singapore - clc...and clc for their tireless efforts to implement the initiative. i am grateful to...
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Singapore
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2008 statistics
42NUMBER OF CITIES
340,000,000URBAN POPULATION
32.5% OF TOTAL POPULATION
2030 forecast
68NUMBER OF CITIES
590,000,000URBAN POPULATION
40.0% OF TOTAL POPULATION
Figures based on "India's Urban Awakening: Building Inclusive cities and sustainable economic growth," McKinsey Global Institute, 2010.
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Forewords 4
About the Organisations 6
Preface 7
Introduction and Report 9
CASE STUDIES
Land Planning and Management 14
Amaravati
Coimbatore
Transit 25
AMRUT IN BRIEF
Gurugram
Gangtok
Heritage Conservation 29
HRIDAY IN BRIEF
Jaisalmer
Ahmedabad
ContentsAffordable Housing 38
Housing for all IN BRIEF
Bihar
Madhya Pradesh
Smart Solutions 42
Using GIS to enhance master planning
Smart Cities Mission IN BRIEF
Pondicherry
Sustainable Environment 50
Swachh Bharat IN BRIEF
Maharashtra
Ambikapur
Annex: List of Participants and Resource Persons 60
Select bibliography 63
Image credits 64
Acknowledgements 65
EDITORIAL TEAM
WRITERS
Elyssa Ludher Senior Assistant Director, Centre for Liveable Cities
Ruhi Lal Assistant Director, Centre for Liveable Cities
Lim Swee Keng Deputy Director, Centre for Liveable Cities
Subadevan Mahadevan Manager, Centre for Liveable Cities
Mohd. Monis Khan Head of Urban and Regional Information System (URIS),
Town and Country Planning Organisation, India
RESEARCH SUPERVISOR
Michael Koh Fellow, Centre for Liveable Cities
Lim Swee Keng Deputy Director, Centre for Liveable Cities
EDITOR
Prema Somasundram Editor (Adjunct), Centre for Liveable Cities
DESIGNER
Sylvia Sin Designer (Adjunct), Centre for Liveable Cities
COVER DESIGN
5W Infographics
© 2018 Centre for Liveable Cities (CLC), Singapore. All rights reserved.
Set up in 2008 by the Ministry of National Development and the Ministry of the Environment and Water Resources, the Centre for Liveable Cities (CLC) has as its mission “to distil, create and share knowledge on liveable and sustainable cities”. The CLC’s work spans four main areas—Research, Capability Development, Knowledge Platforms, and Advisory. Through these activities, the CLC hopes to provide urban leaders and practitioners with the knowledge and support needed to make our cities better. For more information, please visit www.clc.gov.sg.
ISBN 978-981-11-7488-9
All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher.
Every effort has been made to trace all sources and copyright holders of news articles, figures and information in this book before publication. If any have been inadvertently overlooked, CLC will ensure that full credit is given at the earliest opportunity.
For feedback and enquiries: CLC Publications 45 Maxwell Road #07-01The URA CentreSingapore 069118T +65 6645 9576E [email protected]
Printed on Enviro Wove, a paper made from 100% post-consumer recycled pulp.
CLC is a division of
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Smt. Sushma SwarajExternal Affairs MinisterIndia
Over the years, Singapore has emerged as one of
the finest city-states of the world, redefining the
very essence of urbanisation by blending it with
sustainable development. With its business friendly
environment, successes in urban planning and
improved quality of life, Singapore consistently
figures among the top smart cities in the world.
We can learn immensely from Singapore in
this field. Smart City Development and Urban
Rejuvenation is, therefore, an important
component of the multifaceted India-Singapore
Partnership. Cooperation in Smart City and Urban
Planning was one of the 5-S Planks (Five areas of
cooperation to enhance bilateral relations), agreed
upon during my visit to Singapore in August 2014.
I am delighted that this cooperation has evolved and
today India and Singapore collaborate in the areas
of urban planning, smart cities development, skills
development, smart mobility, waste management
and water.
During the visit of the Honourable Prime Minister
of India, Shri Narendra Modi, to Singapore on 23–25
November 2015, a Memorandum of Understanding
(MoU) was signed between the Town and Country
Planning Organisation (TCPO) of the Government
of India and the Singapore Cooperation Enterprise
in the area of Capacity Building in Urban Planning
and Governance. The MoU, executed by the Centre
for Liveable Cities (CLC) in Singapore, has imparted
training to 99 Indian officials. I commend TCPO
and CLC for their tireless efforts to implement the
initiative. I am grateful to the Prime Ministers of
India and Singapore for their vision. The benefits of
this training program will have long-lasting impact.
India is growing at an unprecedented rate and
urbanising at a rapid pace, with hundreds of
millions likely to join the urban population in the
next two decades.
We have to build new cities and towns. We have
to look for smarter ways to make our cities clean,
green, habitable and future oriented. Increasing
efficiency and improving the overall quality of life
of every Indian is one of the core objectives of our
Government. We are striving in the best possible
fashion to improve the quality of life of our people.
In this context, the Smart Cities Mission, under the
Ministry of Housing and Urban Affairs, has acquired
key significance. Acquiring Singapore’s expertise in
this endeavour will be beneficial.
I am certain that the India-Singapore partnership
in urban planning will become a major milestone
in our bilateral relationship. This book will be an
extremely useful academic resource for policy
makers and urban planners.
Foreword
India’s urban transformation presents both challenges
and opportunities. Urban areas account for well over
half of the country’s GDP and represent an ever-
growing proportion of its population. Recognising
this, Prime Minister Narendra Modi put forward a
vision of building 100 Smart Cities in India. He also
sought to study Singapore’s development experience
for examples of transforming urban areas into highly
liveable cities.
It is therefore fitting that “Smart City Development
and Urban Rejuvenation” is a key pillar of the India-
Singapore Strategic Partnership. We are happy to
contribute a small part to India’s urbanisation journey
by sharing our experiences, not only in town and city
planning, but in addressing challenges like waste and
water management, sustainability and social urban
planning. The collaboration between Singapore’s
Centre for Liveable Cities and India’s Town and Country
Planning Organisation on an Urban Planning and
Governance Programme is highly commendable and
helps to form important partnerships among the urban
planning community in both countries.
I am pleased to note that this book captures case
studies of how Indian cities can lead the way in
urbanisation and how Singapore can play a role. I am
confident that this will serve as a relevant and useful
resource for all urban practitioners, and help contribute
towards the deepening of Singapore-India relations.
Foreword
Dr Vivian BalakrishnanMinister for Foreign Affairs Singapore
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Preface
Singapore and India share a strong historical
connection. India was among the first countries
to officially recognise Singapore as an
independent sovereign nation back in 1965. Even
our country’s name, Singapore, can be traced to
“Singapura”, Sanskrit for Lion City. Our shared
colonial past has left common legacies in law and
administration. Singapore’s development is owed
in part to the hardworking men and women of
the Indian diaspora.
Till today, we have continued to pursue mutually
beneficial partnerships. When Singapore and
India’s partnership level was raised to that of
Strategic Partner, the Centre for Liveable Cities
Singapore worked closely with our counterpart,
the Town and Country Planning Organisation
(TCPO) of India's Ministry of Housing and Urban
Affairs, to provide capability development
exchange to senior State and Federal officials
from 2016 to 2017. Furthermore, Singapore
has been assisting to develop Amaravati’s new
master plan in Andhra Pradesh since 2014, our
first Government-to-Government urban project.
Our shared Asian values will continue to facilitate
closer relationships. We commonly feel the
urgency to grow sustainably and address the
effects of climate change to build resilient,
inclusive cities. This urgent development must be
built on the principles of integrated planning and
dynamic urban governance to build competitive
economies and sustainable environments and
ensure that residents have a rising quality of life.
It requires an urban systems based approach
to solving the complex problems which our
cities face today. Singapore and India can work
together on urban solutions—in infrastructure,
water, planning and transport—to build a more
sustainable world. Use of smart technologies
can be an important enabler and springboard, if
harnessed smartly and sensibly. Some of the case
studies in this book already share some excellent
examples of how Indian cities are leading the way.
The Centre would like to thank the Ministry
of Foreign Affairs, Singapore, and TCPO,
and all our programme participants and
resource persons who have contributed their
knowledge, expertise and time to make this
publication possible.
We hope to continue to build on our strong
foundations and see more partnerships
in years to come.
Khoo Teng ChyeExecutive DirectorCentre for Liveable Cities
About the organisations
About CLC About TCPO
Town and Country Planning Organisation Ministry of Housing and Urban Affairs Government of India
Set up in 2008 by the Ministry of National
Development and the Ministry of Environment
and Water Resources, the Centre for Liveable
Cities (CLC) has as its mission to “distil,
create and share knowledge on liveable and
sustainable cities.” CLC’s work spans three
main areas: Research, Capability Development
and Knowledge Platforms. Through these
activities, CLC hopes to provide urban leaders
and practitioners with the knowledge and
support needed to make our cities better.
www.clc.gov.sg
The Town and Country Planning Organisation
(TCPO) under Ministry of Housing and Urban Affairs,
Government of India, is the apex technical and
advisory organisation for all matters concerning
Urban and Regional Planning in the Country.
The TCPO came into existence in 1962 when the
erstwhile Town Planning Organisation (TPO), which
was created at the instance and initiative of Hon’ble
Prime Minister Pandit Jawaharlal Nehru, and
Central Regional and Urban Planning Organisation
were merged together. TCPO is providing advice of
the highest competence to the Central and State
Governments, Public Sector Undertakings and
Local Authorities on all matters pertaining to
Urban and Regional Planning and Development.
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CLC is a division of
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The year 2015 was a milestone in India-Singapore relations. As the two countries celebrated 50 years of diplomatic ties, a historic joint statement was inked by Prime Minister Lee Hsien Loong and Prime Minister Narendra Modi that November, which elevated the relationship to a Strategic Partnership. The strategic agreement committed the two countries to cooperating in several areas including urban planning and development.
Prime Minister Modi had assumed office
at a critical turn in India’s developmental
story. While cities are home to 33% of India’s
population and contribute to more than half of
India’s Gross Domestic Product (GDP), they face
the challenge of having to house an additional
300 million urban residents by 2050. The
existing urban infrastructure is already under
severe strain. Prime Minister Modi recognised
this challenge and made sustainable and
equitable urbanisation one of his key policy
thrusts. Targeted programmes launched under
his premiership such as the Swachh Bharat Abhiyan, Atal Mission for Urban Regeneration and Transformation (AMRUT), and the Smart Cities Mission address,
respectively, issues of urban cleanliness and
sanitation, equitable urban rejuvenation, and
the harnessing of technology for urbanisation.
Struck by Singapore’s rapid success in
overcoming its spatial and resource constraints
and transforming itself from a third world to
a highly liveable first world city-state today,
Prime Minister Modi sought to tap the country’s
urban planning experience. During a visit to
Singapore in March 2015, he consulted with
Singapore’s Emeritus Senior Minister Goh Chok
Tong on the possibility of collaborating in the
area of urban development. Prime Minister
Modi’s request was then formalised in the
strategic agreement, with Singapore committing
itself to train up to 100 Indian officials in urban
governance and integrated planning.
Singapore’s Ministry of Foreign Affairs thus
partnered with the Centre for Liveable Cities
(CLC), under Singapore’s Ministry of National
Development, to curate and deliver a capability
development programme drawing on the
lessons from Singapore’s urban development
for the past five decades This programme, the
“Urban Governance and Planning Programme”,
was delivered in partnership with the Town and
Country Planning Organisation (TCPO), the
planning arm of India’s Ministry of Housing and
Urban Affairs (MoHUA).
Introduction and Report on the Urban Governance and Planning programme
Singapore
Amaravati
Maharashtra
Jaisalmer
Gurugram
PondicherryCoimbatore
Ahmedabad
MadhyaPradesh
Ambikapur
Gangtok
Bihar
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The best intentions in planning can come to
naught if a city’s governance is ineffective.
Hence, Singapore places a premium on good
governance. The Singapore concept of dynamic
urban governance involves five implicit
principles. The first is that governance requires
leading with vision and pragmatism, which
highlights that decision-makers must have the
political will to push through policies that may
not be popular but will benefit the country in
the long term. The second principle is building
a public sector culture of integrity, where
corruption is absent and there is accountability
and transparency. It is this culture of integrity
that will give politicians and public sector
officials the legitimacy to carry through
unpopular policies. The third is cultivating
sound institutions, that is, the structures and
processes needed to ensure that planning and
development transcend beyond human whims.
Apart from formal institutions, this principle
also involves informal institutions—the norms
of governance such as a rational approach
to policy, respect for sound professional
competence, the separation of politics and
the professional services, meritocracy,
and the aforesaid culture of integrity. The
fourth is about involving the community as
stakeholders since creating a liveable city is a
complex undertaking and needs the support of
its residents for it to be sustainable. The final
principle involves working with market forces
to incentivise behaviour and improve efficiency.
“ 1.1 million Indians come here [Singapore] every year. And it is nothing to do with an ancient heritage, beautiful forests, national parks or whatever. It is the totality of this experience. The lesson to draw from here is that it is possible to imagine and then create something—the tangible with the intangible.”
Mr Jawed Ashraf, High Commissioner of India to the Republic of Singapore 18 August 2017
Participants at Singapore's Bishan–Ang Mo Kio Park, which is an example of an "Active-Beautiful-Clean Waters" project integrated with a park.
Integrated Planning and Dynamic
Urban Governance: Key principles for
sustainable development
The CLC’s capability development programme
is centred around the Singapore Liveability
Framework, which captures the processes and
mechanisms by which Singapore sought to
achieve the three outcomes that characterise
a liveable city: a competitive economy, a
sustainable environment and a high quality
of life.
At the heart of Singapore’s successful
urban development are its long-term and
integrated approach to master planning and
development, and its efforts to institutionalise
good governance. A key pillar of the integrated
master planning approach is the Concept
Plan, which considers a 50-year time horizon.
To prioritise the competing uses for land, the
plan is created through inter-agency efforts to
ensure all key land-use requirements are met.
Taking a long-term view also helps the
government anticipate future challenges and
work towards meeting them. Even so, given
that the future is unpredictable and no plan
is perfect, Singapore’s planners recognise the
need to build in some operational flexibility and
periodically revisit their plans in the light of
changing conditions. Furthermore, as a plan is
only as good as its successful implementation,
effective execution through careful preparation
and sound policy is key. Finally, resource
constraints, whether natural, physical or
financial, will inevitably place limits on urban
development. To overcome these, there is a
need to systematically engage in innovation,
whether in physical or policy aspects.
The Singapore Liveability Framework for Liveable and Sustainable Cities
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Lastly, and most importantly, participants
workshopped action plans to address urban
challenges they faced in their home cities.
These workshops were facilitated by
Singapore’s urban experts.
It is these discussions that have been captured
in this publication. Not all of them could be
featured here; only a handful were selected
to provide an overview of the broad range
of topics that were covered. The discussions
reflected the spirit of daring to dream and of
breaking organisational silos to solve complex
urban challenges. It is hoped that India’s urban
planners will be imbued with the same spirit
as they take on the daunting task of addressing
the pressures of rapid urbanisation in the
coming years.
“ The Capacity Building programme organised by the Centre for Liveable Cities was an excellent programme, comprehensive and well structured, with a wide-ranging syllabus covering relevant subjects, a judicious mix of informative and interesting lectures and presentations, field visits and assignments, lively question and answer sessions, and highly experienced professionals as faculty. Overall, it was a great value-addition for planning professionals.”
Mr Sompalle Surendra, Additional Chief Planner, TCPO
Participants at lectures, during action plan discussions and during site visits.
From Singapore to India
Singapore’s training commitment to India
was realised between 2016 and 2017 with the
holding of four runs of a week-long training
programme for 99 urban planners, engineers
and administrators from TCPO and various
state planning agencies hailing from 31 of
India’s States and Union Territories.
The structure and contents of the programme
were formulated by the CLC in close discussion
with TCPO, led by then Chief Planner Mr Kishore
Kumar Joadder. Lecture topics and site visits
were carefully designed to reflect the needs
of the leaders, planners, engineers and other
officials attending the programme. Lectures
were held across the various urban domains
such as integrated planning, housing, water,
sustainable environment, greening, transport,
industrial economy, urban financing, land
acquisition and resettlement, and conservation
and heritage. Site visits were also held—
carefully curated to demonstrate many of the
principles at work in enabling Singapore’s urban
transformation. Participants were brought to
Toa Payoh township—the first planned township—
to demonstrate the application of integrated
planning; to Bishan-Ang Mo Kio park to learn how
Singapore’s “Active, Beautiful, Clean Waters”
programme had enabled the transformation of
drab, concrete drains into lively public spaces
besides being used for flood management;
and to the Tuas South Incineration plant to get
a glimpse of Singapore’s waste management
strategy and see for themselves how such a
Waste-To-Energy plant worked.
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LAND PLANNING AND MANAGEMENT
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1 A scheme whereby landowners voluntarily give up their lands in return for smaller plots in the built capital but with added value such as sewerage, electricity connections and other amenities. For Amaravati, landowners also obtained an annuity along with other benefits.
2 International Enterprise Singapore is known as Enterprise Singapore as of 1 April 2018.
was signed in December 2014 for collaboration in
master planning and the construction of Amaravati
as a modern, vibrant, sustainable and smart city
with a strong economy, excellent social amenities
and efficient transport and logistics networks. It
included selecting an initial “seed" or start-up area
for a Singapore private sector group to start the
process of implementing the master plan. Through the
partnership, it was envisaged that AP officials would be
able to adapt Singapore’s experiences to their context.
The challenge then lay in coming up with a
comprehensive approach to master planning,
development and governance that would fulfil
several objectives: serving as a common reference
for all implementing agencies, providing direction
for government officials on prioritising development,
setting up institutions and processes which would
give clarity to potential investors and developers, and
maintaining public confidence in the capital city effort.
Jun 2014 Dec 2014 Mar–Jul 2015 Oct 2015 May 2017
AP approaches Singapore to help develop its new capital, Amaravati.
First Memorandum of Understanding (MoU) signed between Singapore and AP. Singapore to create three master plans: for the capital region, capital city and the city's commercial area.
Singapore hands over the master plans in three phases.
Singapore consortium submits a proposal to be the master developer of a 6.84km2 start-up area, which is set to be Amaravati's commercial core. The master developer will prepare and market the area to attract businesses.
Singapore consortium appointed master developer of the start-up area. Second MoU inked for greater collaboration between Singapore and AP governments in economic and institutional development.
MILESTONES IN THE SINGAPORE– ANDHRA PRADESH PARTNERSHIP
Source: Challenge magazine, Singapore Public Service Division.
CM Naidu and AP officials at Toa Payoh Mass Rapid Transit station in November 2015 being briefed by urban planners on how Singapore integrates its residential townships with mass transit facilities.
CM Naidu being briefed on the planning and development of Singapore's Marina Bay by CLC and Urban Redevelopment Authority officials during his visit to Singapore in November 2014.
Land planning & management
When the Indian state of Andhra Pradesh was split
into two on 2 June 2014, the residuary state faced
the challenge of building a new capital as it was given
10 years to cede its existing capital, Hyderabad, to the
newly minted state of Telengana. Hyderabad is shared
by the two states currently. Thus, in September 2014,
the State Assembly of the new Andhra Pradesh (AP)
passed a resolution to establish a greenfield capital
on the banks of the Krishna River in the middle of
the state, between Vijayawada and Guntur cities.
The name "Amaravati"—abode of the gods or place
for immortals—was picked for the new city after a
well-known historical Buddhist town nearby.
The challenge The need to plan and develop a greenfield city
Mr Chandrababu Naidu, the first Chief Minister of the
new AP, began to embark systematically on two key
steps to kick-start the work of building the capital
city. The first was assembling the land required
through a land pooling exercise,1 with land acquisition
considered only as a last resort. The second major
step was setting out the vision and master plan for
the city. While there are numerous international urban
planning consultancies which could deliver city-scale
master plans, Chief Minister Naidu and his team were
aware that the task at hand would entail a holistic
approach going well beyond mere master planning to
the effective execution of those plans.
Andhra Pradesh partners with Singapore
A longtime admirer of Singapore, Chief Minister Naidu
approached its government to partner AP in the
master planning and development of Amaravati. As
the Singapore Government already had a committee
looking to further strategic and economic ties with
India, a team comprising Singapore’s Ministry of
Trade and Industry, Ministry of Foreign Affairs, the
then International Enterprise Singapore,2 Singapore
Cooperation Enterprise, the Centre for Liveable
Cities (CLC), and the Building and Construction
Authority was able to respond quickly to the
request. A Memorandum of Understanding (MoU)
Amaravati Partnering for a new capital city
Faced with the monumental task of building a new capital, the Government of Andhra Pradesh sought to tap Singapore's experience in building a world-class sustainable and liveable city. This case study looks at how it has partnered Singapore in embarking on master planning, institution building, adopting a development strategy and capacity building.
Amaravati
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Master planning
Drawing on Singapore’s urban planning experience
from its early days when it was helped by a United
Nations Development Programme (UNDP) team,3
the Singapore inter-agency team advocated an
integrated approach, beginning with a long-range
plan for the AP capital region. This would be a plan
not just for the capital city in isolation but one that
also considered the city’s broader economic role
and how it is physically connected with other cities
in the region such as Vijayawada and Guntur. The
other components of the plan are a capital city plan
and, given the scale of the endeavour, the “seed area
plan”, which is a plan for a priority development area.
AP’s newly set-up Capital Region Development
Authority (CRDA) and other state agencies in their
nascent stages of establishment needed to have the
master plans quickly so that they could focus more
attention on the implementation aspects. Hence,
Surbana International Consultants and Jurong
International,4 two Singapore urban planning firms
which began as government planning units and have
proven track records in developing cities, townships
and industrial parks in Singapore, India and globally,
were chosen to work in consultation with CRDA and
CLC to draw up three master plans:5 the Capital
Region plan involving a 7,325 km2 area within the
Vijayawada-Guntur-Tenali-Magalagiri boundary, the
Capital City plan involving 125 km2, and a detailed
3 In 1962, Singapore had requested technical assistance from the United Nations and help was delivered in three stages: a systematic urban renewal strategy for the overcrowded and slum-filled Central Area known as the Lorange plan, a strategy of project-based action programmes spearheaded by government agencies and coordinated by an overall physical guiding concept called the Koenigsberger plan, and the State and City Planning project with a planning consultancy engaged by UNDP working alongside Singapore government officials seconded to the project for a smooth transition to implementation.
4 Today known as Surbana-Jurong Private Limited.
5 The areas covered by the master plans were adjusted in consultation with CRDA during the drafting process. The master plans have also since undergone adaptation by CRDA, which gave first notification of these changes to the public in February 2016.
“seed area” master plan for 8 km2. The endeavour
included a regional socio-economic analysis and
demographic study and recommended a set of
strategies to enhance connectivity and undertake
transit-oriented urban development while protecting
agricultural zones, nature reserves and heritage areas.
To grow the economy, the master plan proposed
envisaging the city as a commercial hub for
existing regional industries such as agri-businesses
and logistics and new ones such as information
technology-enabled services and biotechnology.
Besides a Central Business District, commercial and
industrial zones near residential neighbourhoods
were proposed to promote job creation while reducing
commuting time. The plans also laid out transport
provisions via a Bus Rapid Transit system that can
eventually be upgraded to a Mass Rapid Transit
system complemented by non-motorised transport
choices, and infrastructure provisions, namely flood
management, water and power supply, sewerage
and solid waste systems. To leverage Amaravati’s
location beside the Krishna River, a blue and green
plan connecting existing greenery and waterways
was proposed to be integrated with residential
and recreational areas for residents. Innovative
approaches such as combining water bodies as flood
control-water storage facilities and as locales for
public enjoyment were included in the plans.
“CMNaiduiskeentoworkwithSingapore,andbenefitfromourexperience,torealisehisvisionforthecapitalcity.ThispartnershipisalsoanexcellentexampleofhowSingaporeandSingaporecompaniescanseizeopportunitiesandcontributeourexpertiseinurbanplanning,developmentandgovernancetoIndianPrimeMinisterModi’splantodevelopSmartCitiesforIndia.” Mr S. Iswaran, Minister for Trade and Industry, December 2014
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Nandigama
Vijayawada
Tadepalle
Gannavaram
Gudivada
MangalagiriSattenapalle
Nuzvid
Tenali
Ponnur
Guntur
Capital City
News report on Singapore's presentation of the master plan for the capital city to Andhra Pradesh, Straits Times, 26 May 2015 http://news.asiaone.com/news/asia/unveiled-plan-andhra-pradeshs-capital
ToppicView of the Amaravati region from the Undavalli caves BottompicBustling Vijayawada city
CAPITAL REGION CONCEPT PLAN
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X
X
X
X
X
X
Kolanukonda
Tulluru
Nowluru
Rayapudi
Penumaka
Nelapadu
Nekkallu
Mandadam
Ainavolu
Bethapudi
Undavalli
Tadepalli
Sakhamuru
Nidamarru
Kuragallu
Dondapadu
Borupalem
Yerrabalem
Velagapudi
Neerukonda
Malkapuram
Mangalagiri
Tallayapalem
Venkatapalem
Lingayapalem
Ananthavaram
Abbarajupalem
Pichikalapalem
Krishnayapalem
ModugalankapalemKondamarajupalem
Uddandarayunipalem
60 m
50 m
25 m
60 m
50 m
60 m
60 m
25 m
50 m
50 m
50 m
25 m
50 m
60 m
50 m
25 m
50 m
60 m
50 m
50 m
50 m
50 m
50 m
50 m
50 m
50 m
50 m
50 m
50 m
50 m
50 m
60 m
50 m
50 m
60 m
50 m
50 m
50 m
50 m
50 m
60 m
50 m
25 m
Naga Stupa
Undavalli Caves
Ananthavaram Temple
U2
P3
P1
P1
R1
P3
I3
P3
P2
P1
P2
P3
P3
P3
P2P1
R1
P3
P3
P1
P2
P3
P1
P3
P3
P1
P2
P2
P1
I3
S3
P3
P1
P3
I3
P1
I3
U1
P1
S3
P3
P2
P1
S3
P3
I3
P1
P3
R1
P1
I3
U1
P1
P3
S3
S2
P3
R1
S3
U1
P1
R1
I3
R1
S2
P1
P1
P2
P2
S3
I1
P3
I3
R3
R3
R3
P1
R3
P3
I2
R3
R3
P1
S3
R3
R3
P3
P1
R1
R3
R1
P2
P1
U1
R4
C2
S3
R1
R3
R3
S2
R1
R1
R3
P3
P1
P2R3
R3
S2
P1
P2
S2
R3
C2
P1
R3
R3
R3
C2
R1
S3
S3
R3
R3
S3
R3R3
U1
R3
R3
R3
R3
R3
R3
R3
R3
R3
C2
R3
P1
P1
R1
R3
R3
P2
R1
R1
I3
R1
C2
R3
R3
R3
C2
R3
R3
P1
R3
R3
R3
R3
P3
R3
C2
S3
C2
R1
R3
U1
R3
R3
R3
P1
C3
C2
R3
R4
R3
P1
S3
R3
R3
R3
R3
R3
P3
P3
P2
R3
R3
R3
R3
R3
R3
R3
R1
C5
P1
P3
R3R3
R3
R3
R3
S2
P3
P2
R3
R3
P3
S1
S3
R3
R3
R3
S1
R3
S3
C2
P3
R3
R3
R3 R3
R3
R3
R3
R3
R3
C2
R3
R3
P1
I1
R3
R3
C2
C2
C2
U1 R3
S3
P3
R3 R3
R3
R3
R3
R3
P2
R3
P1
P1
R3
C5
S2
R3
C2
R3
R3
R3
C2
R1
C4
R3
S1S1
S1S1
R3
R3
R3
R1
R1
R3
S2
R3
R3
R3 R3
S1 S1
R3
P2
R3
R3 R3
R3
S3
P3
R3
P1
C2
P3
S3
R3
R3
R3
R3
C5
P1
R3
R3
R3
R4
R3
R3
R3
C6
R3
I1
R3
P1
I1
R3
S3
P2
S2
R1
R3
R3
R3
R3
C2
S3
P1
R3
S1
P2
C1
R3
S3
S1
R3
R3
R3
R3
P3
R3
C2
R3
P3
S3
R3
C5
P2
C1
R3
I1
R3
C2
R3
S2
U1
R3
R1
R1
R3
C2
R3
C4
R3
R3
R3 R3
C2
P1
S2
R3
P1
P2
P1
R3
R3
R3
R3
R3
R3
C2
R1
C2
S3
R3
R3
R3
P3
R3
C2
R3
R3
R3
R3
R3
P1
R3
R3 R3
R3
P3
C2
R3
R3
R3
R3
R1
R3
S3
R3
C2
C2
R3
R3
R3
C1
R1
P2
R4
R3
R3
R3
R3
C2
R3
S3
R3
S1
C5
R1
R3
C2
R3
S3
R3
R3
R3
P1
R3
R3
R3
C1
S3
S3
R3
C6
P2
R4
P3
I1
P1
R3
P2
C2
R3
R3 R3
R3
C4
R3
R3
R3
P1
S2
C1
C4
P2
C2 C2
C2 C2
C2
C2
C2
P2
P2
S2
C2
I1
U1
C2
C2
C2
R3
R3
S3
R3
R3
P3
C2
R3
R3
R3
S3
R3
C1
R3
P3
P3
R3
R3
S2
S3
I1
R1
C2
R3
P1
C2
P2
C6
R3
C6
C5
S3
R3
R3R3
C4
P2
C2
P1
R1
C5R3
C1
R1
S3
S3
U1
P1
U1
S2
R3
R1
R2 R2
R3
R1
C4
C4
R3
P2
S2
R3
C2
P3
C1 C1
C2
P2
R3
R3
C2
R3
C1
P1
C1C1
R3
R1
P2
P1
C6
C2
P1
R2 R2
R3
C2
S2
R3
P2
C2
R3
S2
C4
S2
P1
P2
R3
R3
R3
C2
C1
S2
P1
R3
P1
P1
S2
S3
S2
C2
R3
S3
C2
R3
S3
P1
S3
C2
R3
C4
C4
C2C2
R3
C2
R3
R1
R1
P2
P2
P1
C2
C2
C2
P1
C5
S1
C2
R3
C2C4 C2C2 C4C4
C6
C6
R3R3
S3
R3
C2
C4
C2
P1
R3
R3
R3
R3
R3
S2
C4
P2
R3 R3
R3
U1
P2
R3
S2 C6
P1
P1R1
P1
P2
C1
R3
S2
R3
C2
S2
R3
C5
C2
C4C4
P1
S2
C4
R3C5
C6
R3
R3
R3
C4
C4
P1
S3
S2
R3
S2
R3
C2
C2
C4
R3
R3
S2
C4
C4
P1
S2
P2
S2
C1
C2
P3
R1
P2
C2
P1
P2
C4
P1
R3
C5
S2
P1
P1
P1
C4
C4
C4
C4C4
C4
C4
C2C2
C2
C2
C2
C2
R3
C2
R3
R3
R3
C4
C4
C4C4
C4
C4
C4
C5
C2
P1
C1
R3S2
P2
C2
S2
P2
R3
R3
R1
S2
C4
C2
C2
C2
C2
C2
C4
C2
C4
C4
C4
C4C4
C4
C2
C2
R3
C3
P1
S3
R3
R3
R3
P1
R3
P1
P2
R3
P1
R3
S3
C1
S1
S2
C2
S3
C4
R2 R3
S2
C2
R3
S2
S2
P1
C4
R3
S3
C5
C4
C2 S2
R3
S3
R3
C4
P2
U1
U1
S2
P1
C5
P1
C2
S3
S3
C2
S2
R1
C4
C1C1
C1
C3
S2
S2
C4 C4
P2
P1
U1
C4
P2
S2
S2
C2
R3
S2
P1
C4
C4
U1
C4C4
C4
R3R3
S2
S2
C4C2
R3
S2
S2
R1
C6
C4
C3
U1
C2
C4
S2
R3
S2
P1
C4
I2
P2
C4
S2
S2
P1
S2
P1
C1
C4
P2
S2
C4
S2
C2
P1
U1
R3
S2
S2
S2
S2
S2 S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2 S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S2
S3
S2
R3
R3
S2
C3
C3 C3C2
S2
R3
S2
R2
P2
R3
C3
S2
S2
R3
C2C2
C3
S2
P3
S2
C6
P1
S2
C3
C3
C2
S2
C2
U1
S2
S2
S2
S2
S2
C3
P1
S2
R1
C3
P1
P3
C2
S2
C2
C4
C4
R3
C2
S2
C3
P1
C2
C3
C2
P1
C3
S2
R3
P1
C3
S2
S2
S2
S2
P1 C4
P1
S2
P1
C2
S2
C4
S2
S3C2
C3
S2
C3S2
C3
R3
C3
C3
P1
C3
C3
P1
C3C2
P1
P1
P1
P1
P1
P1
P1
P1
P1
C3
C3
C3
C2
C3
C2
C3
C2
C3
C3
C2
C2C3
C3
C3
C3
C2
C3
C3
C3
C3
C3
C3C2
C2
C3
C3C3
C2
C3
C3
C3
C3
C3
C3
P1
C3
P1
P1P1
P1
P1
P1
P1
P1
P1
P1
P1
P1
P1
P1
P1
P1
P1
P1
P1 P1 P1
P1
P1
P1
P1
P1
P1 P1
P1
P1 P1 P1
P1
R3
C2
C3 C3
C3
C3
C3
C3
C3
C3
C3
C3
C2
C3
C3
C3
C3
C3
C3
C2
C2
C2
C2C2
C3
C3
C3
C3
C3
C3
C3C3
C3
C2
C2
C2
C3
C3
C3
C3
C3
C3
C3
C2C3
C2
C3C3
C3
C3
C3
C3
C2C2 C2C2
C2
C2
C2
C3
C2
C3 C3
C3
C3C3
C3
C3
C3
C2
C2
C3
C3
C3
C3
C3 C3
C3
C3
C3
C3
C3 C2
C3
C2
C3
C3
C2
C4 C4
C2
S3
C4
C2
P1
C3
C4
C4
P1
P3
P3
P3
R3
P1
P1
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P1
P1
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P1
P1
P1
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P1P1
P1
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S2
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P1
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P1
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P1
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P1
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369
1
1
1
289
1 & 2
202/2
372
221
344
211/2
80
171
703
484
201
133
49
223
91
3
171
56
39
201
199
1/7
3
30
351
76
79
6
3
226
2
6
2
5
3
7
4
5
4
7
9
4
9
147/2
9
2
1
249
6
5
200
2
81
72
7
73
1
2
176
76
4
77
6
90
221
5
38
98
7
11
9
270
54
78
87
79
90
88
2
9
304
91
5
9
62
4
7
5
28
6
5
4
93
1/1
98
6
4
51
451
9
1/8
5
1/6
34
2
287
54
312
327
84
26
17
49
774
58
64
8
86
8
285
41
48
357
20
1/5
20
5
24
25
15
164
79
70
51
7
428
174
58
5
32
54
42
5
23
3
1/3
33
57
120
28
73
65
23
52
64
90
602
408
66
6
270
3
93
77
390
39
97
1
80
23
71
61
45
96
45
54
93
378
73
96
440
7
169
3
74
27
8
184
75
64
613
837
20
76
22
472
5
10
68
9
6
83
85
203210
77
56
52
7
73
42
8
8
243
210
99
94
22
92
25
71
433
63
77
45
4
9
59
159
4
92
22
266
7
360
59
7
39
61
223
125
91
86
260
19
24
92
85
204
19
10
90
78
36
21
71
4
10
255
90
47
75
40
9
23 65
16
30
81
59
23
43
93
95
95
74
42
133
32
35
267
104
12
37
43
86
43
703/1
431
68
465\1
5
60
136
19
58
59
31
13
95
764
24
317
21
38
11
29
8
1
93
78
3
485
189
192
140
98
14
95
54
93
185
450
66
65
38
200
69
39
77
82
63
78
8
55
105
46
106
16
84
47
123
29
97
149
74
29
7
39
53
38
6 11
106
21
65
353
398
83
55
81
52
58
75
97
135
9
8
461
18
298
65
9
55
2
83
121
57
309
70
44
251
97
43
48
98
14
42
26
145
160
80
224
27
152
71
80
55
61
97
420
43
17
35
67
8
85
17
62
33
66
118
81
1
2
111
456
60
350
14
33
424
58
147
441
391
14
63
60
65
279
427
44
22
120
99
274
577
336
47
71
476
28
78
70
44
256
9/2
439
53
34
15
163
68
118
449
27
576
72
804
84
112
399
4
40
437
266
118
241
253
204
8
17
59
75
22
27
99
16
264
217
147
174
76
430
40
115
147/1
390
122
92
39
87
448
63
6
92
9
16
88
496
74
35
1/3
38
82
99
783
143
83
71
69
470
237
83
287
54
153
13
7
96
74
93
65
38
5 1
33
174
61
50
77
94
141
92
164
202
20
96
58
49
102
26
23
42
324
300
313
85
115
86
30
82
10
189
58
39
85
346
40
233
36
41
249
10
177
57
1/2
9/1
37
197
65
15
42
107
34
9430
384
164
105
92
2
63
29
183
53
164
366
67
293
6
67
8
59
60
19258
19
143
242
42
415
52
68
116
80
248
89
2
91
225
74
79
145
95
140
291
257
268
11
299
69
98
66
44
134
186
285
351
329
46
64
307
3
799
452
507
12
19
56
238
18
15
38
43
27651
15
36
101
44
272
27
8
145
122
284
81
329
91
53
108
303
7
147
51
428
67
226
40
122
194
73
49
36
71
87
48
222
167
77
2583
98
11
141
598
137
78
16
15
591
71
9
570
193
157
21448
62
80
433
223114
57
136
341
119
40
48
68
12
393
53
79
345
249
118
47
49
271
2
258
286
39
2
88
190
346
75
110
87
9
163
247
28
85
171
3
51
398
27
803
49
99
234
55
48
51
10
18
380
57
32
310
82
75
61
343
37
81
80
23631
381
37
119
81
96
51
69
266
225
86
291
240
281
301
660
433
508
436
59
52
349
40
63
123
29
134
41
98
478
126
289
791
240
39
17
177
83
261
57
766
358
432
30
59
30
90
509
270
18
117
334
39
273
234
2
438
248
417
268
476
614
22
58
98
337
20
74
496
180
20
31
4
137
353
186
281
253
54
222
96
54
60
292
61
338
33
204
91
448
73
111
23
266
4 73
87
67
210
124
235
47
45
324
179
268
108
6
122
261
515
88
78
356
19
87
234
33
405
414
420
90
150
95
238
6
19
562
232
36
337
84
38
58
71
242
357
154
19
69
69
38
57
4
516
185
46
284
169
96
18
89
402
5
12
172
76
12
45
20
269
517
98
25
326
59
74
43
57
10
362
176
18
301
22
128
38
62
70
308
265/7
19
50
31
63
350
66264
518
67
60
92
55
3
64
84
138
36
66
59
17
16
21
48
91
233
722
29
158
310
45
203
104
200
9
263
1/14
77
58
24
4492
26
435449
228
103
204
23
52
34
350
146
108
131
179
76
416
213
23
169
258
99
8
48
70
9
52
253
20
459
81
278
22
183
29
84
260
59
423
220
1 67
250
105
33
199
187
254
120
459
75
253
25
77
46
66
150
67
333
32
57
210
93
51
152
231
13
58
311
321
136
80
22
257
269
30
386
13
172
166
18
120
252
72
116
232
447
8
143
64
76
79
179
13
331
276
19
58
74
434
41
61
142
20
180
279
50
108
89
95
265
24
26
451
77
430
308
85
259
135
51
23
81
143
24
56
150
87
64
32
811
265
6
16
39
311
124
76
16
60
14
1
25
64
125
392
38
157
109
52
48
256
364
50
83
107
467
152
158
274
8
229
81
82
125
168
28
95
85
53
7
192
37
371
1/12
455
435
196
489
36
40
65
768
408
94
297
135
72
3
31
298
363
125
384
156
62
54
50
174
17
142
267
231
193
170
34
637
74
105
17
85
29
96
342
134
66
340
22
166
33
112
242
35
59
230
67
18 552
254
477
54
457
252
254
115
157
366
17
103
69
16
264
108
86
337
88
37
138
265
178
363
3
4
122
567
451
98
130
266/5
116
38
361
110
153
99
47
512
89
416
108
91
174
313
206
276
23
29
176
69
44
98
52
592
13
84
64
55
34
32
178
68
95
222
362
9
87
119
493
42
30
116
24
248
79
285
56
76
58
62
356
101
168
258
198
269
71
181
224
231
127
425
196
34
485
101
255
355
61
39
217
108
14
214
105
551
471
27
107
17
46
6078
66
574
299
70
482
76
181
6
61
58
241
15
127
669
144
111
51
146
3 30
265/2
153
51
92
50
440
76
333
115
15
14
268
160
340
199
418
206
63
302
62
322
366
486
126
44
16
64
89
104
480
195
45
402
22
166
184
52
26
202/B
95
189
727
75
154
74
18
327
322
376
277
29
193
79
273
372
11
87
5
36
38
202
28
117
63
32
134
78
31
354
74
88
150
43
68
360
65
141
72
149
195
102
111110
790
197
78
82
72
53
219
734
60
280
113
207
45
31
97
486
62
121
13
54
133
11
60
546
209
205
348
233
157
13
193
188
333
70
1047
36
333
227
351
254
50
176
211/1
73
114
244
118
245
37
205
129
268
156
117
78
211
10123
155
265/1
57
406
126
170
97
338
26
72
282
113
265/6
19
61
164
223
59
94
106
63
413
360
309
281
294
76
147
355
642
75
364
145
96
134
145
455
453
73
128
155
165
221
329
163
22
168
96
17
193
45
502
177
167
24
63
293
29
68
61
73
403
171
6
309
280
207
320
156126
66
76
41
68
131
183
47
233
87
479
190
81
139
233
237
486
156
47
119
62
176
44
101
28
338
244
284
335
217
97
116
452
498
268
176
227
12
213
26
166
216
131
139
223
53
408
75
52
633
16
89
32
73
107
157
493
8
21
19
71
219
593
306
369
129
270
352
86
110
46
77
18
56
175
88
499
318
60
4
228
81
358
55
342
156
90
800
184
56
269
326
24
295
263
60
12
105
206
103
117
641
205
50
72
10
65
60
549
69
599
277
154
252
216
274
57
68
149
12
210
54
143
132
199
73
269
806
201
134
225
191
60
481
158
116
59
153
277
185
73
814
134
151
230
460
144
359
143
114
407
339
281
23
52
248
318
164
177
288
76
483
41
338
277
20
279
110
86
225
33
356
169
212
260
60
263
54
52
371
195
141
226
489
330
22
311
200
343
446
159
142
179
769
56
119
13
273
207
387
140
170
151
43182
403
151
202
132
5
40
323
163
189
117
80
248
6
373
251
292
431
105
288
100
181
349
132
160
107
196
278
725
383
294
7
110
69
107
10
61 6
117
437
43
332
64
781
76
70
249
52
3
24
44
79
161
59
482
597
40
36
279
210
153
331
777
320
144
265/4
226
63
16
131
199
223
218
250
70
296
111
96
32
155
79
111
107
15
325
8
568
557
99
255
279
494
271
57
37
67
188
240
295
449
212
350
81
156
186
120
66
132
172
23
148
221
250250
6517
299
363
276
25
13
344/6
45
27/A
458
89
97
124
126
329
156
89
121
159
65
24
13
169
23
365
450
13
191
128
290
234
300
262
57
326
149
23
328
151
250
220
57
319 183
87
173
191
370
89
462
25
89
72
22
100
132
35
98
255
228
441
161
406
119
91
143
137
152
23
61
26
474
247
8 9
118
58
131
94
117
105
110
271
366
179
114
43
134
260
173
369
263
488
41
95
316
101
367
379
191
180
38
361
75
787
50
42
81
39
90
228
301
457
109
415
586
219
393
280
459
100
353
69
267
77
60
136
324
250
466
539
194
99
227
10235
267
375
208
246
321
270
462
123
195
115
359
216201
91
178
230
354
181
130
86
49
62
83
34
461
35
296
81
454
422
227
419
10
126
40
258
456
250
1/11
113
46
319
341
165
42
59
312
268
18
538
317
82
75
188
18
116
30
101
46
413
247
374
295
49
352
487
98
15
261
99
94
277
116
85
348
123
71
97
51
164
148
501
277
245
72
378
131
297
62
368
243
278
167
22
90
114
131
262
100
412
307
27
182
187
76
95
243
465
154
84
87
278
24
186
430
130
572
154
21
146
8
194
229
323
190
150
56
607
82
104
25
83
292
370
168
77
566
36
70
80
447
365
75
354
109
94 164
275
145
101
143
34
152
190
44
342
139
605
150
414
222
14
131
137
90
336
408
74
198
26
175
150
145
391
21
186
100
148
200
456
59
488
158/A
678
155
67
45
29
153
310
115
127
22 25
345
475
165
187
136
316
55
506
51
12
771
48
59
177
53
55265/3
119
145
70
57
175
483
154
265
443
35
37
15
106
15
179
345
270
483
18
131
248
291
234
184
6 6
278
325
172
100
148
129
16
251
179
128
30
28
299
321
79
56
330
228
305
153
77
323
171
446
103
321
396
162
154
249
336
561
28 11
364
219
100
111
34
200
56
91
346
40
230
73
185
228
341
158
210
202/A
111
657
33
385
237
73
173
211
24
148
136
58
16
253
49
445
86
508
244
254
53272
104
269
42
118
280
117
188
482
252
135
69
49
127
108
80
289
422
252
381
38
129
199
120
284
25
14
99
84
38
20
571
106
84
108
25
20/A
68
75
233
131
61
243
503
196
314
266
176
152
210
133
207
175361
1/1
139
168
491
240
253
117
231
303
162
60
277
83
162
359
166
192
11
1 18
119
140
148
313
275
140
311
278
328
411
415
97
24
23
109
434
242
385
129
360
387
419
164
608
238
80
335
275
125
184
27
28
20
279
86
87
11
184
227
788
341
129
41
221
51
54
272
323
110
46
167
443
798
24
328
226
20
92
315
158
48
152
159
81
156
147
79
82
291
453
13
17
224
115
42
146
109
12/A
363
249
283
139
355
180
596
115
70
126
652
241
17
181
786
146
347
26
460
68
331
284
243
392
185
14
161
12
300
236
31
463
41
348
47050
157
65
269
138
100
32
258
77
265
20
124
197
135
371
105
322
255
49
173
251
201
22
82
64
541
197
88
22
362
308
10
67
47
29 2
388
40
160
51
296
78
174
65
538
33
112
302
190
113
387
224
272
380
348
38
260
232
439
263
156
100
36
21
39
56
61
309
95
40
101
120
11
231
400
478
29
84
44
294
239
145
122
102
311
53
103
206
238
35
1/4
127
644
147
246
237
266/7
159
214
462
208
805
381
50
218
18
271
489
559
170
383
79
414
102
298
244
208
111
75
108
103
69
23
643
90
234
182
327
272
253
122
270
236
49
304
69
366
55
376
424
401
342
68
368
270
359
446
63
29
442
357
469
374
18
186
113
27
182
189
775
161
13
610 185
159
293
20
256
50
354
810
106
422
138
20
166
130
188
38
202
171
3 89
69
17
67
132
423
394
16
330
137
174
427
94
80
273
50
283
100
323
466\3
21
174
11
108
129
127
18
93
328
164
335
409
119
289
784
241
205
83
61
44
457
255
69
142
228
111
578
224
72
110
481
137
76
297
116169
454
160
135
796
130
82
262
390
188
304
282
90
223
68
81
352
156
313
51
89
159
308
195
339
80
257
456
361
429
347
289
320
102
49
482
411
235
447
10
356
127
160
534
269
74
228
498
412
302
104
283/B
75
266
152
36
169
43
103
432
174
329
315
382
161
419
107
353
221
428
105
533
779
312
121
40
413
217
310
114
221
143
79
662
73
505
18
317
32
121
83
311
211
346
617
469
10931
600
271
421
259
21
85
355
64
44
35
225
645
401
89
21
152
148
147
297
625 196
423
369
615
357
121
242
152
209
180
84
191
306
50
352
54
183
64
519
88
229
18
157
121
544
176
429
801
344
114
395
464
99
155
24
346
232
347/14
25
274
227
436
11
207
242
458
352
400
44
357
258
208
283
284
1/10
99
283/A
134
181
10
236
259
93
130
41
217
92
92
623
144
628
274
487
138
162
262
13
180
331
61
126
186
22
396
604
45
24
780
193
282
282
301
374
182
161
120
112
77
82
167
500
297
466
658
181
105
35
455
57
128/A
183
62
347/6
185
407
348
258449
270
131
427
268
373
484
155
363
40
48
265/8
112
196
476
235
647
67
347/3
315
117
222
465
362
17
334
11
10
256
267
202
111
167
10
225
184
78
622
38
93
158
192
66
265
182
133
106
111
91
204
8
261
320
267
17
161
195
259
435
466\1
554
60
492
63
240
78
14
316
283
177
121
515
115
71
634
42
218
172
170
397
175
238
266/A
693
296
464
23
146
269
48
276
176
453
371
383
77
130
280
448
163
56
95
325
367
10
359
789
267
655
128
515
66
265
378
138
216
161
92
167
48
405
2
108
192
58
85
154
135
198
674
266/2
425
123
24
472
162
513
30 6
311
317
175
444
45
355
59
305
180
249
359
410
73
126
14
82
130
104
32 157
100/A
75
266
255
347/1
153
101
76
62
160
395
238
268
177
438
364
400
212
268
121
78
165/A
294
125
279
382
100
129
429
102
321
49
100
266/8
15
124
293
278
10
140
216
590
423
102
210
418
424
152
47
132
419
326
262
71
150
205
629
132
234
12
186
71
813
344/4
517
109
386
465\4
543
133
106
525
154
234
475
192
181
197
438
303
161
30772
187
247
575
104
235
35
321
226
71
389
582
26/A
116
619
167
132
74
332
73
170
130
281
18/A
20
162
319
128
85
36
190
162
97
97
198
9 0/B
56
144
472
30
91/A
98
300
563
435
47
189
313
263
101
360
145
29
168
12
57
90/A
465
302
198
366
455
191
52
243
185
45
339
122
149
15
156
391
21
303
253
381
314
229
394
32
179
144
441
265
177
262
382
176
317
32
142
217
80
9
113
151
344
488
287
318
422
96
261
295
517
89
566
676
99
184
139
84
107
428
312
442
636
197
38
79
193
94
36
109
354
268
360
103
158
826
219
182
266/6
30
50
55
316
132
243
261
282
332
334
298
830
281
424
550
728
37
521
70
52
325267
47
684
63
263
23
450
473
300
357
131/A
563
220
103
224
370
168
163
201
490
45
110
10 0
250
130
163
365
294
340
50
229
304
230
571
70
124
271
51
103
825
222
356
84
108
133
41
27
468
564
125
543
229
82
31/A
180
410
237
263
63
206
102
242
476
565
195
1/2
172
506
107
150
245
59
443
247
16
375
52
198
193
507
398
820
246
466
229
240
330
183
296
427
64
34
290
327
159
211
123
333
473
257
822
670
125475
112
347/17
151
13
60
279
160
67
184
431
118
547
250
334
316
65
227
306
558
140
549
581
102
230
469
42
313
290
347
532
18
444
283
231
251
62
281
369
469
65
153
454
108
543
264
246
45
546
16
406
463
155
95
536
265/14
274
555
12 6
378
7
260
324
189
705
470
680
380
817
566
34
14
143
124
349
103
540
49
795
122
38
337
244
61
445432
286
576
510
184
632
278
214
320
528
127
508
155
156
245
575
62
183
433
161
29
110
544
166
556
542
280
107
284
314
280
460
556
247
564
117
256
104
229
260
459
123
522
573
28
568
507
135
136/B
618
567
46
690
137
281
539
274/C
167
473
101
18
471
41
569
740
567
277
370
103
553
511
557
436
166/B
248
548
47
304
439
347/2
310
530
306
133
203
558
259
164
117
226
27
580
217
138
265/5
276
526
114
34
217
104
235
509
503
257
102
445
39
294
3 70
285
823
289
565
504
345
37
401
26
155
246
276
284
570
191
242
577
112
204
202
332
373
254
549
216
104
370
100
62
137
819
322
328
109
116
49
256
277
224
467
262
490
91/B
178
417
190
144
62
371
118
34
47
376
175
97
541
205
235
293
262
524
314
544
574
818
271
444
232
572
666
106
194
67
651
379
282
33
816
103
252
284
449
28
497
92
210
255
49
491
114
232
292
487
109
173
21
542
685
15
107
113
345
45
255
351
128
237
231
741
134
491
104
113
394
504
313
463
297
160
500
526
304
298
492
252
71
209
150
280
172
247
302
393
285
254
441
246
489
203
315
39
695
232
492/1
31
824
319
261
351
557
439
266/4
121
337
192
67
325
687
440
319
269
207
536
298
466\5
127
286/B
113
37
355
286
66
202/1
288
91
239
302
52
468
206
145
365
542
631
376
171
552
244
478
279
177
201
213
129
93
311
124
499
125
185
172
264
188
307
133
141
421
157
184
284/A
28
61
750
126
547
110
286
201
404
211
27
82
209
88
279
138
318
706
170
300
88
304
275
503
411
27
756
175
462
124
377
471
118
133
131
172
242
31
232
253
578
815
142
465\2
300
309
281
139
525
531
283/C
203
755
134
287
190
18/C
307
377
362
148
457
46
458
574
92
529
373
33
226
546
304
450
271/A
473
162
193
201
113
450\1
528
264
342
520
377324
109
155
107
112
256
497
296/A
377
280
199
720
255
19
474
571
323
140
70
190
74
84
34
174
681
118
439
265
48
198
451
171
465\3
35
286/C
319
165
141
273
48
261
434
123
409
247
36
353
96
168
437
222
261
194
26
585
219
72
318
29
438
358
268/A
310
67
171
47
43
79
93
312
315
178
235
149
215
493
21
35
295
112
107
46
530290
198
287
195
213
459
500
28
759
170
50
197
206
144
29
55
94
438
738
187
216
162
14
296/B
26
668
202
471
258
102
259
223 4
290
232
45
724
114
56
129
739
7
63
53
44
345
51
138
50
56
1
65
95
138
9
793
1
10
148
26
27
151
364
1
225
79
11
49
215
41
263
104
24
1130
188
19
481
1
229
337
25
40
336
4664
40
53
55
54
13
3
49
55
792
194
124
163
50
1/15
100
204
635
5
248
116
24
244
19
30
404
240
99
103
43
130
265/11
3
244
257
287
1
103
134
62
147
703_1A
80
285
22
296
492
460
116
338
162
558
60109
34
173
85
17
88
407
91
115
102
340
172
178
57
110
78
521
142
224
28
274
37
298
181
32
12
290
43
545
211
163
148
261
246
33151
56
131
8
160
231
48
492
25
42
166
33
367
138
162
20/A
83
161
199
29
31
137
3
16
98
122
34
79
271
1
341
15
27
30
160
59
155
96
262
84
132
53
14
5
94
224
13
44
225
564
62
32
24
16
389
99
169
729
169
146
93
149
88
61
17
195
333
67
214
92
56
332
224
292
344
403
161
42
601
20
104
321
50
200
393
410
63
9
260
87
136
7
649
323
114
229
421
112
50
64
365
52
168
679
154
129
12
28
89
198
232
36
2
7
236
80
192
422
168127
445
227
314
52
140
287
72
152
86
6
196
14
129
34
442
356
157
477
101
218
94
490
54
163
120
197
2
15
149
14
230
136
220
343
443
233
108
107
171
375
58
31
82
344/2
21
391
94/B
220
239
288
278
347/15
327
24 5
219
27
259
103
43
149
97
158
163
16
99
16
116
199
48
270
609
44 135
239
251
200/1
606
120
552
47
219
306
114
36
26
27
180
37
236
148
175
127
17
165
159
580
430
12
317
194
147
52
170
74
105
379
238
4
106
37
59
44
654
72
444
472
388
160
103
68
163
550
56
409
50
308
39
25
209
155
25
115
31
315235
588
96
279
155
89
86
41
31
63
487
266/9
183
392
84
53
335
176
827
763
299
265/10
410
90
140
551
265
22
165
284
294
121
114
90
192
28
267/A
28
293
347
150
153214
275
68
251
43
475
278
395
79
40
500
477
11
399
267
416
179
255
274
95
447
260
387
572
3 2
426
105
4
140
166
246
671
412
150
92
106178
434
562
420
1
363
33
139
102
106
266/3
520
149
115
559
347
316
110
31
172
19
603
672
320
25
233
54
330
309
675
35
718
67
25
171
530
87
402
91
551
234
560
192
343
128
213
203
235
17
335
77
18
11
208
548
102
467
258
83
23
157
272
42
165
34
86
380
527
501
656
259
159
54
87
273
194 15
140
151
181
41
426
372253
72
138
563
184
25
620
56
64
445
60
110
518
248
550
127
85
266
386
292
112
150
114
606/1
119
62
97
534
110
384
21
43
238
322
136/A
102
78
70
388
659
764
73
273
173
73
446
498
169
88
403
42
27 6
301
648
49
461
84
295
29
95
33
230
307
152
456
237
216
289
105
458
373
151
72
170
218
440
434 71
116
235
569
269
266/13
118
5
18/A
258
52
334
306
331
32
498
148
109272
163
612
118
166/A
266/10
336
373
20/C
365
280
22
347/11
51
305
767
437
385
119
62
411
310
133
112
417
38
257
39
123
665
30
85
173
185/B
15
97
429
135
477
192
96
81
465\5
697
425
435
129
90
125
53
354
626
265/12
145
165/C
199
107
126
53
141
254
248
21
202
281
91
247
307
159
8
245
347/13
109
47
225
169
290
782
39
421
175
128
30
259
167
40
193
211
59
206
374
699
200
274/A
397
156
83/B
120
41
179
251
529
696
43
188
181
19
114
214
41
195
203
259
11
281
264
12
333
109
83/A
284
119
51
309
247
409
516
154
283
425
21
242
13
48
124
173
170
290
303
409
377
143
49
9
53
366
44
290
621
285
57
117
272
220
157
256
310
171
194
112
254
6
185/A
565
4
303
496
402
161
83
180
85
378
48
64
118
388
29
630
627
249
537
474
168
220
87
88
262
365
341
46
109
83
24
122
264
327
478
172
109
158
149
194
13
72
480
111
364
14
20
468
463
250
173
324
249
146
270
142
88
111
223
426
67
291
105
447
220
110
317
541
170
468
186
386
37
21 9
6
131
256
172
412
302
22
46
667
256/A
794
49
264
221
545
89
472
283
146
31
470
269
183
145
474
342
113
352
141
7
362
134
113
653
157
351
329
208
259
57
80
302
47
379
74
11
350
66
213
45
294
65
273
53
251
127
73
218
289
556
288
123
70
469
96
185
499
62
89
136
198
146
278
125
570
32
383
47
138
180
55
39
86
166
160
197
158
208
139
158
238
82
278
514
291
69
110
139
358
48
448
168
4
103
583
253
105
301
92
363
464
828
312
219
102
528
10
266/1
129
180
124
688
209
18/B
249
121173
682
457
282
77
37
367
49
221
46
52
282
188
37
509
360
28
153
186
2 1/B
355
375
49
114
374
388
107
178
42
369
236
677
153
124
230
40
106
86
236
61
17
159
217
770
38
50
79
196
264
46
278
404
47
131
319
25
123
291
235
111
146
137
464
121
140
189
266
218
554
403
2
137
205
383
83
367
275
55
112
176
361
257
105
514
535
292
133
68
117
109
125
45
159
181
148
166
94
87
111
526
135
85
117
178
207
210
132
116
270
121
115
47
548
163
146
451
266/11
77
147
146
479
381
88
307
47
196
28
9
325
108/B
137
233
117
703/2
521
24
2
273
193
69
347/12
245
157
101
453
226
86
276
40
331
99
105
154
93
228
255
145
36
212
296
53
26 6
58
310
368
275
34
44
128
1
15
155
5
808
829
821
135
279
182
125
238
247
108/A
664
80
122
128
187
49
123
99
28
70
340
203
174
158/B
76
110
410
275
180
48
239
184
171/2
35
73
44232
31
272
276
379
127
64
299
132
202
48
89
159
202
347/4
123
274
174
587
221
116
102
135
6
258
106
241
224
322
209
132
308
137
46
12/C
143
105
159
495
286/A
42
527
51
112
194
11
169
8
141
481
291
266
354
129
134
534
342
119
378
411
120
35
305
202
141
147
146
260
276
126
313
646
150
331
418
77
175
287
164
344
134
171/1
77
12
113
418
30
347
257
222
213
124
87
18 0
269
185
178
52
43
139
88
35
220
266
118
392
21
3
223
73
126
241
218
41
212
47
127
34
237
139
193_A
147
358
241
23
341
262
69
243
154
76
32
138
51
14
203
16
230
215
531
181
15
37
61
3
130
254
142
468
227
24
8
416
466\2
569
375
128
26
71
35
98
201
126
191
74
138
221
38
579
248
431
65
115
115
168
663
802
135
215
27
240
12
182
179
1
102
164
86
406
177
260
155
553
347/16
1
214
86
48
357
640
228
207
18
29
267
67
297
256
344/1
162
314
55
12
133
45
348
124
142
347/7
128
256
692
121
581
136
139
196
347/5
79
289
344/7
276
537
244
24
240
466\4
133 15
163
237
119
260
175
316
66
89
30
276
21
420
332
81
162
122
385
538
155
261
396
244
195
133
218
136
470
151
396
167
283/A
85
356
233
177
108
122
2
7
205
239
199
307
12
149
118
271
41
201/2
234
153
31
154
107
220
745
265/13
698
291
175
510
689
222
230
197
281
39
21/A
198
199
242
178
111
523
62
142
174
493
265
120
226
57
55
38
152
57
417
298
149
17
6
125
283
119
272
93
265
372
424
237
169
223
147
68
35
20
176
573
454
128/C
414
196
50
88
138
14
204
537
183
112
358
41
785
163
296
252
471
339
64
134133
707
50
372/9
326
43
532
1
415
286
1 29
141
496
257
165
454
624
72
30
382
161
809
331
215
217
691
336
16
211
661
458
347/10
178
154
71
111
132
106
69
437
1
194
27
88
283
351
226
343
223
241
190
143
124
277
34
129
40
148
168
807
58/A
200
14
367
198
338
441
368
288
455
73
72
81
18842
341
430
436
285
367
171
46
120
10
195
80
326
349
25
132
117
305
136
26
263
20
212
36
267
188
108
243
104
1/9
289
142
91
213
78
236
116
257
334
250
139
34
292
344/3
58
208
118
92
31 133
197
260
186
584
53
82
43
512
124
263
101
130
17
31
139
70
344/8
109
376
209
54
245
39
349
60
210
50
429
205
72
2 27
423
560
207
120
88
214
328
240
432
30
80
10
158
212
201
330
53
57
325
178
190
372/1
246
198
113
46
484
206 19
536
55
324
145
171
442
60
329
359
461
299
751
1
77
170
122
2
293
187
383
322
377
272
68
215
70
318
479
74
149
64
200
494
44
372/10
702
117
187
271
76
113
212
250
136
141
291
229
5
120
56
55
48
295
31
142
708
650
15
349
81
758
114
142
264
215
748
465
10
231
91
100/B
23
280
248
140
126
279
46
98
547
398
138
395
346
232
305
157
209
79
277
372
26/C
589
66
673
76
97
231
58/B
348
479
23
344
196
148
208
425
412
193
44
686
107
192
736
251
106
156
495
700
29
27
174
121
19
522
239
131
215
372/2
128/A
397
37
32
413
292
78
119
26
167
56
230
121
533
136
92
390
177
213
143
209
106
518
540
275/C
181
144
273
12
265/15
288
772
66
243
209
443
413
100
55
80
229
208
87
78
288
182
197
77
182
125
369 281
321
75
123
206
26
69
200
374
103
778
183
344/9
64
129
555
330
717
24
58
245
22
127
166
284
49
144
37
124
82
297
334
167
329
533
361
316
252
201/1
143
216
46
137
4
639
272
82
165
252
128
147
450
347/18
216
381
30
83
524
361
104
27
285
165/B
298
225
151
237
274
18
271/C
1
293
275
299
151
10
142
139
347/9
308
433
5
51
255
257
211
35
152
55
219
294
376
26/B
101
364
191
41
694
193
232
205
21
12/B
535
123
128/B
287
300
103
747
42
421
427
254
48
211
27
280
13
285
169
69
20/B
335
82
26
339
158
510
31
93
94
100
112
135
80
40
214
186
309
399
86
111
166
182
416
288
222
189
136
126
112
160
28
401
420
275
54
187
65
233
485
466
186
111
209
319
231
288
277
103
575
43
125
189
19
190
245
75
90
31
50
309
239
78
144
142
334
207
85
130
76
326
4
164
152
193
234
399
74
182
104
343
283
240
189
375
102
301
286
350
408
511
223
130
81
54
461
407
249
53
15
215
167
96
249
83
275/A
29
65
338
302
106
211
94
135
115
284
140
165
239
67
283
30
153
187
176
28
59
58
776
212
101
188
63
323
372/4
428
272
47
274
371
465\7
132
105
286
312
263
418
35
460
56
188
32
210
333
165
467
328
321
721
191
39
243
130225
79
576
67
78
30
128
372/3
126
555
64
480
130
102
6854
75
145
81
45
185
268/C
336
54
239
716
762
286
372/7
400
362
110
68
511
483
30
39
335
405
287
191
115
123
282
217
114
213
306
417
122
704
285
174
495
484 490
95
62
98
149
19
111
812
25
405
252
268/B
145
154
94
347/8
198
208
142
228
713
38
380
40
165
41
53
45
220
10
765
65
561
121
76
120
109
115
204
63
113
90
327
11
42
165
494
221
68
125
262
11
46
60
1/13
183
60
638
126
344/10
519
94
289
63
238
175
302
94
96
81
133
141
103
273
263
545
21
182
105
327
446
95
11
350
197
179
42
109
97
135
522
266/12
287
151
386
389
173
36
35
120
142
123
20/B
51
312
205
380
308
12
353
144
372
141
318
120/1
295
200
189
212
206
203
68
66
101
187
467
314
106
347
19
773
104
156
92
326
144
66
130
339
793/1
404
45
222
37
80
270
310
107
385
358
40
282
553
110
13
123
151
48
175
372/5
311
147
525
753
313
132
577
384
218
247
97
325
275
308
173
288
115
153
760
108
159
426
177
265
106
226
141
160
253
107
131/B
173
299
831
2
137
267
6
304
732
385
9
300
143
254
494
122
84
153
320
282
76
41
90
719
70
121
305
16
714
187
44
295
48
195
162
144
95
187
75
128/E
710
191
91
61
243
84
139
157
88
150
731
754
280
131
25
140
726
188
164
58
146
14
291
114
520
313
499
71
352
12
293
100
12
301
305
161
426
93
303
465
241
239
199
112
340
282/A
19
78
146
701
55
31/B
236
146
261
554
532
113
340
241
368
497
274
265/9
1
10184
28
328
485
28 6
513
119
337
179
290
137
251
301
128/D
204
4
268/B
169
109
22
74
51
96
245
372/8
171
505
128
683
20/C
346
283/B
17
170
106
182
158
222
394
137
452
241
274/B
99
535
130
495
214
78
286
32
338
177
337
165
113
112
71
241
339
501
384
512
173
8579
151
156
36
178
62
72
372/6
502
303
25
44
506
10829
345
312
18/B
101
529
137
264
89
480
170
733
289
390
28
319
39
20
5
37
539
14
524
39
349
432
43
304
14
523
406
527
26317
318
93
282/B
179
342
523
213
513
41
252
218
308261
216
3
277
282
237
42
149
531
735
314
491
124
125
578
190
797
238
183
84
440
42
212
94/A
33
41
737
150
133
579
305
264
285
283
271
723
212
227
90
16
148
559
212
573
12
135
147
108
251
206
83
253
344
452
8515
322
11
144
297
95
4
70
162
21956
104
560
168
296
88
54
312
61
582
368
33
303
239
8587
6
128/B
320
486
27/C
144
21
66
81
93
74
128
31
46
172
176
497
50333
45
66
397
33
382
215
246
132
303
119
711
256
87
47
344/5
187
79
51
125
379
33
353
61
203
227
322
436
41
37
75
5
127
15
36
133
236
158
266
36
108/1
505
89
91
273
287
228
259
9
86/1
27/B
75
Inner Ring Road
Vijayawada Bypass
Inner Ring Road
Inner Ring Road
Vijaya
wada B
ypas
s
Raynapadu
Vijayawada
Kolanukonda
Jupudi
Kotturu
Shabada
Tarapet
Nutakki
Prathuru
Mulapadu
Damuluru
Elaprolu
Kothapet
Badepuram
Chilukuru
Tadepalle
Vemavaram
Gollapudi
Vaddamanu
Karlapudi
Mothadaka
Gundimeda
Tadikonda
Mellempudi
Kondapalle
Malkapuram
RayanapaduGuntupalle
Pedaparimi
Ponnekallu
Ganiatukuru
Kilesapuram
Paidurupadu
Surayapalem
Sitanagaram
Vaddeswaram
Nidumukkala
Chinakakani
Kethanakonda
Kotikalapudi
Tummalapalem
Vykuntapuram
Ibrahimpatnam
Pedda Madduru
Kunchanapalle
Pedavadlapudi
Zami Machavaram
Vijayawada City
Mangalagiri (M)
Lachannagudipudi
Harischandrapuram
NH - 16 (
5)
NH - 65 (9)
NH -
30 (2
21)
NH - 65 (9)
NH - 65 (9)
SCALE: 1:30,000
TITLE :
Detailed Master Plan of Capital city-Amaravati
DATE
0 1 2 30.5KM
Assistant Planner Zonal Assistant Director 2
Zonal Assistant Director 3
(G. Nageswara Rao)
(Dr. N .Srikant, I.A.S)
(R. Ramakrishna Rao)
Zonal Assistant Director 1
Kurnool
Chitoor
KadapaAnantapur Nellore
Prakasam
Guntur Krishna
East Godavari
Visakhapatnam
Srikakulam
West Godavari
Vizianagaram
Krishna
Guntur
Prakasam
West Godavari
KEY MAP :
22 -02-2016
Planning Officer Director - Planning
Commissioner(V. Prasanna Venkatesh, I.A.S)
Additional Commissioner
Andhra Pradesh Capital Region Development Authority
Note:
1) R1 includes all the notified water bodies and they will continue to exist.
2) The Cadastral boundaries and numbers shall be read with revenue records.
3) Draft Detailed Master Plan of Capital city-Amaravati prepared by M/s Surbana Jurong Consultants Pte Ltd, Singapore
0
R3-Medium to high density zone
C6-Central business district zone
LegendX Existing Railway Stations
Capital City Planning BoundaryVillage Administrative BoundariesSurvey Parcels
@ Land markExisting Railway lineDownTown Road AlignmentProposed Bund AlignmentExisting Bund RoadRoad Network Outside Planning Boundary
Residential
R2-Low density zone
R4-High density zone
C1 -Mixed use zone
C2- General commercial zone
C3-Neighbourhood centre zone
C4-Town centre zone
C5-Regional centre zone
I1-Business park zone
I2-Logistics zone
I3-Non polluting industry zone
P1-Passive zone
P2-Active zone
P3-Protected zone
P3-Protected zone
S1-Government zone
S2-Education zone
S3-Special zone
U1-Reserve zone
U2- Road reserve zone
Commercial
Industrial
Open Space and Recreation
Institutional Facilities
Infrastructure Reserve
R1-Village planning zone
Updated Capital City Master Plan showing plots to be returned to land pooled owners. CRDA notified plan in April 2016. Source: Surbana Jurong
UPDATED CAPITAL CITY MASTER PLAN
Artist's impression of the gateway to Amaravati
“SustainableurbanisationmustbecomepartofourplanningDNA,forbothplannersinSingaporeandIndia.Itmustbeintrinsicandintegralinthewaywethinkaboutdevelopingourcities.” Minister Lawrence Wong, 15 November 2016
The master developer approach was proposed
for several reasons: For the AP Government, it
would benefit from the developer’s commitment
and partnership with it to develop value over a
long term such as adapting best practices from
Singapore to AP’s context. More importantly, the
master developer would contribute to on-the-ground
capacity building and knowledge transfer. Another
tangible contribution would be the developer’s
ability to catalyse investments into the state by
tapping onto its client networks and partners.
Also, having a master developer would mean
greater consideration for consistency in urban
design and architecture, which would help to
enhance the built environment.
18
ProgressInstitution Building and Governance
Even the best master plans can languish on
paper if a city lacks good governance and strong
institutions to carry through those plans. Hence,
as the master plans got underway, CRDA worked
to strengthen its institutional set-up by examining
aspects of Singapore’s legislation which could
be useful references, especially in the areas of
land-use and transport planning as well as land
management. A series of discussions between CRDA
and CLC, beginning with the inaugural “Andhra
Pradesh Leaders in Urban Governance Programme”
(APLUGP) in January 2015, were carried out to
craft CRDA’s overall vision and mission statements
and refine its organisational structure, key work
processes and the professional and technical
competencies required to staff the authority.
Development Strategy
Obtaining in-depth insights into what is entailed
in planning and managing a city is best achieved
by working together on a concrete project. This
is why, from the outset, Singapore conveyed the
need for a “seed development” to serve as a
demonstrative project.
Singapore also recommended a master developer
approach as the development strategy for the
start-up area. The vehicle for this would be a
Singapore private entity(ies), a developer of
international repute with strong engineering
and financial resources and a proven track record
of developing projects in Singapore, India and
the region.
Capital City Master plan as delivered by Surbana Jurong to CRDA in May 2015, The CRDA has since revised this plan with changes made to the land-use, zoning, phasing etc, and notified the public in February 2016. Source: Surbana Jurong
217 KM2
THE CAPITAL CITY MASTER PLAN
22 23
Sin
gapo
re a
nd In
dia
Par
tner
ing
for
Liv
eabl
e an
d S
usta
inab
le C
itie
s
6 A form of public procurement process that requires a public authority which has received an unsolicited bid for a public project to publish the bid and invite third parties to match or exceed it.
On 30 Oct 2015, a Singapore Consortium (SC) of
two established Singapore companies, Ascendas-
Singbridge Pte Ltd and Sembcorp Development
Ltd, submitted a proposal to the AP Government
to master-develop a start-up area of 6.84 km2. The
proposal was submitted via the Swiss Challenge
method,6 before being subjected to open competition,
which closed at end-February 2017. SC won the award
on 15 May 2017 and then formed a joint venture
with the AP Government’s Amaravati Development
Corporation, named Amaravati Development
Partners, to serve as the master developer.
The seed development, it is hoped, will not only
kick-start economic activity in the Amaravati Capital
Region, but will also enhance the value of land in the
region, benefitting the local population. In support of
this effort, Singapore agencies such as the recently
established Amaravati Partnership Office, Enterprise
Singapore, and the Building and Construction
Authority have been working closely with the AP
Government to attract Singapore companies to
pursue opportunities in AP’s industrial and business
clusters of high potential.
Capacity Building
Singapore’s partnership with AP recognises the
importance of human resource capacity building
in undergirding effective master planning,
development and governance. Numerous teams of
AP administrative and operations officials dealing
with water infrastructure, social housing, street-
side greenery and building control visited Singapore
between 2015 and 2016 to study these areas through
discussions and site visits.
Beyond the study visits and APLUGP, CLC in 2017
launched a series of “deep dive” workshops, which
delved into various topics such as land-use and
transport planning, development promotion, urban
design, housing and building construction, water
infrastructure, power, and solid waste management.
Helmed by seasoned practitioners who held senior
management positions in relevant Singapore
government agencies, these workshops have been
attended by close to 200 staff from CRDA and AP’s
state agencies.
Singapore’s capacity building efforts have extended
beyond planning and development issues to the areas
of security, education and public libraries.
Moving aheadIt is hoped that AP’s collaboration with Singapore
in pursuing an integrated master planning and
development approach, and in institution building
and governance, delivered via capacity building
platforms, will contribute to the building of a liveable
capital region for AP. A successful collaboration in this
respect will not just be a milestone in AP-Singapore
relations but could also have a demonstration effect
for other Indian states as they continue to meet their
urbanisation challenges.
OVERALL SEED PLAN
Water engineers from Andhra Pradesh and Singapore on a site visit to Krishna River near Pulichinthala Dam, June 2015
Artist’s impression of bird’s eye view of Amaravati
“IhaveverygoodrelationswiththeSingaporegovernment,andIadmirethisgovernmentbecauseofitsintegrity,efficiencyandcontinuousdevelopment.SoIcametoSingapore,andrequestedhelptoprepareaMasterPlantobuildaworld-classcity.Therearesomanycitiesthatareverygood,butSingaporeisatrulyliveablecity.Othercitiesmaybemorebeautiful,butSingaporeissustainableandliveable;ithaslawandorder,greenery,shopping,offices,urbantransportation,everything.ThisishowIwanttobuildoneofthebestcitiesinAndhraPradesh.” CM Chandrababu Naidu, Interview with CLC, September 2015
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Final masterplan handed over
An artist's impression of the Andhra Pradesh seed development masterplan. Covering a 16.9 sq km area, it is the final ofthree masterplans, including one for the entire city and another for the capital region. PHOTO: SURBANA JURONG
PUBLISHED JUL 21, 2015, 5:00 AM SGT
Final piece of six-month process to design state's new capital city given to chiefminister
Nirmala Ganapathy India Bureau Chief
Capping a six-month-long process to design Andhra Pradesh's new capital city, Singapore
has handed over the masterplan to develop the heart of Amaravati in southern India.
The seed development masterplan, covering a 16.9 sq km area, is the final of three
masterplans, including one for the entire city and another for the capital region handed over
in March and May respectively, created by Surbana Jurong.
This third masterplan includes government buildings and the Central Business District.
The project, which opens up business opportunities for Singaporean companies, is one of the
largest infrastructure projects in India.
"What our planners are trying to do is to capture a vision and the aspirations of the people of
Andhra Pradesh and, at the same time, create a foundation for a city which is vibrant, liveable
and has good infrastructure, good economic development," Mr S. Iswaran, Second Minister
for Home Affairs and Trade and Industry, said yesterday, after handing over the masterplan to
Andhra Pradesh's Chief Minister N. Chandrababu Naidu.
"The next important stage is the development stage when plans are turned into reality.
"We are looking forward to continuing our partnership with Andhra," said Mr Iswaran.
Amaravati, named after an ancient Buddhist city, is being created from the ground up in the
Guntur Vijayawada area after Andhra Pradesh lost its capital Hyderabad to the new state of
Telangana, created last year. Geographically, Hyderabad falls under the new state.
Mr Naidu is seeking to lay the foundation stone, marking the beginning of construction, for
the new city on Oct 22 and is looking at completing the first of five phases of the seed
development masterplan that includes government buildings, by 2018 - ahead of state
elections in 2019.
It is estimated that 300,000 people will be living in the city centre, which has been designed
based on the principles of Vaastu - an ancient science of architecture.
Ahead of that, the Andhra Pradesh government will choose an Amaravati Development
Partner to oversee the construction through a bidding process.
Urban planning is currently in focus in India with Prime Minister Narendra Modi launching
an initiative to create 100 modern cities to cope with an urban population expected to grow
from 31 per cent to 40 per cent by 2030.
Mr Teo Eng Cheong , chief executive of International Enterprise Singapore, said: "This
masterplan demonstrates Singapore's capabilities and paves the way for future partnerships
in India, across sectors such as urban planning, infrastructure and supporting services."
A version of this article appeared in the print edition of The Straits Times on July 21, 2015, with the headline 'Finalmasterplan handed over'. Print Edition | Subscribe
TOPICS: INDIA INFRASTRUCTURE
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Andhra city project
Final masterplan handed over
An artist's impression of the Andhra Pradesh seed development masterplan. Covering a 16.9 sq km area, it is the final ofthree masterplans, including one for the entire city and another for the capital region. PHOTO: SURBANA JURONG
PUBLISHED JUL 21, 2015, 5:00 AM SGT
Final piece of six-month process to design state's new capital city given to chiefminister
Nirmala Ganapathy India Bureau Chief
Capping a six-month-long process to design Andhra Pradesh's new capital city, Singapore
has handed over the masterplan to develop the heart of Amaravati in southern India.
The seed development masterplan, covering a 16.9 sq km area, is the final of three
masterplans, including one for the entire city and another for the capital region handed over
in March and May respectively, created by Surbana Jurong.
This third masterplan includes government buildings and the Central Business District.
The project, which opens up business opportunities for Singaporean companies, is one of the
largest infrastructure projects in India.
"What our planners are trying to do is to capture a vision and the aspirations of the people of
Andhra Pradesh and, at the same time, create a foundation for a city which is vibrant, liveable
and has good infrastructure, good economic development," Mr S. Iswaran, Second Minister
for Home Affairs and Trade and Industry, said yesterday, after handing over the masterplan to
Andhra Pradesh's Chief Minister N. Chandrababu Naidu.
"The next important stage is the development stage when plans are turned into reality.
"We are looking forward to continuing our partnership with Andhra," said Mr Iswaran.
Amaravati, named after an ancient Buddhist city, is being created from the ground up in the
Guntur Vijayawada area after Andhra Pradesh lost its capital Hyderabad to the new state of
Telangana, created last year. Geographically, Hyderabad falls under the new state.
Mr Naidu is seeking to lay the foundation stone, marking the beginning of construction, for
the new city on Oct 22 and is looking at completing the first of five phases of the seed
development masterplan that includes government buildings, by 2018 - ahead of state
elections in 2019.
It is estimated that 300,000 people will be living in the city centre, which has been designed
based on the principles of Vaastu - an ancient science of architecture.
Ahead of that, the Andhra Pradesh government will choose an Amaravati Development
Partner to oversee the construction through a bidding process.
Urban planning is currently in focus in India with Prime Minister Narendra Modi launching
an initiative to create 100 modern cities to cope with an urban population expected to grow
from 31 per cent to 40 per cent by 2030.
Mr Teo Eng Cheong , chief executive of International Enterprise Singapore, said: "This
masterplan demonstrates Singapore's capabilities and paves the way for future partnerships
in India, across sectors such as urban planning, infrastructure and supporting services."
A version of this article appeared in the print edition of The Straits Times on July 21, 2015, with the headline 'Finalmasterplan handed over'. Print Edition | Subscribe
TOPICS: INDIA INFRASTRUCTURE
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Leftpic Andhra Pradesh Leaders in Urban Governance Programme 2015Rightpic News clipping on the handing over of the final master plan, Straits Times, 21 July 2015, https:// www.straitstimes.com/business/final-master plan-handed-over
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TRANSIT
The challengeCoimbatore in Tamil Nadu is among India’s fast growing tier
II cities, with a population of over 1.6 million.1 Its vibrant
manufacturing and IT industries have attracted a continuous
stream of labour, and the resulting new settlements have
stretched the city’s limits to 642.12 km2. This unplanned and
uncoordinated development has led to traffic congestion,
inadequate sanitation and depleting water resources.
The solutionCoimbatore decided to develop a comprehensive master
plan that integrates peripheral developments with the city
core and aligns regional water and sanitation infrastructure
plans with the city’s requirements. With a planning horizon
of 25 years, the new GIS-based plan is for a larger area of
2,869 km2 with a projected population of 3 million. It adopts
Transit-Oriented planning and mixed-use developments as
a key strategy to ensure compact development. The plan,
which is in its final phase of drafting, will be integrated with
Coimbatore’s Smart City proposal and its draft mobility plan.
CoimbatoreRedrawing the master plan
Land planning & management
PARTICIPANT TAKEAWAY
CoimbatoreneedstohaveabroadplanningstrategysimilartoSingapore'sConceptPlanthatcansetthelong-termplanningvision.Takinganintegratedapproach,theland-useplansshouldalsoincorporatemulti-sectorrequirements.Implementationofthenewplanshouldbeundertakeninphases,withhigh-priority,high-impactprojectstakenupfirst.In-houseplanningcapabilitiesalsoneedtobestrengthened,workingwithretiredgovernmentplanningprofessionalsandacademicians. Mr Shambhu Kallolikar, Commissioner Town and Country Planning, Government of Tamil Nadu
Unlocking potential through planned development in Coimbatore
Coimbatore
1 2011 Census
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The challengeLocated just outside New Delhi, Gurugram1 is a bustling
economic powerhouse. With a population of 1.5 million,2 the
city faces a severe shortage of public transport services.
There is only one metro line linking the city to New Delhi and
a light metro rail. Its handful of ageing public buses ply limited
routes. As a result, traffic snarls are endemic.
The solutionGurugram’s strategy is to massively overhaul its bus
transport system and expand its rail system. To ensure
professional management and operation, the Gurugram
Metropolitan City Bus Limited has been formed. Bus
infrastructure will be ramped up, with 500 new buses to
ply new routes and an addition of five bus depots. By mid-
2018, 100 new buses are expected to hit the roads. Bus wait
times will be shortened to 7.5–10 minutes and commuters
will soon be able to get live updates via mobile apps.
Commuter surveys have been undertaken to identify service
gaps and determine last mile connection needs. Once the
improvements are in place, daily bus ridership is expected to
be in the range of 300,000.
GurugramGetting on board
Transit
ACTION PLAN SHARING
Attheprogramme,wediscussedthatpublictransportbasedonabussystemisalowercostandmoreflexibleoptionforastart.InSingapore,publictransportisseenasapublicgood.Routesarenowplannedcentrally,thenumberofbusoperatorshasbeencut,andbuseshavededicatedlanes,trafficlightpriorityandright-of-way.Comfortandreliabilityofserviceswithareasonablefarestructurethatdoesnotpenalisemodaltransfersisavitalcomponent.Carusageandownershipisalsoheavilydiscouraged. Mr Wong Kai Yeng, CLC Panel of Experts on Planning and Infrastructure
Thoroughfare in Gurugram
Gurugram
1 Gurugram was formerly known as Gurgaon
2 2011 census
Atal Mission for Rejuvenation and Urban Transformation(AMRUT)
Transit IN BRIEF
ObjectivesProviding basic services to households and building
amenities in cities that will directly improve the
quality of life for all, especially the poor and the
disadvantaged, is a national priority for India.
On 25 June 2015, the Government of India launched
the Atal Mission for Rejuvenation and Urban
Transformation (AMRUT) with a view to:
(i) ensuring universal coverage of water supply
and substantial coverage in provision of
sewerage facilities;
(ii) increasing the amenity value of cities by developing
greenery and well-maintained open spaces (e.g.,
parks); and
(iii) reducing pollution by constructing facilities for
non-motorised transport (e.g., walking and cycling).
The Mission focuses on the following thrust areas:
• Water supply;
• Sewerage facilities and septage management;
• Storm water drains to reduce flooding;
• Pedestrian, non-motorised and public transport
facilities and parking spaces; and
• Enhancing the amenity value of cities by creating
and upgrading green spaces, parks and recreation
centres, especially for children.
COVERAGE. AMRUT covers 500 cities under the
following categories:
• All Cities/Towns that have populations exceeding
1 lakh (100,000) ;
• All Cities/Towns classified as Heritage Cities under
the HRIDAY Scheme for heritage city development;
• 13 Cities/Towns on the stems of the main rivers that
have populations above 75,000 but less than 1 lakh
(100,000) each;
• 10 Cities from hill states, islands and tourist
destinations (not more than one from each State).
REFORMS. A cornerstone of AMRUT is the
implementation of 11 urban reforms such as
e-governance, constitution of professional municipal
cadres, devolving funds and functions, review of
building bylaws, setting up of financial intermediaries,
improvement in the assessment and collection of
municipal taxes and fees, credit rating
of Urban Local Bodies (ULBs), energy and water
audits, and citizen-centric urban planning.
FundingThe total outlay is Rs. 50,000 crores (S$10 billion)
for five years from FY 2015–16 to FY 2019–20 and
the Mission will be operated as a Centrally Sponsored
Scheme. AMRUT may be continued thereafter
following an evaluation by the Ministry of Housing
and Urban Affairs (MoHUA).
ProgressThe programme outcomes have been valued by
citizens, particularly women. The following steps have
been taken so far:
• The State Annual Action Plans of all 36 States/
Union Territories (UTs) have been finalised,
with a total proposed investment of Rs. 77,640
crores (S$16 billion), of which Rs. 35,890 crores
(S$7 billion) is the Central Government’s share;
• 310 projects costing Rs. 190.78 crores (S$38 million)
have been completed;
• 1,657 projects costing Rs. 34,454 crores (S$6.9
billion) have been awarded;
• Tenders have been invited for 769 projects worth
Rs. 12,504 crores (S$2.5 billion);
• Detailed Project Reports (DPRs) for 1,160 projects
worth Rs. 11,002 crores (S$2.2 billion) have
been approved;
• In keeping with the incentive-based approach to
reforms, a sum of Rs. 900 crores (S$181 million)
has been released to the States/UTs for the years
2016–17 and 2017–18.
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HERITAGE CONSERVATION
The challengeThe Himalayan city of Gangtok,
capital of Sikkim, has a density of
more than 5,000 persons per km2,
with 100,2861 persons spread over
19 km2. It faces severe congestion:
its topography is characterised by
steep gradients and irregular road
alignments, resulting in narrow
carriageways. This limits conventional
public transport services to only 2%
of modal share.
The solutionGangtok’s goal was to adopt
alternative transport systems that are
reliable, easy to install, operate and
maintain, have minimal environmental
impact, allow intermodal integration,
provide good internal rates of return
(IRR), and can boost the residents’
quality of life. The State of Sikkim
decided on a ropeway system,
which suits the city’s topography
and can potentially bring about
transformational change. Gangtok
currently has one tourist cable car
and plans to expand its network.
GangtokTransit in the skies
Transit
ACTION PLAN SHARING
WediscussedthatGangtokcouldconsidercompact,integratedplanningaroundthestationstoattracthigherpatronage.Beyondthat,extraneoustrafficandloadingandunloadingofvehiclesshouldbedivertedfrommainroads. Mr Mohinder Singh, CLC Panel of Experts on Transport
A key ingredient for designing a
successful ropeway system was
the availability of GIS spatial data.
Community engagement uncovered
concerns for safety, particularly over
power outages; these were addressed
through system design. The detailed
plans for the ropeway transit system
are currently awaiting approval from
the Ministry of Housing and Urban
Affairs. If approved, the Ministry
will fund up to 90% of the cost,
with the State of Sikkim providing
the remainder. The Government of
Sikkim is also considering supporting
infrastructure such as public rugged
escalators, FoB (foot over bridge),
and transit-oriented developments to
ensure the project is a success.
Ropeways open up alternative spaces for public transport
Gangtok
1 2011 census data
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The challengeJaisalmer, in the State of Rajasthan, stands out for
its heritage dominated by havelis (ancient mansions)
and monuments built with yellow stone. At its centre
lies Jaisalmer Fort, a UNESCO World Heritage site.
Its heritage buildings are in need of protection
and preservation while modern amenities are
incorporated. Present-day construction techniques
and materials using exposed cement, glass and steel
have affected the aesthetics, grandeur and heritage
value of the buildings. Telephone poles, electric lines
and billboards further mar the city’s skyline. The lack
of funds has deterred the state and private building
owners from undertaking costly conservation works.
The solutionWith inputs from the Archaeological Survey of India,
the Municipal Board, and the Urban Improvement
Trust, Rajasthan’s Department of Town Planning
formulated the "New Building Regulations" in 2015 to
balance current needs, heritage character and visual
integrity. The city will be divided into zones, each with
specified development guidelines. Street facades are
to be unified and all utilities to be placed underground.
A Heritage Fund will be established to raise funds for
building conservation through tourist contributions.
JaisalmerPreserving the Golden City
Heritage conservation
Draft Site Management Plans are being finalised.
A Jaisalmer Fort Management Authority will be
set up to perform municipal functions, implement
regulations and undertake repairs of heritage
properties. Residents will be incentivised to maintain
their properties or resettle elsewhere if their
properties are uninhabitable without development.
The Rajasthan Government has allocated Rs. 2
crores (S$403,000) for the preservation of the fort
and its surrounds.
Jaisalmer
ACTION PLAN SHARING
Singaporewasabletoconserveitsheritageareasbyunderstandingtheirtourismvalue.Itstourismgrowthwasaresultofdeliberateeconomicandphysicalplanning.Theheritageareaswereenhancedthroughpedestrianisation,integrateddevelopment,andpro-businessinitiatives.Likewise,Jaisalmerwouldbenefitifconservationandtourismgohandinhand.Tourismdevelopmentwillyieldmorefundsforconservationthroughheightenedbusinessandemploymentopportunities. Ms Lim Swee Keng, Deputy Director, CLC
Jaisalmer Fort has been adapted to modern uses, sometimes at the expense of heritage values.
Heritage City Development and Augmentation Yojana (HRIDAY)
Heritage conservation IN BRIEF
ObjectivesIndia is endowed with rich and diverse natural, historic
and cultural resources. However, it is yet to explore
the full potential of these resources. Past efforts at
conserving historic and cultural resources in India’s
cities and towns have often been carried out with little
consideration for the main development challenges
they face and in isolation of the needs and aspirations
of local communities. Heritage city development is not
about protecting and conserving a few monuments;
rather, it is about comprehensive planning and
development of the entire city—from infrastructure
provision, delivery of basic services, growing the
local economy and providing for the livelihoods of the
people, ensuring the quality of life of communities,
and reinvigorating the soul of the city.
The Ministry of Housing and Urban Affairs launched
the Heritage City Development and Augmentation
Yojana (HRIDAY) on 21 January 2015. HRIDAY
offers tremendous opportunity for an integrated,
inclusive and sustainable development of India’s
heritage cities. Its main objective is to preserve the
character and soul of the heritage city and facilitate
inclusive heritage-linked urban development by
exploring various avenues, including harnessing
the private sector.
The duration of the Mission is four years starting in
December 2014 and ending in November 2018.
COMPONENTSANDSTRATEGY. The Mission covers 12
cities, namely: Ajmer, Amaravati, Amritsar, Badami,
Dwarka, Gaya, Kanchipuram, Mathura, Puri, Varanasi,
Velankanni and Warangal.
The Mission broadly focuses on four theme areas
for reviving and revitalising the soul of heritage
cities, i.e., Physical Infrastructure, Institutional
Infrastructure, Economic Infrastructure and
Social Infrastructure.
The projects can be funded directly or through
support from other stakeholders, including the private
sector. The following is a broad indicative list of
components under the four broad themes, which
can be refined, based on the needs of each city:
• Preparation of a City HRIDAY Plan;
• Heritage revitalisation linked to service provision;
• City information/knowledge management and
skills development.
FundingThe Mission is fully funded by the Central
Government. The total outlay is Rs. 500 crores
(S$101 million).
ProgressThus far, 66 projects have been approved at a
cost of Rs. 420.44 crores (S$85 million), and 46%
of the funds have been released. Of these, three
projects have been completed and 52 contracts
are ongoing.
The heritage city of Varanasi on the banks of the Ganges River
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Toppic Haphazard developments around Bhadra Fort gateBottompic Life in the pols
1 2011 census
2 Ancient monuments which are of national importance in India are called protected monuments and are managed by the Archaeological Survey of India (ASI).
3 “Urban Conservation Initiatives in the Walled City of Ahmedabad”, in Urban Heritage in Indian Cities: Compendium of Good Practices (India: National Institute of Urban Affairs, 2015), 9-14.
The Historic City is defined by its close-knit urban
settlement form, rooted in ancient town planning
wisdom. The pols capture the essence of community
living and lend the Historic City its unique pulsating
character. A typical pol precinct is structured
around narrow meandering streets, flanked by
two-storeyed houses and punctuated with markets,
chowks (squares), community wells and chabutros (bird
feeders). The pol houses have intricate carvings
on their facades and were designed to be climate
responsive, with internal open courtyards that filter
sunlight, shafts that circulate cool air, underground
rainwater tanks, and efficient distribution of space
within tight plot sizes. The 15th–16th century
monuments of the Historic City showcase a fine
fusion of Indo-Islamic design principles and
aesthetic values.
Heritage conservation
Ahmedabad
AhmedabadBalancing the Old with the NewUnchecked growth, neglect of its built heritage and the lack of development controls had led to a degradation of the architecture and splendour of what is commonly known as the walled city of Ahmedabad. How did this city make a remarkable transition to a UNESCO World Heritage city? This case study looks at the measures the Historic City of Ahmedabad took towards regaining its past glory and the challenges that remain.
Ahmedabad
The challengeAhmedabad is the State of Gujarat’s largest city, a
modern commercial metropolis with a population of
5.57 million1 spread over 464 km2. It enjoys a rich
cultural and historical legacy. The city is at once
home to 600-year-old heritage structures and the
post-modernist buildings of Le Corbusier, Louis Kahn
and Frank Lloyd Wright. One of its most celebrated
features is its historic city, a 5.35 km2 fortified
enclave located in the city centre. Established in 1411
by Sultan Ahmed Shah and continuously occupied
since, the Historic City is an architectural treasure
trove and a living heritage, with 2,600 heritage
sites, 28 protected monuments,2 and 600-odd pols
or traditional housing clusters with nearly 375,0003
residents. However, the Historic City could not
escape the pressures of modern day development,
which have taken a toll on its character and led to
its decline in recent decades.
In 2012, Ahmedabad received SpecialMention under the Lee Kuan Yew World City Prize, an international award honouring outstanding achievements in the creation of liveable, vibrant and sustainable urban communities, for a series of urban redevelopment projects it undertook, namely the Bus Transport System, the Kankaria Lake redevelopment and the Sabarmati Riverfront projects, Ahmedabad sought to make itself a liveable, equitable and sustainable metropolis.
“...Asitdisplaysthefirstsignofdramaticphysicaltransformation,Ahmedabadsendsamessageofhopetocitiesthatareseekingtoriseabovetheproliferatingproblemsofpollution,worseningtrafficconditionsandinadequateaffordablehousing…”
Jury’s Citation. Special Mention, 2012 Lee Kuan Yew World City Prize
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4 “Urban Conservation Initiatives in the Walled City of Ahmedabad”, in Urban Heritage in Indian Cities: Compendium of Good Practices (India: National Institute of Urban Affairs, 2015), 9-14.
Oppositepic View of the closely laid pol housesTopleftpic Intricately carved wooden exteriorsBottompic Inside the Jama Masjid
The solutionPreserving and maintaining centuries-old built heritage
in a rapidly growing city is a complex endeavour. In
the case of the Historic City, it has involved careful
planning, administrative reforms, collaborations and the
involvement of civil society.
On the institutional side, concerted efforts began
in 1984, when conservationists, together with the
Ahmedabad Municipal Corporation (AMC) and the Ford
Foundation, instituted a study to initiate conservation
policies. Following this, in 1996, AMC, with assistance
from the Conservation and Research of Urban
Traditional Architecture (CRUTA) Foundation, set up
a Heritage Cell, becoming the first Indian city-level
administration to have a dedicated heritage department.
Over the next few years, the Heritage Cell, through a
series of collaborations, rolled out a conservation and
urban regeneration plan.
A "Walled City Revitalisation Plan” was drafted,
which highlighted the need to modify the old heritage
regulations and reduce the density allowed for new
constructions.4 New regulations prohibiting the
demolition of heritage structures were introduced. These
were later amended to make it mandatory for heritage
property owners to seek the Heritage Cell’s advice and
approval before undertaking repair and renovations.
Further, a Heritage Conservation Committee was
formed by the Gujarat State Government to oversee
conservation activities, not only for the walled city
but also for urban areas that are part of the greater
Ahmedabad urban agglomeration, managed by the
Ahmedabad Urban Development Authority (AUDA).
AUDA’s Development Plan 2021 introduced regulations
exclusively for the Historic City, defining building uses,
setbacks, permissible extensions, floor space indexes
(FSI) and guidelines for parking provisions.
Despite its splendour, the Historic City
faces unrelenting development pressures.
Owing to a lack of modern-day amenities
and changes to the social fabric, several
families emigrated to the western parts
of Ahmedabad, leaving the pol houses
vacant and in a state of neglect. For
higher rents, some owners let out these
houses for commercial activity, including
for non-compatible uses such as
warehousing and manufacturing. Narrow
streets originally designed for pedestrian
movement are heavily congested with
two-wheelers, auto-rickshaws and
buses. Sections of the city walls were
demolished to make way for wider
roads. Inadequate development controls
have resulted in the mushrooming of
illegal and insensitive developments.
Restoration of these properties is often
beyond the means of their owners, some
of whom have found it far more lucrative
to sell off to real estate developers.
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ProgressThe two decades of efforts have borne fruit. In 2011,
Ahmedabad was nominated for UNESCO’s World
Heritage City status. Over the next six years, a team
of conservationists, architects and students from the
Centre for Conservation Studies and CEPT University
diligently studied and documented the Historic City in
granular detail, and prepared a Heritage Management
Plan. In recognition of the richness of its 600-year old
living heritage, in 2017, the Historic City of Ahmedabad
was inscribed as a UNESCO World Heritage City.
Restoration works and community engagement
activities have helped to recreate interest in the
pols. Private entrepreneurs have invested in the
restoration of some of the havelis (ancient mansions)
and transformed them into boutique hotels,
museums, performing art spaces, etc. The city’s
heritage status is expected to increase tourist
inflows and generate revenue, which can be
channelled for conservation works.
Oppositepic The Shaking Minarets, a rich 15th century architectural legacyLeftpic Bird feeders, dotting the pol landscape
View of the conserved Chinatown district in Singapore, visited by programme participants
While much has been done to preserve heritage,
several complex challenges prevail. Basic services,
such as garbage management, as well as pollution
and ageing infrastructure require urgent attention.
Illegal demolition of heritage structures continues.
Attempts to regulate vehicular movement have
yielded mixed results, and congestion continues
unabated. Significant funds are needed to undertake
all the heritage management plans and projects
proposed in the dossier presented to UNESCO.
In its Heritage Management Plan, AMC has identified
a list of immediate action steps that will be taken
in the short to medium term. These include
preparation of a Local Area Plan, heritage bylaws,
urban design plans, strengthening of the regulatory
framework, dissemination of conservation guidelines,
restoration of traditional water harvesting systems,
public awareness and several restoration projects.
The administration assesses that now is the best
time to roll out new plans, nudge social behavior
towards greater civic responsibility and garner
more community support to sustain the
conservation efforts.
As the Historic City pushes forward its conservation
plans, it can take heart from the fact that some of
those who had once left the city are slowly returning
to reclaim its old glory and continue its legacy as a
living heritage. 5 Using the TDR, property owners can sell development rights to another person
or agency, who may use it for development in other parts of the city.
Collaborations have been effectively used as a way of
gaining insights into new-age conservation methods
and raising local and international interest in the
Historic City’s heritage value. AMC partnered the
French government to survey and create an extensive
database of the Historic City’s heritage structures and
carry out restoration works. The Dutch government
was roped in to restore the city’s Dutch-era buildings.
Several restorations projects are being undertaken
with the Archaeological Survey of India, which
manages the listed buildings and their precincts. With
time, the Heritage Cell built up its in-house technical
capabilities on conservation and restoration works.
In a bid to make renovation financially viable,
AMC and AUDA partnered the Housing and Urban
Development Corporation Ltd to offer subsidised-
interest loans for repair and restoration. Local banks
and religious trusts also lent financial assistance
for restoration works. Recently, AUDA introduced
the “Tradable Development Rights (TDR)" policy5
for listed heritage structures whereby a tradable
FSI ranging between 0.3 and 0.5 is assigned to each
building according to its heritage value. Property
owners can trade their FSIs to generate revenue
for restoration works.
The activities of the Heritage Cell also successfully
drew on Ahmedabad’s vibrant civil society, the pol residents and the entrepreneurial acumen of its
generations-old wealthy families who were patrons
of the city’s art and architecture. These activities
included heritage walks through the historic quarters
and “soft” activities such as poetry recitals and
street-plays to generate interest in the pols. Reviving
age-old traditions of community-led discussions, the
Heritage Cell also held meetings in the pols with the
residents to understand their concerns and generate
buy-in for the conservation plans.
“AttheprogrammewediscussedthechallengesrapidlyurbanisingcitiessuchasAhmedabad,Delhi,Jaipur,BhubaneswarandMumbaifaceinconservingtheirbuiltheritage.Inthiscontext,Singapore’sheritageconservationstrategyofferspracticalinsightsthatcanbeadaptedbycitieselsewhere.AnimportantlearningfromSingapore’sapproachisthatheritageconservationcanbesustainablewhenbuildingsaresafeguardedandtheireconomicvalueisunlocked.Investmentopportunitiesneedtobecreatedthroughselectivedensification,injectionofnewuses,improvedaccess,provisionofamenitiesandplacemanagementinvolvingthelocalcommunity.” Mr SCL Das, Joint Secretary, Ministry of Home Affairs, India
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Pradhan Mantri Awas Yojana (Urban)
Housing for All Mission by 2022
Affordable Housing IN BRIEF
ObjectivesRapid movements of people from rural to urban
areas have meant a lack of affordable housing,
poor quality housing and homelessness in many of
India’s urban areas. On 25 January 2015, the Indian
Government launched the “Pradhan Mantri Awas
Yojana (Urban)—Housing for All Mission by 2022” with
a view to ensuring housing for all in the urban areas.
The Mission, intended to be implemented during
2015–2022, provides Central Government assistance
to eligible families/beneficiaries across all 4,041
statutory towns.
The Mission has the following four verticals:
(i) In-situ Slum Redevelopment (ISSR): A grant of
Rs. 1 lakh (S$2,000) per house is available for all
houses built for eligible slum dwellers. The scheme
involves using land as a resource and envisages
the participation of private developers.
(ii) Credit-Linked Subsidy Scheme (CLSS):
Beneficiaries from the Economically Weaker
Section (EWS)/Low Income Group (LIG),
Middle Income Group (MIG)-I and Middle Income
Group (MIG)-II seeking housing loans from banks,
housing finance companies and other such
institutions for acquiring/constructing houses
are eligible for an interest subsidy of 6.5%,
4% and 3% on loan amounts up to Rs. 6 lakh
(S$12,000), Rs. 9 lakh (S$18,000) and Rs. 12
lakh (S$24,000), respectively.
(iii) Affordable Housing in Partnership (AMP) with the
public or private sector: Assistance of Rs, 1.5 lakh
(S$3,000) per EWS house is provided by the Central
Government where these are in housing projects
containing at least 250 houses, at least 35% of
which should be in the EWS category.
(iv) Beneficiary-led Individual House Construction/
enhancements (BLC): Central Government
assistance of Rs. 1.5 lakh (S$3,000) per house
is available to eligible individual families from
the EWS category.
Progress• The Central Government has approved assistance
for 30 lakh (3 million) houses; of these, 21 lakh (2.1
million) have been constructed, and 75% of them
have since been occupied by the beneficiaries.
• Home loan subsidies have been disbursed to about
1 lakh (100,000) beneficiaries from the EWS, LIG
and MIG categories.
• A Schedule of Rates (SoR) has been prepared for
three new technologies that will be adopted in this
project. Funds have been allocated for Technology
Sub-Mission activities such as the
global construction challenge.Aside from quantity and quality of housing, best practice housing integrates facilities, services and job opportunities within close distance.
AFFORDABLE HOUSING
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The challengeMadhya Pradesh has an estimated urban affordable
housing shortage of 1.1 million.1 This shortage is
acutely felt among the urban poor, classified as the
Economically Weaker Section (EWS) and Low Income
Group (LIG). The supply and uptake of government-
built affordable houses is constrained owing to issues
of affordability, high land and development costs,
poor housing design, banks’ lending reluctance and
low private sector participation.
The solutionIn 2014, the state set a target of constructing
500,000 EWS and LIG homes by 2018.2 The housing
policy was redesigned and aligned with the Central
Government’s “Housing for All” programme. On the
demand side, affordability has been improved through
government-facilitated debt restructuring involving
loan repayment guarantees, an interest subsidy (5%)
and a low monthly instalment scheme. On the supply
side, land required for these projects will be released
expediently at token rates. More mixed-income and
mixed-use projects are planned, whereby revenue
from the sale of commercial and higher-priced units
will subsidise the cost of building low income units.
Housing designs are also being customised according
to the residents’ lifestyle needs. So far, 75,000
affordable housing units have been constructed
and 200,000 are under construction.
Madhya PradeshBuilding affordable homes
Affordable Housing
PARTICIPANT TAKEAWAY
DiscussionofSingapore’spublichousingexperience,particularlytheshiftfromrentaltoanownershiphousingmodel,theconceptofno-fencepublichousingestates,useofinnovativeconstructiontechnologiesanddesignofidenticalhousingunitswithpre-setcustomisationoptions,hasbeenextremelyinsightful.WhileMadhyaPradesh’sAffordableHousingprogrammehasinnovatedwithdesignandfinancingmodels,therearesomeideasfromSingaporewhichcanbeadaptedforbetterprogrammeimplementation. Mr Anand Singh, Director, Urban Development and Housing Department, Government of Madhya Pradesh
View of the affordable housing project in Chhindwara, Madhya Pradesh
MadhyaPradesh
1 Madhya Pradesh Housing and Infrastructure Development Board
2 Madhya Pradesh 2018 Vision document
The challengeWhile the level of urbanisation is lower in Bihar
at 10.5%, compared to the national average of
approximately 28%, its urban poverty level is much
higher, at 32.91%, compared to the national average
of 23.62%. This has resulted in an affordable housing
deficit of 1.2 million dwelling units. Naturally, long term
residents are reluctant to be uprooted from slums,
affecting effective action. Much resident engagement
is needed for households to agree to move from slums
to better housing options to improve the quality of life.
The solutionThe Bihar government is addressing this through
its “Affordable Housing Policy”, which supports
projects under private partnership. Innovative
initiatives under the new scheme include:
redevelopment of existing slum land with grants of
Rs. 1–1.5 lakh (S$2,000–3,000) per house, subsidies
for economically weak communities and lower
income groups, provision of public housing through
parastatal agencies, or integrating affordable
housing into private developments. A demonstration
precinct is also being developed as a model for
future development . The project is supported by the
"Housing for All" national scheme.
BiharA future with a home
Affordable Housing
Bihar
“ Public Housing like the one in Singapore can take India out of a huge housing crisis. Clear political vision supported by responsible and committed technocrats is the right way to development.”
Mr Iftikhar Ahmed Hakim, Director Planning and Coordination, Project Management Unit, Jhelum Tawi Flood Recovery Project, Government of Jammu & Kashmir
Participants visited the Housing and Development Board (HDB) showroom to get a glimpse of the Singapore’s available public housing types.
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SMART SOLUTIONS
Singapore's Bishan–Ang Mo Kio Park is part of the "Active, Beautiful, Clean (ABC) Waters" programme"—the park is not only a popular recreational space and green lung, but also doubles as a means of flood management.
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1 2011 census
COMPONENTS. The major components of this AMRUT
sub-scheme are Urban Database Creation at the scale
of 1:4000 according to the prescribed Design and
Standards, Formulation of Master Plans on the GIS
base map, and Capacity Building.
TIMELINES.The total time period for base map
generation, including data acquisition, geo-referencing,
GPS (Global Positioning System) surveys, data
processing, ground-truthing, generation of thematic
layers, etc., according to the Design and Standards for
500 cities is 24 months. The time period for urban data
collection, data analysis and master plan formulation
up to the draft proposal stage is 36 months.
PROCESS.
BUDGET. The total cost of this sub-scheme under
AMRUT is Rs. 515.00 crores (S$104 million), with
the following breakdown:
• geo-spatial database creation: Rs. 115.90 crores
(S$23 million);
• plan formulation, including data collection &
analysis: Rs. 388.25 crores (S$78 million); and
• capacity building: Rs. 10.85 crores (S$2 million).
IMPLEMENTATIONMECHANISM. Although, all the reform
activities under AMRUT are reviewed on a regular
basis, this particular reform will be monitored
as follows:
At State Level: The State Level Technical
Committee (SLTC) will oversee the progress
of the technical implementation of the reform
and the State Level High-Powered Steering
Committee will look into overall coordination and
implementation of the reform.
At Central Government Level: Periodic and
detailed monitoring and review of the reform
state-wise will be carried out by the Space
Technology Application Cell created at the Town
and Country Planning Organisation (TCPO)
by the Ministry of Housing and Urban Affairs.
The Cell will submit its recommendations to a
National Monitoring and Review Committee. The
Monitoring and Review Committee will in turn
report to the Technical Advisory Committee
which will further report to the Apex Committee,
of AMRUT. The Apex Committee will monitor/
review the overall progress and achievements of
the reform and address any inter-agency issues.
ProgressNational meetings involving 218 State Mission
Directors/State Nodal Officers were held in June
and October 2016 and September 2017 to discuss
the modalities of implementing the scheme. A
National Monitoring & Review Committee, under
the chairmanship of TCPO’s Chief Planner has been
set up and two meetings have been held so far, in
November 2017 and January 2018.
Demarcationofmappingarea
SatelliteDataacquisition
GPSSurvey
Geo-referencing
TopologyBuilding
GroundTruthing
Valueadditionfromlinedepartments
Qualitycheckandvetting
PrimaryandSecondarySurveys
Attributemapping
ThematicMapgeneration
Draftproposals
ProjectedRequirements
Policyformulation
Identificationofissuesandpotentials
DraftMasterPlan
GISBaseMap
StatewideGISPlatformandApplicationDevelopment
Source: TCPO
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The challengeUrban settlements in India have experienced
rapid population growth: the percentage of India’s
population living in urban areas more than doubled
from 14% at the time of independence to 31.8% in
20111. By 2051, India is expected to be considered an
urban nation, with more than 50% of the population
living in urban areas.
As part of a series of efforts to ensure that urban
development is equitable and sustainable, the
Indian Government launched the Atal Mission for
Rejuvenation and Urban Transformation (AMRUT)
in June 2015. The objective of AMRUT is to ensure
that 500 selected cities have, among other things,
universal coverage of water supply, substantial
coverage in provision of sewerage facilities and
ample facilities for non-motorised transport.
The tools for delivering coherent and sustainable
urban development missions such as AMRUT are
Master Plans/Development Plans. These allow
for optimum land-use. Most Master/Development
Plans are formulated for 20-year periods, in
phases of five years for periodic review and
revision. The formulation of a master plan starts
with base map preparation, existing land-use
surveys, collection of the socio-economic data
necessary for reviewing the existing situation
and then proposing a future land-use plan. The
most crucial information required is an accurate
and updated base map of the planning area,
showing roads and building layouts, spatial extent
of development, information on the use of each
parcel of land, etc.
AMRUT CitiesUsing GIS to enhance master planning
Smart Solutions
Conventional mapping and data gathering
mechanisms, however, cannot keep pace with rapid
population growth and frenetic urban growth: these
trends make it hard to track the spatial growth of
towns/cities, land-use status and the status of the
country’s physical infrastructure.
The solutionAdvances in remote sensing and Geographic
Information Systems (GIS) can expedite the Master
Plan process through the integration of both spatial
and attribute data. These systems enable detailed
real-time monitoring, updating and assessment
of elements such as the spatial growth of towns/
cities, land-use status, and physical infrastructure
in anticipation of projected population growth.
Preparation of base maps from Very High Resolution
Satellite (VHRS) images and GIS technology can be a
time- and cost-effective solution.
The formulation of GIS-based Master/Development
Plans is one of the key reforms under AMRUT. The
reform was approved in October 2015 as a 100%
centrally funded sub-scheme.
OBJECTIVEOFGIS-BASEDMASTERPLANSFORAMRUT. To develop
common digital geo-referenced base maps and land-use
maps using GIS and Master Plan formulation for 500
cities selected under the AMRUT Urban Mission.
Gathering topographical data for input into GIS layers
47
Smart Cities Mission
Smart Solutions IN BRIEF
ObjectivesThe Ministry of Housing and Urban Affairs (MoHUA)
launched the “Smart Cities” Mission on 25 June
2015. The objective of this bold, new initiative is to
promote cities that provide core infrastructure and
give a decent quality of life to citizens, deliver a clean
and sustainable environment and apply “Smart”
solutions. The focus is on sustainable and inclusive
development. The idea is to look at compact areas
and create a replicable model that will act as a beacon
to other aspiring cities, both within and outside the
Smart City, thus catalysing the creation of similar
Smart Cities elsewhere in the country.
The core infrastructure elements of a Smart City
include:
(i) Adequate water supply;
(ii) Assured electricity supply;
(iii) Sanitation, including solid waste management;
(iv) Efficient urban mobility and public transport;
(v) Affordable housing, especially for the poor;
(vi) Robust IT connectivity and digitisation;
(vii) Good governance, especially e-governance
and citizen participation;
(viii) Sustainable environment;
(ix) Safety and security of citizens, particularly
women, children and the elderly; and
(x) Health and education.
COVERAGEANDSTRATEGY. The Mission will cover 100 cities
for a duration of five years (FY2015–16 to FY2019–
20). The selection of Smart Cities is based on the idea
of competitive and cooperative federalism and follows
a challenge process to select cities in two stages.
The strategic components of the 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.
FundingThe Mission will be operated as a Centrally Sponsored
Scheme and the Central Government proposes to give
financial support of Rs. 48,000 crores (S$9.6 billion)
over five years, i.e., an average of Rs. 100 crores
(S$20 million) per city per year. A matching amount
will have to be contributed by the State/Urban Local
Body (ULB).
ProgressA total of 99 Smart Cities have been selected since
January 2016. A total investment of Rs. 2,03,979.00
crores (S$41 billion) has been proposed by these 99
under their Smart City Plans:
• Projects focusing on revamping an identified area
(Area Based Development) are estimated to cost
Rs. 1,63,138 crores (S$33 billion).
• Smart initiatives across the city (pan-city
initiatives) account for Rs. 38,841 crores (S$77
billion) of investments.
• An amount of Rs. 2,000 crores (S$402 million) has
been kept aside for operations and maintenance
and other contingencies.
PARTICIPANT TAKEAWAY
Singapore’sGISportal(www.onemap.sg)ismuchappreciated.Thelevelofinformationembedded,bothspatialandnon-spatial,isveryusefulforurbanplanninganddevelopment;itcanbereplicatedintheIndiancontextwhileimplementingtheAMRUTSub-schemeonformulationofGIS-basedMasterPlansforour500cities.TheoverallknowledgegainedfromSingaporewillhelpinbetterplanningandgovernanceinIndia. Mr Mohd. Monis Khan, Town and Country Planning Organisation, Ministry of Housing and Urban Affairs, Government of India
FINANCIALPROGRESS.Thus far, funds have been
released to 26 States (300 Towns). The total
approved cost for these 26 States is Rs. 258.63
crores (S$52 million), of which a sum of Rs. 49.19
crores (S$10 million) has been released as a 20%
advance and first instalment. Proposals from
another four States are under consideration.
PHYSICALPROGRESS
(i) Geo-database Creation: TCPO has prepared and
published the Design and Standards document
for geo-database creation. Satellite images have
been acquired in 17 States (185 towns), Data
Processing has been completed in 9 States (70
towns), Thematic Map Creation and Generation
of Draft Maps have been completed in 9 States
(69 towns), and draft maps have been delivered
in 7 States (40 towns) for vetting and attribute
database collection.
(ii) Master Plan Formulation: Calls for Expressions of
Interest have been issued in 9 States (61 towns),
Requests for Proposals have been floated in 10
States (50 towns), and work has been awarded to
consultants in 6 States (12 towns).
(iii) Capacity Building: The capacity building
programme has begun in coordination with two
national-level institutes (BISAG in Gandhi Nagar
and NESAC in Shillong). It has so far trained 79
participants from State Governments in four
training programmes held between December
2017 and February 2018.
Source: TCPO
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PARTICIPANT TAKEAWAY
ThetransformationoftheGrandCanalisinitsnascentstages,anditssuccessdependsonsteadyprogressandaligningtheprojectwiththeoverarchingideaoftransformingPondicherryintoasmartcity.Singapore’surbantransformationisaninspirationanditsCleanUp–Plan–ExecuteApproachtotheSingaporeRiverprovidesadeepinsightandcueforemulationtotransformtheGrandCanal.Also,asseenfromSingapore’s“Active,Beautiful,CleanWaters”programme,publicengagementwillbekeytoensurethecanal’scleanliness. Mr Jawahar P, CEO, Puducherry Smart City Development Ltd
Completed in 1987, the Singapore river clean-up enabled Singapore’s riverine transformations. The clean-up included strengthening environmental infrastructure and regulations, which unlocked the potential contained in the areas surrounding Singapore’s waterways. Clarke Quay, formerly a major trans-shipment and trade passageway, was one such area. It had been earmarked for transformation into a festive commercial and heritage zone by the 1985 Singapore River Concept Plan and 1986 Conservation plan respectively. The government land sales programme for conservation sites then allowed for a public-private partnership to create a lively entertainment zone in Clarke Quay while keeping its heritage.
Toppic Singapore River prior to then Prime Minister Lee Kuan Yew's call for a clean-up. Source: Singapore Press Holdings LimitedBottompic Singapore River today.
PondicherryFrom backwater towards lifestyle hub
Smart Solutions
1 “Municipality cleans up Grand Canal”, The Hindu, 14 August 2015, http://www.thehindu.com/news/cities/puducherry/municipality-cleans-grand-canal/article7537944.ece
2 Puducherry Smart City Proposal, http://pondicherrysmartcity.in/images/pdf/Puducherry%20Smart%20City%20Proposal%202017.pdf
The challengeDutch town planning and French architectural
influences abound in Pondicherry, a small 19.62
km2 city in South India known for its eclectic mix
of east and west. The Grand Canal, which bisects
the old French and Tamil quarters, reflects this
heritage. Yet, years of neglect had left the canal
derelict. Built as a stormwater drain by the
French around 1765, it had become polluted
and an eyesore.
The solutionThe year 2015 marked the canal’s renaissance.
Cleaning commenced in conjunction with the
Central Government’s Swacch Bharat mission,1
and the Smart Cities Mission was subsequently
identified as the vehicle to catalyse the
transformation of the canal and surrounding areas.
Pondicherry
Ideas were then sourced worldwide on how best
to transform the canal. Singapore lent inspiration
with the Singapore River clean-up and the
transformation of Clarke Quay into a lifestyle
hub. Singapore’s “Active, Beautiful, Clean Waters”
programme too demonstrated how concrete canals
could be transformed into vibrant public spaces.
Draft Site Management Plans are being finalised.
Pondicherry Smart City Development Limited,
a Special Purpose vehicle, was subsequently
set up in September 2017 to execute the canal’s
transformation, with the French government
promising funding and technical assistance.
Extensive public consultations were held,
combining global best practices with local voices
to ensure social inclusion.2
Pondicherry Canal planned for rejuvenation
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SUSTAINABLE ENVIRONMENT
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The challengeRapid urbanisation and widespread sprawl in
Maharashtra has depleted green cover and increased
urban vulnerability to climate change. India’s urban
populations have less than 1 m2 of green space per
capita, or less than 0.1 trees per capita.
The solutionThe Government of Maharashtra launched an initiative
named “AMRUTVAN” (nectar forest) under its
“Greening Policy” to increase green cover up to 15%
in urban areas. The programme is funded under the
Central Government’s Atal Mission for Rejuvenation
and Urban Transformation (AMRUT) programme.
AMRUTVANs are envisioned not only to enrich
local biodiversity, but also to be heat mitigation
centres amidst urban infrastructure. The State has
appointed landscaping agencies, regularised green
space development to include at least 80% of total
project costs for “green” components, created plant
specifications to ensure optimum survival of plants and
encouraged the reuse of waste materials. It has also
promoted the composting of organic waste, launching
its own brand, Harit: Maha City Compost.
Thus far, 128 greening projects have been approved. As
a result, tree cover, excluding forest areas, has increased
by 18.8% (1,562 km2). The amount of carbon dioxide
absorbed by forest paths increased by 16.65%.
MaharashtraGreening its cities
Sustainable Environment
PARTICIPANT TAKEAWAY
Theprogrammehasgivendeepinsightintocontemporaryurbanissues.Itprovidedawiderangeofsolutionstotackleurbanissuessuchasriverpollution,solidwastemanagementandgreencover,includingenvironmentmanagement.ThekeysuccessfulpracticesofSingaporecanberetrofittedintotheStateofMaharashtra. Ms Manisha Mhaiskar Patankar, Secretary to the Government Urban Development Department and Mission Director AMRUT, Maharashtra Government
Maharashtra
Roadside greenery management is crucial for success in Maharashtra (Above)and Singapore (Below)
Swachh Bharat Mission (Urban)
Sustainable Environment IN BRIEF
ObjectivesClose to eight million Indian households in 4,041
statutory towns have no access to toilets;1 they
defecate in the open. The Swachh Bharat Mission
(SBM) arises from the Indian Government’s vision
articulated in the President’s address to a Joint
Parliamentary Session on 9 June 2014: “We must not
tolerate the indignity of homes without toilets and
public spaces littered with garbage.” The Mission was
launched in October 2014 with a view to ensuring
hygiene, waste management and sanitation across
the nation. SBM is being implemented by the Ministry
of Housing and Urban Affairs (MoHUA) in the 4,041
statutory towns.2
The main objectives of the Mission are:
• To eliminate open defecation;
• To eradicate manual scavenging;
• To provide modern and scientific municipal solid
waste management;
• To generate awareness about sanitation and its
linkage with public health;
• To effect behavioral change regarding healthy
sanitation practices;
• To augment capacity for Urban Local Bodies
(ULBs) to create an enabling environment for
private sector participation.
COVERAGEANDSTRATEGY. The Mission’s components
include: construction of household toilets (including
conversion of insanitary latrines into pour-flush ones),
construction of community/public toilets, and solid
waste management.
The strategy includes:
• comprehensive sanitation planning, i.e., the
formulation of a State sanitation concept and
strategy and of city-level sanitation plans;
• formulation and implementation of a behavioural
change strategy and an information, education
and communication campaign to create public
awareness of sanitation and hygiene issues; and
• creation of an enabling environment for private
sector participation.
Funding• The estimated cost of implementing SBM (Urban)
based on unit and per capita costs for its various
components is Rs. 62,009 crores (S$12.5 billion).
• The Central Government’s share is Rs. 14,623 crores
(S$2.9 billion).
• A minimum additional amount equivalent to 25% of
the Central Government’s share of Rs. 4,874 crores
(S$980 million) will be contributed by the States.
• The balance will be generated through various other
sources, which are, but not limited to: (i) private
sector participation, (ii) beneficiary shares, (iii)
user charges, (iv) land leveraging, (v) innovative
revenue streams, (vi) corporate social responsibility
contributions, (vii) borrowing on the market, and
(viii) external assistance.
Progress• As of March 2018, Rs. 6,134 crores (S$1.2 billion)
has been spent.
• Toilets constructed thus far:
› 432,2776 individual household toilets;
› 280,347 community/public toilets.
• Solid waste management:
› Door-to-door collection and transportation:
100% achieved in 51,734 wards;
› Processing and disposal: up to 27.11% achieved.
1 2011 Census
2 The Ministry of Drinking Water and Sanitation is implementing the programme in rural areas.
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1 2011 Census
2 Sain, Ritu. Swachh Ambikapur: A Waste Management Innovation.Commonwealth Association for Public Administration and Management (CAPAM), 2016, https://www.capam.org/knowledge/articles/2017/swachh_ambikapur.html
3 Ibid.
Sustainable Environment
AmbikapurTurning trash into cash
From humble beginnings, Ambikapur catalysed a change in solid waste management throughout Chhattisgarh through a comprehensive waste management programme. The key to its success was its programme design, which included elements of citizen engagement, improving perception of garbage collection, providing a source of livelihood for poor urban women, and turning waste into an income-generating resource.
Ambikapur
Leftpic The new system uses lightweight vehicles suitable for women to operate and which can access all parts of the city. Toppic Participants visited Singapore's Gardens by the Bay; its Waste to Energy plant supplies energy to its greenhouses.
The challengeThe Municipal Corporation of Ambikapur, a mid-sized
city in Chhattisgarh with a population of 112,449
people,1 was once straining to provide an effective
solid waste management system. The city suffered
from choked drains, littered public areas and illegal
dump sites. Hygiene and public health were affected
as a result. Where waste was collected, it was largely
landfilled, with the remainder being informally sorted
by rag pickers, indiscriminately buried, or burnt.
Like most Indian cities, Ambikapur struggled to
comply with the national Solid Waste Management
Rules, introduced in 2000. Initiatives based on
public–private partnerships (PPPs) often suffered
from financial unsustainability owing to a lack of
scale. Furthermore, PPPs were often criticised as
being “profit centric [rather] than service centric”,2
owing to their uneven services and high cost to users.
Clustering of municipal waste collection services was
often not an option owing to the large distances of
50–80 km between Urban Local Bodies (ULBs).
The solutionThe Ambikapur Municipal Corporation sought
to solve the problem through consultation with
its stakeholders and civil society. Through these
consultations, parameters were set for an ideal
Solid and Liquid Waste Management (SLWM) model,3
namely, that it would:
A. Be cost efficient;
B. Be simple to implement, not requiring high
technology;
C. Support the livelihoods of the urban poor;
D. Be driven by community-based structures, ideally
dominated by women;
E. Support the scientific disposal of waste;
F. Be environmentally and financially self-sustaining;
and
G. Add a level of dignity to the collection and
management of waste.
Based on these parameters, a door-to-door collection
system with solid waste sorting and recycling was
preferred. The design of the programme was critical
to its success. The “Pillars” of the “Garbage Clinic”
model were:
1. Door-to-door collection of both organic and
inorganic waste: households were educated on the
need to segregate waste into organic (green bin)
and inorganic (red bin) materials, on sanitation, and
on the importance of beneficiary charges.
2. Waste collection and segregation en-route to and
in Garbage Clinics: garbage collectors were trained
to identify and sort 156 types of waste products.
3. Tertiary segregation for conversion of waste into
recyclables: Where waste could be re-used, it was
cleaned and sorted.
4. Sale of segregated waste: proceeds from the sale
were used for wage payments, operations and
maintenance.
5. Use of technology to improve efficiency: leveraging
appropriate technology, the SLWM system stayed
transparent and accountable.
6. Citizen participation: the resident population was
mobilised through education campaigns to support
the new system.
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Leftmostpic The image of garbage collection was raised to provide dignity to the work. Leftpic Sorting waste in Garbage Clinics.Bottompic Organic waste is reduced by using it as feed for livestock, whose rearing in turn contributes to income generation.
HORTICULTURE
For greenery and composting
13TH FINANCE COMMISSION
Super Structure for Garbage Clinics
SUDA
Distribution of bins
SWACHH BHARAT MISSION
COUNCILLOR FUND
Every Councillor paid INR 1 lakh from
Parshad Nidhi towards equipment/ricksaw
SWARNA JAYANTI SHAHARI ROZGAR YOJNA
Capacity building of women SHGs and urban poor
STATE GOVERNMENT (UAD)
DEPARTMENT OF REVENUE
Land for Garbage Clinics provided by Department
of RevenueNATIONAL URBAN
LIVELIHOOD MISSION
Women SHG, urban poor were trained and provided hand holding
through NULM
Convergence of Schemes
A convergence of schemes contributed to the success of the Ambikapur project (Source: State Urban Development Agency, Chhattisgarh)
4 Ibid.
5 Ibid.
6 Ibid.
The remaining organic waste was to be composted and biogas was
collected. For non-organic waste, collectors were trained to undertake
fine grain segregation down even to the level of recyclable grade and
potential for cash returns. For example, discarded plastic bottles were
to be separated into three sub-categories: the lid/neck ring, the body of
the bottle, and the label, in recognition of the difference between Poly
propylene plastic (PP) and High Density Poly Ethylene (HDPE).6
Furthermore, appropriate technology was adopted to enhance efficiency.
Garbage collection routes are tracked by GPS, user charges are collected
through electronic point-of-sales means, which allows real-time receipt
issuing, Solid and Liquid Resource Management (SLRM) centres are
monitored through CCTVs, and staff attendance is tracked through biometric
sensors. Operational statistics are monitored in real time to ensure
transparency and accountability.
Another key to the success of the Ambikapur SLWM model was the ability
of disparate government departments and schemes to work together as an
integrated whole. Some of the key agencies involved are identified in the
figure below.
A key success factor was the organisation and
training of committed and capable collectors. To
begin with, waste collection was projected as a safe
and honourable occupation, dignified by none less
than Mahatma Gandhi himself. This instilled a sense
of dignity to the collectors. Women, gathered into a
federated society of 20 self-help groups (SHGs), were
recruited as collectors. Some 600 were recruited and
trained, even though only 300 were required. The
buffer was in recognition of the considerable domestic
constraints women face in holding employment. The
women were provided medical check-ups and tools so
they could work effectively. Recruits were trained in
the dynamics of team-work, the use and importance
of safety gear, the importance of punctuality, personal
hygiene and conflict management when dealing with
hostile customers.4 Remuneration was based not on
wage labour terms but on a community structure,
which improved worker efficiency.
Another factor was the level of segregation that
the system envisaged in order to ensure maximum
returns from the waste. Non-organic and organic
waste, already sorted at source, was to be further
segregated into 156 types of waste. Organic waste
was to be separated by type, for example, fruit
peels and eggshells. Cows were bought to consume
fresh kitchen waste and in turn produce milk and
cow dung, the latter required for composting.5
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When the State of Chhattisgarh rolled out its
“Mission Clean City” plan, it reviewed all possible
large-scale waste management models for adoption
(See Table 2). As most of its ULBs generated between
6 to 50 Tonnes per Day (TPD) of waste, it identified
the Ambikapur model as most suited for state-wide
adoption. Furthermore, the Ambikapur model is highly
suitable owing to the kind of waste generated in Indian
cities, its ease of operation, its scalability, and the fact
that it does not require high technical expertise, is
less capital intensive and is financially sustainable.
The Government thus allocated Rs. 222 crores (S$44
million) for upscaling the Ambikapur model across
the State. By early 2018, the model had been rolled
out to 168 ULBs, 153 of which have populations of
less than 50,000.8 This has resulted in 348 Garbage
Clinics, 226 segregation centres and 104 composting
sheds established and functioning in the State.9 More
than 8,000 women are engaged in collection and
segregation,10 with each earning Rs. 8000–10,000
(S$160–201) a month. Some 1.78 km2 of land has been
reclaimed from dump sites for remediation.
TABLE2
Comparison of the
Ambikapur Model
to other Waste
Management Systems
Action Planning Sharing
“TheAmbikapurmodelisanexcellentexampleofanurbanbodydevelopingacustomisedplantobestserveitsneedsandgoals.Wediscussedthatasanurbanbodygrows,itswastemanagementstrategyandplanswouldhavetoberevisedaswasteprofileschange.Medium-andlong-termplansarenecessarytoaddressthesechangesandadditionalwastestreams,justasSingaporehadreviewedandreviseditsstrategyandplanstomanagetheincreaseinresidential,commercialandindustrialwasteasourcityevolved.” Mr Ong Seng Eng, CLC Panel of Experts for sustainable environments
“TheSingaporediscussionswithexpertsvalidatedthattheAmbikapurmodelisonparwithglobalstandardsandboostedustotaketheinitiativetothenextlevel.Italsostrengthenedtheconceptofmicroplanninginanyprojectandshedlightonhowtoenhanceitinourmodel.”
Dr Rohit Yadav, Special Secretary, Urban Administration and Development Department, Government of Chhattisgarh
Criteria Refuse Derived Fuel Waste to energy (WTE) Ambikapur Model
Amount of waste
Suitable for waste up to 400 (TPD)
Suitable for waste more than 400 TPD Suitable for all ranges
Focus Area Refuse-derived fuel from waste Energy Combustion Recycling and segregation
Transportation Transportation is high as done in cluster-based model
Transportation is high as done in cluster-based model
Minimal as decentralized model
Success in Chhattisgarh Not implemented Partially Implemented Very successfully implement
in Ambikapur
Pollution Municipal Solid Waste compliant
High cost: pollution controllers needed
Municipal Solid Waste compliant
7 Ibid.
8 State Urban Development Agency, Department of Urban Administration and Development. Government of Chhattisgarh.
9 Ibid.
10 Ibid.
Note: unless otherwise indicated, all figures and table material are from the State Urban Development Agency, Department of Urban Administration and Development, Government of Chhattisgarh.
ProgressAmbikapur’s Solid and Liquid Waste
Management system has catalysed
change in the city. Not only has it
reduced the Municipal Corporation’s
expenditure by up to 52%,7 mainly due
to a reduction in logistics costs, but
it has also converted more than Rs.
80 lakhs (S$160,000) into recyclable
waste in the two years since it has
been adopted (2015–17). Among the
beneficiaries of the system, 70%
pay user charges, and 84% provide
garbage. The service now covers 100%
of the ULB. Ambikapur now has cleaner
roads and drains, is free of leachate
contamination, and is Solid Waste
Management Rules (2000) compliant.
It is a certified dustbin-free city. In 2017,
Ambikapur won the Swachhata Sarvekshan
for being the cleanest city in India.
The stakeholders continue to improve
the design of the programme. For
example, the Solid Liquid Waste
Management Centres were rebranded
“Garbage Clinics” as they held greater
appeal in the public perception.
TABLE1
Statistics
Showing the
Success of the
Ambikapur
Model
Head 2012–13 2013–14 2014–15 2015–16 2016–172017–8 (up to Jan 18)
Source segregation of waste
0 0 0 0 40.71 51
Household level coverage
0 0 0 0 100 100
Efficiency in redressal of complaints
68% 70% 59% 68% 100% 100%
SLWM cost recovery 22% 25% 30% 22% 70% 75%
No. of Households covered by each worker
0 0 341 0 67 67
Extent of segregation of MSW
0% 0% 10% 0% 100% 100%
Extent of MSW recovered
0% 0% 0% 80% 100% 100%
The introduction of the SLWM Model led to a reduction in expenditure. (Source: Ambikapur Municipal Corporation video)
123
37
48
1615
40
20
40
60
80
100
120
140
2012 2013 2014 2015 2016
Lakhs
(1.23 Crores)
Yearly Expenses
Total trips per day
Number of vehicle in use
EXPENDITURE REDUCTION MODEL
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1. Ms Manisha Mhaiskar Patankar IAS (Leader of Delegation) Secretary Urban Development Department, & Mission Director AMRUT, Government of Maharashtra
2. Dr S Murali Krishna IAS Additional Chief Executive Officer in-Charge Gujarat Urban Development Mission, MD AMRUT and Smart Cities Mission, Govt. of Gujarat
3. Mr HVL Zarzoenga Joint Director Town & Country Planning Urban Development and Poverty Alleviation Dept, Govt. of Mizoram
4. Mr Ken Keditsu Director Urban Development, Urban Development Department, Kohima, Govt. of Nagaland
5. Mr Rajesh Pradhan Additional Chief Town Planner Urban Development and Housing Department, Govt. of Sikkim
6. Mr V K Goyal Chief Town Planner Town & Country Planning Department Govt. of Haryana
7. Mr Harnek Singh Dhillon Chief Town Planner Housing and Urban Development, Govt. of Punjab
8. Mr Dinesh Chandra Gupta Senior Planner Town & Country Planning Department Govt. of Uttar Pradesh
9. Mr S T Putta Raju Chief Town Planner and Ex Officio Joint Secretary Town & Country Planning Department, Govt. of Goa
10. Mr Sayanti Majumdar Asst. Architect Govt. of West Bengal
11. Mr Anand Singh Director UD&HD Govt. of Madhya Pradesh
12. Mr Noreshwar Raghunathrao Shende Director Town & Country Planning & Valuation Department Govt. of Maharashtra
13. Mr Yogesh Kumar Meena Controller of Accounts MoUD, Govt. of India
14. Mr Rajendra Pratap Singh Under Secretary – AMRUT MoUD, Govt. of India
15. Mr Rajeev Kumar Das Under Secretary – UD II MoUD, Govt. of India
16. Mr Deen Dayal Under Secretary – MRTS I MoUD, Govt. of India
17. Mr R. Srinivas Town & Country Planner TCPO, Govt. of India
18. Mr Pawan Kumar Asso. Town & Country Planner TCPO, Govt. of India
19. Ms Anjali Pancholy Asso. Town & Country Planner TCPO, Govt. of India
20. Mr Nitin Kumar Azad Asst. Town & Country Planner TCPO, Govt. of India
21. Mr G. Sankara Narayanan Admin. Officer& DDO (Coordinator) TCPO, Govt. of India
RUN 1 12–16 Sept 2016
1. Mr C. Vijayaraj Kumar IAS (Leader of Delegation) Member Secretary Chennai Metropolitan Development Authority (CMDA)
2. Mr Sandeep Yadav IAS Commission-Cum Director UrTown & Country Planning, Urban Development & Housing Department, Govt. of Madhya Pradesh
3. Mr P. Jawahar IAS Secretary Town & Country Planning Town & Country Planning, Govt of Puducherry
4. Mr Sandeep Kumar IAS Director Town and Country Planning Department
5. Mr Deepak Purohit IPS Deputy Commissioner North Delhi Municipal Corporation, Deputy Commissioner
6. Mr Amlan Dha Executive Engineer Electrical Kolkata Municipal Corporation, Water Supply Dept
7. Mr Gitkumar Singh Nepram Chief Town Planner & Director MAHUD Chief Town Planner & Director MAHUD
8. Mr Sarwanand Kumar Assistant Planner Urban Development and Housing Department, Govt. of Bihar
9. Mr Chandrakant Sadhav Deputy Secretary Urban Development and Housing Department, Govt. of Madhya Pradesh
10. Mr Ethelbert Kharmalki Joint Secretary Urban Affairs Department, Mongrim Hills, Shillong, East Khasi Hills Dist, Meghalaya
11. Mr Om Prakash Pareek Senior Town Planner Office of the Chief Town Planner, Rajasthan
12. Mr G. Ravinder Deputy Secretary MoUD, Nirman Bhawan, New Delhi
13. Mr G. Vijaya Kumar Under Secretary MoUD, Nirman Bhawan, New Delhi
14. Mr Sumit Gakhar Under Secretary MoUD, Nirman Bhawan, New Delhi
15. Mr Jai Prakash Agrawal CSS 1998 Principal Commissioner Land Development Delhi Development Authority
16. Mr Sanjay Pralhad Pathak Commissioner Planning Delhi Development Authority
17. Mr Vinod Dhar Chief Architect Delhi Development Authority
18. Mr Santosh Kumar IAAS 1999 Chief Accounts Officer Delhi Development Authority
19. Mr Sompalle Surendra Additional Chief Planner Town and Country Planning Organisation
20. Mr A. P. Jacob Manohar Associate Town & Country Planner Town and Country Planning Organisation
21. Mr Jagdeep Kumar Kapoor Associate Town & Country Planner Town and Country Planning Organisation
22. Mr R Muralidhara Naik Associate Town & Country Planner Town and Country Planning Organisation
23. Mr Paresh Kumar Duria Town & Country Planner Town and Country Planning Organisation
24. Mr Anil Kumar Rathore Associate Architect Town and Country Planning Organisation
25. Mr Udit Ratna Town & Country Planner Town and Country Planning Organisation
26. Ms Abha Agarwal Assistant Town & Country Planner Town and Country Planning Organisation
27. Mr Harpal Shashikant Dave Assistant Town & Country Planner Town and Country Planning Organisation
RUN 3 24–28 Apr 2017
Annex: List of Participants and Resource Persons
Indian participants in Singapore's capacity building training in the field of Urban Planning and Governance, held in Singapore between 2016 and 2017.
1. Mr Shambhu Kallolikar IAS (Leader of Delegation) Additional Secy & Commissioner C & TP, Directorate of Town and Country Planning, Govt. of Tamil Nadu
2. Mr Narendra Kumar Singh IAS Additional Secretary UD&HD Urban Development and Housing Department, Govt. of Bihar
3. Mr Rajesh Kumar Sharma IAS Director SUDA, Urban Development & Housing Department, Govt. of Jharkhand
4. Mr Hari Shanker Singh Assistant Planner UD & HD, Govt. of Bihar
5. Mr Natarajan Kanagasabapathy Chief Planner CMDA Housing & Urban Development Department, Govt. of Tamil Nadu
6. Mr Indra Vikram Singh IAS Municipal Commissioner Govt. of UP
7. Mr Rakesh Kumar Mishra IAS Director ULB Urban Local Bodies, State Mission Director, AMRUT, Govt. of UP
8. Ms Monalisa Goswami IAS Secretary Urban Development Department, Govt. of Assam
9. Dr Thakur Kshatri Sreedevi IAS Director MA & UD Municipal Administration & Urban Development, Govt. of Telangana
10. Mr Devendar Reddy Sandadi Chief City Planner Greater Hyderabad Municipal Corporation, Govt of Telangana
11. Mr S Balakrishna Director Planning MA&UD Municipal Administration & UD Department, Govt. of Telangana
12. Mr G Kondala Rao Chief Engineer APUFIDC, Public Health and Municipal Engineering Department, Hyderabad, Govt. of Andhra Pradesh
13. Mr Likha Suraj Associate Planner Department of Town & Country Planning & ULB, Itanagar, Govt. of Arunachal Pradesh
14. Mr Veepanagandla Ramudu Director (DC) Vijayawada, Govt. of Andhra Pradesh
15. Mr Shekhar Vidyarthi IAS Director-cum-Spl Secy Urban Local Bodies, Govt. of Haryana
16. Mr Rajendra Kumar Vijayvargia Senior Town Planner Directorate of Local Bodies, Department of Local Self Government, Govt. of Rajasthan
17. Indira Chaudhary Chief Town Planner Rajasthan O/o the Chief Town Planner, Jaipur, Govt. of Rajasthanhief Town Planner, Jaipur, Govt. of Rajasthan
18. Mr Parmod Kumar Director (UD) Ministry of Urban Development, New Delhi
19. Mr Sandeep Thakur Senior Research Officer National Institute of Urban Affairs, Ministry of Urban Development, New Delhi
20. Mr Naresh Kumar Dhiran Town & Country Planner Town and Country Planning Organisation
21. Mr Mohd Monis Khan Town & Country Planner Town and Country Planning Organisation
22. Mr Sandeep Kumar Raut Associate TCP Town and Country Planning Organisation
23. Ms Promila Bhalla Associate TCP Town and Country Planning
24. Mr Sudeep Roy Associate TCP Town and Country Planning
25. Ms Jasmine Bimra Mallick Assistant Town & Country Planner Town and Country Planning Organisation
26. Mr Bhaskar Chellia Assistant Town & Country Planner Town and Country Planning Organisation
RUN 2 28 Nov–2 Dec 2016
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“Coimbatore Master Plan to Be Ready in a Month.” The Hindu, 27 March 2017. http://www.thehindu.com/news/cities/Coimbatore/coimbatore-master-plan-to-be-readyin-a-month/article17671211.ece
“Gurugram: ML Khattar Government Takes Big Public Transportation Step, to Introduce New Bus Service.” Financial Express, 15 December 2017. www.financialexpress.com/india-news/gurugram-ml-khattar-government-takes-big- public- transportation-step-to-introduce-new-bus-service/975987/
Joshi, Rutul. “What Ahmedabad Needs to Do Beyond Celebrating its ‘World Heritage City’ Tag.” Scroll.in, 14 July 2017. https://scroll.in/article/843299/what-ahmedabad-needs-to-do-beyond-celebrating-its-world-heritage-city-tag
Nayak, Debashish. “Revitalising Our Walled Cities.” Seminar (online edition), n.d. www.india-seminar.com/2003/530/530 debashish nayak.htm
Routh, Rajdeep, and Piyush Shah. “Facilitating the Funding for the Conservation through Tradeable Development Rights.” International Archives of the Photogrammetry, Remote Sensing and Spatial Information Sciences, Volume XL-5/W2, 2013.
Roychowdhury, Anumita. “Gurgaon Goes Car-Free Today.” Down to Earth, 21 September 2015. www.downtoearth.org.in/coverage/gurgaon-goes-car-free-today-51182
Sain, Ritu. Swachh Ambikapur: A Waste Management Innovation. Commonwealth Association for Public Administration and Management (CAPAM), 2016. https://www.capam.org/knowledge/articles/2017/swachh_ambikapur.html
Note: All Rupee conversions to Singapore Dollars were based on the approximate rate of 1Rs. = S$0.0201 as of 12 April 2018.
Singh, Rashpal, and Dhananjay Jha. “Gurgaon: Lack of Routes, Overcrowding Keep Residents Away from Buses.” Hindustan Times, 17 December 2017. https://www.hindustantimes.com/gurgaon/gurgaon-lack-of-routes-overcrowding-keep-residents-away-from-buses/story-sEcfD61HGcY3OiAhNvsIdN.html
Sivakumar, C. “Coimbatore Set to Grow by over 2,600 Sq Km, Cover 2.2 Percent of Tamil Nadu.” The New Indian Express, 6 December 2017. http://www.newindianexpress.com/states/tamil-nadu/2017/dec/06/coimbatore-set-to-grow-by-over-2600-sq-km-cover-22-percent-of-tamil-nadu-1719450.html
UNESCO World Heritage Convention—Documents. “Historic City of Ahmadabad.” http://whc.unesco.org/en/list/1551/documents/
“Urban Conservation Initiatives in the Walled City of Ahmedabad.” In Urban Heritage in Indian Cities: Compendium of Good Practices, 9-14. India: National Institute of Urban Affairs, 2015.
Vasavada, Rabindra. “Ahmedabad: A World Heritage City.” Video (2017), 48:27. Sahapedia. Ahmedabad, 29 January 2018. https://www.sahapedia.org/heritage-preservation-of-the-historic-city-of-ahmedabad
Romig, Rollo, “Urban Dreams — India builds a city from scratch”, The California Sunday, 29 May 2017. https://story.californiasunday.com/urban-dreams
Kalavalapalli, Yogendra, “Amaravati: A capital idea, but how feasible?”, MintAsia, 22 July 2016. https://www.livemint.com/Politics/fpmYw43wSuaTHwfTgTlpgK/Amaravati-A-capital-idea.html
Tay, Qiao Wei, “Building ties to raise an Indian metropolis”, Challenge, Sep/Oct, 2017. https://www.challenge.gov.sg/print/feature/exclusive-why-did-indian-officials-tell-singapore-you-re-part-of-us-now
Annex: List of Participants and Resource Persons
Integrated master planning and Development, Conservation and Urban Design, Development Control
Mr Michael KohMr Wong Kai YengMr Anandan Karunakaran (Surbana Jurong)Mr Philip YM Tan (Surbana Jurong)Ms Caroline SeahMs Daveen Koh
Housing Mr Chionh Chye KhyeMr Sng Cheng Keh Mr Alan Tan Hock Seng
Transport Mr Mohinder SinghMr Gopinath Menon
Greening Mr Chua Hock SeongMr Simon Longman
Sustainable Environment
Mr Loh Ah TuanMr Joseph HuiMr Ong Seng Eng
Water Mr Yap Kheng Guan
Urban Financing Mr Dileep NairMr Lee Kok Fatt
Industrial Infrastructure
Mr Sia Kheng Yok (Association of Aerospace Industries, Singapore)
Land Mr Gaw Seng Suan (LLP Consult)
GIS in Urban Planning
Mr Benjamin Chan (JTC Corporation)Mr Ragunath Babu Guduru (Surbana Jurong)Mr Lim Liyang Mr Lau Tack Guan
CLC Panels of Experts, Fellows, Senior Government and Private Sector Resource Persons
The following experts helmed the learning sessions during the four runs of the programme:
1. Mr Subhas Chandra Lal Das IAS (Leader of Delegation) Principal Secretary Urban Development Department, Andaman and Nicobar Administration
2. Mr Ajoy Sharma IAS Secretary and CEO Punjab Municipal Infrastructure Development Corporation, Department of Local Govt., Punjab
3. Dr Rohit Yadav IAS Special Secretary Urban Administration and Development Department, Govt. of Chhattisgarh
4. Mr Amit Kataria IAS Land and Development Officer Ministry of Housing and Urban Affairs
5. Dr Tariq Thomas IAS Collector, Secretary (Works) Lakshadweep Administration, Kavaratti
6. Dr Santanu Kumar Agrahari IAS Commissioner Ranchi Municipal Corporation, Department of Urban Development and Housing, Govt. of Jharkhand
7. Dr D. K. Gupta IAS Director Directorate of Urban Development, Govt of Himachal Pradesh
8. Mr Panduranga Jotiba Jadhav Joint Secretary Urban Development Department, Govt of Maharashtra
9. Ms Manjit Kaur Chief Town Planner Department of Urban Local Bodies, Haryana, Panchkula
10. Mr Ajay Kumar Mishra Chief Town and Country Planner Town and Country Planning Department, Govt. of Uttar Pradesh
11. Mr P L Sharma Chief Town Planner Town Planning and Valuation Department, Govt. of Gujarat
12. Mr Iftikhar Hakim Director Planning and Coordination, Jhelum and Tawi Flood Recovery Project
13. Mr Amoy Morang Director Department of Town and Country Planning, Department of Town and Country Planning and Urban Local Bodies
14. Mr Navin Rai Joint Chief Town Planner Urban Development and Housing Department, Govt. of Sikkim, Gangtok
15. Ms Gurmeet Kaur Senior Town Planner Department of Urban Planning, Chadigarh Administration
16. Ms K. Naga Sundari Joint Director Andhra Pradesh Capital Region Development Authority, Govt. of Andhra Pradesh
17. Mr C. K. Balasubramaniam Senior Planner Chennai Metropolitan Development Authority
18. Mr Shriram Dattatraya Deputy Secretary Urban Development Department, Govt. of Maharashtra
19. Mr Durga Prasad Mohapatra Deputy Secretary Housing and Urban Development Department, Govt. of Odisha
20. Ms Asha Ajoy Ghosh Town Planner Town and Country Planning Department, Govt. of Kerala
21. Mr Lingaraj Prasad Patnaik Town Planner Directorate of Town Planning, Housing and Urban Development Department, Govt. of Odisha
22. Mr Chenithung Lotha Deputy Director Urban Development Department, Govt. of Nagaland
23. Ms Diki Wangmu Bhutia Assistant Town Planner Urban Development and Housing Department, Govt. of Sikkim, Gangtok
24. Mr Amit Kumar Assistant Director Delhi Development Authority
25. Mr Anand Kumar Planning Assistant Delhi Development Authority
RUN 4 14–18 Aug 2017
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Image Credits
The images listed below may not be reproduced for any purpose except with the written permission of their respective copyright holders.
Unless otherwise indicated, all pictures are the copyright of the Centre for Liveable Cities, Singapore.
PAGE/S COPYRIGHT HOLDER
1 Judith. Flickr. Creative Commons. (CC BY-NC) https://flickr.com/photos/judepics/2369169523
2–3 Ruben Alexander
4 Ministry of Foreign Affairs, Singapore
5 Ministry of External Affairs, India
9 Ministry of Communication and Information
14-15 Surbana Jurong Pte Ltd
18 (top) Surbana-Jurong Pte Ltd
18 (bottom left)
Singapore Press Holdings, Limited.
20 Surbana-Jurong Pte Ltd
21 (top) Andhra Pradesh Capital Region Development Authority
21 (bottom) Surbana-Jurong Pte Ltd
22 (top) Surbana-Jurong Pte Ltd
22 (right) Singapore Press Holdings, Limited
23 Surbana Jurong Pte Ltd
24 “Sodabottle.” Wikimedia. Creative Commons (CC BY-SA 3.0) https://commons.wikimedia.org/wiki/File:Nanjappa_road_coimbatore_2.jpg
27 Sanjeev Verma. Hindustan Times
28 Kalyan Neelamraju. Flickr. Creative Commons (CC BY-SA 2.0). https://flickr.com/photos/kalyan3/467326703
30 Jeeheon. Flickr. Creative Commons. (CC BY-NC-ND 2.0) https://flickr.com/photos/jeeheon/4598752816
31 Abhishek Saha. Flickr. Creative Commons (CC BY 2.0). https://www.flickr.com/photos/abhishek-saha/15209279043
33 (top) Aviral Mediratta. Wikimedia. Creative Commons (CC BY-SA 3.0). https://commons.wikimedia.org/w/index.php?curid=17903270
33 (bottom) Saad Akhtar. Flickr. Creative Commons (CC BY 2.0). https://www.flickr.com/photos/saad/19654620/in/album-461497/
34 (left) Tarkik Patel. Wikimedia. Creative Commons (CC BY-SA 3.0). https://commons.wikimedia.org/wiki/File:Pole_44.jpg
34 (right) Tarkik Patel. Wikimedia. Creative Commons (CC BY-SA 3.0). https://commons.wikimedia.org/w/index.php?curid=18335572
35 Mahargh Shah. Wikimedia. Creative Commons (CC BY-SA 3.0). https://commons.wikimedia.org/wiki/File:Jama_Masjid_Ahmedabad.JPG
36 “Glitterchirag.” Wikimedia. Creative Commons (CC BY-SA 3.0). https://commons.wikimedia.org/wiki/File:Jhulta_Minar_Ahmedabad.jpg
37 (left) Saad.Akhtar. Flickr. Creative Commons (CC BY 2.0). https://www.flickr.com/photos/saad/19654552
37 (right) Erwin Soo.Wikimedia. Creative Commons (CC BY 2.0). https://upload.wikimedia.org/wikipedia/commons/7/7d/Chinatown_at_Sunset_%2C_Singapore_2013_%288437779104%29.jpg
39, 41 Urban Development and Housing Department, Government of Madhya Pradesh
40 Urban Development and Housing Department, Government of Bihar
42 Public Utilities Board, Singapore.
44 Christina de Jong, Basis India Foundation.
46 (all) Town and Country Planning Organisation, Ministry of Housing and Urban Affairs, India
48 Jawahar P, Puducherry Smart City Development Ltd
49 (top) Singapore Press Holdings, Limited.
49 (bottom) William Cho. Flickr. Creative Commons. www.flickr.com/adforce1/7894847172
53 (top) Urban Development Department, Government of Maharashtra
53 (bottom) Marcus Linder. Flickr. Creative Commons. (CC BY-NC) https://flickr.com/photos/linder/5243836658
54, 56 (all) State Urban Development Agency, Department of Urban Administration and Development, Government of Chhattisgarh
55 Martin. Flickr. Creative Commons (CC BY-ND) https://flickr.com/photos/martinrp/26358259419
64 準建築人手札網站 Forgemind ArchiMedia. Flickr. Creative Commons. (CC BY) https://flickr.com/photos/eager/14085396627
Acknowledgements
The Centre for Liveable Cities is grateful to the Ministry of Foreign Affairs, Singapore, and the Town and Country Planning Organisation of the Ministry of Housing and Urban Affairs, India, for collaborating on this book. The CLC would also like to acknowledge the Ministry of External Affairs, India, for their support. This book would also not have been possible without the urban leaders and experts from India who shared their insights and experiences at the “Urban Governance and Planning Programme” held in Singapore between 2016 and 2017, particularly then-Chief Planner Mr Kishore Kumar Joadder and Mr Mohd. Monis Khan. Moreover, we would like to thank the following who contributed to the various case studies that have been featured in this book. These include (in alphabetical order):
1. Mr Anand Singh Director, Urban Development and Housing Department, Government of Madhya Pradesh;
2. Ms Indira Chaudhary Department of Town Planning, Government of Rajasthan;
3. Mr Jawahar P Puducherry Smart City Development Ltd;
4. Ms Manisha Mhaiskar Patankar Secretary to the Government Urban Development Department and Mission Director AMRUT, Government of Maharashtra;
5. Mr Narendra Kumar Singh Additional Secretary, Town and Country Planning, Urban Development and Housing Department, Government of Bihar;
6. Mr Navin Rai Joint Chief Town Planner, Urban Development and Housing Department, Government of Sikkim;
7. Mr Nitesh Sharma Information Technology Officer, Department of Urban Administration & Development, Government of Chhattisgarh;
8. Mr P L Sharma Chief Town Planner, Town Planning and Valuation Department, Government. of Gujarat;
9. Mr Rajesh Pradhan Additional Chief Town Planner, Urban Development and Housing Department, Government of Sikkim;
10. Dr Rohit Yadav Special Secretary, Urban Administration and Development Department, Government of Chhattisgarh;
11. Ms Seema Dhamdhere Executive Director, Government Urban Development Department, Government of Maharasthra;
12. Mr Shambhu Kallolikar (IAS), Commissioner Town and Country Planning, Government of Tamil Nadu;
13. Mr Shekhar Vidyarthi (IAS), Director and Special Secretary, Urban Local Bodies, Government of Haryana.
The CLC would also like to thank the Ministry of Trade and Industry, Singapore, the Andhra Pradesh Capital Region Development Authority and Surbana-Jurong Pte Ltd for partnering CLC on the Amaravati project since 2014.
Last, but not least, the writers would like to thank its publications team, including Ms Sylvia Sin, for her tireless flexibility and professionalism in layout and design, Ms Prema Somasundram, for her vigilance in editing, and Ms Joanna Tan and Ms Nicole Chew, who were always available for valuable advice.
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