Project Monitoring Group 2019Overview

Mumbai International Airport, Mumbai

Vande Bharat Express

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Government has given high priority to the fast and speedy implementation of projects, especially those that have been pending for a long time. Hon'ble Prime Minister Shri Narendra Modi Ji has personally intervened in various pending projects and ensured their successful implementation. In this context, the Project Monitoring Group (PMG) plays an important role for expediting implementation of large-scale projects. It has established itself as the go-to investor facilitation cell for issue resolution and for the removal of regulatory bottlenecks for large-scale public, private and 'public-private' partnership projects. With the Government's decision to infuse INR 102 lakh Cr in infrastructure in the next five years, PMG will have an instrumental role to play in ensuring timely implementation and resolving a variety of issues for expeditious commissioning of various ambitious projects for economic development and welfare. PMG is an endeavour to realise the Hon'ble Prime Minister's mantra of 'Transform, Reform and Perform', and I wish them success in all their future projects.

Project Monitoring Group

Minister of Railways and Commerce & Industry,Government of India

Piyush Goyal, Message from

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Marine Drive, Mumbai

Project Monitoring Group

WHAT WE DO:

WHO ARE WE:

Project Monitoring Group performs the following key functions:

Multi-stakeholder review meetings chaired by Chief Secretary at the state level and the Secretary/Joint Secretaryat the centre

Ensure timely execution of decisions for speedy implementation of the project

Single window system to monitor clearances for setting up projects

Fast and efficient G2B services through real-time tracking of regulatory clearances

A. Issue Resolution

Advocates reforms to resolve bottlenecks

Recommends policy modifications basis groundlevel insights

C. Policy Reform AdvocacyRecommends crucial projectsthat can be undertaken for PRAGATI review

Monitors compliance by concerned authorities and departments through the eSamiksha portal

D. PRAGATI Review

B. E-Nivesh

Project Monitoring Group (PMG) is a special monitoring mechanism focused on removing bottlenecks in setting up public, private and 'public-private' partnership projects worth INR 500 Cr or more. It ensures accelerated execution of such ventures through timely issue resolution. PMG regularly deals with large-scale infrastructure projects to ascertain that they remain commercially viable and are not adversely affected by cost and time overruns.

Previously under the administrative control of the Prime Minister’s Office and now merged with the Department for Promotion of Industry and Internal Trade, PMGaims to bring transparency, efficiency and speediness in the implementation of large-scale projects.

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Bagmane Tech Park, Bangalore

PMG MECHANISM:

Project proponentuploads a project/issue on PMG Portal

PMG state-levelmeeting under thechairpersonshipof the Chief Secretary

PMGinter-ministerialmeeting

Project dropped fromPMG portal when allissues are resolved

State Departments Central Ministries

YES

NO NO

YES

RMreceives issuefrom PMG/SM

Periodic follow-upwith stakeholders

Escalation to highoffices

*SM- Sponsoring Ministry, RM- Recipient Ministry, RS- Recipient State

PMG/SM verifiesproject/ issue andtakes it up forconsideration

PMG/SM sendsit to recipient ministry/state

Periodic follow-upwith stakeholders

Escalation to highoffices

Issueresolved

Issueresolved

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Project Monitoring Group

WHY US:

Access to key decision makers such as the Secretary at the centre and the Chief Secretary at the state level for expedited issue resolution

Tackling information asymmetry between government departments and the project proponent

Convening joint meetings with stakeholders across ministries & departments

Policy modification recommendations basis experiential insights

Favourably positioned within the central government for identification and resolution of bottlenecks across industries

1. Unmatched Access:

3. Data Driven PolicyAdvocacy:

Real time monitoring of projects

Brings all stakeholders on one online platform

Customised reports forproponents

Clear log of issue pendency at each level, i.e. issue ageing

4. Transparency &Efficiency:

Resolved 809 projects with 3400+ issues pan-India and across sectors, and facilitated investments worth more than INR 32 lakh Cr

84% of all issues resolved

200+ private sector projects

2. Proven Track Record:

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Bandra-Worli Sea Link Bridge, Mumbai

Project Monitoring Group

OUR RESULTS:

809

260 Total number ofPMG projects1069

Total number of unresolved projectsTotal number of resolved projects

42.5 lakh Cr. Totalproject value

Resolved project valueUnresolved project value

20.1 lakh Cr. Total project value

Projects partially/fully commissionedProjects under construction

32.5 lakh Cr.

11.6 lakh Cr.

8.5 lakhCr.

10 lakhCr.

*As on 21st February 2020

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Jaipur Metro, Jaipur

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Project Monitoring Group

OUR SUCCESSES:1. Tato Hydro Electric Project

Project Description:Tato-1 Hydro Electric Project is a 186 MW run-off the river project developed on the Yarjep River in the West Siang District of Arunachal Pradesh. The project came to fruition in 2007 with 100% foreign direct investment by Velcan Energy Group- a French organisation listed on NYSE Euronext, Paris.

Issue Description:Tato HEP’s project development was stalled due to a number of issues regarding land acquisition, forest clearances and the delay in the preparation of the geological inspection report. The absence of a land revenue registry made the implementation of the project even more complex. Due to the same it became difficult to allocate work orders to commence site work, and access to the site was blocked.

Resolution Outcomes:Through regular meetings and coordination with the Chief Secretary of Arunachal Pradesh, District Collectors of affected areas and officials from the Ministry of Environment & Forest and the Geological Survey of India, the issues faced by Tato HEP with regard to land revenue registry were resolved. The regular reviews proved useful in drivingaccountability across departments and in the timely completion of critical tasks such as the preparation of the Environment Impact Assessment Report & land acquisition disbursement. The technology portal, e-Suvidha (now PMG Portal) further assisted in faster communication and coordination between different departments. As a result, all issues in this project were resolved in less than 2 years and PMG ensured a smooth implementation of the project.

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Cyber Hub, Gurgoan

Project Monitoring Group

2. Hyderabad Metro Rail Project

Project Description:The Hyderabad Metro Rail Project is the world’s largest 'public-private' partnership metro project with an investment of over INR 16,000 Cr. The project is divided into 3 corridors and spans across the city of Hyderabad and its suburbs.

i. Corridor 1: Miyapur to LB Nagar ii. Corridor 2: JBS to Falaknuma iii. Corridor 3: Nagole to Shilparamam

Important rail terminals, major bus depots and several local rail stations have been integrated with the new metro facility and a first of its kind Communication Based Train Control (CBTC) system is being used.

Issue Description:Due to the magnitude and interdependence of the project with other sectors and departments, the Hyderabad Metro Rail Project faced a number of issues and required severalclearances and permissions. The issues included clearances for Right of Way, additional financial support from the government, land acquisition, traffic permissions, allocation of frequencies to Hyderabad Metro by the Department of Telecom, operating license for commercial operations, construction of road/railway over bridge (RoBs) and approval for a single window clearance for a range of permissions and certificates.

Resolution Outcomes:Due to the nature of the project many clarifications and modifications were sought by the state government from the Metro Railway Administration (MRA)over several provisions of the Metro Railways (Operations and Maintenance) Act 2002 and the Andhra Pradesh Municipal Tramways (Construction, Operation and Maintenance) Act 2008. PMG ensured that the issues in the project were resolved promptly through regular coordination with the state government. The metro lines are now fully functional and it is the second-longest operational metro network in India.

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Indira Gandhi International Airport, Delhi

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In our efforts to expand the Vadodara-Palanpur pipeline, we faced several issues including acquisition of land, Right of Way, etc. The acquisition of 150 acres of land near the Vadodara terminal was a particularly complex problem that we faced. With PMG’s timely intervention we got the required land in almost22 months which is really quite unbelievable. They follow a very systematic process of reviews with senior government leaderships such as Secretaries and Chief Secretaries and ensure regular follow-ups till the issue is resolved.

PGCIL has been leveraging the PMG mechanism since 2015 and has enlisted at least 42 projects on their portal. Transmission projects face a diverse range of issues and for these PMG has helped us obtain the required approvals from Central and State Departments. As a result, we have been able to resolve and commission more than 80% of our projects and their implementation. Ever since the reduction in investment threshold to INR 500 Cr,I see more private players using this mechanism to secure government attention and execute their projects smoothly.

T.K JhaChief Manager-Coordination,Projects and PipelinesHindustan Petroleum Corporation Limited

Ajai Kumar Vaish,Consultant Power Grid Corporation of India Limited

TESTIMONIALS:

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www.indiainvestmentgrid.gov.in@investindiaIPA

Kathipara Bridge, Chennai