f Smart City Master Planning + Sector Specific Smart City Infrastructure Plans for Visakhapatnam Task 2 Task 2: Existing Conditions Analysis and Best Practices Report August 5, 2016 Table of Contents: 1. Introduction and Background 3 2. Review of Existing Reports and Plans 4 3. Analysis of Public Service Delivery 12 4. Socioeconomic Profile 43 5. Best Practices 53 6. Baseline Gap Analysis 77 7. Key Performance Indicators 98 Annexures 107 2 Smart City Master Planning + Sector Specific Smart City Infrastructure Plans for Visakhapatnam Existing Conditions and Best Practices report 1. Introduction and Background The AECOM team, including partner firms IBM and KPMG, is carrying out the assignment ”Smart City Master Planning + Sector Specific Smart City Infrastructure Plans for Visakhapatnam” on behalf of the Government of Andhra Pradesh (USTDA financing). With a view to promoting the development of Visakhapatnam (“Vizag”) into a smarter city, the assignment includes baseline analysis, formulation of a development strategy and guidelines, preparation of a smart city master plan, and feasibility analysis of smart city projects. It is anticipated that the work will be completed over three 5-month phases, as follows: Phase 1: Baseline, Smart City Development Strategy and Action Planning for Two Smart City Projects Phase 2: Preparation of the Smart City Master Plan Phase 3: Implementation Plan and Feasibility Studies for Four Smart City Projects Phase 1 was contracted on February 12, 2016 and is currently underway. Phase 1 includes six tasks: Task 1. Defining Visakhapatnam Smart City Vision Task 2. Review and Analysis of Existing Conditions and Corresponding Best Practices Task 3. Strategic Planning for Regulatory and Infrastructure Framework Task 4. Sector-Specific Strategies Task 5. Action Planning for Two Smart City Projects Task 6. Final Report This report describes the work done in April and May 2016 on Task 2, Review and Analysis of Existing Conditions and Corresponding Best Practices. The AECOM team participated in Mission #2 in Delhi and Visakhapatnam from 12 – 24 May 2016. During this period the team conducted focus group sessions with key municipal, private sector, NGO, and citizen stakeholders around shared interests in urban development, transportation, health care, energy infrastructure, water infrastructure, education, information and communications technology, resilience and disaster management, economic development, and ecology. Team members also performed site visits throughout the VUDA region to the proposed airport site, south to the industrial estates, through the port and surrounding the Naval base grounds, as well as to Bheemunipatnam, hills, settlements, and regional tourism attractions. Based on these interactions, team members revised the Smart City Visakhapatnam Vision statement and presented regular updates to Municipal Commissioner Pravin Kumar for his feedback. 3 Smart City Master Planning + Sector Specific Smart City Infrastructure Plans for Visakhapatnam Existing Conditions and Best Practices report 2. Review of existing reports and plans The consulting team reviewed relevant local, regional and state level reports and plans that can inform later master planning and implementation planning phases. The following chapter summarizes the relevant context and proposals from those documents. GVMC City Development Plan – Greater Visakhapatnam: Visakhapatnam City Development Strategy and Slum Upgrading Action Plan (Cities Alliance P095174) Chapter I: Introduction Basic geography: hills, coast, habitat type, ocean shelf DFID- funded slum strategy and failures require focus on capacity and maintenance Low score on Human development comparisons in India and with other global south leading cities. Based on previous City Development Strategy (2005) and under Jawaharlal Nehru Urban renewal Mission (JNNURM 2005), the GVMC is required to prepare a City Development Plan to ensure a planned growth of the city and to make Visakhapatnam as a better alternative to the mega cities, guided by a shared vision for city’s development.” Emphasizes priority issues, local livability, and requirements for enhancing city productivity, reducing poverty, improving urban governance, and enhancing financial sustainability over a twenty year time horizon. Scope: assess existing situation and identify gaps in service delivery, outline issues faced by the city’s poor, prepare a vision and sectoral strategic framework, formulate a city investment plan, and focus on reforms and interventions. Key recommendation was preparation of Slum Upgradation Action Plan with City Alliance Consultative and participatory processes build on Andhra Pradesh Urban Services for the Poor (APUSP 2002), Andhra Pradesh Urban Reforms and Municipal Services Project (APURMSP 2009) and Rajiv Nagara Bata (RNB 2005) projects. Chapter II: Demography, Economy and Land Use GVMC has grown faster than Mumbai, Kolkata, Chennai and Hyderabad between 1991 and 2011 at 37.11%, with 20% estimated to migration and 47% to jurisdictional boundary changes. Poor service delivery outcomes linked to poor accountability from overlapping functions, roles and responsibilities within the GVMC institution and ineffective coordination between state and city level agencies. This calls for integrated planning of Greater Visakhapatnam with a focus on equitable service provision and access to all sections of the population. The GOAP Industrial Development Policy (2005) sought to boost investment in the state through industrial estates, export oriented zones, EXIM parks, with INR 20,000 crores invested in Visakhapatnam. GVMC has undertaken initiatives to improve transport infrastructure, public utilities and amenities to international standards within region to support economic growth. 4 Smart City Master Planning + Sector Specific Smart City Infrastructure Plans for Visakhapatnam Existing Conditions and Best Practices report 30% of 344,729 (2001 census) workforce is in services sector, 20% in primary sector, 13% in manufacturing, and 13% in transport, storage and communications. 1,775 industrial units with INR 8022 crores investment of which almost all go to large and medium enterprises employing 68% of industrial workers. Of 55 large and medium manufacturing units, 8 are in the public sector, 42 in private sector and 5 in cooperative sector. Since 1933, the Visakhapatnam harbor has benefitted from interior protection from the Dolphin’s Nose and a low 1.83 meter tidal range and a deep natural draw of 15.3 meters. The port handled 16 percent of the 281 million tons of marine cargo in India (2005). Visakhapatnam Port claims a major portion of the 70%of export value of Indian fishing products produced by Andhra Pradesh. Dedicated tourist transits have been proposed: Buddhism and Hindu religious sites transits; coastal recreation and marina transit; eco transits with marshes, zoological parks, reserve forests, the Eastern Ghats and beaches. Integrated heritage conservation planning is required in coordination with the Archaeological Survey of India and Archaeological Department of Andhra Pradesh. The Government of Andhra Pradesh encourages the use and development of Special economic Zones (SEZs) and the Export-Import Park (EXIM). The GOAP and GVMC encourage an increase in non-agricultural labor in Visakhapatnam and recognize the support that educational and technical institutions provide for entrepreneurship and innovation. Chapter III: Governance Frame Work and Reforms The Visakhapatnam Municipal Corporation Act 1979 prescribes agency for GVMC to execute “obligatory” functions such as trunk infrastructure, maintenance, and public health; and “discretionary” functions such as child welfare, urban forestry, education, and housing for the poor. The 12th Schedule of the 74th Constitution Amendment Act added slum upgradation, vital statistics, and additional public infrastructure and amenities. 2004 additions include planning for social and economic development, poverty alleviation, and promotion of cultural and aesthetic assets. There are several issues in the transfer of functions of state agencies to the local bodies. Transfer of functions need follow up legislation, institutional capacity of the local bodies, financial resources, etc., which come in the way of transfer of these functions to the urban local bodies. It is also expected that the transfer of functions will be followed by transfer of officials as well as resources. However, transfer has not happened in the state thereby leaving the transferred functions only on paper. “Critical” infrastructure services are provided by the GVMC such as stormwater drains, water supply, sewerage, solid waste management, municipal roads, and street lighting. Fifty percent of water supply activities, operations and maintenance (O & M) are outsourced to the private sector. Sewerage and street lighting O & M are also outsourced, and fifty percent of cleaning and disposal of solid waste is administered through PPP or outsourced. A number of state-level government and parastatal agencies operate within the GVMC area in the planning and delivery of various services. The quality of service delivery suffers due the lack of mechanisms for inter-agency coordination and institutional roles and responsibilities. The 74th Constitutional Amendment (74th CAA 1992) provides guidance to minimize ambiguity by devolving decision-making to municipalities; however local bodies 5 Smart City Master Planning + Sector Specific Smart City Infrastructure