.3 Energy..................................................................................................................... 20
5.2.4 Water....................................................................................................................... 20
6. SWOT Analysis .................................................................................................................... 21

SMART CITY REPORT: VADODARA II
6.1 Strength .......................................................................................................................... 21
6.2 Weakness........................................................................................................................ 22
6.3 Opportunities.................................................................................................................. 23
6.4 Threat ............................................................................................................................. 24
6.5 Vision of study ............................................................................................................... 25
7. AREA BASED PROPOSALS.............................................................................................. 29
7.1 Approach & Methodology ........................................................................................... 29
7.2 Finalizing the project and area: ...................................................................................... 31
7.3 Proposed Area Based development................................................................................ 33
7.3.1 Improving Quality Of Life...................................................................................... 33
7.3.2 Enriching Vadodara's Socio-Economic Environment ............................................ 34
7.3.3 Center For Arts & Heritage: ................................................................................... 36
7.3.4 Improve Urban Mobility:........................................................................................ 37
7.3.5 Smart Water Meters ................................................................................................ 37
7.4 Success Factors for Area Based Proposal ...................................................................... 38
8. PAN CITY PROPOSALS .................................................................................................... 39
8.1 Approach & Methodology ........................................................................................... 39
8.2 One Vadodara Mobile Application:............................................................................... 40
8.3 Success Factors for Pan City Proposal........................................................................... 41
9. CURRENT SCENARIO....................................................................................................... 43
9.1 Short-term interventions (1-2years) ............................................................................... 43
9.2 Medium-term interventions (2-4years) .......................................................................... 43
9.3 Long term interventions (beyond 4years) ...................................................................... 44
10. SPV IMPLEMENTATION ............................................................................................... 45
10.1 Key functions of the SPV........................................................................................... 45
10.2 SPV – Organizational Structure ................................................................................. 45
10.3 Work profile ............................................................................................................... 46
11. FINANCIAL PLAN........................................................................................................... 47
11.1 Itemised Costs............................................................................................................. 47
11.2 Resources Plan............................................................................................................ 49
11.3 Share of VMC (ULB)................................................................................................. 50

SMART CITY REPORT: VADODARA III
11.4 Other Mechanisms of Funding Projects ..................................................................... 51
11.5 Costs ........................................................................................................................... 51
11.6 Revenue and Pay-Back............................................................................................... 54
12. CONCLUDING REMARKS............................................................................................. 55
REFERENCES ............................................................................................................................. 56

SMART CITY REPORT: VADODARA IV
List of Tables
Table 1: Winning cities in Round- 1............................................................................................. 10
List of Figure
Figure 1 Solutions for Smart City................................................................................................... 2
Figure 2 Smart City Selection Process............................................................................................ 7
Figure 3 Map of Vadodara............................................................................................................ 19
Figure 4 ABD Area Selection....................................................................................................... 31
Figure 5 Vadodara Area Map ....................................................................................................... 32

SMART CITY REPORT: VADODARA 1
1. INTRODUCTION
Cities are engines of growth for the economy of every nation, including India. Nearly 31% of
India’s current population lives in urban areas and contributes 63% of India’s GDP (Census
2011). With increasing urbanization, urban areas are expected to house 40% of India’s
population and contribute 75% of India’s GDP by 2030. This requires comprehensive
development of physical, institutional, social and economic infrastructure. All are important in
improving the quality of life and attracting people and investments to the City, setting in motion
a virtuous cycle of growth and development. Development of Smart Cities is a step in that
direction.
1.1 Concept of “SMART CITY”
The first question is what is meant by a ‘smart city’. The answer is, there is no universally
accepted definition of a Smart City. It means different things to different people. The
conceptualisation of Smart City, therefore, varies from city to city and country to country,
depending on the level of development, willingness to change and reform, resources and
aspirations of the city residents. A Smart City would have a different connotation in India than,
say, Europe. Even in India, there is no one way of defining a Smart City.
'Smart city' is a city equipped with basic infrastructure to give a decent quality of life, a clean and
sustainable environment through application of some smart solutions. Creating smart cities
would entail development of basic infrastructure like adequate water supply, electricity supply,
sustainable sanitation and solid waste management mechanism, efficient urban mobility,
affordable housing and ensuring robust IT connectivity and e-governance. (Henam, n.d.)
1.2 Aim
The aim of the Mission Smart City is to efficiently utilise the available Assets, Resources and
Infrastructure to enhance the quality of Urban Life and provide a clean and sustainable
environment for living and the main focus will be on core infrastructure services like adequate
clean Water supply, Power supply, Sanitation, Disaster Management, Solid waste management,
Waste water treatment, Efficient urban mobility and Public Transportation, Public Healthcare
system, Education, Affordable Housing, robust IT connectivity, e-governance, Safety, Social

security. Smart City needs Smart Citizens too, Smart City needs to be Safe City as well for
citizens live a smooth life.
Some definitional boundaries are required to guide cities in the Mission. In the imagination of
any city dweller in India, the picture of a Smart City contains a wish list of infrastructure and
services that describes his or her level of aspiration. To provide for the aspirations and needs of
the citizens, urban planners ideally aim at developing the entire urban eco-system, which is
represented by the four pillars of comprehensive development — institutional, physical, social
and economic infrastructure. This can be a long term goal and cities can work towards
developing such comprehensive infrastructure incrementally, adding on layers of ‘smartness’.
In the approach to the Smart Cities Mission, the objective is to promote cities that provide core
infrastructure and give a decent quality of life to its citizens, a clean and sustainable environment
and application of ‘Smart’ Solutions. The focus is on sustainable and inclusive development and
the idea is to look at compact areas, create a replicable model which will act like a light house to
other aspiring cities. The Smart Cities Mission of the Government is a bold, new initiative. It is
meant to set examples that can be replicated both within and outside the Smart City, catalyzing
the creation of similar Smart Cities in various regions and parts of the country.
Figure 1 Solutions for Smart City

1.3 Smart City Features
Some typical features of comprehensive development in Smart Cities are described below.
 Promoting mixed land use in area-based developments planning for ‘unplanned areas’
containing a range of compatible activities and land uses close to one another in order to
make land use more efficient. The States will enable some flexibility in land use and
building bye-laws to adapt to change;
 Housing and inclusiveness — expand housing opportunities for all; iii. Creating walkable
localities — reduce congestion, air pollution and resource depletion, boost local
economy, promote interactions and ensure security. The road network is created or
refurbished not only for vehicles and public transport, but also for pedestrians and
cyclists, and necessary administrative services are offered within walking or cycling
distance;
 Preserving and developing open spaces — parks, playgrounds, and recreational spaces in
order to enhance the quality of life of citizens, reduce the urban heat effects in Areas and
generally promote eco-balance;
 Promoting a variety of transport options Transit Oriented Development (TOD), public
transport and last mile para-transport connectivity. Making governance citizen-friendly
and cost effective increasingly rely on online services to bring about accountability and
transparency, especially using mobiles to reduce cost of services and providing services
without having to go to municipal offices; form e-groups to listen to people and obtain
feedback and use online monitoring of programs and activities with the aid of cyber tour
of worksites. Giving an identity to the city based on its main economic activity, such as
local cuisine, health, education, arts and craft, culture, sports goods, furniture, hosiery,
textile, dairy, etc. Applying Smart Solutions to infrastructure and services in area-based
development in order to make them better. For example, making Areas less vulnerable to
disasters, using fewer resources, and providing cheaper services.

2. STRATEGY OF SMART CITY DEVELOPMENT
The strategic components of Area-based development in the Smart Cities Mission are city
improvement (retrofitting), city renewal (redevelopment) and city extension (Greenfield
development) plus a Pan-city initiative in which Smart Solutions are applied covering larger
parts of the city.
2.1 Area Based Development
(A)Retrofitting will introduce planning in an existing built-up area to achieve Smart City
objectives, along with other objectives, to make the existing area more efficient and
liveable. In retrofitting, an area consisting of more than 500 acres will be identified by the
city in consultation with citizens. Depending on the existing level of infrastructure
services in the identified area and the vision of the residents, the cities will prepare a
strategy to become smart. Since existing structures are largely to remain intact in this
model, it is expected that more intensive infrastructure service levels and a large number
of smart applications will be packed into the retrofitted Smart City. This strategy may
also be completed in a shorter time frame, leading to its replication in another part of the
city.
(B) Redevelopment will effect a replacement of the existing built-up environment and
enable co-creation of a new layout with enhanced infrastructure using mixed land use and
increased density. Redevelopment envisages an area of more than 50 acres, identified by
Urban Local Bodies (ULBs) in consultation with citizens. For instance, a new layout plan
of the identified area will be prepared with mixed land-use, higher FSI and high ground
coverage. Two examples of the redevelopment model are the Saifee Burhani Upliftment
Project in Mumbai (also called the Bhendi Bazaar Project) and the redevelopment of East
Kidwai Nagar in New Delhi being undertaken by the National Building Construction
Corporation.
(C)Greenfield development will introduce most of the Smart Solutions in a previously
vacant area (more than 250 acres) using innovative planning, plan financing and plan
implementation tools (e.g. land pooling/ land reconstitution) with provision for affordable
housing, especially for the poor. Greenfield developments are required around cities in
order to address the needs of the expanding population. One well known example is the
GIFT City in Gujarat.

2.2 Pan City
Pan-city development envisages application of selected Smart Solutions to the existing city-wide
infrastructure. Application of Smart Solutions will involve the use of technology, information
and data to make infrastructure and services better. For example, applying Smart Solutions in the
transport sector (intelligent traffic management system) and reducing average commute time or
cost to citizens will have positive effects on productivity and quality of life of citizens. Another
example can be waste water recycling and smart metering which can make a substantial
contribution to better water management in the city.
2.3 Strategy for implementation
The Smart City proposal of each shortlisted city is expected to encapsulate either a retrofitting or
redevelopment or Greenfield development model, or a mix thereof and a Pan-city feature with
Smart Solution(s). It is important to note that pan-city is an additional feature to be provided.
Since Smart City is taking a compact area approach, it is necessary that all the city residents feel
there is something in it for them also. Therefore, the additional requirement of some (at least
one) city-wide smart solution has been put in the scheme to make it inclusive.
For North Eastern and Himalayan States, the area proposed to be developed will be one-half of
what is prescribed for any of the alternative models - retrofitting, redevelopment or Greenfield
development.

3. THE PROCESS OF SELECTION OF SMART CITIES
Each aspiring city competes for selection as a smart city in what is called a ‘City Challenge’.
There are two stages in the selection process. After the number has been indicated to the
respective Chief Secretaries, as outlined in para 8 above, the State/UT will undertake the
following steps:-
3.1 Stage 1 of the competition: Shortlisting of cities by States
The State/UT begins with shortlisting the potential smart cities on the basis of conditions
precedent and scoring criteria and in accordance with the total number allocated to it. The first
stage of the competition will be intra-state, in which cities in the State will compete on the
conditions precedent and the scoring criteria laid out. These conditions precedent have to be met
by the potential cities to succeed in the first round of competition and the highest scoring
potential smart cities will be shortlisted and recommended to participate in Stage 2 of the
Challenge.
The information sent by the ULBs in the forms has to be evaluated by the State Mission Director
and the evaluation placed before the State-level High Powered Steering Committee (HPSC) for
approval. The composition of the State HPSC is given in para 13 of the Guidelines.
The cities emerging successful in the first round of competition will be sent by the State/UT as
the recommended shortlist of smart cities to MoUD by the stipulated date (to be indicated in the
letter to Chief Secretaries). The State Government has to fill the form (given in Annexure 3) and
send with the recommended list. The MoUD will thereafter announce the list of 100 smart cities.
3.2 Stage 2 of the competition: The Challenge round for selection
In the second stage of the competition, each of the potential 100 smart cities prepare their
proposals for participation in the ‘City Challenge’. This is a crucial stage as each city’s Smart
City Proposal (SCP) is expected to contain the model chosen, whether retrofitting or
redevelopment or Greenfield development or a mix thereof, and additionally include a Pan-City
dimension with Smart Solutions.
The SCP will also outline the consultations held with the city residents and how the aspirations
are matched with the vision contained in the SCP and importantly, what is the proposal for
financing of the smart city plan including the revenue model to attract private participation.

3.3 Proposal Submission
By a stipulated date, to be indicated by MoUD to the States/UTs, proposals will be submitted to
MoUD for all these 100 cities. These will be evaluated by a Committee involving a panel of
national and international experts, organizations and institutions. Thereafter, while the winning
cities start taking action on making their city smart, those who do not get selected w99ill start
work on improving their SCPs for consideration in the second round. Depending on the nature of
the SCPs and outcomes of the first round of the Challenge, the MoUD may decide to provide
handholding assistance to the potential Smart Cities to upgrade their proposals before starting the
second round.
3.4 Steps for Smart City Selection Process
Different steps in the selection of Smart Cities are given below.
Figure 2 Smart City Selection Process

3.5 Selected Smart cities in various rounds
Total 100 smart cities were to be selected through competition rounds which are listed as below:
 Stage- 1: Short listing of the cities by states:
The State/UT begins with short listing the potential Smart Cities on the basis of conditions
precedent and scoring criteria and in accordance with the total number allocated to it. The
first stage of the competition will be intra-state, in which cities in the State will compete on
the conditions precedent and the scoring criteria laid out. These conditions precedent have to
be met by the potential cities to succeed in the first round of competition and the highest
scoring potential Smart Cities will be shortlisted and recommended to participate in Stage 2
of the Challenge. The conditions precedent and the forms are given in the Annexure 3. The
information sent by the ULBs in the forms has to be evaluated by the State Mission Director
and the evaluation placed before the State-level High Powered Steering Committee (HPSC)
for approval.
The cities emerging successful in the first round of competition will be sent by the State/UT as
the recommended shortlist of Smart Cities to MoUD by the stipulated date (to be indicated in the
letter to Chief Secretaries).The State Government has to fill the form and send with the
recommended list. The MoUD will thereafter announce the list of 100 Smart Cities.
 Stage- 2: The Challenge round for Selection:
In the second stage of the competition, each of the potential 100 Smart Cities prepare their
proposals for participation in the ‘City Challenge’. This is a crucial stage as each city’s Smart
City Proposal is expected to contain the model chosen, whether retrofitting or redevelopment or
Greenfield development or a mix thereof, and additionally include a Pan-City dimension with
Smart Solutions. The SCP will also outline the consultations held with the city residents and
other stakeholders, how the aspirations are matched with the vision contained in the SCP and
importantly, what is the proposal for financing of the Smart City plan including the revenue
model to attract private participation. An evaluation criterion for the SCPs has been worked out
by MoUD based on professional advice and this should act as guidance to the cities for preparing
their proposal.

By a stipulated date, to be indicated by MoUD to the States/UTs, proposals will be submitted to
MoUD for all these 100 cities. These will be evaluated by a Committee involving a panel of
national and international experts, organizations and institutions. The winners of the first round
of Challenge will be announced by MoUD. Thereafter, while the winning cities start taking
action on making their city smart, those who do not get selected will start work on improving
their SCPs for consideration in the second round. Depending on the nature of the SCPs and
outcomes of the first round of the Challenge, the MoUD may decide to provide handholding
assistance to the potential Smart Cities to upgrade their proposals be for starting the second
round.
In January 2016, based on the All India Competition, 20 smart cities were selected in Round, 13
more Smart Cities were selected in May 2016 in fast track round.
3.5.1 Cities selected in Round 1
Table 1: Winning cities in Round- 1
Rank No. Name of State/UT Name of City
1. Odisha Bhubaneswar
2. Maharashtra Pune
3. Rajasthan Jaipur
4. Gujarat Surat
5. Kerala Kochi
6. Gujarat Ahmedabad
7. Madhya Pradesh Jabalpur
8. Andhra Pradesh Visakhapatnam
9. Maharashtra Solapur
10. Karnataka Davanagere
11. Madhya Pradesh Indore

12. Delhi NDMC
13. Tamil Nadu Coimbatore
14. Andhra Pradesh Kakinada
15. Karnataka Belagavi
16. Rajasthan Udaipur
17. Assam Guwahati
18. Tamil Nadu Chennai
19. Punjab Ludhiana
20. Madhya Pradesh Bhopal
Rank No. Name of State/UT Name of City
1. Uttar Pradesh Lucknow
2. Telangana Warangal
3. Himachal Pradesh Dharamshala
4. Chandigarh Chandigarh
5. Chhattisgarh Raipur
6. West Bengal Newtown Kolkata
7. Bihar Bhagalpur
8. Goa Panaji
9. A & N Islands Port Blair
10. Manipur Imphal

11. Jharkhand Ranchi
12. Tripura Agartala
13. Haryana Faridabad
In Round 2, 63 potential smart cities participated of which, 27 Smart Cities have been selected in
September 2016.
S.no Name of State/UT Name of City
1 Punjab Amritsar
2 Maharashtra Kalyan-Dombivali
3 Madhya Pradesh Ujjain
4 Andhra Pradesh Tirupati
5 Maharashtra Nagpur
6 Karnataka Mangaluru
7 Tamil Nadu Vellore
8 Maharashtra Thane
9 Madhya Pradesh Gwalior
10 Uttar Pradesh Agra
11 Maharashtra Nashik
12 Odisha Rourkela
13 Uttar Pradesh Kanpur
14 Tamil Nadu Madurai

15 Karnataka Tumakuru
16 Rajasthan Kota
17 Tamil Nadu Thanjavur
18 Sikkim Namchi
19 Punjab Jalandhar
20 Karnataka Shivamogga
21 Tamil Nadu Salem
22 Rajasthan Ajmer
23 Uttar Pradesh Varanasi
24 Nagaland Kohima
25 Karnataka Hubballi-Dharwad
26 Maharashtra Aurangabad
27 Gujarat Vadodara
June 2017.
S.No. Name of State/UT Name of City
1 Kerala Thiruvananthapuram
2 Chhattisgarh Naya Raipur
3 Gujarat Rajkot
4 Andhra Pradesh Amaravati

5 Bihar Patna
6 Telangana Karimnagar
7 Bihar Muzaffarpur
8 Puducherry Puducherry
9 Gujarat Gandhinagar
10 Jammu & Kashmir Srinagar
11 Madhya Pradesh Sagar
12 Haryana Karnal
13 Madhya Pradesh Satna
14 Karnataka Bengaluru
15 Himachal Pradesh Shimla
16 Uttarakhand Dehradun
17 Tamil Nadu Tiruppur
18 Maharashtra Pimpri Chinchwad
19 Chhattisgarh Bilaspur
20 Arunachal Pradesh Pasighat
21 Jammu & Kashmir Jammu
22 Gujarat Dahod
23 Tamil Nadu Tirunelveli
24 Tamil Nadu Thoothukudi

25 Tamil Nadu Tiruchirapalli
26 Uttar Pradesh Jhansi
27 Mizoram Aizawl
28 Uttar Pradesh Allahabad
29 Uttar Pradesh Aligarh
30 Sikkim Gangtok
January 2018.
S.No. Name of State/UT Name of City
1 Dadra & Nagar Haveli Silvassa
2 Tamil Nadu Erode
3 Daman & Diu Diu
4 Bihar Biharsharif
5 Uttar Pradesh Bareilly
6 Arunachal Pradesh Itanagar
7 Uttar Pradesh Moradabad
8 Uttar Pradesh Saharanpur
9 Lakshadweep Kavaratti

4. SIGNIFICANCE OF SELECTING VADODARA SMART CITY
In Smart Cities Mission Vadodara 2nd in PPP projects' progress Vadodara, which was selected to
be part of the Smart Cities Mission in September 2016, had zeroed in on 62 projects worth Rs
2,817 crore in this regard. The Union Ministry of Housing and Urban Affairs had launched the
India Smart Cities Award on 25 June, 2017 with an objective to reward cities, projects and
innovative ideas.
"Smart Utilization of Vadodara City's Potential for enhancing Quality of life for the citizens of
Providing Equal Access to Best Quality Physical Infrastructure, Social Infrastructure and
Mobility through leveraging state of the art technology; thus making Vadodara a Futuristic
Global city with focus on enhancing economy, protecting the ecology and preserving the identity
& culture of the city".
Smart city mission, a case of Vadodara smart city is selected due to several reasons such as:
 It is selected in the second round of shortlist by the ministry of urban development
(MoUD).
 Vadodara has outdone some of the major cities which were shortlisted by Ministry of
Urban Development under Smart Cities Mission. Prominent among these are cities like
Ahmedabad, Pune, Jaipur, Surat, Kochi, Coimbatore, Chennai, Ludhiana, Amritsar,
Nagpur, Varanasi among others who begun work on rolling out smart city services.
 The smart services project of Vadodara will address essential administrative needs of
citizens and empower them with easy access to critical information.
 Detection of crime would improve in the city and, in case of traffic violations, the traffic
police can reach the offenders.
 The administration plans to utilize the systems to not only play devotional music early
mornings but also broadcast general and zone-specific communication via PAS.
 The Vadodara smart city project includes services like seamless Wi-Fi connectivity,
smart sensor-enabled traffic lights that brighten or dim -based on vehicular traffic
density, internet protocol-based surveillance, environment sensors, digital display, speed
and face detection traffic management, automatic number plate recognition, public
address system (PAS), citizens’ helpdesk mobile application and a centralized command
centre to monitor and control activities on ground.

 Meanwhile, VMC has also integrated major civic amenities and public utilities on a
common citizens’ helpdesk mobile application that acts as a single destination for
availing the same.
 The system has a 24x7call centre that addresses citizens’ complaints and queries filed via
the app, while all the smart services can be controlled and monitored through the central
command centre.
A Smart City in the making – Vadodara has Now Bureau Its round 2 of the center’s smart city
plan and the war of the cities has already begun. Even as the mid- December deadline is nearing,
civic bodies across the country are doing everything they can to make it to the top 20 list.
Magicbricks Now takes a look at Vadodara - the city which has its Smart City proposal ready
and will submit it as per the deadline.
Vadodara, which was selected to be part of the Smart Cities Mission in September 2016, had
zeroed in on 62 projects worth Rs 2,817 crore in this regard. Vadodara has currently the 62
Smart City projects, 11 have been completed while 46, out of the remaining 51 projects, were in
various stages of completion. These 51 projects are worth Rs 2,679 crore.
The Union Ministry of Housing and Urban Affairs had launched the India Smart Cities Award
on 25 June, 2017 with an objective to reward cities, projects and innovative ideas. The India
Smart Cities 2018 Awards were announced by the Union HUA ministry yesterday.
Vadodara ranks second among 98 cities for progress in Public Private Partnership projects
associated with the Smart Cities Mission of the Union Ministry for Housing and Urban Affairs,
its civic chief said today. "Nagpur, with 259.96 points, and Vadodara, with 195.31 points, stood
first and second respectively with regard to PPP projects, tendering of projects, issuing work
orders and their completion.”

5. VADODARA CITY PROFILE
In this chapter, the basic profile of Vadodara are to be discussed like demographic profile,
quality of life, infrastructures, etc.
5.1 Demographic Profile
Vadodara (formerly known as Baroda) is a large city in the Indian state of Gujarat. It is the
administrative headquarters of Vadodara District and is located on the banks of
the Vishwamitri river, 141 kilometers (88 mi) from the state capital Gandhinagar. The railway
line and NH 8 that connect Delhi and Mumbai pass through Vadodara. It is known as a Sanskari
Nagari (city) of India. The city is known for the Lakshmi Vilas Palace, the residence of Baroda
State's Maratha royal family, the Gaekwad, of the Gaekwad Dynasty. It is also the home of
the Maharaja Sayajirao University of Baroda.
Vadodara is located at 22.30°N 73.19°E in western India at an elevation of 39 meters (128 ft.). It
is the 18th-largest city in India with an area of 235 square kilometers (91 sq. mi) and a
population of 2.1 million, according to the 2010–11 census. The city sits on the banks of
the Vishwamitri River, in central Gujarat. The Vishwamitri frequently dries up in the summer,
leaving only a small stream of water. The city is located on the fertile plain between
the Mahi and Narmada Rivers. Gujarati, Urdu, Marathi, Hindi and English are the languages
spoken in the city. Males constitute 52% of the population and females 48%.
The VUDA is to ensure a holistic development of the Vadodara agglomeration covering an area
of 714.56 km2
(275.89 sq. mi), whereas VMSS is involved in the development of area of
235 km2
(91 sq. mi).
In the last three years, what efforts have been made by the city to improve liveability,
sustainability and economic development. Transportation condition in the city Vadodara is very
well connected by air, rail and road. Internal road connectivity within the city is good but public
transport system has scope for significant improvement.
 71 kms of new footpath added to these roads.
 52 kms of new roads added to existing 900 kms (6-18 mt wide roads).
 80 kms of roads made wall to wall, out of 425 kms of 18-40 mt wide roads.

 9 new flyovers made over and above 13 existing flyovers to ease traffic movement.
 90% of internal roads of the housing societies converted to RCC roads.
 Number of bus shelters increased from 110 to 300 for benefit of city bus passengers.
 More effective traffic management by city police using e-challan integrated with ANPR.
Figure 3 Map of Vadodara

5.2 Quality of Life
5.2.1 Housing situation
 186 out of 397 identified slum pockets removed under slum rehabilitation programs.
 18,000 new dwelling units constructed and handed over for slum rehabilitation.
 Exhaustive survey and planning undertaken to address housing shortage in the City.
 Reduction in average time for approval of building plan to 7days.
 Online collection of property taxes improved from 3% (2012) to 9.86% (2015).
5.2.2 Solid Waste Management Program
 Swachh Vadodara Movement initiated in 2014 engaging all stakeholders including civil
society, NGOs, corporate, religious organizations, schools and various departments.
 Door to Door garbage collection extended to the entire city with GPS enabled monitoring
system.
 Scientific disposal of 350 MT of solid waste as against 150 MT of solid waste in2012.
 Energy generation from solid waste introduced with 200 MT capacities.
5.2.3 Energy
 Electrification of all households (increased from 93% to100%).
 Power saving through LED lighting (70% of streetlights converted to LED).
 Minimizing unscheduled outages through efficient distribution system.
 Promotion of canal-top solar panels and roof-top solar panels.
 Efficient metering and user-friendly billing and collection system.
5.2.4 Water
 33% of total supply, distributed without pumping through gravity.
 95 % supply through network in city-140LPCD.
 Household water connections- 90% (3.52 Lacs to 4.65Lacs).
 Quality monitoring in 100% of all ward areas.
 Introduced 24x7 supply in 15% of city households.

6. SWOT Analysis
A detailed consultative process was undertaken engaging all stakeholders including the citizens
of the city, leading people's organizations, corporate houses, NGOs, educational institutions and
people's representatives to finalize this SWOT analysis.
6.1 Strength
(A)Strategic Location and Connectivity:
Vadodara is one of the best connected cities in India by air, rail and road. The upcoming
International Airport, Bullet Train Project, Dedicated Freight Corridor, Express Highway
connecting Mumbai and close proximity to the futuristic projects like Statue of Unity, Dholera
SIR and Dahej SEZ makes Vadodara the most promising city in the country today.
(B) Human Capital:
Vadodara is an Education Hub and is known as the Knowledge Capital of Gujarat. The presence
of various universities and educational institutions offering specialized education has ensured
ready availability of highly skilled and talented pool of young manpower.
(C) Rich Cultural Heritage:
Vadodara is known as 'sanskaari nagri' and was the capital of the Gaekwads. The city is famous
for its great cultural heritage in the field of music, dance, painting, literature and architecture.
Most of this rich heritage is still preserved thus making it a major tourist and education
destination in the state.
(D)Cosmopolitan Culture:
Vadodara is a city that truly represents the diversity of India and has significant presence of
people from all the states of the country. The presence of hundreds of MNCs has led to people
from several nationalities residing in the city at any given point in time. This has brought in a
truly cosmopolitan culture to the city.
(E) Growth Engine of Gujarat:
Vadodara is a hub of knowledge-based and technology-intensive industries in the sectors of
power, electronics, engineering, IT, biotechnology and petrochemicals. A large number of MNCs
are centered around the city thereby triggering opportunities for further foreign investments.

(F) Compact City:
Vadodara is spread across only 159 Square Kms and yet has within its bounds all the facilities of
a metropolitan city. The distance in terms of time taken to commute within the city is also less
thus making it an extremely preferred liveable city.
(G)World Class Physical Infrastructure:
The city has excellent roads, flyovers, storm-water drainage network, water-supply systems,
piped gas distribution network and street-light facilities to match any other leading city in the
country.
(H)Green Heritage:
Vadodara is known to have large number of gardens, lakes, waterfronts, recreational spaces and
zoo which has enhanced the quality of life of the citizens.
(I) Sports and Outdoor Activities:
Vadodara is housing the first Sports University of the State. The city has sports facilities and
indoor stadiums matching international standards to promote physical activities and provide
opportunity for youngsters to pursue career in sports and games.
(J) Safest City:
Vadodara was ranked as one of the safest cities of the country. The incidences of crime has
consistently remained low, and particularly it is considered a very safe city for women and aged
section of the population.
6.2 Weakness
(A) Poor Public Transport System:
The public transport system in the city is not sufficient to meet the growing demand for the same.
This has increased the pressure of private vehicles on the public roads and parking spaces often
leading to traffic congestion in the city. Pedestrian facilities and NMT infrastructure is also
almost non-existent. There is an urgent need to address this issue holistically.
(B) Unmet Need of Urban Housing:
According to the demand assessment survey there is an unmet need of 60,000 dwelling units in
the city. This has led to concentration of slums in certain pockets which requires to be addressed
on priority.

(C) Inefficient Distribution System for Drinking Water:
Only 15% of the city is covered by 24*7 water-supplies. The losses in distribution are very high
and NRW component is as high as 40%. The possibility of contamination and leakages due to
old and outdated network also calls for urgent remedial interventions.
(D)Poor Upkeep of Water-Bodies:
Vishwamitri river, upon which the city has grown, has been reduced to a drainage channel due to
discharge of untreated sewerage into the river, heavy encroachments on the river bank and lack
of focus on rejuvenation of the river. A large number of lakes within the city are heavily
contaminated and poorly maintained.
(E) Frequent Flooding:
The city is flooded almost every year during the monsoon leading to heavy economic losses and
human suffering, due to poor rain-water discharge through Vishwamitri river and lack of holistic
project to address the same.
(F) Poor Solid Waste Management:
As against the daily generation of 1400 MT of solid waste every day, less than 10% is processed
and 25% is dumped at land-fill site. The rest of the garbage is left for open disposal thus leading
to hazards for human health environment.
(G)Lack of Credible Mapping Of Underground Utility Network:
Since many underground utility services were introduced in the city more than hundred years
back, there is no credible information and mapping of these underground utility networks. This
leads to serious issues during execution of current underground projects.
(H)Unmet Need to Maintain Heritage Structures:
There are large number of heritage structures that call for much better upkeep and maintenance.
Many encroachments that have come around these structures also there is urgent need to remove
them and rehabilitate the affected persons.
6.3 Opportunities
(A)Centre for Education & Skill Development:

Skill India is a major initiative of the Government and Vadodara with its talented and skilled
pool of young manpower offers great opportunity for customized and specialized skilling of
manpower for knowledge-intensive industry.
(B) Attracting Investments in Futuristic Technologies:
Due to availability of highly qualified and skilled manpower, there is a scope to attract
investments in industries that require cutting-edge technologies and R&D support of an advanced
nature. Industries related to biotechnology, pharmaceuticals, clean and renewable energy etc. can
find Vadodara to be an attractive investment destination.
(C) Quantum Jump in Tourism Sector:
Once the proposed Statue of Unity would be ready in the next two years, it would become an
extremely attractive tourism destination for international and domestic tourists. In such a
scenario, Vadodara being the gateway to Statue of Unity will witness unprecedented jump in
tourism sector.
(D)Scope for Planned Extension:
Vadodara being a compact city has scope for planned extension and futuristic development.
Spaces and vacant areas available between city boundary and industrial estates (spread around in
45 km radius) can be planned properly to shape out a Metropolitan conurbation.
(E) Growth in Real Estate Industry:
Vadodara is already one of the most livable cities in the country and is a preferred destination for
pensioners. Improved connectivity with Mumbai and Ahmedabad can trigger the growth of real
estate industry in Vadodara as people may prefer to settle down in Vadodara which would be less
than three hours of distance from Mumbai due to commissioning of Bullet Train in the next few
years. Improved civic amenities, public transport, town planning, river-front development and
city infrastructure can also lead to significant demand for real estate industry.
6.4 Threat
(A)Increased Pressure on Civic Amenities:
Economic development brings about increased pressure of population upon the limited common
resources available in the city. Unless the city is able to enhance its infrastructure and service

delivery matching the speed of increase of demand, it could adversely affect the quality of the
life of the citizens.
(B) Increased Pressure on Natural Resources:
Economic development also brings about increased pressure on natural resources like land, air
and water. More agricultural land is likely to be diverted for industrial, commercial and
residential purposes. It would also open avenues for increased water and air pollution thereby
compromising the quality of life of the people.
(C) Possibilities of Industrial Disaster:
Vadodara has large chemical and petrochemical industries in the vicinity of the city. As the city
is developing laterally these large complexes would eventually become part of the city limits
thereby leading to dense inhabitation in the surrounding areas. In such a scenario any industrial
disaster can have catastrophic consequences.
(D)Safety and Security Issues:
The emergence of the city as transport and tourism hub can also attract large number of migrant
population which would include unskilled workers from outside the state. This floating and
migrant population can pose serious threat to safety and security of the citizens, thereby
increasing the challenge to the city police.
6.5 Vision of study
"Conserve and enhance Vadodara’s rich culture and heritage through its sensitive transformation
into a vibrant city that fosters equitable and sustainable development and offers world-class
quality of life to all its citizens"
Vision of Vadodara has been developed around 11 themes and 35 Goals identified from key
focus areas and strategic road map.
Theme 1: Resilient physical infrastructure to cater increasing urban density.
 Augment core infrastructure, converge with appropriate schemes for resources and develop a
mechanism for monitoring and quality check
 Provide 24x7 water supply and assure quality drinking water for citizens across all groups.
 Operationalize technology based waste-water management.

 Provide neighbourhood waste management solutions.
 Provide technologically infused healthcare facilities.
 Assured electricity and achieve 10% supply from non-conventional energy source.
Theme 2: Ensure social inclusiveness.
 Leverage existing schemes for housing the urban poor and thus upgrade social conditions
 Redevelop and reform informal settlements by providing basic services.
 To create accessible and safe urban vicinities for women, children, old age and other working
groups.
 Uplift the socio-economic order of people by providing skill development opportunities for
people across all sectors and various age groups.
Theme 3: Build upon Vadodara’s legacy of being an educational hub and a regional learning
center.
 Provide learning and education for all facility through smart educational management system
and digital learning by leveraging existing educational facilities of Vadodara city
Theme 4: Liveable and compact city with state-of-art facilities
 Vadodara already has a coverage of 80% OFC network across the city thus ideates to provide
seamless connectivity and build robust ICT infrastructure as enabling tool to core
infrastructure.
 To become one of Top 5 cleanest cities of country (current SB rank 13)
 To provide inter-connected streets and open spaces, recreational centres and facilities within
walkable distances.
 To make urban spaces safe by taking up lighter and quicker projects.
 To converge with other potential projects and frameworks for resource efficiency and facility
management.
Theme 5: Leverage opulent natural and built heritage
 To carry forward the concept provided by Sir Patrick Geddes for Vadodara as city of gardens
and lakes and thus rejuvenate 42 lakes of Vadodara, leverage ecological potential and revive
the Vishwamitri riverfront.

 To restore buildings, markets, and public spaces of historic value by renowned architects like
Major Mant, Chisholm, Stevens and Campbell and to promote adaptive re-use of heritage
buildings as smart public spaces.
Theme 6: Develop culturally rich and eclectic city with enhanced opportunities for trade and
commerce.
 To optimize the use of existing infrastructure (2 major convention centers) to promote visual
and performing arts, thus providing adequate opportunities to drive socio-cultural and
economic development.
 To increase the outreach, branding activities and events to recuperate the unique city identity.
Theme 7: Comprehensive system to facilitate ease of mobility
 To improve the commuter experience and provide faster access by implementation of
intelligent multi-modal mixed use hub
 To develop a comprehensive mobility system (smart bus terminus, e-buses, e-rickshaws,
multi modal facilities) to decrease the headway in public transport (currently 30 min along
major route)
 To provide pedestrian and NMT friendly infrastructure.
Theme 8: Design accessible and well-connected neighbourhood.
 To provide inter-connected open spaces with appropriate infrastructure support for last-mile
connectivity
 To develop safer junctions, walkways by redesigning and overhauling
 Identify transit priority routes and plan a trunk operating model supported by minute to
minute feeder services (Currently last mile connectivity is supported by shared autos which
form 19% of total public transport)
Theme 9: Robust regulatory framework and its implementation module for imminent resiliency.
 Enhanced service delivery through pro-active administration and governance
 To reduce socio-economic and physical risk by investing into measures for reducing
adversity pertinent risks.
 Draw tools of expertise and open data to achieve transparent, operative and efficient
governance.

Theme 10: Reflect citizen aspirations in formulation and implementation of policies and projects
 Citizen participatory planning process offering an enhanced quality of life through policy
framework, inclusive approach, consultative initiatives and IT enabled responsive
governance
 To develop integrated solutions with mix of policies and incentives to acknowledge and
address all the citizen aspirations.
City analysis of Vadodara brings out the multiple strengths and opportunities which can be
leveraged, along with weaknesses and threats that need to be addressed. City since existence has
had robust infrastructure connecting through various parts of city. Compact arrangement of city
is an added advantage in providing facilities.

7. AREA BASED PROPOSALS
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 through 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 it’s physical, administrative and other characteristics, such as natural
features, heritage areas, areas prone to flooding, slums, etc.
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
physical 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 proposed to be part of the area-based development
should be included.
7.1 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:
(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:
Vadodara city has a rich and a long history of being the center of Cultural and Educational
excellence. The citizens are always eager to participate & engage in various initiatives that
involve their opinions towards the development of the city. These initiatives have helped us in
identifying the pain points as well as suggested remedies for the same. The area that has been
identified is in the center of the City and covers three Ward areas. The total area of the ABD
proposed is 1698 acres focuses around the Vadodara Railway station, a significant portion of
Vishvamitri River.
(B) Citizen Opinion and Engagement:
To get citizen opinion and involvement, various events, activities, education, spread of
information through Announcements about the Smart City Challenge and the purpose
pertaining to this were widely broadcast through all channels, both online (MyGov, VMC
Website) as well as offline print media, social media (Whatsapp etc), ward meetings etc were
conducted from time to time. Survey forms were also distributed to citizens and Analysis of
the data of over 864832 forms, online entries, call centre updates was compiled to derive to
most critical areas. To get public suggestions on the specific topics through Comments events
like the Happy Street and National Book Fair, were organized & it provided a lot of insights.
(C)Opinion of the elected representatives:
Elected representatives like Mayor, ex-mayors, Collector, Commissioner also identified
significant concerns of the citizens like: Efficient Mobility/ Public Transport, Flooding,
Parking spaces, Rain Water harvesting / flooding, Footpaths, Educational Facilities and
availability of more open and recreational spaces. These representatives were also of the
opinion that Vadodara being a cultural destination with its glorious Heritage needs to be
developed taking into account the concerns of citizens.
(D)Discussions with Urban Planners & Sector Experts:
Detailed deliberation sessions, with the Industry leaders, Associations, eminent expert
citizens of Vadodara, Architects, Urban Planners, Academicians, Technologists counselors
and sector experts in various fields were invited between 19th-21st May 2016 for
discussions. The brain storming was very fruitful and it brought us some excellent ideas of
projects, initiatives as well as solutions to help address the gaps and meet the aspirations of
the citizens. Independent meetings were held and presentations were made by Vendors who

are providing solutions, to the Smart City team. As an outcome of this, a lot of projects were
short listed and priority was being assigned in order to ensure that all the important
communication.
(E) Discussions with Suppliers /Partners:
Various rounds of discussions based on the inputs obtained from multiple sources were compiled
and then suppliers /partners were called for understanding the feasibility of projects that were
proposed, the investments required, the technology required to be adopted, as well as the time
frame required for implementation. Inputs were taken from various suppliers and basis on which,
the lists of needs were generated.
7.2 Finalizing the project and area:
The projects have been finalized after taking into account the smartness of the solution, the
investments required, confidence in the technology/ approach selected, proven success history in
other locations, the master plan for various services available with the municipal body, inputs
from other VMC ongoing or approved projects, existing challenges and bottlenecks, and SWOT
analysis of city profiling and the cost to benefit ratio.
Figure 4 ABD Area Selection

Point density analysis was carried out to identify & prioritize the area of intervention based on
population density and work pattern. Point density analysis shows that densely commercialized
zone lies in the centre of the city. This formed one of the basis for the selection of the area for
ABD projects, which was area surrounding the railway station. Vishwamitri River also flows
adjoining to this area. Decision was made considering various factors like availability of land,
existing infrastructure, co-op citizens and political will for implementation of particular project.
The details of key landmark areas and its location are listed below:
Ward 6: Town Hall, Akota Road
Ward 7: Heritage structures: M S university heritage building, Kala Ghoda circle, Museum in
Sayaji Garden, Hira bagh- Sayaji Rao statue.
Entry Point of Visitors: Railway station, Bus station.
Open space: Sayaji Bagh.
Key Roads: Kadak Bazar, University Road, station road
Ward 10: Maganlal Dosabhai Agriculture College, Sardar Bagh, Alkapuri road, Sayaji Path
and Race Course Road.
Figure 5 Vadodara Area Map

7.3 Proposed Area Based development
7.3.1 Improving Quality Of Life
(A)Smart Street Lights and Rooftop Solar Panels
The Rooftop Solar Project intends, to convert the city’s energy consumption into a more
sustainable one by the installation of solar panels on the flat terraces of the buildings. The project
aims at developing 1,50,000 sq. ft area & contribute to 1.6 MW power generation.
The Smart Street Lights project aims at providing a sustainable solution, by sensitizing the street
lights towards movement and no activity under them. The street lights, through a portal shall be
dimmed off when there is no movement or activity that takes place under it, thus conserving the
energy consumed and attempt to eliminate light pollution.
(B) Container Free Zone and Neighbourhood Waste Management
Container Free Zone and the Neighbourhood Waste Management project are to include the
following, to help in keeping the city clean and contribute to an organized way of collection,
segregation and disposal of waste from the city:
 Broomer
 Mechanical sweeper machine
 Stationary compactor
(C) Multiple Common Toilet Blocks and STP up-gradation and decentralization
The Multiple Common Toilet Block Project aims to set up 12 numbers of community toilets, in
various areas in the ABD. This project strives to achieve Open Defecation Free City (ODF) and
also encourage good sanitation practices amongst the people.
The STP up-gradation at Sayaji Baug (8.5 MLD) and decentralized 2.5 MLD new STP at
Vadiwadi, aims at reusing waste water, after which the tertiary water can be used for gardening,
fire and jetting in cleaning drainage/ sewerage lines.
(D)Rain water harvesting and Deep Water Recharging
Conserving the available rain water, has been made compulsory in Vadodara city and measures
have been taken to achieve the same. The Rain Water Harvesting and the Deep Water
Recharging through RWH Projects aim to collect, filter, store, re-cycle and re-use the rain water
in the city of Vadodara.

Inspired by the ancient practice of the step wells that have existed Navlakhi, Vadodara, the
project find ways to create various catchment solutions which may act as a usable space when
the rains haven’t set in. This dichotomy of space usage of a particular area, proves to conserve,
not only rain water but also the human activity that can extend into these spaces. The RWH
Project also ensures in replenishing the existing lakes and river that flows through the city, thus
contributing to the Ground Water Table. It is planned to have deep water recharging system to be
connected to existing storm water and in the river channel.
(E) 24x7 Water Supply and Water ATMs
The 24x7 Water supply Project, aims to ensure that the households of Vadodara will be entitled
to a perpetual supply of water and will be charged for how much water is consumed by that
particular household, monitored by a smart water meter. The setting up of various water tanks,
overhead water tank, a sump, pumping station and related equipment, will be included as a part
of the scheme. The Water ATM Project, will be set up as these units, posing as an interesting
alternative to the Stand-post/ Tube-wells. The Water ATM design will although take inspiration
of the community interaction and activity that takes place around a stand-post, when people
gather to get their daily supply of water.
7.3.2 Enriching Vadodara's Socio-Economic Environment
(A)Additionalities to Vishwamitri Riverfront (Vishwamitri Riverfront Influence Area-VRIA)
To increase the livability in the city rejuvenation of 4.6 KM of length of Vishwamitri River. The
proposal is to rejuvenate the Ecology of river, Enhance the Cultural Importance of the city,
Restore the Connection of the river with the City as well as address the Future Needs of the City.
(B) Ecology Park
Recreational area of the city that caters to the bio diversity of the City. The recreational area
consists of four major activities. Research & Development Centre, Ecology Park, Amusement
Park and Recreational Park.
Features:
 Waterfront Promenades
 Green Belt along river
 Sports facilities

 Swimming and leisure pool complexes
 Theme park
 Event area
 Amphitheatre
 Parks and open spaces
 Picnic spot
 Pedestrian walkways
(C) Slum free area – with Wellness and De- addiction Centre
Slum Free City to provide better housing facilities for the slum dwellers. Provides better
infrastructure to the slum dwellers. With facilities of wellness and de-addiction centre in each
building. Develops better open spaces for the residents for better livelihood.
(D)Vocational training, Artisan and Counselling centre
Vocational Training, to provide training to the uneducated people of the city and hence have
more opportunities for employment. Artisan Training hosts the classes to provide better training
for the artists. Counselling would help people for the overall personality development.
(E) Library with Digital Facilities & E -Learning School
Library with Digital Facilities Provides e-access to full-text and bibliographic databases of
scholarly journals. Wi-Fi accessibility for library users. Online public access catalogue for
library books, Thesis, Students’ works, Bound periodicals, Articles from journals CDs etc. Inter
Library Loan and Inter Library Reference services. SMS service for messaging members.
Provides e-learning courses to students enrolled in municipal school during day time will get
opportunity to learn from best of faculties who might be miles away from city and during night
time it will provide opportunity for adults and old people to develop vocational skills which will
help them to excel in their careers. Enabling critical thinking and problem solving by bringing
best education to class from all over the world. E-learning school will also provide project based
learning where students can collaborate through the technology and receive feedback on their
project. It will also be the place where adult can get more personalized training.

Existing Libraries:
 Sir Sayajirao Memorial Trust Library
 Government District Library
 ICAI Library
 Liberia Library
 Rotary Club Library
 Shrimati Hansa Mehta Library
Schools for E-learning:
 Municipal School near Jayesh colony
 Municipal School at Sayajigunj
 Municipal School near Rajshree Theatre
 Municipal School at Jetalpur
7.3.3 Center For Arts & Heritage:
(A)Revamping of Heritage Structures & parks , Heritage Tourist Bus
Promote heritage and culture and hence tourism will be increased.
Heritage Bus:
1. Maharana Pratap Statue 2. Sayaji Bagh
3. Vadodara Museum 4. Sayaji Bagh Amphitheatre
5. Planetarium 6. Vadodara Bus Terminal
7. MS University 8. Kala Ghoda Circle
9. Hirak Bagh 10. Dinesh Mills
11. Sri Sayajirao Nagargurh 12. Shiv Mahal Palace
(B) City Identity Centre:
Centers where tourist will get information about the city, tourist destination places and its
activity. City Identity Centres established in the city, will cater as being the Storehouse of
information for various heritage buildings and tourist spots in the city. These Centres will
connect the visitor to the city, using maps, mobile apps and virtual information. These centres
will also act as the Pit Stop for a tourist, housing various facilities.

7.3.4 Improve Urban Mobility:
(A)Development of City Square
Development of City Square will be developed with facilities such as Smart Bus Stands with
waiting area, Parking Area with Commercial Plaza and Kadak Bazar. The hub will consist of
multiple modes of Railways, Public Transportation such as Buses, Taxis etc.
(B) Multi-Level Car Park (MLCP)
Multi-Level Car Park will be developed to help solve the Traffic Problems in the city. The
project will also help in Better Space Utilization. MLCP at Railways Station will create the
opportunity of Park & Ride and help reduce the Chaos at the busy hustle bustle hours of peak
hours.
(C) NMT – Bicycle Sharing
To enhance connectivity and help improve public Health and air quality. NMT Public bicycle
sharing scheme as a pilot project will be a dense network of cycle docks, as a safe, convenient
and alternative option for short trips.
(D)E Rickshaw on feeder route:
E rickshaws are smart sustainable solution to intercity connectivity, which will be developed
with Solar Powered charging stations at major transport nodes. . An intelligent solution for
intercity mobility. E-Rickshaw acts as feeder service to the city bus service operating from major
roads to interior parts of the city.
(E) Transparent & Responsive Governance
7.3.5 Smart Water Meters
Installation of 30000 Smart Water Meter at household level is an intelligent way to monitor
water distribution and reduce water losses. It is a robust and resilient system for the future, with
streamlined operation and management.
Features:
 24 x 7 water supply, increased service level, improved system efficiency
 Minimizing Leakage in Water Distribution System

 In order to reduce NRW loses and also for water conservation installation of water meters
in essential
 Conservation of Potable water
 Reduced NRW to 15%
7.4 Success Factors for Area Based Proposal
The most significant factor for ensuring the success of the area based development are identified
as (A) Citizen Engagement, (B) Efficient Administration and (C) Strong Implementation
Framework, Which are described as below.
(A)Citizen Engagement
The citizens of the locality selected as the smart area, needs to be proactive in implementation of
the projects in their area. There should be a committee comprised of the citizens of the locality,
who will be constantly in touch with the smart city SPV, providing their feedbacks on the
implementation.
(B) Efficient Administration
The area development projects under smart city will be implemented by the smart city SPV. The
SPV will be efficient, must be comprising of skilled manpower and must be able to deliver in
time. Also, the SPV should work in close association with the citizens. Also, the SPV should be
capable of raising funds for markets and also must do the needful for obtaining funds from
central and state government.
(C) Strong Implementation Framework:
Robust revenue model with defined sharing between SPV and other implementation agencies to
provide incentives to participate in the process.
 SPV should have flexibility/ framework for change at DPR stage of implementation to
ensure participation of the citizen.
 State Govt intervention in case of revenue deficit for revenue or capital account or for
revenue sharing arrangements.
 State/ Central Govt to intervene to arrive at consensus on contractual arrangements
between agencies.

8. PAN CITY PROPOSALS
A pan-city smart solution should benefit the entire city through application of ICT and
resulting improvement in local governance and delivery of public services. The SCP
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.
8.1 Approach & Methodology
(A)City profile and self-assessment
The self-assessment approach used, gauges the city according to cascading maturity levels that
lead to an optimized outcome. It outlines the effectiveness of a maturing smart city to plan and
deliver services within an interconnected system. Such an interconnected urban system would be
enabled by increasing use of data and digital technologies to transform governance & service
delivery models and citizen & business engagement. The approach also identifies critical
dimensions that a smart city must invest and commit to as part of its strategic intent. Throughout
the stages of the self-assessment the extent to which these dimensions are maturing is
considered. The ultimate outcome is of a smart city that strategically manages multiple systems
at a citywide level and through increased transparency, openness and shared accountability
creates an innovation system that improves outcomes and enhances city livability index.
After comprehensive data analysis from citizen consultation, different departments and
secondary sources, the pain points that converged with strategic blueprints derived before, and
complied with pan city guidelines were - latent demand for proactive administration, sparse use
of ICT interventions in health domain, dormant cultural identity and poor state of public
transportation.
(B) Citizen opinion and engagement:
The citizen engagement initiatives closely involved every section of the society, which was
ensured by using different media to record their opinion. 310305 inputs from various online
sources (web form, Facebook, twitter, MyGov Portal) were obtained and close to 195276
feedbacks through physical forms were received to identify and prioritize the pan points of the
city.

To impress upon its pan-city nature, the initiatives spanned from focus group discussions
to opinion polls in several outdoor events like – 10000 in Happy Street and 430012 in Book Fair.
(C) Opinion of elected representatives:
The tentative list of interventions were also discussed with ex-mayors and ward represent
representatives from all the 12 wards. Advice and opinions were sought form all 74councillors
through a day long workshop. Being the first point of contact of the citizens, these
representatives envisioned a broad spectrum of solutions to the existing problems. As a part of
the exercise they mapped the issues their ward faced with the essential features and derived an
indicative solution from that.
(D)Discussion with sector experts:
Experts from MS University, WRI, Baroda Management Association, CREDAI, GESAI and
many other organizations actively contributed to the discussion and analysis of key issues and
probable solutions. Sector experts also suggested innovative and rational solutions referring to
benchmark cities which already had the system in place. Representatives from Confederation of
Indian Industries provided several key insights to the proposed ideas and also added to the list of
initiatives. Opinion from sector experts added the factor of innovation to the suggested
initiatives.
(E) Discussion with suppliers and partners:
The solutions highlighted by 74 elected representatives and further refined by 110 sectorial
experts, were scrutinized by 178 suppliers and industrial partners from CII, through a
commercial feasibility and practical viability lens. They also suggested revenue and funding
models for certain initiatives along with long term impact. These models were a reliable and first
hand source of information for initiatives proposed. The initiatives were re-mapped according to
implementation schedule indicated by suppliers and partners These 63 suggestions were
imperative in deciding the final components of pan city initiatives proposed.
8.2 One Vadodara Mobile Application:
(A)Citizen Service Delivery
 Basic information dissemination
 Emergency contact details

 Complaints and Suggestions
(B) Maru Vadodara (Citizen’s Social Network)
 Recording a good deed done proactively
 Uploading on the app with selfie as an evidence
 Earn badges/points which can be converted to perks or concessions
(C)Vadodara Setu (Senior Citizen)
 Prompt on click medical service
 Minimum reaction time of first responder in case of emergency
 Regular interaction with VMC and public service bodies through online forums
(D)Virtual Tour
 Virtual representation of city heritage through mobile application
 Online booking of cultural events and convention centers
 Travel and event planner with voice enabled assistance
(E) Integrated Operation Centre, Command & Control Centre for disaster management
 Information and Advertising Display boards
 CCTV and Optical Fiber Cable
 Adaptive Traffic management System
 24x7 dedicated control room with Quick Response Team
IOC will act as brain of entire city nervous system with feeds from 469 CCTV &160 iPoles
connected through optical fiber & output to digital display board & city app thus reducing
reaction time of first responders. GIS will improve operational efficiency and property tax
collection.
8.3 Success Factors for Pan City Proposal
(A)Proactive collaboration of all stakeholders
Pan-city solutions have been derived from robust stakeholder consultations. Through SPV and
task force committee, coordination between departments including internal VMC departments,
Traffic, Transport, and VUDA etc at various stages of implementation is targeted to be achieved.
(B) Acceptance by citizens
As robust citizen inputs through consultations had been received from citizens in the process of
finalizing the project interventions, there is high likelihood that project will instantly be accepted

amongst citizens. For example: as inferred from citizen engagement and subsequent SWOT,
public transport has been one of the major challenges in the city. While Smart Buses project is
one of the key solution to address the issue, it is also expected to be immediately accepted
amongst the all sectors of society.
(C) Technology Integration & Convergence
The ICT enabled solutions envisaged in pan-city proposal are proposed to be built using common
API's and technology, which would ease the integration between projects, further facilitating to
integrate solutions with Integrated Operations Centre (CCCC). Also, convergence of proposed
pan-city projects with various other schemes would be a check on time-lines thus becoming a
value addition to success of the project.

9. CURRENT SCENARIO
The Smart City ABD and Pan-city proposal will be implemented in the Mission Period of
five years (2016-21). The proposal have been phased and scheduled in order to reduce time
and cost overruns. Based on the physical sequencing of various components/activities,
quantum of work in the components/activities, realistic time period required for
implementation has been laid for each components/activities and possibility of revenue
streams from some key activities to be ploughed back in the project investments. Phasing,
scheduling and projection of implementation as short, medium and long-term scenarios have
been presented in the Chart provided under Annexures. Key components projected as per
time lines are:
9.1 Short-term interventions (1-2years)
ABD Initiatives:-
 A4 Dust bin free zone,
 A10 Water ATM,
 A13 Wi-Fi,
 A23 Smart Hawker Zone,
 A29 Heritage tourist Bus,
 A36 Circular bus service route for School children, etc.
Pan City:-
 P3.2 Procuring CNG buses and enabling them with ICTcomponents
 P4.1 Construction of Integrated Operation Centre & Command and ControlCentre
 P4.3 ERP implementation at VMC.
9.2 Medium-term interventions (2-4years)
ABD initiatives:-
 A1 Smart Street lights,
 A2 Rooftop solar project,
 A3 Multi utility duct,
 A5 Neighbourhood Waste Management,
 A6 Multiple Common Toilet Blocks,

 A8 Deep water recharging through RWH,
 A9 24X7 Water Supply,
 A12 24x7 health facility,
 A14 Additionalities in Vishwamitri Riverfront Development,
 A22 Slum free area,
 A38 STP upgrading and decentralization with SCADA implementation, etc.
Pan City:-
 P1.1 HMIS and Health Card
 P1.2.1 SCADA for STPs
 P1.2.2 Bulk Water Metering across distribution lines
 P2.1 Good Citizen Service Delivery (‘Hu Vadodara ‘Module)
 P2.2 Virtual city tour with voice enabled city guide, cultural event planner and
online booking
 P4.1.3 Adaptive Traffic management System
 P4.2.1 GIS implementation for On-Surface built structures
 P4.2.2 GIS implementation for Underground
 P2.3 Service delivery app for senior citizens (‘VadodaraSetu’), etc.
9.3 Long term interventions (beyond 4years)
All pan-city solutions fall under above mentioned timelines. ABD that are achievable beyond 4
years are:
 A7 Rain water harvesting & its policy for users,
 A11 Place making- Footpath- Junction improvement & street redesign, Disable friendly,
etc.
 A31 Development of City Square- Redevelopment of Area around railway station,
 A32 Multi Level Car Park (MLCP)
 A34 NMT Infrastructure (Cycle Track, walk ways, underpass, zebra crossing etc.)
The components/activities to be funded under the SCP which are projected as Long-Term
Interventions are expected to be substantially complete by the end of 5th Year, ensuring delivery
of ABD and Pan-city proposal to the citizens. Some long-term initiatives will take as long as a
statutory development plan period (15-20 Years horizon) to realistically realize their impact.

10.SPV IMPLEMENTATION
The SPV is a critical institution for the implementation of the Proposal. The SPV will be
promoted by Vadodara Municipal Corporation. VMC and Government of Gujarat will have
equal shareholding in the SPV and together will have majority shareholding and control of the
SPV. Private sector and financial institutions can also be shareholders in the SPV.
10.1 Key functions of the SPV
 Plan, implement, manage and operate smart city projects
 Approve and sanction the projects including technical appraisal
 Mobilize resources
 Implement and monitor the Smart City Proposal with complete operational freedom
and comply with the requirements of MoUD
 Incorporate joint ventures and subsidiaries and enter into Public Private Partnerships as
required
 Enter into contracts, partnerships and service delivery arrangements as may be
required
 Determine and collect user charges as authorized by VMC
10.2 SPV – Organizational Structure
 The Board of directors will consist of the followingmembers:
 CEO
 Mayor ofVadodara
 MunicipalCommissioner
 Commissioner ofPolice
 Standing CommitteeChairman
 Leader ofOpposition
 DistrictCollector
 Eminent citizens appointed for policy making (2persons)
 Representative appointed by MoUD,GoI
 Director –VUDA

10.3 Work profile
Chairperson of the Board will be Municipal Commissioner of Vadodara Municipal Corporation.
The Chief Executive Officer will be appointed for a 3 year fixed term and can be removed only
with the prior approval of MoUD. The functions of the CEO will include:
 Overseeing day-to-day operations of the SPV
 Entering into contracts or arrangements for and on behalf of the SPV
 To formulate and submit to the Board of Directors for approval a Human Resource
Policy and its implementation
 Recruitment and removal of the senior management of the
Company
 The company will also have a Chief Financial Officer.

11. 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
SCP (refer Questions 13 and 26), and the finance that can be raised from the financial
market.
11.1Itemised Costs
The total cost estimated for the proposal is 2007 crores excluding the operation and maintenance
expenditures. The cash inflow is phased in a sustainable manner so that none of the stakeholders
are exposed to financial risk.
(A)AREA BASED PROPOSAL: Rs. 1674 Cr
 A1 Smart Street lights Rs. 10.2 Cr
 A2 Rooftop solar project Rs. 16.0 Cr
 A3 Multi utility duct Rs. 122.5 Cr
 A4 Dustbin Free Zone Rs. 50.37 Cr
 A5 Neighbourhood Waste-Management Rs. 12 Cr
 A6 Multiple Common Toilet Rs. 0.9 Cr
 A7 Rain water harvesting Rs.40 Cr
 A8 Deep water recharging Rs. 3.2 Cr
 A9 24X7 Water Supply Rs. 60.0 Cr
 A10 Water ATM Rs. 0.6 Cr
 A11 Place making- Rs. 102.9 Cr
 A12 24x7 health facility Rs. 4.0 Cr
 A13 Wi-Fi Rs. 25.0 Cr
 A14 to A21 Reinvigoration of Vishwamitri Riverfront Influence Area Rs. 508 Cr

 A22 Slum free area Rs. 260 Cr
 A23 Smart Hawker Zone Rs. 6 Cr
 A24 Vocational training Centre Rs. 4 Cr
 A25 Library Rs. 2.2 Cr
 A26 E Learning - Rs. 2.4 Cr A27 Heritage Rs. 50.0 Cr
 A28 Voice enabled heritage navigation Rs. 8.0 Cr
 A29 Heritage tourist Bus Rs. 3.5 Cr A
 30 City Identity Centre Rs. 4 Cr
 A31 Development of City Square Rs. 175 Cr
 A32 MLCP Rs. 40.4 Cr
 A33 NMT - bicycle sharing Rs. 6.0 Cr
 A34 NMT Infrastructure Rs. 38 Cr
 A35 E Rickshaw Rs. 5 Cr
 A36 Bus service route for children Rs. 1Cr
 A37 Retrofitting of Fire Station Rs. 5.0 Cr
 A38 STP upgrading with SCADA Rs. 19 Cr
 A39 Smart water meters Rs. 40.0 Cr
 A 40 Smart Electric Meter Rs. 36.0 Cr
 A 41 iPoles Rs. 16.0 Cr
 A 42 Smart School Management System for Municipal schools Rs. 0.7 Cr
(B) PAN CITY PROPOSAL: 332.75 crores
 P1 Project ‘Urban Jeevan’ (71.1 crores)
 P2 One Vadodara Mobile app (3.1 crores)
 P3 Urban Mobility (125.6 crores)
 P4 Project ‘Utility Plus’ (133 crores)
 P4.1 Integrated Operation Centre & Command and Control Centre (75 crores)
 P4.2 GIS (43 crores)
 P4.3 ERP implementation at VMC (15 crores)

11.2Resources Plan
Financially viable capital projects play key role in sustainable development. These are the
projects that Vadodara plans to undertake so as to retrofit, redevelop or upgrade capital assets.
By their nature, these assets have a long expected life cycle. So the goal in financing them is to
spread the payments over the life of the asset, which requires a revenue stream to cover the
financing repayment as well as a return to stakeholders.
Financing models of projects envisaged have been critically evaluated and the following funding
strategies have been considered.
1) Smart City Mission:- INR 976 crores (this is as per MOUD guidelines, with 488 cr coming
from centre and balance from State/ ULB)
2) Central government schemes:- Leveraging the various convergence schemes by central
government, an amount of 436.03 crores can be obtained through thefollowing:
(a) AMRUT – ( 35.2 crore) Up gradation of Sayaji Baug STP (12 crores), Decentralization of
Vadiwadi STP (3.2 crores), Smart Water Metering (20 crores)
(b) PMAY – Slum free area ( 259.6 crore)
(c) Swach Bharat Mission – Multiple Common Toilet (50 lakhs), Smart Dustbins (3.2
crores), Neighbourhood Waste management (2.4 crores)
(d) Integrated Power Development Scheme – Smart Electric Meter (18 crores), Smart Street
LED Light (0.92 crores)
(e) National Skill Certification and Monetary Reward Scheme - Vocational training centres,
Artisan centre and Counselling centres (3.4 crores)
(f) National Solar Mission – Rooftop Solar Project (5 crores)
(g) National Health Mission - Health Management Information System and sanctioning of
health cards (1 crore)
(h) Allocated funds under City Bus project by VMC - Procuring of CNG based buses (72
crores)
3) Some of the projects can be fully / partially developed on PPP, thereby ensuring that fund
requirements of INR 478 crores (Capex: INR 413 crores and Opex: INR 65 crore) is taken
care of accordingly.
The key projects identified for PPP are:

 Smart Bus Terminus and Public Information System at 120 Bus Stops
 Water ATM in ABD area
 Slum Free Area – in situ (ABD) at Jamwadi
 Development of City Square - Redevelopment of Area around the railway station
 Multi-Level Car Parking in ABD area
 Non-Motorized Transport (NMT) – Bicycle Sharing in ABD area
 E-Rickshaw on Feeder Routes in ABD area
 Circular Bus Service for School Children in ABD area
 Neighbourhood Waste Management in ABD area
 Wi-Fi Services (50 Points) in ABD area
 Roof-top Solar Project
 Additionalities to Vishwamitri Riverfront Project
4) Additional Revenue/ Cost Savings: The SPV can improve the finances through additional
revenues and cost saving over 10 years from better services and efficiency improvement.
This would comprise of:
 Rs.34 crores from installing Smart Water meter in ABD
 Rs.05 crores from Smart street lighting in ABD
 Rs.08 crores from Roof top solar in ABD
 Rs.16 crores from STP upgrading and decentralization with SCADA in ABD
 Rs.10 crores Information Display Board (on Roads) - Advertisement Revenue
 Rs.12 crores from GIS mapping of entire city - revenue from increase registration of
properties
11.3Share of VMC (ULB)
Funding can be arranged through various sources, as discussed below:
From the own source of Income of VMC: As per the income and expenditure data of VMC, in
2014-15, the annual income of VMC is INR 959 crore, out of which, after making payments for
revenue expenditure, VMC will be in position to transfer at least INR 100-150 crores for
development works every year from its surpluses.

Thus, it is estimated than about INR 100 crores can be funded by VMC per year as smart city
funding. For any additional requirement related to smart city projects, VMC can arrange fund
through other financial tools like selling of land, bonds and also seeking assistance from
financial institutions like HUDCO and NHB.
11.4Other Mechanisms of Funding Projects
These include the following:
CSR initiatives: Vadodara has presence of big industries like GSFC, Bombardier, Alembic,
Reliance, IOCL, GSPC etc. The smart city SPV can tap these industries to fund a few projects,
particularly projects oriented towards community development like smart dustbins, pedestrian
friendly streets etc.
11.5Costs
The total life time cost estimated for SCP is INR 2198 crore (10 years lifetime) which comprises
of a capex of INR 2007 crore, opex of INR 191 crore.
The detail split of life time cost is mentioned below:
(A)Area Based Development – Life Time Cost of INR 1843 crore
1. Heritage Tourism:
(i) Revamping of Heritage Structures and Parks: Total INR 54crore (Capex: INR 50
crore, Opex: INR 4 crore)
(ii) Heritage Bus: Total Capex of INR 4 crore
(iii) City Identity Center: Total INR 4.5 crore (Capex: INR 4 crore, Opex: INR 0.5 core)
(iv) Voice enabled map based app: Total INR 8.6 crore
2. Additionalities to Vishwamitri Riverfront Project: Total INR 518 crore (Capex: INR 477
crore, Opex: INR 41 crore)
3. Place Making – Footpath, Junction improvement and street redesign: Total INR 112 crore
(Capex: INR 103 crore, Opex: INR 9 crore)
4. Roof Top Solar , Smart Electric Meters and Smart Streetlights:
(i) Smart Electric Meter: INR 39 crore (Capex: INR 36 crore, Opex: INR 3 crore)
(ii) Roof-top Solar: Total INR 17 crore (Capex: INR 16 crore, Opex: INR 1 crore)
(iii) Smart Street lights: Total INR 11 crore (Capex: INR 10 crore, Opex INR 1 crore)

5. Water Supply and Sewerage Management:
(i) 24 x 7 Water - upgradation of existing water infrastructure: Total INR 84 crore
(Capex: INR 60 crore, Opex: INR 24 crore)
(ii) Smart Water Meter: Total INR 43 crore (Capex: INR 40 crore, Opex: INR 3 crore)
(iii) Water ATM: Total Capex INR 1 crore
(iv) Rainwater Harvesting: Total INR 43 crore (Capex: INR 40 crore, Opex: INR 3 crore)
(v) Deep water recharging: Total Capex of INR 3 crore
(vi) STP upgrading and Decentralization with SCADA: Total INR 30 crore (Capex: INR
19 crore, Opex: INR 11 crore)
6. Solid Waste Management and Sanitation:
(i) Dustbin Free Zone: Total INR 71 crore (Capex: INR 51 crore, Opex: INR 20 crore)
(ii) Neighbourhood Waste Management: Total INR 17 crore (Capex: INR 12 crore, Opex:
INR 5 crore)
(iii) Multiple Common Toilet Blocks: Total Capex INR 1 crore
7. Public Transport:
(i) Development of City Square- Redevelopment of Area around railway station: Total
Capex of INR 175 crore
(ii) Multi-level Car Parking: Total INR 44 crore (Capex: INR 40 crore, Opex: INR 4
crore)
(iii) E Rickshaw: Total INR 5 crore
(iv) Circular Bus Service for School Children: INR 1 crore
8. Non-motorized Transport:
(i) NMT Bicycle Sharing: Total INR 7 crore (Capex: INR 6 crore, Opex: INR 1 crore)
(ii) NMT Infrastructure: Total INR 38 crore
9. Citizen Services and E-Governance:
(i) I-poles integrated with Command & Control Center: Total INR 18 crore (Capex: INR
16 crore, Opex: INR 2 crore)
(ii) Wi-Fi: Total INR 33 crore (Capex: INR 25 crore, Opex: INR 8 crore)
(iii) Smart School Management System: Total INR 0.77 crore (Capex: INR 0.7 crore,
Opex: INR 0.07 crore

(iv) E Learning (digital inclusiveness) - Corporation School + Smart Night Classes for
Adult & old age education: Total INR 3 crore (Capex: INR 2 crore, Opex: INR 1
crore)
10. Services to Urban Poor:
(i) Slum Redevelopment: Total Capex INR 260 crore
(ii) Skill Development: Total INR 6 crore (Capex: INR 4 crore, Opex: INR 2 crore)
(iii) 24 x 7 Urban Health Facility: Total INR 12 crore (Capex: INR 4 crore, Opex: INR 4
crore)
11. Other Important Infrastructure Facilities:
(i) Multi-utility duct: Total INR 133 crore (Capex: INR 123 crore, Opex: INR 10 crore)
(ii) Library with Digital Facilities at MSU: Total INR 3 crore (Capex: INR 2 crore, Opex:
INR 1 crore)
(iii) Smart Hawker Zone: Total INR 6.8 crore (Capex: INR 6 crore, Opex: INR 0.8 crore)
(iv) Retrofitting of Fire Station and Upgrading of High-tech facilities: Total INR 5.5 crore
(Capex: INR 5 crore, Opex: INR 0.5 crore)
(B) Pan City Development – Life Time Cost of INR 355 crore
1. Public Transport:
(i) Procurement of New CNG Buses (with smart components): Total Capex of INR 82 crore
(ii) 2 Smart Bus Terminus and Public Information System at Bus Stops: Total Capex of INR
44 crore
2. Public Health:
(i) HMIS and Health Cards: Total INR 39 crore (Capex: INR 35 crore, Opex: INR 4 crore)
3. Smart Water (SCADA for STP and Bulk water meter):
Total INR 40 crore (Capex: INR 36 crore, Opex: INR 4 crore)
4. GIS Mapping (underground & over surface):
Total INR 46 crore (Capex: INR 43 crore, Opex: INR 3 crore); ERP for Vadodara M.
Corporation: Total INR 17 crore (Capex: INR 15 crore, Opex: INR 2 crore)
5. IOC & CCC:
Total INR 83 crore (Capex: 75 crore, Opex: 8 crore)
6. One Vadodara Mobile Application:
Total INR 3.5 crore (Capex:3.1 crore, Opex: 0.4 cr)

Vadodara Smart City Report

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