In 2015, the Government of India initiated the Pradhan Mantri Awas Yojana (Urban) (PMAY(U)), a grand scheme designed to provide "Housing for All," with a focus on urban poor families. This ambitious program sought to tackle one of the country’s most pressing issues: the widespread shortage of affordable housing, which disproportionately affected economically vulnerable populations in urban centers. In Madhya Pradesh, a state situated in Central India, the scale of the challenge was magnified by the vast geographical expanse, with 940,000 homes spread across 413 cities and 53 districts. The magnitude of the endeavor required not just a robust logistical framework, but also the mobilisation of an extensive network of technical expertise, local governance cooperation, and substantial financial resources.
The challenge was not simply one of scale, but also of multifaceted complexity. There were many variables to consider: the diversity of urban poor households, from economically weaker sections (EWS) to lower-income groups (LIG) and middle-income groups (MIG); the intricate layers of bureaucracy that could impede swift action; and the delicate balance between government subsidies and the need for private-sector partnerships. Further complicating this landscape were the requirements for inter-departmental coordination, the need for constant monitoring and progress tracking, and the integration of various technological systems for accurate reporting and data management.
To meet the ambitious objectives laid out by the PMAY(U) scheme within the five-year timeframe, the state government realized it required an experienced Project Management Consultant (PMC) to fill the gaps left by its existing capacity. This was particularly true given the previous difficulties encountered under predecessor housing programs.
The state’s need for an expert partner was underscored by delays in implementation, lack of coordination, and challenges related to fund management and compliance with national standards. This was the crucial bottleneck that needed to be addressed before the project could move forward. The government, thus, required an entity that could leverage its knowledge and resources to ensure seamless execution, manage risks, and achieve the overarching goal of sustainable, inclusive urban housing for the state’s most vulnerable populations.