December 2009

Final Report

Heritage Park, Belgaum

Infrastructure Development Corporation (Karnataka) Limited

Infra House, 39, 5th Cross, 8th Main, RMV Extension, Sadashivnagar, Bangalore – 560080
Ph: 91 – 80 – 23613014 / 15; Fax: 91 – 80 – 23613016
 Contents
1. Introduction ......................................................................................................... 5
1.1 Need for the Project .............................................................................................. 5
1.2 Objective for the development .............................................................................. 6
1.3 Approach and Methodology.................................................................................. 6
1.4 Factors affecting feasibility of the project ............................................................ 7

2. About the location ............................................................................................... 8

2.1 Tangible Heritage in Belgaum .............................................................................. 8
2.2 About the Site: Vaccine Depot, Belgaum ............................................................. 9
2.3 Heritage Park- Concept ....................................................................................... 10
2.4 Salient Design Features ....................................................................................... 12

3. Project Financials .............................................................................................. 15

3.1 Project Facilities .................................................................................................. 15
3.2 Project Cost ......................................................................................................... 16
3.3 Project Revenues ................................................................................................. 18
3.4 Project Viability .................................................................................................. 19

4. Environmental and Social Impact of the Project ........................................... 20

5. Market Assessment ........................................................................................... 22

5.1 SWOT Analysis .................................................................................................. 22

6. Structure of the Project .................................................................................... 24

6.1 Project Configuration .......................................................................................... 25
6.2 Project Implementation Scheme ......................................................................... 26
6.3 Salient Features of the Project Development and Implementation Agreement .. 27

7. Issues and Concerns .......................................................................................... 30

Annexure 1: Copy of G.O. Dated 29-06-09 ..................................................................... 31

Annexure 2: Conceptual Layout ...................................................................................... 32

Annexure 3: Historical Significance of the Site .............................................................. 33

Annexure 4: Articles used as reference ........................................................................... 35

Annexure 5: Quotations for setting up facilities ............................................................ 40

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 List of Figures

Figure 1: Approach and Methodology .................................................................................. 6

Figure 2: Location of Belgaum ............................................................................................... 8
Figure 3: Existing building at Vaccine Depot ....................................................................... 10
Figure 4: Facilities in the proposed Heritage Park .............................................................. 11
Figure 5: Concept of proposed Heritage Park .................................................................... 12
Figure 6: View of proposed Art Gallery, Heritage Centre and Yatri Nivas ....................... 13
Figure 7: View of developed water body ........................................................................... 14
Figure 8: The Vaccine Depot Site ......................................................................................... 33

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 List of Tables

Table 1: Current facilities at Vaccine Depot ........................................................................ 10

Table 2: Assumptions for calculation of Project Cost ............................................................ 16
Table 3: Detailed Break-down of Project Cost .................................................................... 16
Table 4: Details of Project Financing ................................................................................... 17
Table 5: Revenue Assumptions ............................................................................................. 18
Table 6: Detailed Break-down of Expected Project Revenues ............................................ 18
Table 7: Detailed Break-down of Expected Project Revenues ............................................ 19
Table 8: Benefits of Heritage Park ...................................................................................... 20
Table 9: Project structures, their merits and demerits........................................................... 24

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 1. Introduction
Belgaum District is well known for its diverse cultural heritage, favorable agro-climatic
conditions, industries, educational institutions and tourist spots. It is well connected by air,
road and rail. The city of Belgaum is popularly knows as the second capital of the state of
Karnataka. The aforementioned aspects have made Belgaum popular as industrial and
tourist destination and have influenced the tourist population inflow into the city.

Belgaum lies near the borders of Maharashtra and Goa. Due to its location, Belgaum has
acquired the finer points and cultural influences from both its neighbors. Belgaum is a
charming blend of the old and the new and presents a fine union of the old as well as the
modern day culture and lifestyles. The city has the blend of the local Kannada culture that
creates a rich heritage, which is unique in its manifestation. It is famous for its history and
natural beauty and is known as Malendu or Rain Country.

1.1 Need for the Project

Urban heritage of Belgaum has a significant influence on the socio-economic and cultural
profile. The tourism & heritage industry directly or indirectly provides a means of livelihood
to many people. Urban heritage is classified under two categories, viz., tangible heritage
which includes buildings and physical elements of architectural and historical significance,
and intangible heritage, comprising movable artefacts, handicrafts, folklore, myths,
legends, spirituality, traditional knowledge, rites and rituals, festive events, visual and
performing arts, music, literature, language, dialects, traditional medicine, culinary
traditions etc. which are intimately linked to the built heritage.

Belgaum has many important tourist and heritage places to visit which form a part of
tangible heritage. At the same time Belgaum has a strong intangible heritage but it does
not have a definite place to portray the same at a well defined location.

Also there is always a need felt for open green spaces which form a breathing space for
the developing cities. Most of the places which exhibit the art and culture are enclosed
spaces. There is a great need felt for a unified spaces which showcases intangible heritage
in the back ground of nature.

Belgaum Urban Development Authority (BUDA) intends to develop the existing Vaccine
Depot housing the famous Vaccine Institute spread over an area of about 156 acres into a
Heritage Park. The need is felt for the project to cater address the following requirements.
• Sustaining the environment & greenery.
• Preserving the charm and culture of the city.
• Providing improved urban services.
• Catering to the needs of the urban poor.
• Improvement of human resource quality.

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BUDA intends to develop the proposed Heritage Park through Private Sector Participation
(PSP) on an appropriate Public Private Partnership (PPP) framework.

1.2 Objective for the development

The objectives for the development of the project are:

• To preserve and portray Belgaum’s heritage.
• To provide a platform for the city’s craftsmen to exhibit their art to national and
International audience and also generate employment opportunities for the same.
• To create urban green space for the citizens through the concept of “Community
Park”.

1.3 Approach and Methodology

The project shall involve preparation of broad Master Plan to integrate and conserve the
existing facilities and build new facilities. Based on the visual surveys and interactions with
the concerned stakeholders, major cost and revenue centers shall be estimated. Financial
analysis in terms of IRR and NPV estimations will be done to estimate the viability of the
project. The approach and methodology can be summarized as shown below.

Study of Historic/ cultural Assessment of the possible

background of Belgaum facilities and allied
and Vaccine Depot infrastructure required

Analyzing cost and revenue

centers and estimating
values of the same

Financial Analysis to know

the feasibility of the
project under PPP

Understanding key issues

and identifying suitable
implementation structure

Figure 1: Approach and Methodology

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1.4 Factors affecting feasibility of the project

The factors that may have an impact on the feasibility of the project are:
• As per the G.O. No. AKUKA 84 CGM 2009 dated July 6, 2009, a Botanical
Garden should be developed on the identified site and the G.O. does not refer to
development of any built form. This may have an impact on the feasibility of the
project. Please refer to Annexure -1 for the same.

• The interpretation of Heritage and Tourism industry trends as presented in this

report is based on rapid market survey and interactions with limited key players
namely government stakeholders, market traders, small scale industrialists involved
in the business of tourism. Hence, they are indicative of the situations prevalent at
the time of conducting the study.

• The study is based on market information, whether from public and private sources,
and it has been ensured to the best of its ability, the correctness and the validity of
the same, by cross checking from various sources.

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 2. About the location

Belgaum is a town in northwest Karnataka,

India and is the headquarters of Belgaum
district. The district is bound by Bagalkot
district on the East, Dharwad and Uttar
Kannada district on the South, Maharashtra
and Goa states on the West and Maharashtra
state on the North. Belgaum is situated 502 km
from Bangalore and is the Divisional Head
quarter of North Karnataka. It is also known as
Belgaavi in Karnataka and Belgaon in
Maharashtra.

The geographical area of Belgaum district is

13415 sqkm and Belgaum city is 98.04 sqkm.
the population of the town as per Census 2001
is 3,99,600 .

Figure 2: Location of Belgaum

2.1 Tangible Heritage in Belgaum

Belgaum city and district is endowed with rich cultural and historical heritage with its
picturesque forts, temples, churches, mosques, basties and mutts noted for their
archaeological and historic importance. The district is also blessed with fascinating rivers,
beautiful water falls, enchanting hill ranges, evergreen forests and lakes, which makes the
place a world of scenic beauty. Following are the three major places of tourist interest in
the Belgaum city.
• Belgaum Fort:
It is ancient architectural pre-muslim monument where mosques and temples co-exist in
perfect harmony. The fort was built in the 12th century A.D by the local Ratta rulers. It
was renovated and built on by successive rulers who ruled Belgaum from time-to-time.
The Belgaum Fort is unique for a myriad of religious shrines within its ramparts. At the
entrance, two shrines devoted to Ganapathi and Durga exist in harmony with the two
ancient mosques, the Safa Masjid and the Jamia Masjid.
• Kamala Basti:
Located inside the Belgaum Fort are two Jain bastis built in the Late Chalukyan style.
Of these, the more famous is the Kamala basti, built in 1204. The Kamala Basti has a
huge protruding lotus (Kamala) in its ceiling and houses the idol of the twenty-second
Jain Teerthankara Neminatha.

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• St. Mary's Church:
The St. Mary's church in Belgaum boasts of an awe-inspiring architecture. Built in 1869,
the gothic stone structure of the church features imposing stained glass windows. Biblical
drawings adorn the walls of the church.

2.2 About the Site: Vaccine Depot, Belgaum

The site i.e. Belgaum Vaccine Depot is located in the heart of the city and spreads to about
100 acres. The site is at a distance of about 19 Km from Belgaum Airport, about 7 Km
from City Bus Station and about 2.5 Km from city Railway station. Vaccine Depot is a mini
exotic forest and has about 3700 varieties of medicinal plants and has a potential to be
preserved as a natural reserve. The site has lush greenery and a seasonal natural drain
flows during rainy season and has potential for being developed as a landscape element.
The site is a treasure of exotic flora and fauna.

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There are 64 existing buildings out of which some of the buildings are nearly 100 years
old. The buildings are used as offices of the District Health Officer and storage facilities for
various vaccines. The details of the existing buildings in the site are as follows:

Table 1: Current facilities at Vaccine Depot

S. NO. PARTICULARS NUMBER OF BUILDINGS

1 Buildings occupied 46
2 Buildings vacant 16
3 Buildings in deteriorated condition 02
Total number of existing buildings 64

The current facilities are spread over an area of 23 acres and BUDA has estimated that
another 27 acres will be required for future developments. The estimated area to be
covered under the Heritage Park is 100 acres.

Figure 3: Existing building at Vaccine Depot

2.3 Heritage Park- Concept

The proposed Heritage Park is an integrated campus to promote heritage, tourism

development and create recreational space for the city as well as surrounding region.
While it is generally understood that heritage typically means the living arts and crafts
typical to the region, the definition has been extended to many other aspects of culture

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normally not associated in the public realm. These additional parameters for cultural
definition include rituals, festivals, agriculture & land husbandry, cuisine, built form,
architecture, etc, among many others.

The principle concept of the Heritage Park is one of sustainable development. This is
expressed in many dimensions spanning several layers. The focus of the sustainable design
process is to achieve an aesthetic response to the program, while minimizing the ecological
footprint of the development and conserving the existing built form.

Conceptually, the Heritage Park works as a unified campus that showcases every aspect of
the regional culture in a tangible, physical and visual manner, allowing people to
experience the many facets of living heritage first hand.

The proposed heritage park shall have integral elements to promote art and culture
blended with amusement related activities. Heritage Park is envisaged to cater to the
needs of all age groups. The overall development of the area is envisaged in following
zones.

Heritage Park

Cultural Zone Landscape Zone Amusement Hospitality General

Zone Zone Facilities

• Art Gallery • Water Falls, • Swimming Pool & • Cafeteria • Office

• Museum Hanging Bridge Sports complex • Yatri Nivas • Peripheral
• Heritage Centre • Nalla • Children Road
development Amusement Park,
• Club & Philatelic • Ticket
and Boating Zoo, Mini Train
Centre Counter
• Rose Garden • Musical Fountain • Overhead
• Lotus Pond • Glass House Water Tank

Figure 4: Facilities in the proposed Heritage Park

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The bubble diagram representing the overall zoning of activities is given in the figure
below.

Existing
Green zone in the building could
front facilitates the be used for
movement of park heritage
users, joggers etc centres, art
museums and
gallery

All Activities over

look into the
green zone
hence
Existing Nalla on the site shall be emphasizing on
conserved and developed as an the sense of well
interesting water axis with divides being

Figure 5: Concept of proposed Heritage Park

2.4 Salient Design Features

Some of the salient features to be considered for designing the Heritage Park are as listed
below.
• The issue of sustainable development should be dealt with in a comprehensive
manner with the goal of maintaining as low an ecological footprint as deemed
feasible and retaining the existing built form.
• Clusters of low rise, high density developments are proposed to minimize
construction footprint and increased infrastructure efficiency. For this purpose the
existing buildings in the site shall be restored and renovated and the construction of
new structures shall be minimized.
• Conservation of existing greenery and indigenous vegetation is proposed to
improve biodiversity, negate chemical fertilizer use, improve soil health, reduce
water and resource use, support insect & bird life, etc
• A comprehensive water management policy to harvest, use, recycle and conserve
water with the aim of achieving self sufficiency at the site level has been proposed.

The following conceptual view represents the proposed Art Gallery, Heritage Centre, and
Museum which shall be the existing buildings conserved, restored and renovated to house
these activities.

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 Figure 6: View of proposed Art Gallery, Heritage Centre and Yatri Nivas

The existing buildings shall be restored and conserved to house facilities like heritage
center, art gallery and museum. The process of repair, restoration and rehabilitation shall
include the following:
• Removal of portions of cracked masonry walls and piers and rebuilding them in
richer mortar.
• Addition of reinforcing mesh on both -faces of the cracked wall, holding it to the
wall through spikes or bolts and then covering it suitably.
• Injecting epoxy like material, which is strong in tension, into the cracks in walls,
columns, beams, etc.
• Patching up of defects such as cracks and fall of plaster.
• Repairing doors, windows, replacement of glass panes.
• Checking and repairing electric wiring.
• Checking and repairing water pipes and plumbing services.
• Re-building non-structural walls, smoke chimneys, boundary walls, etc.
• Re-plastering of walls as required.
• Rearranging disturbed roofing tiles.
• Relaying cracked flooring at ground level.
• Redecoration, whitewashing, painting, etc.

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The picture below shows the view of the developed water body circumscribed by the semi-
covered walking pavement. Hanging bridge is also proposed with the development of lotus
pond on the site.

Figure 7: View of developed water body

Health and Service Department along with BUDA have prepared a conceptual layout for
the development which is provided as Annexure 2.

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 3. Project Financials
The Heritage Park would be an integral mix of Heritage Structures, Green space and
recreational facilities like Amusement Park, children’s park and Sports Complex. It shall
also have a Yatri Niwas for the visitors who would like to have an extended stay. It
proposed Heritage Park shall provide breathing space in the heart of the city.

It is proposed to restore and renovate the existing buildings for the facilities like office,
cafeteria, art gallery, museum and heritage centre. The cost of renovation and
restoration of the existing buildings to be used for these facilities are included in capital
cost.

This chapter would cover estimations of project cost of the proposed Heritage Park,
revenues from facilities proposed and its financial viability.

3.1 Project Facilities

Facilities related to Culture/Heritage:

The proposed facilities are Art Gallery, Museum, Heritage Centre, Club & Philatelic
Centre. The Philatelic Centre would showcase the collection of stamps, covers, postal
history, postal stationery, collectibles, revenues & stamp papers. It would also auction
some of the items on regular intervals.

The art gallery would help local artists showcase their artworks here. The Art Gallery
would help in the recognition and promotion of emerging talent, creating an awareness
of art amongst old and new collectors by showcasing good quality art works and
providing a platform for interaction between artists and collectors.

Museum and Heritage Centre would help showcase the history and importance of
Vaccine Depot. It would also highlight the culture of Belgaum, its historic importance and
contributions made by people of Belgaum etc.

Development of Landscaped Park:

Nalla (seasonal spring), boating, hanging bridge, musical fountain, rose garden, water
falls etc would be developed as a part of landscaped Park.

The park shall include seating, public art, water features, gathering spaces and
significant open lawn areas surrounded by shops and restaurants. The existing
seasonal Nalla is proposed to be widened. It is proposed to make it 10 meters wide
and 7 meters deep. The musical fountain, water falls, lotus pond and rose garden
would be major attractions of the park.

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 Facilities for Amusement:

An Amusement Park is proposed in the site which would have various rides and a mini
train. A Sports Complex with facilities for many outdoor as well as indoor sports and a
swimming pool would also be developed.

3.2 Project Cost

The assumptions related to area of the facilities used for calculating the Project Cost
are as listed below.

Table 2: Assumptions for calculation of Project Cost

S. NO. PARTICULARS AREA (SQM)

1 Art Gallery 250
2 Museum 250
3 Heritage Centre 300
4 Club and Philatelic Centre 875
5 Sports Complex with Swimming Pool 15,600
6 Glass House 465
7 Office 1,200
8 Cafeteria 465
9 Lotus Pond 10,000
10 Rose Garden 2,362

The total Project Cost is estimated at around Rs. 26.2 Crore. The detailed break down
of the Project Cost is as shown below.

Table 3: Detailed Break-down of Project Cost

S. NO. COST COMPONENTS COST (RS. IN LAKH)

1 Facilities related to Culture/ Heritage
Art Gallery 19.1
Museum 19.1
Heritage Centre 22.9
Club & Philatelic Centre 105.2
2 Development of Green Park
Water Falls, Hanging Bridge 81.2
Nalla development and Boating 101.5
Rose Garden 5.1
Lotus Pond 3.3
Musical Fountain 50.8
Medicinal Plants 10.2
New Plants and trees 5.1
Landscaping 15.2

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 3 Facilities for Amusement
Swimming Pool & Sports complex 812.0
Children Amusement Park 152.3
Mini Train 76.1
Yatri Nivas 54.8
Glass House 101.5
4 Support Facilities
Ticket Counter 1.6
Overhead Water Tank 10.0
5 General Facilities
Office 91.8
Cafeteria 35.5
Peripheral Road 73.7
6 Other Facilities
Restoration of buildings 10.2
Compound Wall 86.3
Pure Drinking water stations 10.2
Internal Roads 245.8
Water and Sanitation Facilities 58.1
Electricity 58.1
Street Furniture and Lighting 45.7
7 Pre-operative Expenses 23.6
Total Hard Cost 2386.0
8 Contingency Cost 71.6
9 Financing Charges 11.9
10 IDC 124.5
Total Project Cost 2594.0

The basis for the cost assumptions of major facilities like water falls, hanging bridge,
swimming pool and sports complex are given in the Annexure 3. The costs of musical
fountain, mini train, amusement park etc are arrived from the quotation of the suppliers.
It is assumed for calculation purposes that the project is financed by 40% equity and
60% debt. The details of financing are as shown below.

Table 4: Details of Project Financing

S. NO. PARTICULARS VALUE

1 Debt to Equity Ratio 60:40
2 Project Cost (Rs. Crore) 25.94
3 Debt 15.56
4 Equity 10.38
5 Interest Rate 16%

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3.3 Project Revenues

The revenues would come from different sources like entry ticket for the park, ticket
charges for Amusement Park rides and membership charges for Sports and Swimming
facilities would be the major sources of revenue. Also a common ticket charges for
visiting Art Gallery, Museum, Heritage Center, Club and Philatelic center is proposed.

Revenues would also come from Mini Train, Boating, Tonga Ride, Cafeteria, Rent from
Stalls, Yatri-Nivas, Parking and Advertisement.

The assumptions for calculating Project Revenues are as listed below.

Table 5: Revenue Assumptions

NO. PARTICULARS VALUE

1 Average footfalls on weekdays 500 persons
2 Average footfalls on weekends 1200 persons
3 Entry ticket price Rs. 35 per person
4 Common ticket price for Art Gallery, Museum, Heritage Center, Rs. 40 per person
Club and Philatelic center
5 Expected number of members for Sports Complex Facilities 500 members
6 Membership charges per month for Sports Complex Facilities Rs. 500 per member
7 Annual Escalation in revenues 5%

The footfall assumptions are based on the article on Mega Parks published in the
Financial Express and attached in the Annexure 4. Based on the above assumptions the
revenues are calculated for a period of 30 years after two years of construction. The
expected revenue for the first year is Rs. 2.8 Crore. The details of the revenues are as
shown below.

Table 6: Detailed Break-down of Expected Project Revenues

NO. PARTICULARS YEAR 3 YEAR 10 YEAR 20 YEAR 32

1 Entry Ticket 89.2 125.5 204.4 367.1
2 Amusement Park 40.8 57.4 93.4 167.8
Art Gallery, Museum, Heritage
3 30.6 43.0 70.1 125.9
Center, Club and Philatelic center
4 Sports Complex and Swimming Pool 30.0 42.2 68.8 123.5
5 Boating 5.7 8.1 13.1 23.6
6 Tonga 2.5 3.6 5.8 10.5
7 Mini Train 10.2 14.3 23.4 42.0
8 Yatri Nivas 13.7 19.3 31.4 56.3
9 Cafeteria 18.0 25.3 41.3 74.1
10 Stalls 1.2 1.7 2.8 4.9
11 Parking 5.1 7.2 11.7 21.0
12 Advertisement 12.0 16.9 27.5 49.4

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 13 Office Rentals 38.8 54.5 88.8 159.5
Total Revenues 297.7 418.9 682.4 1225.5

The Operation and Maintenance expenses are taken as 10% of the Project Revenues
with escalation of 3 % a year.

3.4 Project Viability

The project IRR is lower than the common benchmark of 15% for a private player to
invest in the project. The reasons likely for this are:

• The expected facilities to be developed are very versatile as well as

Greenfield and require huge investment.
• At the same time the expected footfalls assumed are not sufficient to make
project financially viable.

To analyze the viability of the project, various scenarios are been considered so as to
arrive at the right mix of development options which can make the project financially
viable for a private player to invest. The project returns were checked for different
scenarios after dropping certain facilities. The details of the same are as shown below.
Table 7: Detailed Break-down of Expected Project Revenues

ANNUAL
PROJECT PROJECT
NO. PARTICULARS CONCESSION
COST IRR
PAYMENT
1 With all facilities Rs. 26.2 crore 11.7%
2 All Facilities except Glass House, Club Rs. 22.9 crore Rs 8 Lakh per 12.7%
& Philatelic Centre, Water Falls and Annum
Hanging Bridge
3 All facilities except Sports Complex Rs. 16.1 crore Rs 10 Lakh per 15.0%
and Swimming Pool Annum
4 All Facilities except Sports Complex, Rs. 12.9 crore Rs 55 Lakh per 15.0%
Swimming Pool, Glass House, Club & Annum
Philatelic Centre, Water Falls and
Hanging Bridge

It is apparent from the above table that the project is expected to be financially viable
if certain facilities are not developed. These facilities may be given as mandatory
facilities in the project.

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 4. Environmental and Social Impact of the Project
Some of the quantitative impacts of the proposed Heritage Park are as listed below.

Table 8: Benefits of Heritage Park

BENEFITS
S. NO QUANTITATIVE IMPACTS
DESCRIPTION
1 Conservation of the The Vaccine Depot is more than 100 years old
existing facilities of institute. Some of the existing buildings are since the
Vaccine Depot time of establishment of the institute which will be
conserved.

The conservation shall have a positive impact on the

heritage of the City. The old buildings can be
preserved and renovated to house museum, art
gallery and cafeteria which can showcase the history
of Belgaum as well as act as a center to promote and
exhibit culture.

2 Promotion of Intangible Heritage comprises movable artifacts,

intangible Heritage handicrafts, folklore, visual and performing arts,
music, literature, language, traditional medicine,
culinary traditions etc which are intimately linked to
the built heritage.

Positive impact on the cultural profile of the city. Art

and heritage of the City is conserved.

3 Employment The tourism & heritage industry directly or indirectly

provides a means of livelihood to a number of people
of Belgaum and neighbouring places.

The people benefited include tour operators, artisans,

performing artists, handicraftsmen, hoteliers, dealers
in antique items and traditional artists.

4 Income for poorer Creation of direct and indirect employment for

sections poorer section of the society and would get
opportunity to make earnings.

5 Micro Climate The urban open spaces having green cover assist in
reducing the temperature by providing shade and
shadow. Parks and open spaces are important

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 determinant in microclimate of urban spaces, along
with the vegetation and topography. Also the Vaccine
Depot site has a large number of medicinal plants
which need to be conserved and utilized for the
betterment of the society.

6 Environment Open green spaces will absorb noise and air pollution
Improvement and provide breathing space for the city

7 Improved Quality of Reduced air pollution, water pollution would result in

life etc hygienic living standards. The provision of amusement
park shall act as a recreation space for the local
people as well as visitors.

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 5. Market Assessment

The stakeholders involve in the process of development of Heritage Park look capital
investment, long term operation and maintenance and risk sharing mechanism with the
private player. A private player is expected to design, engineer, finance, construct,
operate, maintain and transfer the developed park after a specified period. The major
stakeholders involved in the process are:

• Health and Welfare Department, Belgaum

• Belgaum Municipal Corporation
• District Administration, Belgaum
• Belgaum Urban Development Authority

5.1 SWOT Analysis

The SWOT analysis for taking up development of Heritage Park under a PPP framework is
as follows:

STRENGTHS WEAKNESS

• Private Partners are involved • Involvement of Private Partners

for the development of leads to commercialization of
Heritage Park where public / natural assets.
operations and maintenance • The concern of amusement with
capital investment and construction of theme parks,
commercial Risk can be shared entertainment venues and
or transferred entirely on to shopping malls tend to have a
the private partner. negative impact on urban
• Can help in promoting new biodiversity and exclude the
concepts, designs and under privileged.
efficiencies in lake
conservation.
• Can maximize service to
citizens at an affordable price
with optimal use of government
Funds.
• The development of the project
shall create a common
platform for exhibiting the art
and culture of the region and

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 OPPORTUNITIES THREATS

• Private partner can bring in • The creation of a hotel and

activities such as amusement commercial utility in an area that
park, jogging track, children’s is exclusively meant to be
park, theme park, water parks, retained as an ecological habitat
and nature walks etc. would and public commons leads to land
help in accruing revenue all the use violation.
year round. • The manner in which the parks
• A developed park is an ideal are being developed could kill
location for holding the biodiversity, reducing the
environmental conferences and biological productivity and
probably even other valuable species.
environment or nature related
symposiums.
• Developing small bird parks,
butterfly parks, a variety of
flower beds not only maintains
the flora and fauna of the
area but would also add to the
scenic beauty of the lake and
would further enhance the
attractiveness of the park.

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 6. Structure of the Project
Various structures are analyzed to arrive at the possible development structure for the
project. The possible structures, their merits & demerits are as listed below.

Table 9: Project structures, their merits and demerits

STRUCTURE MERITS DEMERITS

Concession • Ownership of the property vests • Time for development may increase
Structure (BOT) with BUDA at all times. slightly
• Bidder is allowed flexibility to • All risk borne by bidder and may
develop the area in accordance require higher returns
with bye laws and in adherence to • Skills required for contract
the minimum requirements set by management
BUDA
• No marketing responsibility to
BUDA
• The land and the facilities
developed on it would be
transferred back to BUDA at the
end of the concession period
• Assured and fixed revenue stream
• Uniform quality of services
• Risk of time bound completion and
revenue risk is transferred to the
Bidder
Lease cum Sale • Ownership of the Land would be • Developer would have to pay a huge
Structure vested with BUDA for a stipulated upfront payment to BUDA
period of time. • Mortgage rights would not be
• The development risk to be borne exercisable by the developer,
by the Developer. although the Land acquisition cost
• No marketing responsibility to would be borne by the developer
BUDA • Land acquisition cost to be borne by
the private developer.
• BUDA losses ownership of the land
after the project development.
• All risk to be borne by the private
developer during the development of
the project
Joint Venture • Combination of sale and lease • BUDA loses ownership over part of the
Structure • BUDA could realize a portion of site area.
the revenues upfront • Some portion of O&M and marketing
responsibility. transferred to BUDA
• Allocation of space a major issue
• Possibility of BUDA share being of
inferior quality
• In case of pre-termination, handover
could lead to prolonged disputes

Inception Report Page- 24

A structure can be finalized based on the project cost, the initial investment anticipated,
and the intended contribution by the stakeholders after subsequent discussions. The structure
will also depend on the financial viability of the project.

6.1 Project Configuration

a. The requirements of Concerned Authorities from the project include the following:

The site should be handed back to them after the Agreement Period.

The site cannot be sold further to any other developer.

The site cannot be mortgaged for any loans etc.

Quarterly payments should be paid to the Concerned Authority from the
developer.

b. Keeping these factors in consideration, it is proposed that the Project be developed

through private sector participation on Build, Operate and Transfer (BOT) basis.

c. Under the proposed development structure, the developer shall be required to

mobilize finances, design, construct and operate and maintain the Project Facilities
as per the norms set out by Authority and under other applicable laws. The Project
Facilities to be provided by the developer shall be specified in the Project
Development and Implementation Agreement.

The period of agreement shall commence from the date of signing the Project Development
and Implementation Agreement and end after thirty years including the period of
construction.
Concerned
Authority

Site given to Developer on BOT

basis

Development of Heritage Park within

Project Completion Period (2years)

Hand back of Project

Maintenance of Heritage Park during the Facility to Authority after
Agreement Period (28 years) the end of Agreement
Period

Inception Report Page- 25

6.2 Project Implementation Scheme

Mode of Implementation

a. The mobilization of finances would be the responsibility of the private developer.

The entire finance required for developing the Project would have to be raised by
the private developer within a pre-specified time frame. Therefore, Authority would
not be responsible for raising the funds for meeting the initial capital expenditure.

b. The risk of adhering to the Applicable Law would be passed on to the private
developer.

c. The risk of time-bound completion of the project would be passed on to the private
developer. Since the revenue streams for the private developer from the Project
would commence only after completion of the Project, it would be in the interest of
the private developer to complete the project as early as possible.

d. The risk of over-runs in construction cost and operational expenses would be passed
on to the private developer. Since the private developer is responsible for the
implementation of the project, any increase in cost of the project would also be
borne by him.

Selection of Private Developer

It is proposed to select suitable private developer for the Project through a transparent
bidding process as per the provisions of the Karnataka Transparency in Public Procurement
Act, 1999. The proposed process for selection of the private developers has been outlined
below.
A single stage (two cover) bidding process is proposed to be adopted. The bid documents
shall comprise a Request for Proposal Document (RfP) and a Project Development and
Implementation Agreement.
a. Request for Proposal Document

RfP shall comprise the description of the bidding process, eligibility criteria,
evaluation criteria, selection methodology and the format for the financial
offer.

Eligibility criteria: The Bidders eligible for participating in the bidding

process shall be any one of the following three categories:

Category 1: A single Business Entity defined as a company incorporated

under the Companies Act, 1956 and if it is a foreign company under an
equivalent law abroad.

Inception Report Page- 26

 Category 2: In case the Bidder, which is a Business Entity ( hereinafter
called as “Lead Member”) intends to associate with another Business
Entity (hereinafter called as “Associate member”) it could do so but
with them a valid Memorandum of Understanding (MoU) formalising
such an arrangement should be in place. This joint entity shall hereinafter
be referred as "Consortium."

An individual or proprietorship Concern or a partnership firm is not eligible

to apply for the project either on their own or as part of a consortium.

The evaluation criteria shall be related experience (implementation of similar projects)

and financial capability. The bidders would need to meet the threshold criteria of
related experience and financial capability.

Selection Methodology

i. Under the proposed structure, bid parameter for selection of the developer
could be payments payable to Concerned Authority by the developer.
ii. The developers would be required to quote the payment in their financial
offer. The payments could be payable quarterly.
iii. For the purpose of evaluation, the bidder quoting the highest quarterly
payment would be the preferred bidder.

6.3 Salient Features of the Project Development and Implementation Agreement

The salient features of the Project Development and Implementation Agreement include
the following:

a. Concerned Authority would handover the site, free from encumbrance, to the
Second Party within a pre-specified period from the date of signing of the
Project Development and Implementation Agreement.
b. The Second Party is authorized to design, finance, construct, operate and
maintain the Project Facilities at the site.
c. The period of agreement would commence from the date of signing the
Project Development and Implementation Agreement and end on the expiry
of thirty years including period of construction.
d. The Second Party needs to obtain all permits as required under the
Applicable Laws and be in compliance thereof during the Agreement Period
and comply with all Applicable Laws.
e. The Second Party needs to complete the construction of the Project Facilities
within a pre-specified time frame.
f. Concerned Authority would nominate / identify an engineer (Concerned
Authority’s Representative) for monitoring the construction activities and
ensuring adherence to the O&M requirements. Concerned Authority’s
Representative shall be responsible for independently review, monitoring
obligations of the Second Party.

Inception Report Page- 27

 g. The Second Party shall deliver to Concerned Authority, a performance
security for due and punctual performance of its obligations, in the form of
a bank guarantee amounting to _______ (could be equal to annual
payment). The performance security could be valid for a period of 12
months.
h. Second Party would pay the payments quarterly as per his Proposal
(Financial Offer). The payments could be increased by 3% over the
previous amount for every one year, continuing till the end of Agreement
Period.
i. The Second Party shall have the right to further sub-let/licence the Project or
any part thereof to third parties and to collect from such parties, sub-let
fees, license fees, maintenance charges and other amounts during the
Agreement Period.
j. The Second Party shall on the date of expiry of the Project Development
and Implementation Agreement hand back vacant and peaceful possession
of the project facility to Concerned Authority free of cost and in good
condition.
k. The Second Party shall at its cost and expense, purchase and maintain by
due re-instatement or otherwise, during the Agreement Period all insurances
in respect of the Project in accordance with Good Industry Practice.
l. A Project Engineer (PE) shall be appointed for monitoring compliance of
Developer to performance obligations. The obligations of the project
Engineer will be as follows:
• Concerned Authority will recommend the list of probable project
engineers for the project.
• The term of Project Engineer will be up to completion of 1 year after
Commercials Operations Date.
• The fees of the Project Engineer shall be borne By Concerned
Authority.
m. The following events shall constitute an event of default by the Second Party
unless such event has occurred as a result of a Force Majeure Event or
Concerned Authority Event of Default
• The Second Party has failed to make any payment on due date and
more than 30 days have elapsed since such default;
• The Second Party has failed to complete the Project within the
stipulated / approved time frame
• The Second Party has utilised the site for any other activity other than
permitted under the Second Party agreement.

n. Any of the following events shall constitute an event of default by

Concerned Authority("Concerned Authority Event of Default”), when not
caused by a Second Party Event of Default:

Inception Report Page- 28

 • Concerned Authority is in material breach of any of its obligations
under this agreement and has failed to cure such breach within 60
(sixty) days of receipt of notice thereof issued by the Second Party.
• Concerned Authority has repudiated this Agreement or otherwise
expressed its intention not to be bound by this Agreement.
o. Termination Payments
Upon termination of this agreement on account of Second Party event of
default, Second Party shall be entitled to receive from Concerned Authority
termination payment equal to one year payment.

Upon termination of this agreement on account of Concerned Authority event

of default, the Second Party shall be entitled to withdraw the performance
security, if subsisting, and receive from Concerned Authority; termination
payment equal to two years payment.

Event Amount Performance Security

Concerned Authority’s Event equal to two years To be released

of Default payment
Second Party’s Event of equal to one year To be appropriated
Default payment
Force Majeure – Insurable Nil To be released
Force Majeure – Non – 70% of Book Value To be released
Insurable
Government action 120% of Book Value To be released

Concerned Authority would have no obligation towards compensation for

loss of employment, continuance or regularization of employment,
absorption or re-employment on any ground, in relation to any person
employed or engaged by the Second Party.

p. Hand back Process

The process of hand back of the site to the Concerned Authority after the
end of Agreement Period will be as follows:
• The developer will submit hand back guarantee to Concerned
Authority 24 months before expiry of the agreement.
• A joint inspection will be carried out 12 months prior to expiry of the
agreement.
• The Concerned Authority will prepare list of items to be handed over
by the developer to Concerned Authority prior to hand back process.
• Concerned Authority shall carry out any works not done by Developer
and deduct from hand back guarantee.

Inception Report Page- 29

 7. Issues and Concerns
Following issues need to be addressed while setting up the Heritage Park.

• The area is covered with various varieties of medicinal trees. These need to be
conserved and the existing flora and fauna should be maintained while setting up
new facilities.
• The old buildings which exist on the site need to be conserved. Their best possible
use should be envisaged and the same should be integrated in the master plan.
• All clearance related to land should be received at the earliest.
• There are various stakeholders like Health Department, Belgaum Urban
Development Authority, Belgaum DC and Belgaum Municipal Corporation who are
involved in the process, seeking approval from the same is a time consuming and
tedious process.

Inception Report Page- 30

 Annexure 1: Copy of G.O. Dated 29-06-09

Inception Report Page- 31

Annexure 2: Conceptual Layout
 Annexure 3: Historical Significance of the Site

Historical significance of the site

The Belgaum Vaccine Depot also known as Vaccine Institute was started by Captain F.H.G.
Hutchinson for manufacturing Small Pox vaccine in 1904 under the then Government of
Bombay Province. The institute was shifted to its present premises in Tilakwadi following
completion of building construction works in 1909.

Figure 8: The Vaccine Depot Site

The institute was manufacturing 40 million doses of freeze dried small pox vaccine and
supplying all over the country and to neighboring countries as well. During 1954, the
vaccine was changed from cow-calf to sheep-based. Following reorganization of States,
the administration of institute came under the control of Government of Karnataka in 1956.
In 1968, the vaccine was changed from sheep to buffalo calf and the production capacity
was increased to 47 million doses in 1974 — one third of total requirement of the country.
The manufacturing of the vaccine was cut down in 1977 in view of zero incidence of small
pox in the country and completely stopped in 1978. Yet, during the same year, the
activities of the institute switched over to manufacture of neural tissue anti-rabies vaccine
(NTV).

Initiatives on experimental works connected with preparation of Tetanus Toxoid and

Diphtheria fraction were also taken up in 1985. The building needs to be developed
considering the historical and monumental role played by it. It can be developed for tissue
culture processes.

Inception Report Page- 34

 Annexure 4: Articles used as reference

1. Article in Times of India on 11 May 2009

Jamnagar to have world class sports complex

The coastal town of Jamnagar will have a world class sports complex near Lakhota lake
within two months. The complex, to come up on 13569.38 sq mt of land at an estimated
cost of Rs 7 crore, is being developed on public-private partnership (PPP) model.

An MoU was signed between Vishwanath Vyayam Pracharak Mandal (VVPM) and
Jamnagar Municipal Corporation (JMC) for the complex. VVPM has given 10125.46 sq m
of land for the project while the rest was given by JMC. The construction cost of about Rs 4
crore will be borne by the civic body. The sports complex, on completion, will be managed
by VVPM.

Jamnagar municipal commissioner KN Bhatt said, the sports complex was on the verge of
completion. He added that an indoor stadium would be an integral part of the project. The
complex will have a swimming pool of international standard, a children's swimming pool,
three badminton courts, table tennis room, carom and chess halls, billiards, snooker and
pool table facilities, courts for squash and basketball. For outdoor games, there will be
athletic track, cricket pitches, hockey, football and handball grounds on a sprawling
landscape, added Bhatt.

The grounds and swimming pools have been named after former rulers of erstwhile
Navanagar state, including Ranjitsinhji, Digvijaysinhji and Shatrushailyasinhji. The royal
family had donated the land to VVPM six decades ago.

"The aim is to promote sports in the town and provide world class facilities to budding
players. The complex will be managed by 16 trustees. Shatrushailyasinhji is the patron.
Others who will manage the show are members of VVPM, mayor, standing committee
chairman, municipal commissioner, leader of Opposition in JMC, chairman of primary
education committee, and two other members to be nominated by JMC," said Jagdish
Thakker, one of the trustees from VVPM.

2. Article in The Hindu on May 05, 2006

Artificial waterfall at Akkulam to be opened next week

Inception Report Page- 35

Thiruvananthapuram: The 15-metre-high artificial waterfall constructed by the
Thiruvananthapuram District Tourism Promotion Council (DTPC) on the slopes of the hillock in
Akkulam tourist village will be commissioned next week.

The waterfall, which will assume the shape of a pyramid when switched on, has been built
at a cost of Rs.30 lakhs by the DTPC. The waterfall has been constructed on the slopes of
the hillock facing the swimming pool and children's park of the tourist village.

A permanent illumination has also been set up so that the tourists stepping into the village
after sunset can enjoy the beauty of the waterfall. Both sides of the waterfall will be given
a face-lift, with potted plants being placed there. The authorities have also provided space
beneath the waterfall for revellers to take bath.

"All the civil works have been completed. Only the finishing works and the installation of a
pump are to be completed. The artificial waterfall will be thrown open to the public next
week," DTPC secretary N. Subramoniam told The Hindu.

The water to be used will be made available from the pool adjacent to the swimming pool
of the tourist village. The water will be purified in the plant since the authorities are making
arrangements for the revellers to take bath beneath the waterfall. Initially, the waterfall
will not use the purified water from the plant.

The DTPC officials hope to woo tourists in large numbers to the tourist village once the
artificial waterfall is commissioned. The authorities hope to attract a chunk of the revellers
going to see the waterfalls in neighbouring Tamil Nadu to the tourist village here.

The DTPC authorities have decided to play the latest hit songs from Malayalam, Hindi and
Tamil films to attract the young to the musical fountain at the tourist village. The musical
fountain in the village can be viewed during daytime.

3. Article in The Hindu on August 09, 2005

Work on hanging bridge in Muvattupuzha to begin by October

Launch of the work on a hanging bridge at the `triveni sangamam' in Muvattupuzha, the
place where the Thodupuzha River meets the confluence of the Kaaliyaar-Kothayar rivers,
is awaiting the green signal from the Tourism Department.

Soil testing

Soil testing is over and structural details of the three-arm bridge, with a view tower and
restaurant at the centre, are ready.

"The Tourism Department has accepted the proposal in principle. Work will start once the
working committee of the department gives the green signal for the project. In all
probability, the work will start by October," said District Collector A.P.M. Mohammed
Hanish.

Inception Report Page- 36

"The Tourism Department is expected to finance the project, which is expected to cost
anywhere between Rs. 80 lakhs and Rs. 1 crore. The architect is yet to submit the cost
estimate for the structure," said Mr. Hanish, who is the chairman of the District Tourism
Promotion Council.

Chairman of the Muvattupuzha Municipality M.A. Saheer said that he would visit the State
capital this week to seek the Tourism Department's permission to start the construction work.
"The structure at the centre of the three arms of the bridge will be three-storeyed. The
bridge will make Muvattupuzha a centre of tourist attraction. This is in sync with the State
Government's attempt to develop eastern regions of Ernakulam district," he said.

Our aim is to attract tourists to the facilities at the hanging bridge and other places of
attraction in the area, such as the renovated Municipal Park, the Children's Park in the heart
of the town and the check dam proposed in the Muvattupuzha River. A boat service can be
started connecting these places and nearby tourist spots, Mr. Saheer said.

The proposal for the bridge was made 25 years ago. It was also prominently mentioned in
a master plan prepared for the town some time ago.

4. Article in The Financial Express on 6 January, 2007

Fun Parks- mega bucks

Who needs Disneyland when you have us?” questions Rakesh Babbar, the managing
director of IRPPL (International Recreation Parks Pvt. Ltd.), the company behind the
upcoming Entertainment City in the heart of Noida. The Entertainment City, spread over
150 acres and being set up at an investment of Rs.1100 crore, represents a new class of
parks that are under construction or are being planned around the country. Larger, better
and with the costliest ‘rides’ around, they reflect a change in not only how park operators
and real estate developers think about amusement parks, but also how state governments
perceive them.

Other upcoming projects include two planned by ISKCON, one at Vrindavan in Dwaraka,
at an investment of Rs.1000 crores over 600 acres of land and one at Bangalore at an
investment of Rs.350 crores. The themes for the two parks would revolve around the stories
of Krishna. The religious theme is held in common with a Rs.100 crore park being promoted
by the Saagar family at Haridwar. Revolving around the epic Ramayana, the park to be
called ‘Ganga Dham’ will be situated on the banks of the Ganga.

But it isn’t only spiritual theme parks that are making the running. IRPPL have also built a
62-acre park in Rohini, Delhi at an investment of Rs.200 crores. Called ‘Adventure Island’,
the park is set to officially open later this year. Chandigarh too will be getting its own
mega park in the next 3 years. To be developed and operated by Gurgaon-based
Unitech, the park would be spread over 73 acres and have an initial investment of Rs.250
crores. The south too hasn’t been immune to the action with the WonderLa park on the
outskirts of Bangalore. Built over 83 acres and promoted by the V-Guard group, the park
has already been in operation for a year.

Inception Report Page- 37

The amusement park industry, around Rs.3000 crores now, has been growing at 25% per
annum over the last 5 years, according to industry estimates. There are around 150 parks
in India, with 10-15 coming up over the next few years.These include the mega parks with
investments of more than Rs.100 crores. At present, industry experts say around 10 percent
of the parks represent investments of around Rs.30-60 crores. Another 10 percent are
spread over 10-20 acres representing investments of Rs.10-25 crores. The rest are spread
over 3-5 acres and represent investments of under Rs.5 crores.

Amusement parks in India usually have long break-even periods of 7-10 years but Babbar
is bullish about his own park. “The rise in middle class incomes and the fact that we are in
the heart of the city, means we won’t have that long a gestation period,” says Babbar. The
fact that the park will be centrally located makes it unique among amusement parks, most
of which are located on the city outskirts. That’s because governments usually allot land
outside city limits, and most developers choose to construct parks on government land, as it
is cheaper than buying their own at market rates.

The 150 acres on which the Noida entertainment park is based was provided by the Noida
authority and is one of the few cases where a government has recognised an amusement
park’s need for a prime location to succeed. Local governments encourage the
establishment of amusement parks, hoping they will drive domestic tourism, and let the local
economy benefit from the money flowing in.

Those looking to come into the amusement park business come from a varied range of
businesses. For example, one of the bidders for the Chandigarh theme park project was a
consortium which included the retail giant Pantaloon. But they are usually alliances between
an amusement park operator from India or abroad, and a real estate developer. IRPPL,
for example, is 50:50 joint venture between International Amusement, who operate Appu
Ghar in Delhi, and Unitech. Allying with international park operators like Disneyland and
Sentosa of Singapore gives a branding advantage, according to K. Srinivas Gupta, the
chairman of the southern region of the IAAPI (Indian Association of Amusement Parks and
Industry).

Big regional groups looking for a higher profile also feature in the amusement park
business. The V-Guard group in Kerala, for example, built its success on the back of
voltage stabilisers, and now has amusement parks in Kerala and Karnataka. Says Gupta,
“for such groups, the amusement parks aren’t their primary source of business. It’s more a
diversion for them, than a way of diversifying their business. But they also tend to be more
passionate about it.”

Of the initial investment in a park, typically 60 percent goes into buying the land and the
development of the site while the rest goes into the equipment and the various rides.
Industry experts say that if the park is to be set around a theme, site development could
even go up to 80 percent of the costs. In the case of the Noida entertainment city,
according to the IRPPL general manager of corporate finance, Rajan Narula, the main
components of their initial investment were Rs.110 crore for the land while Rs.180 crores
was spent in developing the site.

The adoption of a theme by a park is important as most parks would tend to have the
same rides, and the theme would help differentiate them. According to Gupta, ‘theming’
provides that little extra people are looking for. “People want an escape from reality and
their normal day-to-day lives for 8-10 hours, and for that you have to provide an overall
experience. You can’t do that by just focusing on rides,” says Gupta.

Inception Report Page- 38

When constructing a park, promoters can choose to source the rides from within India at a
cost of Rs.10-15 crores, or they could choose to import it from countries in Europe like
Switzerland and Italy for 10 times the cost. A typical amusement park’s expenditure would
be dominated by energy costs that can go up to 50 percent. Other significant heads are
the salaries and maintenance of rides.

When it comes to the revenues, there are usually four sources - the collections at the gate,
food & beverage sales, advertising, and merchandising sales. The gate receipts that a
park generates are determined to a large extent by the location of the park and the kind
of footfall it has.

While parks in Tier II and III towns would have footfalls of around 50,000 to a lakh in a
year, parks in bigger cities would have footfalls in the range of 5-6 lakhs with the mega-
parks expecting around 10 lakhs. According to industry experts, parks in big cities can
typically expect about 1 percent of the local population and 10-15 percent of tourists to
visit in a year.

While prices for entry tickets for smaller parks would be around Rs.100, for the bigger
parks, tickets would range from Rs.300 to Rs 500. The amusement park industry is one that
does most of its business on weekends and holidays- in a year around 80 percent of the
business is done in 200 days.

According to an industry expert, Indians usually don’t spend much at a park so the entry
ticket price usually represents the maximum a park would get out of a visitor. In smaller
parks, on an entry ticket of Rs.100, only a further Rs.10 would be spent in the park
whereas in the US, for a $50 entry ticket, $50 more can be expected to be spent by a
visitor.

As for the future of the industry, Rajen Shah, the president of the IAAPI, feels that would be
dependent on the classification of the industry as ‘social infrastructure’ with its resulting tax
benefits. He argues that even if profit may be the motive for the industry, there are various
social benefits for a community from having an amusement park around. Gupta on the
other hand, suggests a lesson could be learnt by the industry from Orlando in the US.
There, Disneyland and dozens of other parks co-exist and develop synergies with the
hospitality industry. He recommends Goa and the Andaman & Nicobar Islands as sites that
could be developed by the government as entertainment destinations

Inception Report Page- 39

 Annexure 5: Quotations for setting up facilities

Royal Family Train

– SPECIFICATIONS OF Amusement Royal Family Train

SIZE: Eng. 8'x 4', Bog. 9'x 4' Height 6.75ft

(A) Engine:
> Capacity:48 kids or 36 adult.
> Fiber & mettle structure.
> 5HP motor, two phase.
> Locomotive operation from engine itself and not from platform.
> 48V to 55V supply to the track
> Driving Wheel size: 12” diameter = 4pc
Other Wheels 10” diameter = 28pc
Price-Rs.11,50,000 /- (1 Engine + 3 Coach with Roof)
(B) Track:
Track broad 3feet MS T-section, size 50 x 50 x 6 mm, erected over
wooden sleepers. Size: 4’ x 3” x 3”, fitted with special design of fishplate
made from Metal casting material.
Price-Rs.900 /- Per Running Ft.

Inception Report Page- 40