So, the long pursued approval on Wadala Project is here! Letter of Jt. Director, Deptt of Expenditure dated 7.11.2019 conveying the nod of Hon’ble FM and subsequent cheering mention of Chairman CBIC, dated 8.11.2019 has gone on record now.
During the journey to approval, my officers Gaurav sinha, Shailesh Deorukhar, Sanjeev Meena and Ankit (T.A) have played extremely crucial role. Sh. DR Verma, Supdt./ex-Enclave, often visited the cell and cracked the jokes on each one of us. His humours would make the atmosphere light and the inuendos made us laugh our heart out. The Entire year of AGT witnessed many changes in project proposal and stubborn attitude of ours to work it out one way or another.
After passing multiple rounds of scrutiny from different departments, the proposal was heading for a final meet (PIB meeting, North Block Delhi) by the end of August 2019. By this time, I had openly started dissenting with seniors at all level for more than one reasons and I chose not to accompany Pr.CC in the PIB meeting scheduled on 16.09.2019 to be held in North Block. As, by Aug 2019, Sh. Verma had been re-inducted into the Enclave Cell so, I persuaded him to go to Delhi along with Gaurav my most dependable officer. From that moment on, I am working from hindsight to avoid confrontation. In fact, the moments of dissenting are now over.
In the PIB meeting Pr.CC was supposed to give a presentation before Secretary Expenditure. His persuasive art of presentation and justifications prepared by the team worked pretty well and the project proposal got the nod of FM eventually.
Upon receiving the news of approval, I couldn’t resist myself posting a heartfelt thanks for everyone who contributed to the process directly or indirectly. 
Approval on Wadala Project has been a result of roller coaster ride for all officers who have been posted in Enclave Cell for 16 years now. Since, acquisition of the land in 2003 from CPWD [who in turn got the land from Salt deptt.] many efforts by the department have been made. Many different proposals and models of the project were explored and tested in the recent past. Only between June 6th, 2018 [the day I joined the Enclave Cell to replace Supdt. Sh. DR Verma] to Jan 23rd 2019 as many as 5 modalities of execution have been explored.
Approval on Wadala Project is Not a Compassionate Act by FM, But a Battle Won [Contrary to What Some Might Mistake With]
Yes, FM was not waiting for this project to be tabled before her for approval. In fact, the instant model was turned down in 2016 by the then Revenue Secretary Sh. Hasmukha Adhia and instead had asked to explore the PPP model with no cost to govt. govt couffers. And, mind you it was the time when govt. was better positioned for expenditures, contrary to the liquidity situations today.
So now, when the approval on a Rs 1000 Cr project all funded by Govt. is approved in today’s scenario [when many flagship programs of govt is stuck up and govt has to take out the contingency reserve from RBI & Borrowings through foreign sovereign bonds are contemplated], you can imagine how the team Enclave has navigated through stages of scrutiny at different levels. Like I said, multiple proposals have been explored, the approved one is a proposition conceived after a meeting on 15.01.2019 [It was the date on which my personal study on the previous model was validated and authorities agreed to the need to change the ongoing PPP model. It took us 6 months to bring home to Authorities. From the moment on, the approval dated 7.11.2019, took less than a 10 month’s since conceptualization.
Approval on the Wadala Project was not something in the priority list of Ministry. In fact, till the last moment of the PIB meeting [dated 16.09.2019] held in north Block, NITI Aayog and DoE were on testing rounds, when our Pr. CC turned around the line of thinking of the Chair by arguments founded on Research, Survey, facts & figures which the Enclave team had built on from the very scratch.
If I don’t place on record the very fight, I and my team had been through, to convince the authorities, I would be lying. I had been vocal on adopting an alternate to the then model of PPP (BUA Sale) and subsequently, went on insisting for either FSI Auction Model of PPP or Govt. funded, considering current market economy. But initial leadership wasn’t that open to consider our discovery.
Enclave Cell team that comprises 1 Supdt and 2 officers and 1 TA has always worked under monitoring of Pr CC and had to undergo some endurance test since the very moment the instant deposit work model was decided to go after. There had been several rounds of scrutiny from DGHRD, IFU, NITI Aayog and Deptt. of Expenditure. Notably, the answers to the queries were not lying somewhere inside files, they instead had to be gathered from field surveys, communication from state officials, liaising with best in-class international research firms and studies by the officers themselves.
Testing part for the officers was that, the queries from the agencies so named, had to be prepared in the shortest possible time as the super BOSS sat on your head until replies were finalized. The officers had to work late in the evening and to attend the office early. Sh Bhattacharya is a true taskmaster and the officers had to report directly to him. There were calls of Pr. CC in the late evening when most of our colleague relaxed at home. Upon such calls, assignments had to be completed from the home also. Calls would come anytime weekend, holiday, commuting etc. no exception. But again, the best part of Pr.CC was that he would work with us directly by eliminating all chains of middle hierarchy.
I remember, I was at one point of time in March 2019 told to prepare a chronology of the Project starting 2003. I started out on Saturday morning and went working through Monday morning. Then came the worst part. When I messaged Pr. CC if my attending the office could be excused as I had emailed the prepared soft content. To my amazement my request wasn’t taken in right perspective. Despite working in weekends, seeking a leeway was fraught with apprehensions of being taken as advantage of proximity to Authority. So, yeah the assignments and work had to be finished without expecting any leeway or favour. Now, I have no regret though.
Some of my colleagues have posted the news links [1 & 2] in the groups, after approval on Wadala Project. But let me clarify you pretty much that our approval is not part of govt. policy on AIF (Alternative Investment Fund), that you read under the news. Instead, it is altogether a different endeavor that was initiated long back, pursued vigorously off late, wrath of seniors earned, personal gains sacrificed and eventually got done by the team.
So Here are Few Reasons, Why This Time Around the Project Got Through.
(1)The Boss [often used to be the CC] for Wadala Project agreed listening to the subordinates. I along with team prepared a report on why the Wadala Project could not be executed on Self Sustainable BUA mode and brought it to the notice of bosses at every level. The earlier leadership, didn’t want to listen to the inputs from sub-ordinates. Even after persistent efforts when the team was able to bring home the idea to them, they hesitated changing the ongoing course of execution. Presumably, because they also feared doing any course correction contrary to what then Finance Secretary [Sh. Hamukh Adhia] had asked them to go ahead with.
(2)The officers at Enclave were tenacious enough to fight through odds, literally ready to take on the false ego in hierarchy and decided put in selfless hard work. They were willing to go to any extent to make the project get through. The officers challanged the wisdom of authorities at times, confronted with them and never shirked from bringing the facts across even in the face of getting reprimanded time and again. [I can narrate the whole story off this post ]
(3) There were situations when authorities didn’t bother for the new ideas brought across them. Enclave Cell Officers went on stubbornly explaining the ideas time and again in through many different ways, including the articles on PreventiveOfficer.com. They chose embracing the worst of reactions but didn’t loose their cool nor they gave in. It was like “going failure to failure without loosing enthusiasm.” One upon a time the reaction of top leadership was like “Bachche aisa to meri lash par hi hoga”. And then, the authority below called me in person and said “don’t try to change the course of ongoing things .. humlog to group A hain, hamara kya hai, kuchh bhi hoga to hum apna palla jhaad lenge”
(4)On a remarkable note, the team wasn’t at all bothered for personal gains/loss. The team used used private vehicles at personal expenses on many different occasions without waiting for the departmental vehicles or compensation. They spent from their salary but didn’t go on wasting time after re-imbursement. Shailesh, my officer set an example by doing many things which usually people hesitate spending on.
(5)I dedicated one site, viz. PreventiveOfficer.com for wadala project on my personal expenses. In the beginning, entire site was covering only project matters. Currently however, all the project matters are arranged under a category and the site is all set to serve the Customs fraternity by providing useful contents from diverse field. All the contents for wadala project can be seen here: https://preventiveofficer.com/category/wadala-project/. The contents on web helped the team a lot in updating developments in real time through the links shared. It dispensed with the need of downloading facilitated immediate dissemination of information.
(6)The team with me had the exposure of many different past models to be studied and NBCC, though not currently our project consultant worked with the team very closely in the past which enhanced the all round awareness of market scenario. Because of them we came in contact with some international research firms in the field of real estate.
(7)We were also fortunate to share ideas with one PPP expert, Sh. Ajay Saxena. Sh. Saxena is working as PPP expert for Govt. of Maharashtra and is a brilliant professional in his respective capacity. Because of him the team was abale to interact with veterans of MMRDA that enabled getting lot of insights on market dynamics of Infrastructure and real estate.
(8) Fortunately, the team was a right combo of ones who could look after the office assignment and also who could liaise with state govt. offices efficiently. Credit for making this perfect combo of team must go to Sh. B. Gade, erstwhile Supdt/PSO/Posting.
(9) The team since the very beginning, chose to take a longer route, instead a short cut. To be precise, every data and information was made afresh and from the scratch to rule out the possibility of getting recalled the proposal. We never relied upon the data available with files.
(10) Pr CC, Sh. B. Bhattacharya never hesitated calling anyone. He would make call to a an executive Engineer and a private firm too, who he thought could be of any use for the sake of project. He did all this with no reservation. Although, PrCC didn’t concede to team’s findings in toto but was more open and receptive than any other leadership in the past.
Battle Won in Terms of Instances I have been Through, Personally Also.
There are many such instances, frankly speaking:
#1.“I have clear cut instructions from CC to suspend you because of your argumentative and indiscipline behaviour. How could you spill out the departmental matters to a forum that has DGHRD too. ” and that “Because you are into getting resolved your in- house issues from Delhi, so we are left with no option but to.. ” This was the result of first confrontation with authorities on Wadala matters. I wasn’t that strong in overcoming such warnings but as I was sure that I had done nothing wrong, kept me going fearless. In the backdrop of getting reprimanded was my WhatsApp post dated Aug 6th, 2018, and an immediate response of the then DGHRD, CBIC. you can yourself see, how innocuous is this:
And an hour later from that point of time, on Aug 8th my team had a meeting with Addl Metropolitan Commissioner, MMRDA in Bandra and my team was supposed to be headed by an officer not lower than a DC. But the atmosphere was tensed and no senior accompanied us. Guys, this meeting was an eye opener for me and my team. And, you won’t believe, from that day onward, I never looked back, every discouraging instance along the way made me stronger only.
#2. Me to Authority (When Mega Plan with FSI 4/5 was doing hot): Sir, we are the owner of project, why don’t we workout the Maths ourselves as to how the fund of Rs 8000 Cr will come from? … Authority to Me: See, once we transfer the land to PMIC (N… ), its their baby.. don’t get bothered too much.
#3. After my failed attempt to convince with my findings to PC, I reached out to his boss. “Sir, I have certain studies that is indicative of impacting our BUA model adversely. 70% of sale proceeds from BUA, we will not be able to use for project.” I was stared and replied: Mahendra I don’t appreciate jumping hierarchy .. please come with your PC ”
#4. My right arm to Project, Gaurav is transferred to CHS and another officer Shailesh is diverted to a disposal matter and I get too much involved in the work as I was doing both the work of Supdt and PO. I chose to confront with the authority who did all this. ..And guess what, I got the posting of Shailesh reverted same day by pushing the authority in a denial mode as if the diversion was not made with his consultation but was done some one below to him.
#5. Despite Shailesh at my disposal, I still lacked my strongest steward. Because of this I was less into updating the development on group wall and more into actual work. So, Authority to Gaurav “Apne supdt ko boliye thoda Jameen par rahen” .. and I go all out to post the feud on Whatspp. No response from authority.
#6. Once PC advocates my calculation on need for Customs Space: “No.. no.. he is emotional about, his data are wrong.. henceforth there will be no one to one with Mahendra.” This was the scenario when I insisted for 30% share for Customs to be reserved. Authorities were of the opinion that only 10% space for Customs would suffice as we don’t need space while GST premises are all on rent. Eventually, my demand was acceded to, as my conviction was too strong too be declined and only a day before I had put up a whatsApp fight.
#7. “Don’t interrupt his work, it is outside our boundary. I don’t like to be in confrontation with these political people. He has threatened that he would go to CM if any further intervention is caused to his work. If anything untoward happens to you, I will not stand by you, remember that”… PC warned me after the MLA visited him upon the interruption caused by me to his act of encroachment upon our wadala land. Although, nodding in submission, I went all out on interrupting the work of that person completely with help of my team. This was one of the scariest time for me for two reasons: I getting continuous threat calls from MLA and I no authority stood by my side rather discouraged me.
#8. “You stay in hotline with CC by way of bye-passing me. Do you know what harm I can do to you”… I was threatened by PC. “Sir, aur kya kar lenge, jo karna that kar diya aapne”.. This was my reply.
In fact, there are even more number of instances when I and my team have been let down. All the instances are supported by WhatsApp Post or documented by some way or other. But, for obvious reasons I cannot post all the screenshots now… !
How Does the Enclave Plot and Project thereon Matters?
1) it is a 56 acres land a $ 1bn properties in today’s market, as big as a multinational. I assume no central govt deptt. has this big green field plot available for their in-house, infrastructure project.
2) Post acquisition of land in 2003 from CPWD, who I turn got this from salt pan deptt., several models and propositions have been laid out, very fancy and artistic to best utilize the land, but every model fell flat. So, its a result of 16 long years efforts. Although, current team succeeded in giving this departmental project a shape because of their different approach, the new approach evolved on the foundation of previous experiences.
3) The Location of the Residences and office Complex that is coming up is extremely strtaegic. The New Cuffe Parade near by is slated to be developed as new BKC. Connectivity through metro and freeway make its location all the more important.
4) It would be a walk to work concept for many collegaues who get accommodation there. Its a great feel in Mumbai if you can have your lunch in your own house by walking on feet during lunch hours.
5) The Office building is 125% bigger as compared to Kautilya Bhawan, BKC. The said building is an iconic govt office space and ours will be even better. It would be a corporate feel working in Wadala.
6) The buildings are a 4 start GRIHA rating, which conforms to the standards of modern buildings coming up all across India and beyond.
7) It is the Biggest Housing and Office Project for CBIC in India. It will be iconic more like our Customs House. The budget size Rs. 976 Cr. is only 2 Cr. below the budget of Chadrayan II (Rs. 978 cr.). The commissioning occasion will be done by a PM of the moment, when it gets ready.
8)This is only part of the Entire Project that will come up here. We are using only 1/3rd of our full FSI potential. At later stage department may like to accommodate several other departments also. We have around 9 lakhs Sqm of FSI, while under the current project is consuming only aroun 1.5 lakh Sqm FSI. So, in the near future the Enclave plot of land will be developed as a huge township. It will be worth staying in the vicinity.
The Chronology of Approval on Wadala Project
In short, here is the Chronology:
1.When I joined in June 2018 BUA sale model was under deliberation.
2. Aug 2018 the team enclave starts advocating for changing the model
3.The team’s proposal was to go either for FSI Auction model or Govt Funded
4.January 2019 authorities agreed with my plan to scrap BUA sale model.
5.Despite many benefits the FSI sale model was sidelined and deposit work model was decided to go after.
6. But, the deposit model, proposed building Residential Cum Office Complex with sports complex and social amenities.
7. IFU, however advised scrapping the amenity part.
8.After satisfying rounds of queries from DGHRD, IFU, NITI Ayog, DoE the project gets the nod of FM on 7.11.2019
A complete and exhaustive chronology is available at this link. But as it contains many official communications it has been kept password protected.
Closing Thoughts-Cum-Appeal post Approval on Wadala Project
As I am retained for 6 months during the last AGT 2019, the original team which actually worked for the approval to get through is going to be replaced by a new bunch of officers sometime in the December 2019. Transition has already been started when months back, one of the veteran officers, Sh. DR Verma was re-introduced into the Cell. And now when the approval is secured, it is likely that a large team of officers will be inducted to support the Building Committee which will be headed by PC, Zone-I under supervision of CC, Zone-I.
[Edit: first meeting for formation of building committee has been held on 13.11.2019]
It is in this backdrop, that I felt need of reflecting on the Journey to approval, the work ahead and the need to screen some truly diligent officers who can make a difference in completion of the project. The successful completion of the project will depend on willing, diligent & upright officers. And I appeal to my serious colleagues to approach PSO for their posting to Enclave Cell.
Because, the working at Enclave cell has no bearing with the core functioning of the Customs, the officers mostly have to learn everything from scratch. Studying DCPR (Development Control and Promotion Regulations), dealing with State officials, viz. Land & Revenue Department, MMRDA, Town Planning, MCGM would be the main jobs of officers.
The Enclave officers would also form the part of monitoring committee who would supervise and inspect the ongoing construction. The quality of construction can be ensured of highest standard when the departmental officers take active participation in all the team meeting. I assume the the colleagues who have backgrounds in Civil Engineering and architecture can play a significant role.
The construction part will be undertaken by some private player who wins the competitive bidding. The winning bidder will be called an EPC Contractor which by virtue of MoHUA’s guidelines is supposed to do the entire project work from start to finish. The role of CPWD is limited to floating the tender and monitoring the progress of construction in the capacity of Engineering wing of Owner department [Customs]. The Customs team along with CPWD will oversee the process of construction. The aim is ensure that there is no cost and time overrun in the process of execution of the project.
For the fellow officers who are unsure as to how long it would take the project to be fully functional, the NITI Aayog before extending its recommendation has taken commitment from CPWD that there would be no time and cost overrun, if the funds are released Year on Year as demanded. The entire 975.72Cr has to be disbursed in 4 Financial years and as per the Scheduled milestone fixed by CPWD completion time is 3 and a half year. So lets pray the the govt. doesn’t face liquidity crunch at any stage of time for coming four years.
Despite the hardships all along the way up to the approval stage, I have have got fair share of appreciations and accolades. I must confess that mental afflictions that I went through was all because of confrontations with authorities. If an officer with more prudent approach would have been in place, I assume the afflictions could be warded off. With that said, I appeal all my sincere colleagues to approach PSO before Nov. 27th to submit their willingness to be posted in Enclave Cell so that implementation phase of most ambitious project of CBIC can be made a great success.
Below I am posting some of the snaps of accolades I got from top authorities of the department only because of my sincere efforts to the cause of this project:
1. A note of thanks from Sh. Bani Bhattacharya, Pr. CC
2. A note of appreciation from Sh. Rajeev Tandon, Ex- Pr CC
Cheers all !