Report on Summer

Internship

Thane Smart City Limited

(TSCL)

​Intern:

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 Chetan H. Bendale (V.J.T.I.)

Acknowledgement

This report on a summer internship in Thane Smart City Limited,

Thane involves my new experience and learnings from the
one-month-long internship program dated from 10/06/2019 to
12/07/2019.
For making this happen I would like to extend my sincere gratitude to:
1. Mr. Sameer Unhale - CEO (TSCL)
2. Mr. Praveen Papalkar- CTO (TSCL)
3. Mr. Sudhir Gaikwad - Nodal Officer (TSCL)
4. Mr. Sachin Chaudhari - OS (TSCL)
5. Representatives from CRISIL Infra Advisory

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 Contents

Sr.
Title Page No.
No.

1. Smart Cities Mission 1 - 13

2. Thane Smart City 14 - 19

3. Technical Evaluation of Tender 20 - 25

4. Conclusion 26

5. Learning’s 27

6. Suggestions 28

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4
 1. Smart Cities Mission
1.1 What is smart city?

The ​conceptualization​ of Smart City ​varies from city to city and country to country​,
depending on the level of development, willingness to change and reform, resources and
aspirations of the city residents.

To provide for the aspirations and needs of the citizens, urban planners ideally aim at
developing the entire urban eco-system, which is represented by the four pillars of
comprehensive development, institutional, physical, social and economic infrastructure​.
The focus is on sustainable and inclusive development.

The core infrastructure elements in a Smart City would include:

1. Adequate water supply,

2. Assured electricity supply
3. Sanitation, including solid waste management
4. Efficient urban mobility and public transport
5. Affordable housing, especially for the poor,
6. Robust IT connectivity and digitalization,
7. Good governance, especially e-Governance and citizen participation,
8. Sustainable environment,
9. Safety and security of citizens, particularly women, children and the elderly, and
10. Health and education.

1.2 Why smart city?

31%​ of India’s current population lives in urban areas and contributes ​63% of India’s
GDP ​(Census 2011). With increasing urbanization, urban areas are expected to house ​40%
of India’s population and contribute ​75% of India’s GDP by 2030​. This requires

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 comprehensive development of physical, institutional, social and economic infrastructure. All
are important in improving the quality of life and attracting people and investments to the
City, setting in motion a virtuous cycle of growth and development. Development of Smart
Cities is a step in that direction.

1.3 Objective:

The purpose of the Smart Cities Mission is ​to drive economic growth and improve the
quality of life of people​ by enabling local area development and harnessing technology.

Some typical features of comprehensive development in Smart Cities are described below:

1. Promoting mixed land use in area-based developments​ - planning for ‘unplanned

areas’ containing a range of compatible activities and land uses close to one another
in order to make land use more efficient. The States will enable some flexibility in
land use and building bye-laws to adapt to change;
2. ​Housing and inclusiveness​ - expand housing opportunities for all.
3. Creating walkable localities​ - reduce congestion, air pollution and resource
depletion, boost local economy, promote interactions and ensure security. The road
network is created or refurbished not only for vehicles and public transport, but also
for pedestrians and cyclists, and necessary administrative services are offered within
walking or cycling distance;
4. Preserving and developing open spaces​ - parks, playgrounds, and recreational
spaces in order to enhance the quality of life of citizens, reduce the urban heat effects
in Areas and generally promote eco-balance;
5. ​Promoting a variety of transport options​ - Transit Oriented Development (TOD),
public transport and last mile para-transport connectivity;
6. Making governance citizen-friendly and cost effective​ - increasingly rely on online
services to bring about accountability and transparency, especially using mobiles to
reduce cost of services and providing services without having to go to municipal

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 offices; form e-groups to listen to people and obtain feedback and use online
monitoring of programs and activities with the aid of cyber tour of worksites;
7. ​Giving an identity to the city​ - based on its main economic activity, such as local
cuisine, health, education, arts and craft, culture, sports goods, furniture, hosiery,
textile, dairy, etc;
8. Applying Smart Solutions to infrastructure and services in area-based development in
order to make them better. For example, making Areas less vulnerable to disasters,
using fewer resources, and providing cheaper services.

1.4 Convergence & duration:

The Mission will cover ​100​ cities and its duration will be ​five years​ (FY2015-16 to
FY2019- 20). The Mission may be continued thereafter in the light of an evaluation to be
done by the Ministry of Urban Development (MoUD) and incorporating the learnings into
the Mission.

1.5 Strategy:

The strategic components of Area-based development in the Smart Cities Mission are city
improvement (retrofitting), city renewal (redevelopment) and city extension (Greenfield
development) plus a Pan-city initiative in which Smart Solutions are applied covering larger
parts of the city. The Smart City proposal of each shortlisted city is expected to encapsulate
either a retrofitting or redevelopment or greenfield development model, or a mix thereof and
a Pan-city feature with Smart Solution(s).Below are given the descriptions of the three
models of Area-based Smart City Development:

ABD project:

1. Retrofitting​ will introduce ​planning in an existing built-up area to achieve Smart

City objectives​, along with other objectives, to make the existing area more efficient

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 and livable. In retrofitting, an area consisting of ​more than 500 acres​ will be
identified by the city in ​consultation with citizens​. Depending on the existing level
of infrastructure services in the identified area and the vision of the residents, the
cities will prepare a strategy to become smart. Since existing structures are largely to
remain intact in this model, it is expected that more intensive infrastructure service
levels and a large number of smart applications will be packed into the retrofitted
Smart City. This strategy may also be completed in a shorter time frame, leading to
its replication in another part of the city.

2. Redevelopment​ will effect a ​replacement of the existing built-up environment​ and

enable co-creation of a new layout with enhanced infrastructure using mixed land use
and increased density. Redevelopment envisages an area of ​more than 50 acres​,
identified by Urban Local Bodies (ULBs) in consultation with citizens. For instance,
a new layout plan of the identified area will be prepared with mixed land-use, higher
FSI and high ground coverage. Two examples of the redevelopment model are the
Saifee Burhani Upliftment Project in Mumbai (also called the Bhendi Bazaar Project)
and the redevelopment of East Kidwai Nagar in New Delhi being undertaken by the
National Building Construction Corporation.

3. Greenfield development​ will introduce most of the Smart Solutions in a previously

vacant area (more than 250 acres) ​using innovative planning, plan financing and
plan implementation tools (e.g. land pooling/ land reconstitution) with provision for
affordable housing, especially for the poor. Greenfield developments are required
around cities in order to address the needs of the expanding population. One well
known example is the GIFT City in Gujarat. Unlike retrofitting and redevelopment,
Greenfield developments could be located either within the limits of the ULB or
within the limits of the local Urban Development Authority (UDA).

Pan city:

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 Pan-city development envisages ​application of selected Smart Solutions​ to the
existing city-wide infrastructure. Application of Smart Solutions will involve the ​use
of technology, information and data​ to make infrastructure and services better. For
example, applying Smart Solutions in the transport sector (intelligent traffic
management system) and reducing average commute time or cost to citizens will have
positive effects on productivity and quality of life of citizens. Another example can be
waste water recycling and smart metering which can make a substantial contribution
to better water management in the city.

1.6 Proposal Preparation:

The Government is not prescribing any particular model to be adopted by the Smart
Cities. The approach is not ‘one-size-fits-all’; each city has to formulate its own concept,
vision, mission and plan (proposal) for a Smart City that is appropriate to its local context,
resources and levels of ambition. Cities will prepare their Smart City Proposal (SCP)
containing the vision, plan for mobilization of resources and intended outcomes in terms of
infrastructure up-gradation and smart applications.

The elements that must form part of a SCP are assured electricity supply with at least
10% of the Smart City’s energy requirement coming from solar, adequate water supply
including waste water recycling and storm water reuse, sanitation including solid waste
management, rain water harvesting, smart metering, robust IT connectivity and digitalization,
pedestrian friendly pathways, encouragement to non-motorised transport (e.g. walking and
cycling), intelligent traffic management, non-vehicle streets/zones, smart parking, energy
efficient street lighting, innovative use of open spaces, visible improvement in the Area (e.g.
replacing overhead electric wiring with underground wiring, encroachment-free public areas,
and ensuring safety of citizens especially children, women and elderly).

1.7 Selection process:

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 The smart cities are selected in rounds by GOI after studying proposals submitted by
various cities in India. Selection process consists of various stages as shown in the chart
below:

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Figure No. 1.1 – Various stages in smart city selection process
(Courtesy: Smart city mission guidelines, GOI)

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Figure no: 1.2 - Marks distributions for cities assessment

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 (Courtesy: Thane smart city proposal
1.8 Special Purpose Vehicle:

The implementation of the Mission at the City level will be done by a Special Purpose
Vehicle (SPV) created for the purpose. The ​SPV will plan, appraise, approve, release
funds, implement, manage, operate, monitor and evaluate the Smart City development
projects​. Each Smart City will have a SPV which will be ​headed by a full time CEO and
have nominees of Central Government, State Government and ULB on its Board​. The
States/ULBs shall ensure that,

a) A dedicated and substantial revenue stream is made available to the SPV so as to

make it self sustainable and could evolve its own credit worthiness for raising
additional resources from the market
b) Government contribution for Smart City is used only to create infrastructure that has
public benefit outcomes. The execution of projects may be done through joint
ventures, subsidiaries, public-private partnership (PPP), turnkey contracts, etc.
suitably dovetailed with revenue streams.

The SPV will be a ​limited company incorporated under the Companies Act, 2013​ at
the city-level, in which the State/UT and the ULB will be the promoters having 50:50 equity
shareholding. The private sector or financial institutions could be considered for taking
equity stake in the SPV, provided the shareholding pattern of 50:50 of the State/UT and the
ULB is maintained and the State/UT and the ULB together have majority shareholding and
control of the SPV.

Funds provided by the Government of India in the Smart Cities Mission to the SPV will
be in the form of tied grant and kept in a separate Grant Fund. These funds will be utilized
only for the purposes for which the grants have been given and subject to the conditions laid
down by the MoUD.

To ensure a minimum capital base for the SPV, the paid up capital of the SPV should be
such that the ULB’s share is at least equal to Rs.100 crore with an option to increase it to the

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 full amount of the first instalment of Funds provided by GoI (Rs.194 crore). With a matching
equity contribution by State/ULB, the initial paid up capital of the SPV will thus be Rs. 200
crore (Rs. 100 crore of GoI contribution and Rs. 100 crore of State/UT share).

The SPV may appoint Project Management Consultants (PMC) for designing,
developing, managing and implementing area-based projects.

1.9 Financing of Smart Cities:

The Smart City Mission will be operated as a ​Centrally Sponsored Scheme (CSS)​ and
the Central Government proposes to give financial support to the Mission to the extent of ​Rs.
48,000 crores over five years​ i.e. on an average ​Rs. 100 crore per city per year​. An equal
amount, on a matching basis, will have to be contributed by the State/ULB; therefore, nearly
Rupees one lakh crore of Government/ULB funds will be available for Smart Cities
development.

The project cost of each Smart City proposal will vary depending upon the level of ambition,
model and capacity to execute and repay

The distribution of funds under the Scheme will be as follows:

1. 93% project funds.

2. 5% Administrative and Office Expenses (A&OE) funds for state/ULB (towards
preparation of SCPs and for PMCs, Pilot studies connected to area-based developments
and deployment and generation of Smart Solutions, capacity building as approved in the
Challenge and online services).
3. 2% A&OE funds for MoUD (Mission Directorate and connected activities/structures,
Research, Pilot studies, Capacity Building, and concurrent evaluate.

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 1.10 Funds Release:

After the Stage 1 of the challenge, each potential Smart City will be given an ​advance of
Rs. two crore for preparation of SCP​ which will come from the city’s share of the A&OE
funds and will be adjusted in the share of the city.

Government proposes to give Rs.200 crore to each selected Smart City to create a higher
initial corpus. After deducting the Rs. two crore advance and A&OE share of the MoUD,
each selected Smart City will be given ​Rs. 194 crore out of Rs. 200 crore in the first year
followed by ​Rs. 98 crore out of Rs. 100 crore every year for the next three years​.

The yearly instalment of funds will be released to SPVs after they meet the following
conditions:

1. Timely submission of the City Score Card every quarter to the MoUD,
2. Satisfactory physical and financial progress as shown in the Utilization Certificate
(Annexure 6) and the annual City Score Card
3. Achievement of milestones given in the roadmap contained in SCP,
4. Fully functioning SPV as set out in the Guidelines and the Articles of Association. A
Board Resolution should certify that all these conditions have been met, including a
certificate that all the conditions relating to establishment, structure, functions and
operations of the SPV as given in para 10 and Annexure 5 are complied with.

1.11 Mission Monitoring:

A. National Level:
An ​Apex Committee (AC),​ headed by the Secretary, MoUD and comprising
representatives of related Ministries and organisations will approve the Proposals for
Smart Cities Mission, monitor their progress and release funds. This Committee will
meet periodically, as considered necessary. The AC will consist of the following
indicative members:

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 Secretary, Housing and Poverty Alleviation Member

Secretary (Expenditure) Member

Joint Secretary, Finance, MoUD Member

Director, NIUA Member

Chief Planner, Town and Country Planning Member

Select Principal Secretaries of States Member

Select CEOs of SPVs Member

Mission Director Member Secretary

The AC will provide overall guidance and play an advisory role to the Mission and its key
responsibilities are given below.
1. Review the list of the names of Cities sent by the State Governments after
Stage 1.
2. Review the proposals evaluated by panel of experts after Stage 2.
3. Approve the release of funds based on progress in implementation.
4. Recommend mid-course correction in the implementation tools as and when
required.
5. Undertake quarterly review of activities of the scheme including budget,
implementation and co-ordination with other missions/ schemes and activities
of various ministries.

There will be a National Mission Director, not below the rank of Joint Secretary
to Government of India who will be the overall in-charge of all activities related to
the Mission. A Mission Directorate will take support from subject matter experts and

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 such staff as considered necessary. The key responsibilities of the Mission
Directorate are given below.
1. Develop strategic blueprint and detailed implementation roadmap of the Smart
Cities Mission, including the detailed design of the City Challenge.
2. Coordinate across Centre, States, ULBs and external stakeholders in order to
ensure that external agencies are efficiently used for preparation of SCP,
DPRs, sharing of best practices, developing Smart Solution, etc.
3. Oversee Capacity building and assisting in handholding of SPVs, State and
ULBs. This includes developing and retaining a best practice repository
(Model RFP documents, Draft DPRs, Financial models, land monetization
ideas, best practices in SPV formation, use of financial instruments and risk
mitigation techniques) and mechanism for knowledge sharing across States
and ULBs (through publications, workshops, seminars).

B. State Level:
There shall be a State level ​High Powered Steering Committee (HPSC) chaired
by the Chief Secretary​, which would steer the Mission Programme in its entirety.
The HPSC will have representatives of State Government departments. The Mayor
and Municipal Commissioner of the ULB relating to the Smart City would be
represented in the HPSC. There would also be a State Mission Director who will be
an officer not below the rank of Secretary to the State Government, nominated by the
State Government. The State Mission Director will function as the Member-Secretary
of the State HPSC. The indicative composition of HPSC is given below:

Principal Secretary, Finance,

Principal Secretary, Planning,
Principal Secretary/Director, Town & Country Planning Department, State/UT
Governments,
Representative of MoUD
Select CEO of SPV in the State,*

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 Select Mayors and Municipal Commissioners /Chief Executive of the ULBs, and
Heads of the concerned State Line Departments,
Secretary/Engineer-in-Chief or equivalent, Public Health Engineering
Department,
Principal Secretary, Urban Development – Member Secretary.

The key responsibilities of the HPSC are given below.

1. Provide guidance to the Mission and provide State level platform for
exchange of ideas pertaining to development of Smart Cities.
2. Oversee the process of first stage intra-State competition on the basis of Stage
1 criteria.
3. Review the SCPs and send to the MoUD for participation in the Challenge.

C. City Level:
A ​Smart City Advisory Forum​ will be established at the city level for all 100
Smart Cities to advise and enable collaboration among various stakeholders and will
include the District Collector, MP, MLA, Mayor, CEO of SPV, local youths,
technical experts, and at least one member from the area who is a,
1. President / secretary representing registered Residents Welfare Association,
2. Member of registered Tax Payers Association / Rate Payers Association,
3. President / Secretary of slum level federation,
4. Members of a Non-Governmental Organization (NGO) or Mahila Mandali /
Chamber of Commerce / Youth Associations.
The CEO of the SPV will be the convener of the Smart City Advisory Forum.

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 2. Thane Smart City

2.1 General:

​Thane city coincides entirely within ​Thane taluka​, one of the seven talukas of ​Thane
district​; also, it is the headquarter of the namesake district. With a ​population of 1,890,000
distributed over a ​land area of about 147 square kilometres​ (57 sq mi), Thane city is the
16th most populated city in ​India​ with a population of 1,890,000 according to the 2011
census. The city is also called "​City of Lakes​" as the city is surrounded by ​35​ lakes​.

Government Body

e Municipal Corporation

y Council of Thane

or Minakshi Shinde

uty Mayor Rajendra Sapte

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 nicipal Commissioner Sanjeev Jaiswal

2.2 Need:
1. Congested city centre - Thane station is the busiest suburban station and suffers
severely from overcrowding.
2. Unsafe housing conditions - Population living in slums and dilapidated buildings today
constitutes over 50% of the total population
3. Infrastructure gaps - The city has suffered from lack of waste disposal facilities, though
it has now engaged on PPP basis for a 600 MT waste to energy plant.
4. Dormitory city - Thane is gradually transforming into a residential destination for
people working in Mumbai.

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1.3 Goals:
1. Improved mobility
a. Improve accessibility to the Thane railway station
b. Re-balance the excess commuter load at Thane station
c. Improve mobility in the rest of the city
2. Safe habitat for all
a. Rehabilitate people living in dilapidated buildings in the Thane City Center
b. Provide safe habitat for people in the rest of the city
3. Waterfront development
a. Conserve and beautify all water bodies in the Thane City Center
b. Carry out waterfront development in the rest of the city
4. Energy savings with efficiency gains and renewable power
a. Reduce street-lighting costs across the city
b. Generate renewable energy in Thane City Center
c. Promote renewable generation across the city
5. Improved urban environment
a. Improve sanitary conditions and reduce flood incidences
b. Improve sanitary conditions and reduce flood incidences across the city
6. Accountable and responsive governance
a. Improved medium for TMC-citizen interactions
b. Enhanced citizen security
c. Improved digital access
d. Improved service delivery
e. Availability of bus service information
f. System integration

1.4 TSCL:
Thane Smart City Limited is an Special Purpose Vehicle established to plan, appraise,
approve, release funds, implement, manage, operate, monitor and evaluate the Thane Smart

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City development projects. TSCL is headed by a full time CEO and have nominees of
Central Government, State Government and ULB on its Board. The board of directors of
TSCL are as follows:

Figure no. 2.1 - Board of directors TSCL

(Courtesy: ​https://thanecity.gov.in/department_details.php?id=44​ ​)

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 1.5 Projects Under Thane smart city:
Projects under Area Based Development (ABD):
1) Improved mobility:
1. New suburban station
2. Multi-modal facility
3. Teen Haath Naka junction improvement
4. Underground parking facility
5. Pedestrian improvements
2) Safe habitat:
1. 70 acre cluster redevelopment
3) Waterfront development:
1. 1.5 km waterfront development
2. 3 lakefront developments
4) Energy savings:
1. LED street-lighting
2. 2MW solar roofing
5) Improving urban environment:
1. Water supply network remodeling
2. Sewerage works
3. Nalla works
4. Decentralized SWM
5. Urban restrooms

Projects under PAN City:

1) Digi Thane System
2) Intelligent Transport System
3) City-wide CCTV & Free Public Wi-Fi
4) Enterprise Resource Planning
5) Online Performance Monitoring

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Figure no. 2.2 - Chart of projects under TSCL with finance details
(Courtesy: ​https://thanecity.gov.in/department_details.php?id=44​ ​)

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 3. Technical Evaluation of Tender

3.1 General:
During the internship, I got the opportunity to see and participate in the technical
evaluation process. So in this chapter sharing that experience.

3.2 Project Details:

ltancy Services for Proof Checking of Designs, Project

Management Consultancy for Construction of
of the Assignment :
Multi-Model Transit Hub at Existing Thane Railway
Station (East) in TMC Limit

of the Client: Executive Officer , Thane Smart City Limited

t duration: onths

t total cost: r

3.3 What is Multi model transit hub & SATIS?

A ​transport hub​ (also ​transport interchange​) is a place where ​passengers​ and ​cargo​ are
exchanged between vehicles or/and between ​transport modes​. ​Public transport​ hubs
include ​train stations​, ​rapid transit stations​, ​bus stops​, ​tram stop​, ​airports​ and ​ferry slips​.
Freight hubs include ​classification yards​, airports, ​seaports​ and truck terminals, or
combinations of these. For ​private transport​, the ​parking lot​ functions as a hub.

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 Station Area Traffic Improvement Scheme​ (​SATIS​) is a World Bank funded station
area traffic improvement project. It is implemented by ​Mumbai Metropolitan Region
Development Authority​ (MMRDA) and ​Thane Municipal Corporation​. This project is
executed under ​Mumbai Urban Transport Project​ road component. The project aims at easing
commuter and pedestrian movement by building skywalks, foot over bridges, separate
parking areas for auto-rickshaws and taxis at four crowded suburban railway stations
Borivali, Dadar, Chembur and Ghatkopar implement by ​MMRDA​ and ​Thane​ SATIS is
implemented by ​Thane Municipal Corporation​.

Figure no: 3.1 - SATIS, Thane (East)

(Courtesy: ​https://www.google.com/url?sa=i&source=images​)

3.4 Proof checking meaning and Scope of service:

The duties of the Consultant for proof checking is broadly to check the GAD,
Designs, Drawings, Testing procedures duly taking into consideration all the data

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 collected & furnished by the contractor regarding soil investigation, Hydrology,
Geometry of site etc., which are enumerated below.

a) Discussions with successful Tenderers of the Project and finalize the

working methodology.
b) Check & verify the Geometrical data submitted by successful tenderers
and ascertaining the span arrangements, founding level etc.,
c) Proof checking of the designs and drawings submitted by the
agency/Contractor/Concessionaire within 30 days of submission. The
consultants shall also review the QAM prepared by the Contractor’s
designers and finalize the same under approval of the Client.
d) Shall ensure that the Contractor adheres to all the conditions and
specifications laid down in the Construction Contract.
e) Shall ensure that the Contractor carries out the Designs as per the
standards specified in the construction contract.
f) Shall scrutinize and send recommendations regarding mix designs & all
other technical aspects.
g) Shall scrutinize and comment on all the drawings & design calculations
for TSCL’s approval.
h) Shall draw test procedure and witness the test at the manufacturing
premises/ Test centers and send the recommendations for approval to
TSCL.
i) Shall check the calibration of equipment used for Testing of materials.

j) Consultant shall ensure construction safety of temporary staging,

formwork and methodology for that purpose consultant shall proof
check the temporary work design submitted by contractor etc.

3.4 Eligibility:
A. Technical Capacity:

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 The consultancy firm must meet the following eligibility criteria for participating in
Bidding process:
1. Minimum 15 years’ experience in consultancy services in transport infrastructure.
2. The Consultant should have minimum Experience in completion of,
i. Project Management Services* for at least one execution
completed bridge project/ ROB/flyover/metro having minimum
length of viaduct 900 mtrs, during last 7 year preceding Proposal
Due Date.
OR
Project Management Services* for the Package of minimum three flyovers
bridge project (execution completed) minimum length of viaduct
not less than 600 mtrs. of each flyover ,during last 7 year preceding
Proposal Due Date.
And

ii. Detail design/ Proof checking of one bridge project /

ROB/flyover/metro having minimum length of viaduct 900 mtrs,
during last 7 year preceding Proposal Due Date.
* Substantially Completed (Not less than 85 % of contract value)

B. Financial Capacity: The Applicant shall have an average annual turnover of ​Rs. Nine
Crores in the last three financial years​ preceding the Proposal Due Date.

3.5 Evaluation of Technical Proposal:

a) First stage, technical bid of the firm will be evaluated applying fail/pass criteria (Pass
>75 marks)
b) Second stage, financial proposal of all eligible firms who pass in technical evaluation
shall be opened.

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The points assigned to Technical Evaluation criteria are:

. No. Description Marks

1 Company credentials and Relevant experience for the assignment 40

2 Qualifications and competence of the key staff or the assignment 60

Total 100

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 Figure no: 3.2 - Site Location
(Courtesy: PMC tender, Multi model transit hub, TSCL)

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3.6 Marking system for Evaluation:
a) ST = Marks from technical evaluation out of Hundred
b) SF = Marks obtained from financial evaluation (SF = 100 x FM/F where, F= amount of
financial proposal)
c) Finally be ranked according to their combined technical (ST) and financial (SF) scores as
follows:
S= ST x Tw + SF x Fw
Where Tw and Fw are weights assigned to Technical Proposal and Financial Proposal
that shall be 0.70 and 0.30 respectively.

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 4. Conclusion

As an undergraduate student overview of huge scale government mission like the smart city
is of great use for my future. This was a great experience and opportunity for me as I got a
chance to work with a semi-government body. It has given me an introduction of professional
skills which I am going to need in my future. Various introductory sessions arranged by TSCL
gave me a taste of new projects and terminologies.

Overall experience in the internship is very pleasant and it’s a learning curve not only for
technical skills but also for professional and life skills. On a personal scale as a resident of thane
city, it was an amazing feeling to know development s happening in your city. So I always am
thankful to Thane Smart City Limited for giving me such a wonderful opportunity.

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 5. Learning’s

1. I understood the basics of smart city mission of India & about various stages involved in it.
2. I also participated in the technical evaluation of PMC tender for multi-model transit hub
which was very enriching and new experience for me.
3. Also got an opportunity to know town planning, Digi -Thane project.
4. Able to see various problems which arise during the execution of the project and how they
are tackled at the office level.
5. Also got the opportunity to interact with various professionals and It was a unique
experience.
6. At last, I also got some life lessons which will surely help me in the future during my
professional career.

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 6. Suggestions

1. It is a nice initiative from Thane Smart City Limited of including students from varied filed
in the government project; it will be helpful to develop a smart and responsible citizen and it
may help for value addition.
2. There is a huge need for creating general awareness amongst people regarding various
initiatives taken by Municipal Corporation. Digi-Thane is one of useful initiative in that
direction but not that popular amongst citizens of thane city. There is a need for the social
movement.
3. Website of TSCL should be launched as quickly as possible.

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