CT 02 BSP PDF

INDIA SMART CITY MISSION

MISSION TRANSFORM-NATION
THE SMART CITY CHALLENGE

STAGE 2
SMART CITY PROPOSAL
SMART CITY CODE:
CT-02-BSP
CONTENTS QUESTION NO. PAGE NO.

A. CITY PROFILE 1-8 7-22
B. AREA-BAS ED P ROPOS AL 9-18 23-44
C. PAN-CITY PROP OSAL(S) 19-30 45-61
D. IMPLEMENTATION PLAN 31-36 62-76
E. FINANCIAL PLAN 37-43 77-86
ANNEXURES (1-4)
Page 1 of 92
CHECKLIST
All fields in the SCP format document have to be filled. The chart below will assi st you in verifying
that all questions have been answered and all fields have been filled.
Q. No TICK
PART A: CITY P ROFILE
1. ✔ QUALITY OF LIFE
2. ✔ ADMINIS TRATIVE EFFICIENCY
3. ✔ SWOT
4. ✔ STRATEGIC FOCUS AND BLUEPRINT
5. ✔ CITY VIS ION A ND GOALS
6. ✔ CITIZE N ENGA GEMENT
7. ✔ SELF-ASSESSMENT: BASELINE
8. ✔ SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES
PART B: AREA BASED PROPOSAL
9. ✔ SUMMARY
10. ✔ APPROACH & METHODOLOGY
11. ✔ KEY COMPONE NTS
12. ✔ SMART URBA N FORM
13. ✔ CONVERGE NCE AGENDA ✔ Table 1
14. ✔ CONVERGE NCE IMPLEME NTATION
15. ✔ RISKS ✔ Table 2
16. ✔ ESSENTIAL FEATURES ACHIEVEMENT PLAN
17. ✔ SUCCESS FACTORS
18. ✔ MEASURABLE IMPACT
PART C: PAN-CITY PROP OSAL(S)
19. ✔ SUMMARY
20. ✔ COMPONE NTS
21. ✔ APPROACH & METHODOLOGY
Page 2 of 92
22. ✔ DEMAND ASSESSMENT
23. ✔ INCLUS ION
24. ✔ RISK MITIGATION ✔ Table 3
25. ✔ FRUGAL INNOVATION
26. ✔ CONVERGE NCE AGENDA ✔ Table 4
27. ✔ CONVERGE NCE IMPLEME NTATION
28. ✔ SUCCESS FACTORS
29. ✔ BENEFITS DELIVERE D
30. ✔ MEASURABLE IMPACT
PART D: IMPLEMENTATION PLAN
31. ✔ IMPLEME NTATION PLAN ✔ Table 5
32. ✔ SCENA RIOS
33. ✔ SPV ✔ Table 6 ✔ 7 DOCUME NTS
34. ✔ CONVERGE NCE ✔ Table 7
35. ✔ PPP ✔ Table 8
36. ✔ STAKEHOLDER ROLES
PART E: FI NANCI AL PLAN
37. ✔ ITEMISED COS TS
38. ✔ RESOURCES PLAN
39. ✔ COS TS
40. ✔ REVENUE AND PAY-BACK
41. ✔ RECOVERY OF O&M
42. ✔ FINA NCIAL TIMELINE
43. ✔ FALL-BACK PLAN
ANNEXURE 1 Smart City features

ANNEXURE 2 A-3 sheets (self-assessment )
ANNEXURE 3 max 20 sheets (A-4 and A -3)
ANNEXURE 4 Documents for Question 33
Page 3 of 92
INSTRUCTIONS
1. This document must be read along with the Smart City Mission Guidelines. An electronic version of
the SCPformat is also available on the website <smartcities.gov.in>
Follow: ‘Downloads’ > ‘Memos’.
2. The respons es must be within the word limits given. The font size must be 12 Arial, with 1.5 spacing,
left aligned paragraphs with one inch margins. All additional information must be given in 20 nos. A-4
size pages in Annexure 3.
3. For the A rea-Based Proposal, only one ‘Area’ should be selected. The A rea selected can be a
combination of one or more types of area-bas ed developments. This can be retrofitting or
redevelopment or greenfield alone or a combination of these, but the area delineated should be
contiguous and not at separate locations in the city.
4. The Area-bas ed Development must contain all the Essential Features as per para 6.2 of the Mission
Guidelines. Please fill out the following checklist.
S. Essential Feature Confirm Para. No.

No if in SCP
included
()
Assured electricity supply with at least 10% of the Smart City’s

1.
energy requirement coming from solar
✔ Page - 36
Paragraph- 1
Adequate water supply including waste wat er recycling and storm

2.
water reuse ✔ Page - 36
Paragraph- 2
3. Sanitation including solid waste management ✔ Page - 36

Paragraph- 3
4. Rain water harvesting ✔ Page - 37

Paragraph- 1
5. Smart metering ✔ Page - 37

Paragraph- 2
6. Robust IT connectivity and digitalization ✔ Page - 37

Paragraph- 3
7. Pedestrian friendly pathways ✔ Page - 37

Paragraph- 4
Encouragement to non-motorised transport (e.g. walking and

8.
cycling) ✔ Page - 37
Paragraph- 5
9. Intelligent traffic management ✔ Page - 38

Paragraph- 1
10. Non-vehicle streets/zones ✔ Page - 38

Paragraph- 2
11. Smart parking ✔ Page - 38

Paragraph- 3
12. Energy efficient street lighting ✔ Page - 38

Paragraph- 4
Page 4 of 92
Page - 38
13. Innovative use of open spaces ✔ Paragraph- 5
Page - 36,
14. Visible improvement in the A rea ✔ paragraph - 5
Page - 39,
15. Safety of citizens especially children, women and elderly ✔ paragraph 1
At least 80% buildings (in redevelopment and green-field) should Page - 39,
16.
be energy efficient and green buildings ✔ paragraph 2
In green-field development, if housing is provided, at least 15% N/A

17.
should be in ‘affordable housing’ category.
Page - 39,
18. Additional ‘smart’ applications, if any ✔ paragraph 3
5. The pan-city Smart Solution should be IT enabled and improve governance or public services. Cities may
propose one or two such Smart Solution(s). If more than one solution is presented kindly use
supplementary template 'P an-City Proposal No 2'.
6. In order to make the proposal credible, all claims must be supported with government order, council
resolutions, legal changes, etc and such supporting documents must be attached as Annexure 4.
7. The Questions can be answered directly in this editable PDF file and can be saved on local computer,
before printing. Your submission in electronic form should contain:
1. The SCP in whole (92) pages
2. The Self Assessment Sheet (Annexure 2)
3. Additional 20 Sheets (Annexure 3)
4. Additional list of Documents (Annexure 4)
Electronic submission to be sent on DV D along wit h printed copies. 5 printed copies of the SCP
document (complet e in all respect) should be sent to MoUD along with the DVD containing the complete
electronic copy. The printed copies should be spiral bound as separate volumes.
It is advised to use latest version of Acrobat Reader (Acrobat XI or higher) to fill the form.
Acrobat Reader XI c an be downloaded from:
https://www.adobe.com/support/downloads/thankyou.jsp?ftpID= 5507&fileID=5519
Page 5 of 92
SCORING DIVISION
TOTAL 100 POINTS
CITY-LEVEL: 30
AREA-BASED DEVELOPMENT: 55
PAN-CITY SOLUTION: 15
CITY LEVEL CRITERIA: 30%

S.No. Criteria %
1. Vision and goals 5
2. Strategic plan 10
3. Citizen engagement 10
4. Baseline, KPIs, self-assessment and potential for 5
improvement
AREA-BASED DEVELOPMENT (ABD): 55%

S.No. Criteria %
1. ‘Smartness’ of proposal 7
3. Results orientation 15
4. Process followed 3
5. Implementation framework, including feasibility 25
and cost-effectiveness
PAN-CITY SOLUTION: 15%

(If more than one solution is proposed, each proposed solution
will be graded separately and the average of the two aggregate scores
will be awarded to the city toward the 15% overall weightage)
S.No. Criteria %
1. ‘Smartness’ of solution 3
3. Results orientation 5
4. Process followed 1
5. Implementation framework, including feasibility 5
and cost-effectiveness
Page 6 of 92
A. CITY PROFILE
1. QUALITY OF LIFE
In the last three years, what efforts have been made by the city to improve livability, sustainability and
economic development? Give specific examples along with improvement with KPIs that are in t he
public domain and/ or can be validated. Your answer should cover, but not be restricted to (Describe in
max. 50 words each, mentioning the source of the data):
a. Transportation condition in the city
♦ Financially sustainable ITS enabled cluster based City Bus Service (UBS II norms):
Fleet Increased from 0 to 50 Buses (AC:10, Non AC:40) under UPTS on UMTA model
having a ridership of 12000 Using cross platform intercity usable 3500 prepaid card
operational(ref: annexure 4-4.39 ). ♦ 5679 Autos, 50 Pink Auto, 2 Pink Bus operational. ♦
Footpath availability = 11.30% ♦ e-Rickshaw project rolled out with initial fleet of 500(ref:
annexure 4-4.102 ) ♦ Average travel speed remained steady at 32 KM/h ♦ SECR zonal
headquarter, connectivity to Mumbai, Delhi, Kolkata & Vishakhapatnam ♦ City Bus /1000
popu. = 0 to 0.16 ♦ No. of accidents declined from 667 (2012) to 576(2016) ♦ Dedicated
Traffic helpline 1095 operational. [Annexure 3 (Ex 3.2), 4-4.39,4.99,4.88)]
b. Water availability in the city and reduction in water wastage/ NRW
♦ Per Capita supply of water increased -123 to 135 lpcd through UIDSSMT ♦ Total water
supply=44.85 MLD ♦ 500 ground water pumps ♦ Extent of NRW 65% to 50%
♦ Household connection coverage increased - 42.10% to 59.92% ♦ Efficiency in cost
recovery has increased to 86.05% ♦ User charges notified and collected ♦ 3010 water
connections for vulnerable by GOI awarded Bhagirathi Nal Jal scheme. ♦ Gravity based
Surface Water Supply Augmentation Project from Khuntaghat to be completed by 2018
coupled with 100% metering NRW to be reduced and O&M cost to be reduced
substantially, DPR costing 245 Cr. approved tender uploaded.
[Annexure 3 (Ex 3.2), 4(4.95)]
c. Solid waste management programs in the city
♦ First city to roll out Integrated Waste Management Programme on PPP with 100%
Capex of 35Cr. invested by Pvt. partner for a 181 TPD processing plant with RDF+
Compost output and a landfill site of 25 acres for scientific disposal of waste.(ref:
Annexure 4- 4.86, 4.35, 4.12) ♦ Under SBM 100% DtoD collection through PPP & women
SHG increased from 31 wards (approx 50% of total HH) to 100% HH♦ 100% Swachh City
by July 2017 ♦ Total Waste generated - 150 TPD (approx) ♦ Waste collection efficiency
increased from 70% to 90% ♦ 3259 (ILCS) & 2100 IHHL (target 4055) geo-code mapping
with photo completed. ODF City by July 2017 ♦ SBM Janta Toilet 336 seats completed.
[Annexure 3 (Ex 3.2), 4 (4.86;4.35;4.12;4.32;4.123;4.118)]
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d. Safety/ security conditions in the city
♦ 26 CCTV Cameras on PPP mode have been installed at 9 major traffic junctions.
♦ Reduction in number of crimes registered from 4870 in 2014 to 1608 in 2015.
♦"CitizenCop App" for public safety
♦ Dial 100 service with GPS enabled PCR vehicles
♦ Emergency helpline 1098 for women and children
♦ Dial 108 for emergency services with coordination of Police & Health dept
♦ Improved street light coverage: 13552 to 15597
[Annexure 3 (Ex 3.2), 4,(4.88)]
e. Energy availability and reduction of outages in the city
♦ Peak power demand=100.5MW ♦ Power consumption per household=254 Unit ♦ GIS

asset mapping done, outages monitored on SCADA ♦ Scheduled outages for routine
maintenance and inspection ♦ T&D losses: 30.10% to 21.64%
♦ Sectoral energy consumption: 86.92% Electricity, 5.88% Kerosene/LPG4.71%
Petrol/diesel, 2.49% Firewood/others. ♦ Policy framework for Solar Power installation
compulsory for buildings >50KW consumption ♦ CREDA category based subsidy:INR
300-40,000 in solar cooker to per KW installation. ♦ AMRUT Energy Audit reform under
process ♦ Dedicated Helpline 1912 ♦ Solar Power Policy initiative for IPT, Street lights &
water distribution power consumption.[Annexure3(Ex 3.2), 4(4.24;4.46;4.47;4.61;4.98)]
f. Housing situation in the city, specifically role of municipality in expediting building plan approvals,
enhancing property tax collection, etc
♦ Construction enabler GIS based BPMS,No Physical Touch Point, Computerized

allocation of Inspector, No Separate NOC for fire & Sewerage ♦ All master plan GIS
layers with Autocad based building code scrutiny of 695 cases 2014-16 ♦ 200Sqm
residential & 1000Sqm industrial building permission rights transfer to pvt architect, 3rd
Party Certification for structural, fire, CMA ♦ BPMS integrated PTIS with 83 layered GIS
Map &17 digit unique property number under implementation (coverage extended 88%) ♦
Decrease in property tax collection- 81.25% to 72.33% ♦ Rent Control Act & BSUP
Property Right with Awaas Patta Vilekh ♦9586 DUs for Urban Poor allocated (IHSD, Atal
Aawas, DDU) ♦ Builidng plan approval online.[Annexure3 (Ex 3.2), 4(4.59;4.60;4.125.1.2]
Page 8 of 92
2. ADMINISTRATIVE EFFICIENCY
In the last three years, what have been the changes in Administrative Efficiency due to the use of
Information and Communication Technology (ICT) (Describe in max. 50 words each, mentioning the
source of the data):
a. Overall attendance of functionaries
♦ Through introduction of ICT initiatives like Biometric attendance which improved from
86.94% to 93.46% from 2013-14 to 2015-16 for a employee base of 1524 - 1486
respectively, Further an app based attendance system has been implemented for the
swachhata employees, Nidaan 1100 & Personal Management system administrative
efficiency & employee attendance increased substantially. ♦ Introduction of dedicated
placement workforce for city sanitation, SWM DtoD collection, street lighting, drivers,
public works, etc ♦ Financially sustainable public transport outsourced with service level
agreement for better administrative efficiency ♦ Shahar Sadhan: Professionalisation of
Municipal cadre through engagement of interns[Annexure 4: 4.91.1;4.91.2]
b. Two-way communic ation between citizens and administration
♦ Nagar Suraj Abhiyan & Lok Suraj Abhiyan with dashboard facility increase monitoring
public demand & grievances. Public representatives & functionaries visit the wards.
♦ Timely enactment of community participation law & wards committee constituted
♦ Portal for e-jandarshan & PGN portal of collector & HCM ♦ Citizen Charter, Public
Disclosure Law enactment. ♦ Nidan1100 & SMS alert mechanism for registration,
time-frame, resolution and customer satisfaction rating working successfully, BMC
Facebook Page & Whatsapp. ♦ Public consultation for development plans i.e.
Master-plan, ARPA riverfront development plan and monthly ward consultations with
feedback. [Annexure 4: 4.104 ]
c. Use of e-Gov to enable hassle free access to statutory documents
♦ Statutory documents & information related to land & property (bhuiyan.cg.nic.in), district
level (bilaspur.gov.in) & state level (cgstate.gov.in). All official gazettes available in
cg.nic.in/egazette/
♦ City budget, building & other bye-laws, property tax demand, birth & death certificate,
trade, labour & food license etc are available on BMC website & CHOiCE website
♦ Various urban sector studies, DPRs, tenders, RFPs, EOIs are available on BMC portal
as well as DUAD portal
[Annexure 4: 4.126]
Page 9 of 92
d. Dashboards that integrat e analytics and vis ualization of data
Various dashboards are available under different e-governance initiatives:

♦ Project Management of BMC ♦ CBITS ♦ Biometric Attendance ♦ e-jandarshan, Nagar
Suraj, PGN ♦ Nidaan 1100 ♦ e-recruitment ♦ Fund Flow of Slum Housing ♦ Slum MIS ♦
SBM MIS of State & city ♦ e-procurement ♦ PTIS ♦ BPMS ♦ Personal Management
System with payroll ♦ CHOiCE birth, death & marriage registration, trade, labour & food
license ♦ tap connections ♦ Lokseva Guarantee ♦ Employee profiling ♦ CCTV monitoring
in BMC etc
[Annexure 4, 4.5a, 4.5b]
e. Availability of basic information relevant to citizens
♦ Detailed basic step by step procedure & information related to citizen services are
available in respective service portals
♦ New business registration process & related citizen services information are available
on single window SIPB portal under EODB reform
♦ Citizen services information related to NULM, PMAY, MUDRA etc and contact
information of all functionaries are available on BMC portal
♦ Citizen grievance related information available on Nidaan 1100
♦ BMC started E-newsletter
[Annexure 4, 4.5a, 4.5b]
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3. SWOT
Based on the detailed city profiling, what are the strengths and developmental areas of the city?
Conduct a detailed SWOT analysis of the city with all relevant metrics and data. (max 1000 words):
Bilaspur, the Judicial Capital ‘Nyaydhani’ of Chhattisgarh State, strategically the Gateway
to North Chhattisgarh, derives its ethos from an urban habitation more than 400 years
old. Bilaspur City is named after ‘Bilasa Kewantin’ a pro poor fisher woman of the idyllic
village along the banks of Arpa. Bilaspur was a part of the Kalchuri dynasty of Ratanpur.
Total Area of Bilaspur Municipal Corporation is 28.2 Sq. Km. with total population of
3,31,030 (Census 2011) which is divided into 66 wards.
Bilaspur, the Judicial Capital ‘Nyaydhani’ of Chhattisgarh State, strategically the Gateway
to North Chhattisgarh, derives its ethos from an urban habitation more than 400 years
old. [Refer Annexure 3 (3.1, 3.2, 3.4)]
STRENGTH
♦ Connectivity & Linkages –
1. Headquarter of Indian Railways highest revenue generating zone ‘South East Central
Railway’ or SECR. Direct connectivity with New Delhi, Mumbai, Kolkata, Chennai,
Ahmedabad and all major cities of the country. City houses the largest Railway station of
the state.
2. Lifeline of the State, a revamped six lane NH 130 connects Raipur with Bilaspur
effectively reducing travel time from 3 to 2 hr.s within 1 yr.
3. 2 hr.s (or less) to connect with major Industrial and Power towns Korba, Raigarh,
Janjgir-Champa known for mining hubs for coal & dolomite and power plants.
4. The largest Bus Stand of the region is 1 Kms from the city centre.
♦ Judicial infrastructure –
1. The judicial Headquarter of the state, Chhattisgarh High Court and its allied law
infrastructure gives the city the identity of ‘Nyaydhani’.
2. Legal activities have strengthened the city’s economy and have added approximately
30,000 jobs in the city.
♦ Educational Hub -
1. State’s second largest medical college, CIMS, is present in the CBD of the city.
2. 4 Universities (Including one Central University) Guru Ghasidas University, Bilaspur
University, Pt. Sunderlal Sharma Open University and Dr. CV Raman University 4
Engineering Colleges, 2 Dental Colleges, 1 Agricultural college and 4 Management
Colleges have strengthened the higher education scenario of the city.
3. High literacy rate of 77.8% and adequate teachers in municipal and government
schools of Bilaspur.
♦ Power availability & Indsutry proximity –
1. The advantage of Chhattisgarh being a power surplus and zero power cut state.
2. 80% of the state’s power plants situated within 2 hours adds to this advantage.
3. Proximity to many large and medium scale industries (Tifra, Sirgitti, Janjgir-Champa,
Raigarh, Korba etc) give the city a geographical advantage as a regional Industrial &
logistical hub.
4. Headquarter of the South East Coal Fields Limited
♦ Investment friendly policies –
1. Single window, time bound clearance system for establishment of Industries.
2. The city’s Online GIS based Building Permission Monitoring System (BPMS) which
has eliminated need for a physical touch point for obtaining building permission has been
identified as a best practice by DIPP.
continue on next page
Page 11 of 92
STRENGTH (cont.)
♦ Heritage, culture & Tourism:
1. Achanakmar Tiger Reserve, Ratanpur Mahamaya Temple, Heritage Temple at Taala,
Archaeological heritage site at Malhar connected through a tourism circuit, situated 25-30
KMs from the city.
2. Bilaspur division is the top grossing area for production of Kosa Silk.
♦ Bonded community
1. Bilaspur takes pride in being recognized as ‘Chhattisgarh within a City’. It is home to
250 different communities which give a unique identity to the city while preserving their
individuality.
2. The establishment of High Court, the Zonal Railway headquarters is all outcomes of a
strong voiced community of communities.
WEAKNESS
♦ 7 % increase in private vehicle ownership increasing congestion in the roads and lack
of parking spaces.
♦ Decreasing green cover, with the city CBD having only 3% green spaces
♦ Stressed city infrastructure with acute need for several strategic interventions.
♦ Electricity T&D losses, although reducing, are still a major concern.
♦ Huge costs of O&M in ground water based water supply system.
♦ Revenue sources for maintenance of city infrastructure limited and not predictable.
♦ Presence of 5679 diesel autos, plying primarily in the CBD, decreases air quality and
reduces travel speed. Competition between formal and non formal public transport
modes.
♦ Housing shortage, for economically weaker section as well as middle class.
♦ Migration for want of better opportunities.
OPPORTUNITIES
♦ Strong connections to the northern CG leading to a strong regional economy.
♦ ARPA river front development will enhance opportunities of real estate development
and recreational facilities for the city.
♦ Presence of large open spaces, greens in the govt. colonies and ponds have potential
to enhance cities livability.
♦ Booming Real Estate (housing, commercial, recreational) development.
♦ Adequate supply of electricity and water can cater to future city needs and population
growth.
♦ A significant number of Govt land/ asset are available in the city for redevelopment.
♦ Heritage value and tourist attracting locations in and around has high potential of
developing Bilaspur into tourism hub. A Tiger reserve 'Achhanak Maar Tiger Abhiyaranya'
is also under implementation on the state level.
♦ Logistic hub for the large number of industries and mines around Bilaspur can be
implemented.
♦ Presence of well established industries in and around Bilaspur is a great opportunity to
tap the business for PPP and CSR activities.
♦ Skill development due to demand of service industry in and around Bilaspur as well as
various industrial zones for all socioeconomic strata of society.
♦ Low entry barriers due to low land prices and availability of resources.

Page 12 of 92
OPPORTUNITIES Contd.
♦ State level Policy initiatives in place in the field of Skill development, Housing for All,
Renewable energy, Ease of doing business and Chhattisgarh Right of Youth to Skill
development Act.
♦ Bilaspur can strengthen its educational infrastructure to promote facilitate the students
of the nearby regions.
♦ Silk and fishing industries will generate employment and increase the contribution of
these industries in its economy.
♦ Chakkarbhata Airport is proposed in Bilaspur.
♦ Bilaspur is Smart City ready. SPV for Bilaspur Smart City – Bilaspur Smart City Limited
established and functional since OCT 2016 in anticipation of inclusion of Bilaspur in the
Smart City Mission. Powers of Municipal Corporation have been delegated to the SPV by
a resolution of the Municipal Body and a Government order.
♦ Dependence on ground water eliminated for the city’s water supply through a gravity
based system tapping a surface water source 26 kms from the city – already tendered.
♦ SPV for public transport has added a financially sustainable PT model with 50 City
Buses (Ridership of 12000 per day) in the last one year with 3500 active Smart Transport
Cards (usable intercity).
♦ Launch pad to ensure symbiosis between currently competing formal and non formal
sectors of Public Transport ready, IPTs to be used as feeders for Bilaspur City Bus
Service and last mile connectivity ensured through the present SCP.
♦ Bilaspur shall be the first city in Chhattisgarh to have a fully underground gravity based
Sewer network with a capacity of 71 MLD by June, 2017 thereby enabled a world class in
THREAT
♦ Problem of water logging in the city creates unhygienic conditions in the low lying areas
and increase the threat for a disease outbreak due to topographic of Bilaspur urban
region.
♦ The open dumping of sewerage in the ARPA river can pollute the river water.
♦ Major Regional traffic movement leads to various maladies of traffic congestion,
security and socioeconomic issues.
♦ Exploitation of ground water due to surface water unavailability resulting in lowering of
the ground water level.
♦ Other regional centers like Korba and Raigarh are potential competitors for regional
Investments.
♦ Pollution due to waste from nearby Industries, domestic waste, rapidly increasing
regional traffic, rapidly increasing constructions and strained infrastructure due to fast
growing population is a major issue of the city.
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4. STRATEGIC FOCUS AND BLUEPRINT

Based on the SWOT analysis, what should be the strat egic focus of t he city and the strategic blueprint
for its development over next 5-10 years to make it more livable and sustainable? (max 500 words):
Extending the SWOT analysis into quantifiable, implementable areas, Bilaspur is focusing
on the 4B (For Bilaspur!) key areas; BURGEONING REGIONAL IDENTITY, BONDED
COMMUNITY, BUILDING CITYSCAPE & BOLSTERING ECONOMY.[Annex 3 Ex 3.4]
BURGEONING REGIONAL IDENTITY: The strengths of Bilaspur combined with the 4B
Vision Principle would catapult it as a Regional Leader.
♦ The strong (railways, roadways and future air) connectivity will be leveraged and
Bilaspur will become the Gateway to North Chhattisgarh by establishing itself as a
corporate hub for regional industries, a logistics & trading hub.
♦ Taking advantage from the various heritage, cultural, archaeological sites, industries,
natural resources and the SECR Zonal Headquarters Bilaspur plans to become the prime
Transit Hub for the region over the next five years.
♦ The existing educational, Law and Health facilities coupled with the planned improved,
service oriented, technology enabled and easily accessible infrastructure will enable
Bilaspur to establish itself as the premier services hub in these sectors in the region.
BONDED COMMUNITY: Community of Communities approach will ensure an all
inclusive, holistic development while preserving the individuality of individual community
in the next 5 years.
♦ Bilaspur will be looking to extend the current title of ‘Nyaydhani’ in all its endeavors by
striving towards making Bilaspur a city of Opportunity and Justice.
♦ Bilaspur is named after ‘Bilasa Bai’ who was a pro-poor women entrepreneur and
Bilaspur plans to bank on this idea of empowerment conceived 400 years ago to build a
sustainable model of citizen empowerment with targeted focus towards women
empowerment and gender equality across verticles.
♦ Bilaspur will be focusing on building a resilient Cityscape while enabling integration of
ICT tools with the city verticals to a common data platform that ensures fair and
transparent access to information in each sector to all strata of society.
♦ Bilaspur shall implement a participatory governance paradigm by creating a forum of
forums, with the idea of giving individual voice to each sector and one voice to the city,
enabling citizen’s economic growth and governance agenda leading to a socially
inclusive city.
♦ The Baney Bilaspur Digital Army, formed as a startup for citizen consultation, shall be
given a larger mandate to bridge the digital divide by ensuring that each citizen of the
Bilaspur is a Digital Literate. 100% Digital literacy in 2 years is the prime objective of the
Bilaspur Digital army.
BUILDING CITYSCAPE: Strategic focus in this sector would be to enhance its
infrastructure – Physical, Digital and Social, to enable the other 3Bs in its success-story.
♦ I-3 (INTELLIGENT, INTEGRATED and INCLUSIVE) INFRASTRUCTURE- Taking
advantage from AMRUT, IPDS, SBM and other schemes, Bilaspur SPV has already
started on its path towards an I3 infrastructure by ♦ Providing 24X7 water supply from a
surface water source with 100% metering and minimal O&M cost implication through its
AMRUT water supply thrust area (Tendered) ♦ 100% Door-to Door Collection and
Scientific disposal of its Municipal Solid Waste ( Tendered and Rolled out through SBM
and State Funds) and ICT enabled, GIS Based mechanized and Manual Road sweeping
(Tendered) ♦ Providing a world class underground sewer network with a treatment
capacity of 71 MLD (95% completed, to be commissioned in June)
Page 14 of 92
♦ 24X7 power supply is assured and will now minimize the T&D losses ♦ The storm water
run-off shall be treated as a resource. Treated & reused water will act as a feeder to keep
the City’s ponds alive and/or Used as a seed resource for a PPP project(TA appointed).
MOVING BILASPUR shall be ensured through ♦ Last mile connectivity by a symbiotic
relationship between currently competing modes of public transport ♦ Ensure that the
fleet of city bus service is quadrupled (from 50 to 200) in 2 years and its already ITS
enabled PT service is integrated with the City Operating system. ♦ Reduce the number of
trips required per person per day and redensifying its core by incorporating urban
planning tools; TOD, Mixed Land Use, incentivized TDR and a dynamic master plan.
♦Promote Non motorized transport and in turn improving the walk ability and the ambient
environment and providing multi-modal interchanges to ensure hassle free transfers.
HEALTHY BILASPUR will be achieved through ♦ Adding more greens to the city
♦Address the pollution and dust issues emanating from vehicular traffic and other sources
♦ Focus on Physical Health with prime focus on preventive measures by ensuring that
state of the art diagnostic services from around the world are available to its citizens by
use of technology on PPP mode. Bilaspur shall ensure that the economy of an
underprivileged household is not ruined because of late diagnostics. ♦ Eliminate the use
of kerosene, wood fuel and replace them with Eco-friendly LPG connections in
convergence with Pradhan Mantri Ujjwala Yojna. ♦ City will revitalize its lakes and ponds.
These water bodies needs to be developed as usable Public places and greens for the
City. ♦ A mosquito free city.
BOLSTERING ECONOMY
♦ Diversified city financing mechanisms like innovative Land asset monetization schemes
(To • cross subsidize the green initiatives of the city • To redevelop public institutions for
better • Attract private investment • Redensify the city core • Create an affordale housing
stock), efficient management of existing revenue streams and implementation of new
revenue streams would be utilized to achieve fiscal prudence.
♦ Efficient utilization of internal resources through land value capture, taxation on
un-utilized FAR and promoting PPP and PPCP model. ♦ Fund new developments through
enhanced property tax collection, infrastructure fees, municipal leases, user charges etc.
♦ Create Public Assets to attract investments. Specially related to secondary, tertiary,
processing, Logistical and service oriented Industry. ♦ Facilitate strong trading
communities with technology and EoDB environment. ♦ Startup initiatives and EODB will
help develop and foster locally available regional talent across the value chain. ♦ Creation
of a Convention hub for the northern region of Chhattisgarh.
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5. CITY VISION AND GOALS

What should be the vision of the city based on the strategic blueprint? How does the Vision Statement
relate specifically to the city’s profile and the unique challenges and opport unities present in your city?
Define overall as pirations and goals for the city along with how you see key metrics of livability and
sustainability improving over the next 5-10 years? (max 1000 words):
Burgeoning Identity, Bonding Communities, Building Cityscapes, Bolstering Economy

BANEY(means 'BUILD' in Hindi, 'EXCELLENT' in Chhattisgari & 'LIFE' in Scottish)
BILASPUR : The Big B : Bilaspur city promulgates a participatory urban framework of
Equity & Social Justice for all Citizens (City-Jan's) in pursuit of a happy Urban Life.
Bilaspur is the gateway to North Chhattisgarh providing equal opportunities and services
in an Sustainable cityscape enabled by technology. [Annex 3 Ex 3.4]
GOALS
Bilaspur strives to be a growing and vibrant world-class city with a flourishing economy
and a pristine environment, where residents specially women are empowered, safe,
healthy and have equitable opportunities for success and happiness. The City of Bilaspur
will be a prosperous, fiscally sound, Value based community with a full range of housing,
commercial, cultural and recreational opportunities in a safe and attractive environment
for residents and visitors.
Visitors will find Bilaspur an appealing, livable, friendly, entertaining, Safe and
well-managed world class community in India which values Ethical behavior, Respects
Honesty, Integrity, accountability and promotes public Team work Initiative, Innovative
Fiscal Frameworks and responsive governance.
Bilaspur will offer to its residents an extraordinary place with sustainable environment,
engaging activities, and experiential public spaces covering recreation, retail, food,
entertainment and business sectors.
The City of Bilaspur will provide high quality public services in a cost effective,
responsible, and professional manner in order to create a preferred environment to live,
work, play, and transact business. Through systemic innovations bringing about
Comprehensive and cohesive augmentation of City Eco System (Economy, Equity,
Environment) through policies driven inclusive development initiatives by capacity
enhancement of resources of NyayDhani (Justice Capital) Bilaspur.
BURGEONING IDENTITY DRIVEN GOALS
♦ It will create regional level economic and corporate infrastructure to promote itself as a
Gateway to Northern Chhattisgarh by leveraging its geographical location and
connectivity.
♦ Bilaspur will promote Culture & Tourism based activities for the Northern Chhattisgarh
region.
♦ Bilaspur is established as the Hub for Law, education and medical facilities enhancing
its regional role.
BONDING COMMUNITY GOALS

♦ Bilaspur will promote Just, Caring & Inclusive community, Sustainable infrastructure,
Responsive Governance and equitable oppurtunity economy as its core values
enhancing its current role as the Nyay Dhani.
♦ Bilaspur will focus of citizen empowerment and specially Women empowerment.
♦ Engage with citizens and communities across the city on multiple platforms of
participatory governance paradigm for an inclusive city development.

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♦ Bilaspur will use technology as an enabler in conjunction with its physical infrastructure
and implement ICT integration so as to provide equal opportunity and easy access to
every citizen as well as bridge the Digital divide of the city.
♦ City will put emphasis on needs of the vulnerable sections of society and will develop
social infrastructure for urban poor leading to a higher quality of life for all the citizens.
♦ Create multiple residential choices within neighborhoods for inclusive development.
♦ Redevelop slums with revamped equitable services based on participatory
development model. By providing housing for all through State and central schemes.
♦ Promote gender equality through advocacy campaigns, active encouragement and
incentive mechanism across municipal services.
♦ Implement accessible infrastructure and a safe city across all public places for women,
Divyang's, Children and elderly.
♦ Skill up-gradation and training of various workforces will tap the potential of the
workforce of the city and provide economic equity to all strata of the society.
♦ Gender equality would be promoted by providing equal opportunities for all.
♦ Integrate various city verticals to a common data platform leading to the larger goal of
open City data and better management of city.
♦ Bilaspur will promote digital literacy and overall digitization through its 'Digital Army'
BUILDING CITYSCAPE GOALS

I-3 (INTELLIGENT, INTEGRATED and INCLUSIVE) INFRASTRUCTURE GOALS
♦ Provide access to 24X7 power and potable water to all.
♦ Promote optimized densities neighborhoods in the city for compact urban form.
♦ Encourage mixed land use through regular review of zonal plans for course correction
based on various normative indices's.
♦ Aligning the city development in consonance with the existing city Master plan (which is
under last stage of suggestion/consultations from citizens) will be one of the key
endeavors of the SCP. The Natural city densification and aligning the SCP to these
process will be achieved. Similarly the other key tools of Master planning like TOD, TDR,
elastic FAR & ground coverage are being utilized to sculpt the City into a compact mixed
use easily navigable, citizen friendly city.
♦ Prioritize place making and creation of Public Plazas across the city which are Clean
and Safe through sustainable processes.
♦ Scientific solid waste management with door to door collection, segregation and
recycling throughout the city.
♦ Ensure ODF society with adequate provisioning of toilets both private and public
through out the city.
♦ Enhance the use of renewable energy sources and decentralized energy generation.
♦ Create a City OS that integrates multiple city subsystems for command and control of
city functions.
MOVING BILASPUR GOALS
♦ Convert public transport to less polluting mode of propulsion.
♦ Create a seamless travel experience through a city wide multi-modal travel payment
mechanism.
♦ Increase Public transport share in the coming years.
♦ Increase last mile connectivity.
♦ Promote non-motorized transport.
HEALTHY BILASPUR
♦ A network of Greens spaces at strategic locations across the city. As well as increase
walkable and NMT infrastructure across city.
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♦ Boost preventive Healthcare by better management of sporting infrastructure and

actively promoting Bilaspur as a regional sporting and medical destination.
♦ Reduce Pollution from increasing vehicular density and other sources.
♦ Make Bilaspur Mosquito free.
♦ Make Bilaspur free from use of Kerosene and wood as a cooking fuel resource.
BOLSTERING ECONOMY GOALS

♦ Create a open data mechanism across municipal services leading to citizen driven
innovation and entrepreneurship.
♦ One of the priorities of smart city Bilaspur is to boost the economic potential of the city
and to make Bilaspur a desirable destination for investment.
♦ Transforming underutilized land parcels in the central area of the city into well-equipped
business districts and add Convention Facilities, proper physical and IT connectivity
♦ Creation of a recreational & cultural hub.
♦ City administration will be self-sustainable and the projects will be structured so that
they can be financially viable and earn revenue for the city government.
♦ Creating safe city infrastructure by implementing city surveillance system for all.
♦ Promote local businesses through ICT and Skill up-gradation.
♦ Attract investment into Bilaspur specially in three fields of Agri-based industry, Tourism
and manufacturing.
♦ A combination of skill development, Startup initiatives and EODB will help develop and
foster locally available talent.
♦ Ensuring 100% Mobile and Internet penetration and access to Wi-Fi at all public places.
♦ Develop a citywide data backbone network in a partnership mode for running all G2G,
G2B and G2C services.
♦ Convert all city vertical backbones to e-Platforms for efficient resource management.
The key objectives metrics of the vision based processes is as follows;

KEY OBJECTIVE METRICS :
Increase in City GDP by 10%
Decrease in Unemployment rate by 2%
Increase in digital literacy rate to 80%
Availability of affordable housing units to 100%
Health Index and Air Quality improvements as per CPCB standards
Decrease in carbon footprint 50%
Percentage of city area developed as open green public space to 15%
Increase in average daily hours of water supply to 24x7
Increase in water connections to 100% HH
Reduction in NRW to 10%
Increase in Sewerage connections to 100% HH
Increase in Solar power capacity to 20% of the city demand
Wi-fi access coverage to 50%
Percentage of G2C transactions made Online to 75%
Average resolution time for grievances resolution to be 1 day.
Increase in percentage of streets having unobstructed footpaths to 90%
Percentage of street kms. having mixed land use to 50%
Increase in ridership of public transport to 25% and an increase of 5% YoY till 40%
Increase in efficiency of Tax, User charge collection to 95%-100%
Average travel speed increased to 35KMPH
Increase Jobs by 30,000
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6. CITIZEN ENGAGEMENT
How has city leveraged citizen engagement as a tool to define its vision and goals? Specifically
describe (max 150 words each):
a. Extent of citizens involved in shaping vision and goals
The extent of citizens engagement in formation of the Bilaspur Smart City Proposal can
be gauged by the extent of enthusiasm that reflected on the streets when the results of
the intra-state competition were announced and the extent of disappointment that crept in
when Bilaspur could not figure in the list of Smart Cities approved for funding, vividly
visible on Social and Print media. This, truly, has become a people’s initiative now. The
strategy for Round III of the Bilaspur Smart City consultations can be summarized as
♦ Individual consultation - (i) Citizen One to One: To address the digital divide and to
address the aspirations of every strata of the society, about their idea of Smart City an
intensive door to door survey was undertaken called Smart Ward which covered 70% of
the total population of the city. (ii) Baney Bilaspur Digital Army: To promote the idea of
Digital India, 100% of Commercial establishments covered ♦ Sector specific consultation
– (i) 3500 citizens engaged as specific stakeholders of projects being proposed and
concurrence obtained in all (ii) Youth specific consultation – All educational institutions on
board for related aspects of SCP(21,500 students engaged). Pictorial Leaflets
(Leaflets=48,000) were distributed to students during school consultations for household
reach. They were also distributed to residents of Bilaspur city by a miking van as it made
the rounds of the city. In Round 3 only through Utilization of digital platforms of
engagement: Facebook Likes=26,100 ; Reach=4208859; Engagement=320950;
Impressions=9570020; Twitter: Followers=465; Impressions - 215000, Video Views
=12217.Impressions - 2150 people were reached. [Refer Annexure 3 (3.3a, 3.3b]
b. Engagement strategy to get best results from citizens
The engagement strategy, this time, was not just to seek ideas but to convert these
citizen engagement drives towards fulfillment of the primary objective of the Bilaspur SCP
– Bonding Community. The consultations made sure that there is not a single
sector/stakeholder remains untouched.
♦ All three citizen consultations undertaken so far combined, a total of 2,39,526 citizens
reached directly. ♦ All vulnerable social demographics were identified and approached.
♦ Baney Bilaspur Digital Army – A 500 strong army, undertook the herculean task of
training 20% of the citizens for moving towards a Cashless Digital India. All commercial
establishments were reached and a record number of 16,987 Establishments were
motivated to install PoS devices and relevant documentation was done. One step further
towards Baney Bilaspur. ♦ Willingness to Pay: All respondents were posed with a
question about their willingness to pay for better municipal services. A staggering 69%
responded affirmatively thereby showing the demographic acceptability of the projects
proposed. ♦ Inputs, suggestions, opinions and preferences from citizens have been
maximized to the fullest by using both online and offline engagement forums effectively.
Unique modes of outreach for spreading awareness included radio slots, hoardings,
Smart City Live Talk, Blogs on Mygov.in, SMS, leaflets etc. were put all over the city to
gather more and more suggestions from public. The Mobile Van covered major areas of
the city (190 kms) while miking spread information for 30 days.
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c. Different means of citizen engagement adopted
Various means of public outreach were adopted to engage citizens as well as to convert
their ideas into implementable projects :
♦ Target 66: Ward level consultations/Public grievance resolution camp with branding of
‘Municipality in the Gali (street)’undertaken at each of 66 ward. Smart city ideas taken
and public grievances addressed by presence of all HODs of the corporation.
♦ Events: State level Digi-Dhan mela(A Drive by GOI to promote Cashless digital
transactions) under branding of ‘Baney Bilaspur-Digital Bilaspur’ implemented, Flash
Mobs at Malls on weekends, Weekly Rahgiri Day also performed.
♦ Citizen, One to One: The exhaustive public outreach drive to visit door to door and
collect ideas about smart cities this covered 70% of the population.
♦ Visibility campaign: By ensuring convergence of each public gathering as a forum for
Smart City Consultations, be it a legal literacy camp, a Polio Vaccination drive, any
government-citizen interaction program, It was ensured that team ‘Baney Bilaspur’ was
visible and the Smart City ideas were taken from the participating group.
♦ Social Media: Facebook, Twitter, What’s app groups(Most Active), Youtube, Mygov.in
were utilized and are active
♦ Radio and Local TV Channels were also utilized for communication and information.
♦ Visibility- Media events, press releases, on-ground activities like Live talk shows,
outdoor advertisements. Synergy with Public events like Lok Suraj, Raahgiri day,
Participation in International Yoga Day.
d. Extent of coverage of citizen engagement in different media and channels
♦ BMC Smart City Cell made a conscientious effort to engage residents of Bilaspur with
the help of different media partners.
♦ Bilaspur created the website www.smartbilaspur.in for actively engaging citizens online.
Total views on website amounted to 196764.
♦ Newer online forums and platforms for online engagement were also utilized. Mygov.in
was used for creating a feedback page along with pages for vision and goals formulation,
blog etc. Total no. of comments on Mygov.in was 4200. Rigorous efforts were made to
increase the engagement of citizen on social media including Facebook (26,100 Likes),
Twitter (2,15,000 impressions) etc. Bulk SMS was sent to over 4.1 lakh mobile phone
users in Bilaspur.
♦ Advertisement on radio (along with Jingles) and local TV channels were relayed almost
10 times in a day, Television coverage (Ads, Talk shows, Conclaves, Press Conference)
– 30 days on regular basis.
♦ There was continuous coverage of smart city consultations and updates in printed
media – a total count of 115.
♦ Campaigns such as “Smart city Bilaspur” selfie, video suggestions – 15 days, etc were
organized. Advertisement hoardings were displayed on all major public places (approx.
30 locations).
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e. Incorporation of citizen inputs in overall vision
♦ The proposal draws its strength from the publically perceived disappointment that came
from exclusion from previous Smart City challenges and therefore all three extensive
citizen consultations have laid the foundation for a citizen centric-citizen driven-citizen
approved proposal. The database thus compiled from citizens was broken down into
easily comprehensible analytics, incorporating best practices and experiences from round
the world.
♦ ABD: It was very important to select an ABD area that had connect with each citizen.
ABD should also have scope to develop it as a lighthouse for other areas of the city.
Through data mining, it was deciphered that every citizen identifies Bilaspur through the
following 10 keywords arranged in descending order by the number of mentions it got in
the citizen feedback Golbazar, Vyapar Vihar, Maharana Pratap Chowk, Sarkanda, Link
Road, Tarbahar, Magneto Mall, Shanichari, Telipara and Seepat Road. Interestingly and
understandably, 70% of these keywords, form an already existing geographical region
bordered by a 7 meter wide ROW and houses the CBD and thus the ABD area was
finalized which echos the same results as the poll data.
♦ PAN CITY : From the data analysis, it became evident that Solid Waste Management,
Proper Sewage & Drainage Systems and Street Lights were the foremost priorities of
citizens. Solar rickshaws and Green Pedestrian and Bicycle Pathways did not lag far
behind.
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7. SELF-ASSESSMENT: BASELINE
Define the baseline for your city based on self-assessment criteria given in Annexure 2 (column ‘H’).
Marks will be awarded based on how well you know y our city (Fill column ‘I’ in the self assessment
sheet in Annexure 2 with as many KPIs and "hard metrics" as possible; max 50 words per cell)
Note: Attach Annexure 2
8. SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES

Emerging from the vision statement, assess the qualitative or quantifiable outcomes that need to be
achieved for each of t he Smart City Features described in Annexure 2 (c olumn ‘J’). In column ‘K’
describe the biggest single initiative/solution that would get each feature of the city to achieve
‘advanced’ characteristics (eg. increasing share of renewable energy generation in the city by X
percent). Note that a single initiative/solution may impact a number of features (eg. improved
management of public spaces may ease congestion on roads as well as improve public health).
(Fill in Annexure 2; max 50 words per cell)
Note: Attach Annexure 2
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B. AREA-BASED PROPOSAL
The area-based proposal is the key element of the proposal. An area-based proposal will identify an area of
the city that has been selected t hrough desk research, analysis, meetings with public representatives,
prominent citizens, and citizen engagement, as the appropriate site for either of three types of development:
retrofitting (approx. 500 acres), redevelopment (approx. 50 acres) or Greenfield development (approx. 250
acres). This area will be developed into a ‘smart’ area, which incorporates all the Essential
Features/Elements prescribed in the Mission Guidelines and any additional features that are deemed to be
necessary and appropriate.
Mapping of information and data is a key part of your Smart City Proposal. Create a suitable Base Map of
your city with all the relevant systems and networks as they exist today, showing its physical, administrative
and other characteristics, such as natural features, heritage areas, areas prone to flooding, slums, etc. The
base map should show the regional context in which your city is located and should contain the spatial and
physical layout/morphology of your city, the street network, the open and green spaces, the geographical
features and landmarks and the infrastructure, including for transportation, water supply, sewerage,
electricity distribution and generation, and so on.
Using the base map, represent, with the most effective method available, as much information and data
about the ‘Area’ selected for area-based development. Only one ‘Area’ should be selected and attached
in the form of a map containing the spatial and physi cal layout/morphology of the Area, the street
network, the open and green spaces, the geographical features and landmarks and the
infrastructure, including for transportation, water supply, sewerage, electricity distribution and
generation, and so on. The Essential Elements and additional features that are propos ed to be part of the
area-based development should be included. Describe, using mainly graphic means (maps, diagrams,
pictures, etc.) the propos ed area-based development, including the project boundaries, connectivity,
significant relationships, etc.
(max. 2 nos. of A -3 size sheets)
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9. SUMMARY
Summarize your idea for an area-based development. (max. 100 words )
Baney Bilaspur City Scape(BBCS) is a 1041 acre Retrofit and redevelopment model
which is the CBD located in the heart of Bilaspur. ♦ CBD RETROFIT: Bilaspur CBD and
the oldest area town will be given Infrastructural and Services uplift related to basic
amenities like Water, Waste & transportation, Smart components like walk ability,
Compact Urban Form, NMT usage, 100% safety and care for all. Supplemented by
economic, recreational and urban planning interventions like TOD based planning,
health, education, knowledge, Heritage, Sports interventions, signage, Public Plazas. ♦
REDEVELOPMENT: 4 large redevelopment of 44.25 acres on DBOFT provide for the 10
School redevelopment of 46.56 acres providing them new buildings with twice the area
and increase green cover by 12%. ♦ TRANSPORT: A Ring road named Bilasa Path
marking the boundary of BBCS with strategic Multi modal hubs and a series of smart
parkings for motorized & NMT streams would provide the much needed boost to CBD
area. This is supplemented by diesel Auto conversion to e-rickshaws through a unique
framework in which 500 e-rickshaw already under implementation. ♦ ENERGY: 35.73MW
captive solar power generation used for All e-recharging(11MW), Water pumping(5MW),
Street lighting(12MW) and rest for Govt. offices. to provide a sustainable city. [Refer
Annex 3 (3.5a-3.5c)]
10. APPROACH & METHODOLOGY

What is the approach and methodology followed in selecting/identifying the area-based development?
Describe the reasons for your choice based on the following (max. 1000 words):
a. The city profile
b. Citizen opinion and engagement
c. Opinion of the elected representatives
d. Discussion with urban planners and sector experts
e. Discussion with suppliers/ partners
Bilaspur selected its ABD area based on a holistic approach comprising of Discover,
Participate, Analyze and Plan.
♦ As a 1st step in DISCOVERY phase the city profile data were collected and detailed
analysis of the city was done through available information. On the basis of that KPI were
identified. Self-assessment part of the city profile was populated as Annexure 2.
City Profile: AREA sqkm: 28.27, Total Wards: 66, Wards with Municipal authority: 59,
Wards under railways: 7, Population 2011: 3.31Lac, Population 2016: 3.71Lac, Decadal
Growth rate: 20.10%, Number of households: 69750, % of slum population: 36.89%,
Length of roads in KM: 406.58, Power generated by renewable in KW: 120, Water
consumption MLD: 44.85, LPCD at present: 130, % of losses:50.00%, No. of water
connections: 37994, No.of water tube wells: 550, WTP capacity in MLD: 22.43, Water
storage capacity in MLD: 21.42, Electric demand Peak in MW: 100.5, No. of electric
connections: 104311, % of T&D loss: 21.64%%, Total sewerage generated in 2007/2022
MLD: 48/71, Total Sewerage Treated in MLD: 5, Total treatment capacity in MLD: 17,
Under construction in MLD: 54, Length of storm water network in KM: 384.1, Coverage of
Coverage of storm water drain in %: 40.00%, Total waste production in Tonnes/day:
152.20, No. of Street lights: 15597

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Total no. of Toilets with sewerage network: 3214(Under construction will be completed in
Jun), Total no. of Toilets with Septic tank network: 50471, Area under CCTV surveillance:
9 Junctions, Crime rate per 1000 person: 12.29, Reported crime 2016: 4560, Total No. of
Autorickshaw: 5679, % of people employed in manufacturing and tertiary activities
98.5%.
Based on this city profile Sectoral analysis was done and other existing city and state
level project, schemes, programmes were identified and inventoried which were under
implementation in the city. A total of 3 areas were originally selected which were voted on
by citizens in the Round 2. Due to the overwhelming response for the CBD area it was
decided not to change the ABD area in round 3. The delineated area was envisaged as
one that should have the maximum impact on the city in terms of inclusion, sustainability,
environment and economics of the city. Feasibility, do ability, aesthetics and sustainability
were other criterion which were prioritized in the option selection process. Focus was on
creating more a liveable city through creation of sustainable green space, recreational
spaces and open spaces which will add to the overall green coverage of the city thereby
improving the happiness index of the city.
♦ In the 2nd step involving PARTICIPATION an extensive citizen engagement (2,39,526

citizens engaged) was executed building on the Two rounds of Citizen consultations
already completed. Most of the city was aware of the smart city programme & were
demoralized due to their non inclusion in previous round a major challenge was to bring
the city back into the interaction mode. A series of Public meetings, discussions are held
at ward and neighborhood level to make people aware of system of smart city selection in
SMART CITY MISSION. Parallely the opinions were also asked about their suggestions
for the New Plan. 10 keywords arranged in descending order by the number of mentions
it got in the citizen feedback Golbazar, Vyapar Vihar, Maharana Pratap Chowk,
Sarkanda, Link Road, Tarbahar, Magneto Mall, Shanichari, Telipara and Seepat Road
were used to select the ABD area of the smart city.
Round 2 utilized Competitions, FGD's and Conferences are held at Municipal building,
Collectorate, Wards community centers, Malls, schools and colleges, commercial
centers. In Round 3 these were extended to Smart Ward level consultations/Public
grievance resolution camp with branding of ‘Municipality in the Gali (street)’undertaken at
each (66) ward. A State level Digi-Dhan mela under branding of ‘Baney Bilaspur-Digital
Bilaspur’ was executed. Flash Mobs at Malls on weekends, Weekly Rahgiri Day was also
utilized to engage directly with citizens.
Facebook, Twitter handle, WhatsApp groups (Most active) were formed and are active.
Radio and Local TV Channels were also utilized to make the smart city Plan even more
robust than before. In Round 3 a major emphasis was placed on plugging the gaps of
citizen approvals for willingness to pay which was asked in Smart ward sabha initiative
which has covered all the 66 wards and a number of schools of the city. The result
showed 69% people willing to pay for better services.
Round 3 also saw the Baney Bilaspur Digital Army – A 500 strong army, undertook the
herculean task of training 20% of the citizens for moving towards a Cashless Digital India.
All commercial establishments were reached and a record number of 16,987
Establishments were motivated to install PoS devices and relevant documentation was
done. One step further towards Baney Bilaspur.
A common thread which emerged in these interaction was an undercurrent of
cohesiveness and a sense of identity for the city which citizens reiterated time and again.
Round 3 also used Polling manually through a mobile polling van and four manned kiosks
located at various part of the town and electronically through MYGOV and other social
media sites as well as Bilaspur municipal corporation website.
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♦ The Elected representatives of the city and specially the City’s first person, Mayor were
continuously consulted leading to consensus to include the central areas which effected
the most citizens in their daily life which would bring into focus the floating population of
the city as well as the importance of Bilaspur as a regional Hub of the North. The elected
members including Councillors, MLAs and MPs were of the considered opinion that
inclusiveness both in terms of socioeconomic spectrum as well as spatial and
demography should be Bilaspur's top priority apart from the Smart Urbanism related to
basic infrastructure and smart initiatives which could be replicated and emulated by other
parts of the city too. A majority of people representative were of the opinion that ABD
area should not be changed. The participatory mode of planning and discovery bore
excellent results as various Target groups representing Auto Rickshaw owners, Students,
Community center owners and people of varied socio-economic sections and
marginalized communities were brought into the planning framework.
♦ In the 3rd step these datasets were ANALYZED comprising of city profile, SWOT
analysis, data from public discussions, social media, direct interactions and various polls.
These were Discussed with a variety of technical, financial experts and policy makers
including planners and sector experts from MoUD, SUDA, MCA and private professional
bodies etc. Analysis of ABD areas by Financial experts, Sector experts from MoUD,
DFID, SUSA, D21, SUDA and City managers suggested a mix of development both
Retrofit as well as redevelopment which could provide financial synergies and cross
subsidization in the short term and financial self-sustainability in the long term to the
Bilaspur city.
The ABD area was re-analyzed by these experts based on a number of parameters of
Social, Economic and Technological nature. The common threads became the backbone
for identifying the ICT layer components both infrastructural as well as Software based
which could integrate the larger city goals of a resilient Sustainable city. Impact
assessment on regional front, city as a whole and area itself were done for the area. The
ABD area was judged on its ability to have a multiplier effect on the whole city as well the
region specially based on the footfalls from across the city and its umbilical connection to
the state.
A series of Workshops were conducted and solutions shortlisted in the field of social
impact, equity, implementation and revenue generation potential on themes of Urban
Planning, easy Living, Businesses, Parking, Transportation, Sports, recreation and
Tourism.
♦ In the 4th Step various projects were Planned and shortlisted with special emphasis on
the 4 key aspects for ABD selection area and its potential projects which will enable
creation of Urban light house Projects related to Social Inclusion, Employment
generation, Sustainable development and revenue generation potential
State government departments and parastatal bodies were invited for multiple
consultations for selection and finalization of the ABD areas on the local parameters
doability and planned development synergies with the existing projects.
Various development partners like Department heads of all the municipal facilities,
CHiPS, Police Department, CSPDCL, BSNL, CII, NASSCOM, FICCI, India Smart Grid
Forum, C-DAC, Institute of Transportation and Development Policy (ITDP), Persistent
Technologies, CISCO, Samsung, KPTI, NEC & ASSOCHAM were consulted for selection
of the ABD projects. These entities became the knowledge partners in ascertaining
solutions viability and costs & feasibility validation.
MoU's were signed with these entities and supplemented in round 3 with MoU's with
stakeholders affected like Schools, Market associations, FI's, Communities, Auto union's.
These MoU's will be providing the support network for execution of the proposed plan.
Page 26 of 92
11. KEY COMPONENTS

List the key components of your area-based development proposal (eg. buildings, landscaping, on-site
infrastructure, water recycling, dual piping for water supply, etc.)? (max. 250 words )
BANEY(means 'BUILD' in Hindi, 'EXCELLENT' in Chhattisgari & 'LIFE' in Scottish)

♦ BANEY SUDHRID(Strengthened) INFRASTRUCTURE: 24x7 Electric supply with
underground electric wiring, Solar Plants and roof top solar panels. 100% sewerage
access and 30% Integrated treatment, Grey water reuse and Dual Piping implementation.
100% sustainable SWM through Integrated waste management, collection, Segregation,
W2E components. Provision of Public zero discharge Integrated toilet clusters with Water
ATM and Public Laundry for BBCS. [Refer Annex 3 (3.5a-3.5c)]
♦ BANEY JAL(Water): 24x7 water supply with revamped storm water system for
rejuvenating ponds and mandatory rainwater harvesting.
♦ BANEY GHAR(Housing): Provision of Housing for all through Beneficiary led, Credit
linked and Affordable housing both in In-situ and ex-situ models.
♦ BANEY UTTHAAN(Upliftment): Skill development in Municipal schools in evening on
PPP model. Vendor upgradation with Modular Kiosk and Online allotment. Startup center
with EoDB facilitation centers. ATAL tinkering labs in association with schools.
♦ BANEY SWASTH(Health): Public Toilets, Barrier free Divyang friendly infrastructure.
NMT infrastructure, one-touch Emergency response, e-medicine, Mosquito free city,Open
gyms, Green Necklace, shared space sports Infrastructure and Rent-a-Cycle scheme.
♦ BANEY HARIYAR(Green): Development of public open spaces at 11 locations with
urban plaza creation, integrated street sections and Vertical greens. Provision of
e-rickshaws by phasing out of auto's & cycle rickshaws. Installing Air quality monitoring
stations at 7 locations with Online real time air quality monitoring, forecasting & Advisory.
Hydrological information system with early flood warning and water recharge app.
♦ BANEY BAZAR(Markets): Developing the existing thematic markets and Parking into
Integrated hubs (5 sites) comprising of First Basement waste management centers, off
street multilevel smart parking and integrated Residential and commercial development.
Innovative solutions of 24x7 city with pedestrianization during day and servicing during
night, Vertical Gardens and Food & Local art Haat.
♦ BANEY PARIVAHAN(Transport): A Net-Zero revolutionary e-rickshaw rapid transit
system. Provision of Smart bus Shelters integrated with e-Toilets. 6 multi-modal and
logistics hubs. Improvement of Major Roads, revamped intersection & Smart parking.
♦ BANEY BILASPUR: Creation of Common Signage & LOGO for city. Rejuvenation of
Cultural and Historical past through revamped monuments, Street Art and Bilaspur
Carnival. Green buildings development. Replication of a unique set of 36 PPCP projects.
♦ BANEY EKIKARAN(Integration): 100% fiber linkage across BBCS. Fiber access to all
Schools and hospitals across BBCS. Creating more Wi-Fi hubs, ATP Centers, CCTV
coverage, Panic buttons, Asset management for waste and water, GIS based property
database linked to other verticals, Command & Control Center, Bilaspur Smart City Card
with digital wallet, Health education & mobility integration, crowd sourcing & community
policing and Bilaspur City OS with an integrated City App/Portal.
Page 27 of 92
12. SMART URBAN FORM

Describe the ‘smart’ characteristics of the proposed development that relate to urban form (eg.
uncluttered public places, mixed-use, open spaces, walkability) and how these will be incorporated.
(max. 250 words)
Bilaspur has generated Smart Urban form through eight distinct interventions: [Annex 3
Ex 3.9, 3.10, 3.11, 3.14, 3.15]
1. Smart Re-densification: Using TOD, TDR and increasing FAR in BBCS zone of the
Bilaspur intending to Develop a smart Compact Urban Form which in conjunction with
mixed land use allows walk from home to work communities.
2. Integrated Redevelopment:15 Market and Parking redevelopment projects and 6 Slum
redevelopment project to be converted to mixed use projects with basements being used
for waste management, Public/Private Parking with integrated charging stations and
other Public Utilities with Commercial and/or residential floors with roof level greens
above. Integrated with NMT-Feeder Augmentation Project and 5 Multi-modal and 2
Logistics hub.
3. Urban Light houses: Convention Center, Mini Basti Colony redevelopment(Bilasa
Greens) and Shanichari Market redevelopment project are model Place making projects
with mixed use integrated development.
4. Walkable neighborhoods: Create street sections with appropriate space allocation to
vehicles and pedestrians based on road width and traffic densities. Thereby creating a
series of walkable neighborhoods interspersed with delineated vehicular corridors.
Implement universal accessibility for Divyang's on all intersections for a smooth user
experience for all. E-rickshaws based Last and First mile connectivity.
5. Uncluttered Public space: Improve the visual aesthetics of the Public spaces with
underground wiring and restructured water, power and communication infrastructure
through common utility ducts.
6. Sustainable Greens: Creation of city level GREEN NECKLACE with vertical gardens
integrated cycle track, interspersed vending zones, Rent-a-cycle stations and solar
panels. Creation of sustainable water front’s incorporating place-making urbanscapes
methodologies with key elements of rejuvenated water bodies, integrated waste
management, inclusive informal sector integration, NMT integration, landscape
enhancement and green development. These interventions would also help address and
mitigate the Urban heat Island effect.
7. Tourism, Heritage and Culture Integration: Rejuvenate the heritage and cultural sites
within the BBCS joined by walkable & NMT corridors for a unique experience.
8. Healthy Living: An important component of city health is provision of basic amenities
for all. This includes water, electricity, cleanliness & affordable housing as well as
economic opportunity for all. A city space which is mosquito free and has preventive
healthcare integrated with e-medicine and online health tracking. A provision of the same
is done in the BBCS. In BBCS a total of 10 school shared sports infrastructure projects
and a stadium rejuvenation project is being implemented to present the BBCS as a
HEALTHY CITY with an cohesive and integrated city fabric.
Page 28 of 92
13. CONVERGENCE AGENDA

In Table 1, list the Missions/Programmes/Schemes of the Government of India (eg. AMRUT, HRIDAY,
SBM, IPDS, Shelter for All, Digital India, Make in India, Skill India) and relevant external projects and
describehow your proposal will achieve convergence with these,in terms of human and financial
resources, common activities and goals. (max. 50 words per cell)
TABLE 1
S.No Missi on/Programme/ How to achieve convergence
Scheme/Project
1 Atal Mission for Rejuvenation and Urban 1. Water Supply: To achieve an assured, 24X7
Transformation water supply, with a surface source with
(AMRUT)- MoUD : Financial breakup minimal O&M Cost – Project part of approved
50% GoI - 336 Cr SAAP, Sanctioned Amount: Rs.273.71 Cr:
30% State - 258.7 Cr
20% ULB - 172.479 Cr(Through 14th FC grants) 2. Septage Management: Symbiotic with
Manpower availability: existing underground sewer network and
(i) Project Development and Management ensuring cost effective O&M
Consultants (PDMC) – Appointed and Working Sanctioned Amount Rs. 15.9 Cr
(ii) AMRUT Mission Management Unit (AMMU) –
Appointed and Working 3. Green spaces : Rs. 8 Crore allocated in
Both units assisting SPV in convergence approved SAAP, 13 % over all increase in
implementation greens, Sanctioned Amount: Rs.3.12 Cr
(iii) BMC Engineering Cell – No shortfall
Bhagirathi Nal Jal Yojana – GoCG 4. Waste Water Reuse: To ensure that all
Refer Annexure 4: A4-4.92;4.119 waste water is reused on PPP Mode
2 Swachh Bharat Mission - MoUD 1. Universal Sanitation: To ensure that the all
HHs of the city have access to sanitation
Bhagirathi Nal Jal Yojna – GoCG facilities (with each HH having assured tap
water supply through state sponsored
Suvidha 24 (GoCG- Scheme for Bhagirathi Nal Jal Yojna)) and there is a public
Public/Community toilets) toilet at every 500 m. To achieve ODF status
by June 2017 : Sanctioned Amount: Rs.15 Cr
Manpower availability: 2. Waste Management: To develop a
(i) SBM PMU – Appointed and Working sustainable model of integrated solid waste
management with 100% Door to Door
(ii) BMC SBM Cell – No shortfall collection and Scientific disposal of waste
Project Cost: Rs.10.98 Cr
Refer Annexure 4: A4-4.33;4.35;4.48;4.92;4.113 3. City Sanitation: City sanitation is managed
scientifically, involving new technologies with
ICT tools for monitoring Project cost : 35 Cr.
3 Pradhanmantri Aawaas Yojna (Housing for All) 1. To create a housing stock of 10,000 DUs
Funds Required: Rs.150 Cr.
Manpower availability: 2. To attract private investment to create
(i) HFA City Level Technical Cell– Appointed and Housing Stock and fund redevelopment
Working projects
Seed Money of Rs.3.5 Lacs/DU/EWS house
(ii) BMC Housing Division – Full Strength available under PMAY through GOI and GoCG
Refer Annexure 4: A4-4.122
Continue on next page
Page 29 of 92
TABLE 1
S.No Missi on/Programme/ How to achieve convergence
Scheme/Project
4 NULM and Skill India 1. To undertake aggressive skilling campaign
Target 8000
Funds Required are Available under NULM:
Manpower availability: Rs.1.54Cr.
(i) City Mission Management Unit – Appointed 2. To rehabilitate vendors (in turn freeing up
and Working public space and improving visual aesthetics of
the City) – Vendor policy (NULM)
Refer Annexure 4: A4-4.12 Funds Required & Available Rs.2 Cr.
5 IPDS 100% funded mission to install new electrical

feeders, transformers, smart meters and
revamping existing infrastructure along with
laying of underground wires and installation of
solar panels.
CREDA Subsidy - GoCG, Solar City Scheme Under Solar City Scheme with Chhattisgarh
State Renewable Development Agency
Refer Annexure 4: A4- 4.12;4.47;4.61 (CREDA) subsidy - solar panels are to be
installed on all Government Buildings, Schools,
Public and Private Institutions and Private
building to tap more Solar Power to generate
Renewal Energy.
6 AMRUT (Green Spaces) - MoUD Pushp Vatika of State Government along with
Pushp Vatika – GoCG Central Government's fund under AMRUT
(Green Spaces) will be funding to develop
Public Gyms and Children friendly areas at
various locations.
NULM (for Raen Basera, Women's Hostel, CLC) 100% convergence for building 2 Raen Basera
and 1 Women Hostel;
Chhattisgarh e-Rickshaw Project GoCG Converting 5679 rickshaw to e-rickshaw.
Convergence is achieved through Accessibility

Sugamya Bharat AUDIT for the city through SPA Bhopal already
Refer Annexure 4: A4-4.56;4.49 underway.
7 CBITS , City Bus Scheme & Infrastructure Setting up of 22 Smart Bus Stops and
Development Fund, City VTF, SUTF launching of Upgraded Buses along with
128.14Km of foothpath development, 28
Intersection Design with funds amounting to
more than 214.52Cr. of convergence fund.
Palika Bazar Scheme- GoCG Scheme exists with 50% grant and loan for
market area development and it will be used as
fallback option for PPP project in Market
Development.
Make in India Incubation center and EoDB and Single window

Refer Annexure 4: A4-4.93;4.49 clearance.
Page 30 of 92
14. CONVERGENCE IMPLEMENTATION

Describe how the convergence will be implemented? For example, convergence with IP DS will be
credible if ‘smart’ city elements (e.g. smart metering, underground cabling, shifting of transformers) are
included in the DP R being prepared for IPDS. If, a DP R has already been prepared, then the ‘smart’
elements should be included in the form of a supplementary DPR. Furthermore, according to the IPDS
Guidelines the DPR has to be approved by the State Government and sent to the Ministry of P ower,
Government of India. All these have to be complet ed before submitting the proposal. (max. 350 words )
♦ AMRUT (MoUD) – Refer Annexure 4: A4-4.12

1. Water Supply: Shifting of source from ground water to surface water, assured 24X7
water supply with 100% metering, SCADA enabled Rs. 273.71 Cr – TENDERED
2. Septage Management: Symbiosis with existing underground sewer network Rs. 15.9 Cr
(TENDERED)
3. Green spaces : Rs. 3.12 Crore allocated in approved SAAP, 12 % increase in greens
(Gardens already developed)
4. Storm water: Rs. 8 Cr. For treatment of waste waster network and revamping of ponds.
♦ Swachh Bharat Mission (Aided by Bhagirathi Nal Jal Yojna & Suvidha 24)
1. Flagship scheme of GoCG ‘Har Ghar Shauchalay-Har Ghar Nal’ (Tap in each home,
Toilet in each home) is based on convergence of these two schemes. 100% HHs to have
toilets and assured water supply – thereby encouraging usage. Tap connection charges
waived off for Urban poor. Direct benefit in Public health.
(81% target achieved, 100% by June) Refer 1. Annexure 4: A4-4.33;4.123
2. 100% D2D Collection (Tendered and started) , 100% Scientific Disposal of waste
(Construction of 181 TPD RDF+Compost plant started) and GIS based mechanized and
manual road sweeping in all roads (TENDERED) Refer Annexure 4: A4- 4.113
♦ Pradhanmantri Aawaas Yojna (Housing for All) – Aided by IHSDP Refer Annexure
4: A4-4.106;4.122
1. AHP projects worth 77.76 Cr (1981 DUs) tendered, 1488 DUs under construction
adding a housing stock of 10,000 DUs (Total-6612, completed-5982)
WORK COMMENCED
2. PPP projects (1 part of previous SCP) worth Rs.41.48 Cr. for 905 DUs (725 DUs for
EWS, 180 for free sale) TENDERED
3. 30000 Urban Poor benefited under IHSDP between June 2016-March 2017 (6500 DUs
allotted to women)
3. DPR for 6 PPP projects made and sent to SLSMC
3. 200 DUs under Beneficiary led construction vertical – WORK COMMENCED, DPR for
1000 ready
♦ NULM and Skill India –

1. To undertake aggressive skilling campaign
Target 8000, Already Trained 1500, Already employed 1200
2. To rehabilitate vendors (in turn freeing up public space and improving visual aesthetics
of the City) – Vendor policy (NULM)
Vending Zones identified 21, Vendor Cards distributed 350, Vendors Relocated 200
Page 31 of 92
♦ Urban Transport Project (AMRUT, JnNURM) & Accessible India Campaign Refer
Annexure 4: A4- 4.39
1. Fleet of 50 ITS enabled City Buses (10 AC, 40 NAC) dedicated to the city with state of
the art Bus terminal Rs. 4.45 Cr
2. Pedestrian needs and street design has been done at priority following the GOI
normative standards.
3. Sugamya Bharat : After the AUDIT which is already under implementation a DPR will be
prepared.
♦ Bhagirathi Nal Jal Yojana - GoCG

This is demand based scheme under which DPR will be prepared and funds allocated.
♦ CREDA Subsidy - GoCG Refer Annexure 4: A4- 4.62;4.48

The Solar city Master Plan is under revision. The MoU with CREDA has been signed and
facilitation for the individual subsidy is being implemented. Further the Bank alignment for
loans is also under process. Net metering for 1KW and above is under process of
approval. PPA for renewable power is approved.
♦ Sarovar Dharohar - GoCG (for water bodies) Annexure 4: A4-4.64

Demand based scheme will be tapped for water bodies augmentation. DPR will be
prepared.
♦ Vendor Policy & Systematic Vendor Upliftment Scheme.

Under this the survey is under process and with the formulation of the DPR the SCP
components will be incorporated.
♦ Navachaar Policy (Start-up)

The policy is approved and DPR will be prepared for the same.
♦ Palika Bazar Policy Annexure 4: A4-4.49

The scheme is approved and will be used as a fallback option incase of PPP being not
upto mark
Page 32 of 92
15. RISKS
What are the three greatest risks that could prevent the success of the area-based proposal? In Table
2, describe each risk, its likelihood, the likely impact and the mitigation you propose. (max. 50 words
per cell)
TABLE 2
Ri sk Likelihood Impact Mitigation
Coordination & Capacity Moderate to High Moderate to High Mitigate by

Constraints
♦ A number of existing ♦ Streamline flow will ♦ Formation of SPV
♦ Implementation of SCP organizations have low be hampered with Interdepartmental
requires extensive day to day professional intake. Poor quality of buy-in.
coordination and highly skilled infrastructure and time
HR. and cost over run. ♦ "Shehar Shodh
Yojna" is under
implementation for
professional and
Research based
induction into Municipal
cadre.
♦ A number of existing
state and city lvl
organizations with
similar Goals are on
grounds and can be
learned from.
♦ ASCI MOU in place

for Capacity building.
Collaborative Working: Moderate Low Mitigate by
♦ The paradigm shift in ♦ 36.89% population ♦ Longer uptake time ♦ Successful

planning processes and its lives in informal frames will make precedents mitigates
management due to SCM will settlements. project unviable. risk.
entail multiple collaboration
amongst multiple ♦ A large number of ♦ Resistance to ♦ A robust opendata
stakeholders. These projects have relocation and incentive based integrated digital
disruptive changes will integrated ICT acceptance might delay platform with Bilaspur
dislodges many entrenched components. market redevelopments City OS will provide a
stakeholders. This will require and Slum multifaceted citizen
active citizen and stakeholder ♦ Digital literacy is at redevelopments. consultation platform.
advocacy. 12%
♦ PPCP based projects
♦ New Technology driven by Citizens and
interventions to be successful mentored and funded
will also require a by NGO and SPV
considerable reduction in combine.
Digital Divide.
♦ A large number of
♦ Street Vendor initiatives, behavioral change(BC)
Slum redevelopments, Market based interventions.
redevelopments will require
significant citizen participation

Page 33 of 92
TABLE 2
Limited PPP Participation Moderate to High High Mitigate by
♦ PPP resources can be ♦ PPP projects make ♦ Existing State policy

dependent on external up for majority of multi on "Palika Bazar" for
factors like recession, utility buildings such development with
inflation etc. and may not be encompassing Parking, 50% loan and 50%
as expected. NMT parking and state Grant is available.
multimodal hubs.
♦ All other PPP projects
can be executed
through SCP funds.
Page 34 of 92
TABLE 2
Page 35 of 92
16. ESSENTIAL FEATURES ACHIEVEMENT PLAN

Describe a plan for achieving the Essential Feat ures in your area-based proposal. Importantly,
accessible infrastructure for the differently-abled should be included. List the inputs (eg. resources)
that will be required for the activities that you will conduct, leading to the outputs. Please note that all
Essential Elements, item-wise, have to be included in the area-based propos al. (max. 2000 words)
The 18 Essential Features are being achieved in BBCS through 55 distinct projects.
[Annex. 3 (Ex 3.5a, 3.5b)]
1. Assured electricity supply with at least 10% of the Smart City’s energy requirement
coming from solar.
♦ A1. 24X7 electric supply covering the entire BBSC area by Feeder augmentation and
Transformer rationalization. Installation of SCADA.
♦ A2. Underground wiring to reduce AT&C losses to below 5% and remove unwanted
clutter on the streets through (IPDS). Underground Electric Wiring. (76 km for HT lines,
215 km LT line and 36 km 33 KV).
♦ A3. Installation of rooftop Solar Panels in Govt. Buildings, Schools, Public & Private
Institutions and Private buildings. With 35.73MW Solar panels installation. Solar
pathways on Green Necklace and Karbala Talab(Pond).
Input: Agreement Institutions & Notification of PPA by the state
Output: Improved aesthetics, 10% of ABD area’s energy through renewable.
2. Adequate water supply including waste water recycling and storm water reuse
♦ A4. Augmentation of existing Water Supply system and strengthening of distribution
Network for NRW reduction, Allied Civil Works, Bulk Flow meter at each Zone inlet
Junction, Smart Consumer Meters, PLC & SCADA with Water quality sensors for Entire
System.
♦ A5. Laying of sewerage network and connection with STP for recycling.
♦ A6. Decentralized STP at 3 locations and Bio-Methanization plant at Central Jail.
♦ A7. Promoting and installing dual piping system in new buildings, by creating a pilot.
♦ A8. Redesigning and implementing a revamped storm water Drain network and
channelizing for recharging of water bodies. With a sensor based water logging and
flooding system.
Input: Reliable source of water, Land, Services assets maps, Energy & water Audit of
water network, Policy formulation and inclusion in building plan permission process,
Output: 24x7 water supply,Increase efficiency of WS system and Reduced NRW & Water
requirement. Reduced urban flooding and Better Ground water recharging.
3. Sanitation including solid waste management

♦ A9. Solid Waste management in basement level of 5 redevelopment projects and
installation of Bio-Char unit on Pilot basis ensuring odor free recycling.
♦ A10. Waste management, Collection, Segregation including e-waste & medical waste
through SHG & NGO participation on PPPP(SLRM) with an App/SMS/Call based on
demand waste collection mechanism linked with smart Card, GIS and Sensor based bins.
♦ A11. Creation of Public/Community toilets on PPP model integrated with Water ATM's,
Public Laundry which is Net Zero compliant. 6 Janta Toilets in slums, 10 in markets, 10 in
Vending zones, 8 around Talabs, 6 in Multi utility buildings, 10 in Multi modal hubs.
Input: Land availability, STP, Awareness, PPP participant.
Output: Recycled water to be used for city landscaping and parks, Clean City.
Page 36 of 92
4. Rain water harvesting

♦ A13. Making rain water harvesting mandatory for all government buildings and for all
new private construction. In BBCS area to be made mandatory for all buildings through
regulation. Channelization of the rain water for pond recharging
Input: Agreement with various public buildings, compulsory RWH
Output: Ground water and pond recharging.
5. Smart Metering
♦ A14.Implementing smart metering in BBCS for both water and power including SCADA.
Input: Land availability, ducting, integrated street section, Detailed project report
Output: Reduced T&D losses and Improved revenue collection.
6. Robust IT connectivity and digitalization

♦ A15. Citywide OFC infrastructure through PPP with open access protocol, access
charge, revenue share based agreement.
♦ A16. Wi-Fi HUBs in all Public Places, Schools, Public and private Institutes & Govt.
Offices and identified locations across BBCS by leveraging OFC. 70 Locations.
♦ A17. Creating ATP Kiosks across BBCS with Integrated e-pathshala, e-medicine,
Digital Literacy and other e-services like City-Jan forum, Grevience Redressal, City-Jan
Rating system of municipal services etc.
Input: Broadband and OFC connectivity, Land availability
Output: Internet facilities to public for shift to e-services, emergency basic facilities to the
public
7. Pedestrian Friendly Pathways including differently-abled design

♦ A18. Barrier free Divyang friendly Footpath integrated with new street section design,
Smart Public travel stations with tactile info, Divyang friendly street parking zones,
Divyang friendly PELICAN traffic lights(Auditory response).
♦ A19. BBCS defining edge road loop 'BILASA PATH' of 8.75 KM and other roads to be
converted to new street section design based on space allocated on priority to various
user groups(Vehicles, NMT, Pedestrian) on Major Roads 27.62 Km with street furniture,
no parking zones, integrated foot paths, cycle/NMT tracks, restructured intersection
design and 'Baney-Nukkad'. Integrated with Traffic calming zones and Auto-Restricted
Zones.
Input: Land availability, integrated street section, Availability of ROW
Output: Avoidance of accidents, increased Public transport ridership.
8. Encouragement to non-motorized transport (e.g. walking and cycling)

♦ A20. Conversion of cycle rickshaw & diesel Auto-rickshaw to e-Rickshaw, Pink Autos to
e-Pink rickshaws through a BMC promoted institutional financing mechanism. Integrated
charge, Park & Pay infrastructure based on card, app for both service provider and client.
♦ A21. Rent-a-Cycle scheme with dedicated 22 stations across BBCS and the Green
Necklace based on City card which is integrated as mobility card for Pan City.
♦ A22. Happy Street connecting the Old Bus Stand (CG Hatt) and Arpa River Front
Chaupati with 4 KM dedicated cycle track within street section design integrated with
Rent-a-cycle stations or Bike stations.
Input: Policy intervention, Land availability for charging station,PPP concessioner
Output: Reduced pollution level, Healthy Citizens
Page 37 of 92
9. Intelligent Traffic Management

♦ A23. IT tools for traffic management, enforcement and surveillance at intersections
identified by the traffic police department. These tools include Smart Traffic Signals,
Automatic number plate recognition system, Red-light violation detection system,
E-Challan, Variable Message Signs, CCTV surveillance, Video Analytics etc. Controlled
from a Bilaspur Central Command Center(BCCC) at Traffic Police office.
10. Non-vehicle streets/zones

♦ A24. Developing BBCS as 24 x 7 zone with vehicular movement from 8AM-8PM with
only e-rickshaws and other NMT allowed and from 10PM-8AM for city servicing and
other activities are allowed.
♦ A25. 3.85Km of Jawali Nallah covered to form Road now made walking/NMT street.
♦ A26. Innovative 3.85 Km of Vertical Gardens at various locations on with Hydroponics
and drip irrigation.
Output: No traffic hindrance, Increased commercial activities, Quality urban space
11. Smart Parking

♦ A27. Development of smart parking at 11 locations integrated with charge stations and
NMT parking and networked on a common middleware platform for integration with
BCCC and front end app for Citizens "Park-in-Bilaspur". With Multi-Modal interchange at
5 locations of BBCS with Park and Interchange for Bus, Car, Taxi, Auto, e-Rickshaw and
cycles with related infrastructure.
Output: Increased road carrying capacity, Quality Urban space, revenue from fines.
Restricted heavy traffic inside BBCS
12. Energy Efficient Street lighting
♦ A28. LED street lighting is approved by cabinet. It will cover whole of Bilaspur city.
13. Innovative use of open Space. Visible improvement in the Area (Landscaping and
Urban Design)
♦ A29 Food street with Art installations on the lines of CyberHub Gurgaon with integrated
multi-modal parking in basement at Shanishchari Bazar.
♦ A30 Bilasa Greens - Mini basti Slum redevelopment with integrated urban plaza, multi
modal hub & mixed use development.
♦ A31 Jatiya Talab Redevelopment with Perimeter green, public plaza, water sports,
smart toilets, smart vending and smart parking.
♦ A32 7.69 KM Green Necklace over Jawali Nala falling into Arpa River embellished with
Vertical greens, Urban gardening, Urban farming, solar pathways, Cycling as wellas
walking tracks for a higher Social return on investments (SROI)
Output: City level recreational hub, Affordable exercise facility to citizens, Revenue
generation to BMC, Aesthetic improvement
14. Visible improvements in the area

♦ A33. Konher Park, Chhattisgarh Bhavan Park, Jawahar Garden & Bal Udayan
rejuvenation.
♦ A34. Design and traffic flow management with road widening, constructing traffic
islands and landscaping at major junctions. Integrated street section with underground
common service corridor.
♦ A35. Street section improvement embellishment with State and local art, culture and
hero's. 50% metalled and 50% soft allocations on redesigned streets.

Page 38 of 92
15. Safety of citizens especially children, women and elderly

♦ A36. Complete CCTV surveillance network in all Smart Bus stations, public areas,
commercial areas & traffic intersections of BBCS integrated to the BCCC in police colony.
Augmented and encouraged with a private network based on Distributed Cost model.
♦ A37. One-touch emergency response for citizens with medical conditions, senior
citizens using wearable technology.
♦ A38. Panic button at parkings, Smart bus stations, Intersections across BBCS.
Input : Inter agency coordination specially with Health and Police
Output : A safer more productive city
16. At least 80% of buildings (in redevelopment and green-field) should be energy
efficient and green buildings
♦ A39. All new developments within BBCS would be Audited for Green compliances in
Knowledge partnership with LEEDS, GRIHA, USGBC.
18. Additional ‘smart’ applications, covering all the essential features
♦ A40. 10 School/ College Redevelopment and Increase of Green cover with
redevelopment of schools and residual space of 25% being used as Greens and parks
open to public leading to urban forestry.
♦ A41. Public institutions (City Kotwali & old Bus stand) redevelopment with social
inclusion spaces such as CLC, Gender Resource Center, Incubation Center, Women
Empowerment Cell etc. would make Bilaspur the Social Justice city.
♦ A42. Rejuvenation of exisiting Thematic markets (Gol Bazar, Jewellery Market at Sadar
Bazar, Telipara Road - electrical, Shanichari Bazar- Grains, Vegetables, Fish Market)
♦ A43. Rain Basera at Shanichari Bazar/ Minibasti and women's hostel.
♦ A44. Affordable housing and EWS housing of 3744 HH
♦ A45. Market Redevelopment of Brihspati Bazar & Shanichari Bazar and Up-gradation of
"Shanichari Chowdi Bazar" & "Brihaspati Chowdi Bazar" to formal labour market by
Worker Forum, skill development center and Job/worker database for Online
Employment exchange. Including a City Logistical Hub at Shanichari Bazar as well as 3.
Kosa Rejuvenation center at these locations which will provide Silk Circuit Initiation.
♦ A46. Providing facilities to informal markets/ vendors by providing Modular Kiosk and
giving them on rent, allocation of space on lease/ rent to vendors on auction basis. At
identified locations along Green Necklace and other sites in BBCS. Gomti Augmentation.
♦ A47. Open Gym & Children friendly areas in all Parks and Green Streets at 21 locations
♦ A48. Digital Advertisement hoardings across BBCS & VMS for social, community and
disaster management messaging.
♦ A49. This network of Shared School Space Sports Facilities and stadium with
surrounding area improvement and integration with bicycle track. App based booking and
payment integration.
♦ A50. Convention Center at Mini Mata basti, Talapar Talab
♦ A51. Up-gradation of Old High Court to Museum with parking & Façade improvement.
♦ A52. Bilaspur Carnival & Weeky Rahgiri Day
♦ A53. "36 Chattisgarhi" A unique project which covers 36 Projects of PPPP driven by
Public (Individual/RWA/Corporate) participation and mentored by BMC + Partner
organization chosen by citizen voting of project ideas. PPCP Project
♦ A54. Air Pollution, GIS based Flood & storm water management system and water
recharge monitor with Realtime display and App.
♦ A55. Signage, wall/street art and City Logo & brand
Input: Land availability, infrastructure like water, electricity, waste management, PPP
agreement. Output: Optimum utilization of land & creation of public plazas.
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17. SUCCESS FACTORS

Describe the three most significant factors for ensuring the success of the area-based development
proposal. What will your city do if these factors turn out to be different from what you have assumed?
(max. 500 words)
The Baney Bilaspur multi-dimensional ABD proposal has inbuilt Social and Economic
synergies which provide it an inherent reliance in adverse conditions. The three most
significant factors for ensuring success to BBCS are:
1. Smart City readiness:

(i) The SPV for Bilaspur, Bilaspur Smart City Limited, BCBL, CIN Number
U74999CT2016SGC007539 has been formed and it already taken the front seat and
Bilapsur is way ahead in implementing convergence projects. The SPV thus formed has
been delegated with the powers of the Municipal Corporation for the ABD area.
(ii) The collaborative approach for the States 7 Smart Cities – Under GoI and State’s
respective Smart City Missions a total number of 7 cities are being developed as Smart
Cities and efforts have been laid out to ensure that there is synergy between the cities by
ensuring convergence in areas like City OS, City Card, Asset Management for various
verticals. This is being done to ensure that any innovations in any city are added to the
existing bouquet of services and projects to the others.
(iii) The ABD proposal is in consonance with the newly approved City Master plan which
when coupled with the flexibility and powers of course correction delegated to the SPV,
would ensure timely roll out of the ABD projects.
(iv) There is a large pool of experts under various GoI schemes functioning as PMUs
already working with the SPV which would help in immediate roll out of the projects
proposed.
There is limited scope for factors turning out to be different but in that case, the city shall
bank on the State Level High Power Steering Committee to intervene and enforce timely
implementation of the state smart city policy.
2. Citizen Aspirations & Support:

(i) Exclusion from previous Smart City rounds has made the citizens more passionate
about the projects than any other city so much so that even the Hon. Chief Justice of the
Hon. High Court of Chhattisgarh, in a judgment, has directed that all encroachments that
come in way of smooth traffic be removed and no court other than his shall entertain any
suit of any kind regarding these matters. This and the citizens passion about Smart City
shall insulate the proposal from any inertia.
(ii) The 36 Chhattisgarhi PPCP project being implemented shall pave way for a citizen
driven project perusal.
(iii) In case there is a difference in the Citizen mindset and the project goal, BBCS shall
develop an active forum of forums and relevant course correction or action shall be taken
after on boarding them through increased interaction and information dissemination.
(iv) A 69% willingness to pay for better services data will go a long way in making this
project successful.
In case there is a difference in the Citizen mindset and the project goal, BBCS shall
develop an active forum of forums and relevant course correction or action shall be taken
after on boarding them through increased interaction and information dissemination.
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3. Large land bank availability:

(i) The Bilaspur ABD has a huge land bank of 145 Acres available for redevelopment and
funding PPP projects. This is encumbrance free and the land resource can be tapped into
as soon as projects are rolled out.
(ii) This bank presents Bilaspur with a unique opportunity to increase the green cover in
the ABD from 3% to 15% and as an equally important added advantage the public
institutions, especially schools, shall be redeveloped for better and thus shall touch the
verticals of Health and Social Inclusivity simultaneously.
(iii) Due diligence on Fiscal and Plan level has been conducted for Most of the projects
undertaken in ABD have already been piloted at one level or the other in the state. This
has provided holistic insights into the project implementation process which will be used
to structure the projects on a sound footing. This experience in both infrastructural project
and technology driven projects also provides the unique platform and capacity to BMC for
planning and implementing smart projects.
In case, these factors turn out to be different than what has been assumed, then other
funds of BMC would be tapped like 14th FC, NMD etc.. Risk management, regular
monitoring, imposing penalty and fines for delay of the project shall be incorporated at
various stages and phases of the project.
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18. MEASURABLE IMPACT

What will be the measurable impact of the area-based development propos al, on the area and the
wider city, through scale-up and replication? Please describe with respect to the five types below, as
relevant to your city and propos als (max. 150 words each):
a. Governance Impact (eg. improvement in service provision and recovery of charges due to establishment
of SPV)
♦ Effective, efficient and Electronic service delivery is what would be the first measurable
Governance impact. From waste collection, road sweeping to water quality monitoring,
the city administration and SPV shall have access to real time authentic data which
would turn the service delivery transparent and pro-active.
♦ 100% door to door Waste collection, which would later be utilized as wealth (RDF
+Compost), clean streets and immediate public grievance redressal within One month of
roll out, as things have already been set in motion
♦ Assured water supply on as used basis, possible through 100% metering already being
implemented
♦ Efficient O&M through collection of User Charges, Fees on PPP mode (already
implemented) and Municipal power delegation to SPV shall ensure sustainability of each
service
♦ Assured power supply with minimal T&D losses
♦ Improved Transparency and accountability through open data and Online services
delivery mechanism through technology(GPS,RFID,Geo-fencing).
♦ Increased Citizen participation in planning and decision making process of the city
leading to a truly democratized city. Safety of citizens specially womens and children.
♦ Improved job creation environment with city mentoring startups for entrepreneurs.
b. Spatial Impact (eg. built form changed to incorporate more density or more public space)
♦ Redensification of core through the Urban Light Houses created in every sector like
Convention Centre, Market redevelopment (2), Parking(11), Multi-Modal Interchange(5),
Sports(12), Health(70), Heritage & Culture(3 circuits and a Law museum), Place-making
(Food Street), Sustainability (Lake revival), Planning tools like (TOD and TDR) and Job
creation (Convention center, Startup center, Skill Development center, ATAL Tinkering
Labs and incubation center). These will have a marked impact on the Urban and spatial
morphology of the ABD as also provide a replicable model for other areas of Bilaspur and
other Chhattisgarh smart cities.
♦ Considerably higher public space available, 12% greens or 122.82 Acres of greens and
public open spaces to be added to BBCS
♦ Reduction in average trip time and number of trips – leading to less vehicle density and
more ROW being available
♦ Construction of 17 Green building complexes.
♦ City Branding with ‘Baney Bilaspur’ and its peripheral road 'BILASA PATH' shall create
immediate visual impact on the citizens and anyone who passes through BBCS shall
know that she or he is currently traversing through BBCS.
♦ Vehicle free streets, 24X7 city life through day time citizens and night time service
streets, underground utility corridors, Under ground electric wiring, underground waste
management and improved prioritized street sections are a few of the interventions which
will have a desirable spatial impact towards a walkable livable compact 24X7 smart city.
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c. Economic Impact (eg. new commercial space created for organized economic activity)
♦ 5.5 lac SqM of New Commercial Space to be developed, earning the SPV Rs.94.33 Cr.
as rent and creating 15,000 job and business opportunities with an economic impact of
Rs.1000 Cr through organized economic activity by redevelopment of Shanichari Bazar,
Minimata Slum, Mini Basti Slum and 13 other sites with an area of 90.81 Acres.
♦ PPP partner to have rights on sale of 3.75 Lac. Sq.M of Commercial/Residential space
resulting in increased economic activity worth Rs 5000 Cr
♦ The existing retail hub of the city, Gol Bazar, shall be redeveloped while retaining it’s
hertiage value and by turning it into a Vehicle free zone with NMT shall be conducive for
a self propelling business environment
♦ A total number of 27,000 Jobs shall be added to the city through BBCS projects with
18,000 jobs added for the weaker section (Vendors, labors etc)
♦ 10,000 Number of citizens shall be trained through skilling initiatives and 100%
employment shall be pursued.
♦ The City shall strive to ensure that the economy of an economically weaker household
is not wasted in Health care by taking strong preemptive steps in disease prevention and
diagnostics through PPP
♦ Improved revenues by integration and promotion of Sports facilities as well as local
schools(10) whose grounds are being integrated for evening usage by citizens for sports
and Skilling activities.
♦ Organizing vending zones, Night Market, Food Street, weekly fairs and flea markets
with supporting facilities such as e-Toilets, Smart parking, Public laundry and Water
ATMs will tap the economic potential of public open spaces.
♦ Network of thematic and other markets across the BBCS which will boost the economy.
♦ ATAL tinkering labs & Incubation center for mentoring of innovative smart entrepreneur
d. Social Impact (eg. accessible features included in the Proposal)
♦ Infrastructural Accessibility index(Part D of GOI Index) improved from 2 to 4

♦ 17 number of 100% accessible complexes added to BBCS (All our new buildings shall
be accessible )
♦ Increased pedestrianization and NMT encouragement will lead to a city accessible to
all. This is further strengthened by smart Bus stations, smart parking, Multi-Modal
interchanges and 24X7 streets and designated vending zones.
♦ Reduction in disease outbreak by preemptive prevention techniques through PPP.
♦ e-medicine and e-education with skill development will provide accessible healthcare
and education to all.
♦ Housing for all for every resident within the ABD (4218 HH added over and above
already run Govt. scheme) leads to an inclusive society where every section is provided
an equal stake in city development.
♦ The skill development of the labours and informal sector, especially in Chowdi Bazar
would bring them within the developmental framework.
♦ Up-gradation of municipal schools will strengthen the roots of youth and children thus
leading to a healthy society.
♦ Integration of tourism and cultural properties for rejuvenation activities and its
integration for Information, Ticketing and payment gateway will provide greater
accessibility to these across the city.
♦ Lastly a series of projects leading to high SROI like the Green Necklace of 7.6KM and
an increase of 12.04% or 125.32 acres of greens and open areas within the ABD for the
public usage.
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e. Sustainability, including environmental impact (eg. int ensive 24X7 us e of public spaces results in reduced
traffic and reduced pollution)
♦ 24x7 city by mandatory service vehicle entry only between night hours of 8:00pm to
8:00am ensuring reduced traffic and a lean city.
♦ Use of solar power is also promoted by generating electricity through rooftop solar
panel on major public buildings(16.63MW). The street lights of the area are being
replaced with energy efficient LED street lights(Saving 8.578MW) and will be fed by
captive solar Plant(35.73MW). 5MW of solar power being used for water transmission.
These components will collectively reduce the energy consumption in this area.
♦ e-Rickshaw charging will be completely done by solar energy and will be available at all
parking and multi-modal interchanges.
♦ Lake cleaning and rejuvenation with edge development will improve sustainability
potential of ABD and overall city sustainability.
♦ Incorporating dual pipeline in the new constructions of the city will utilize the semi
treated water for green areas, car wash and flushing leading to saving of water(20%).
♦ 100% Storm water drainage coverage with water harvesting mandate will increase
water recharge potential by 65%.
♦ A unique on-line realtime Mosquito Early Warning Detection and Alert System
(MEWDAS) for better health and environment of Bilaspur.
♦ Air pollution monitors installed at 10 location with an Real-time Online monitoring and
display mechanism would help increase awareness and motivate citizens towards a
better environment.
♦ C&D, MSW, medical waste and e-waste being collected, segregated & 100%
scientifically processed.
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C. PAN-CITY PROPOSAL (S)

A pan-city smart solution should benefit t he entire city through application of ICT and resulting improvement
in local governance and delivery of public services. The S CP should contain one or two such Smart
Solutions. Generally, ‘smartness’ refers to doing more with less, building upon existing infrastructural assets
and resources and proposing resource efficient initiatives.
19. SUMMARY
Summarize your idea(s ) for the pan-city proposal(s). (max. 100 words)
Baney Bilaspur Operation System(BBOS) is the vertically and horizontally integrated city
management backbone running on the Datacenter/Cloud and city OFC network with the
SPV as one of the partners. This combination of virtual and physical infrastructure will
integrate every city service vertical on a common platform for Bilaspur smart city day to
day as well as incident reporting, solution provision and management tool.
1. Intelligent Transportation System(ITS)will integrate traffic management, Smart Parking,
Transit solution with AVL, Multi-Modal usage integration, transaction management and
Challaning. This will improve the travel experience of the citizens across city.
2. The BBOS will analyse data through Command and Control Center located at the
(Police Colony) which would provide a number of dashboards for every service vertical
incorporating realtime data analysis, solution sourcing and informed decision making
through SOP's.
2.1 Municipal asset management system will integrate municipal assets both physical
(SWM vehicles), Sewerage, Solar power Farms, Flood early warning system, Storm
water network, Air pollution warning system, Mosquito Early Warning System(MEWDAS)
and HR which would increase efficiency and provide better transparent service delivery.
2.2 Integrated City Front-end Web based Portal and App for unified citizen experience for
every service vertical. This would provide a improved redressal mechanism for Bilaspur
citizens. [Annex. 3 (Ex 3.16a-3.16c)]
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20. COMPONENTS
List the key components of your pan-city proposal(s). (max. 250 words)
BBOS is a resilient, flexible multi-dimensional tool capable of incorporating existing ICT

initiative both physical and virtual of BMC & state and expand to new domains with ease
with the eventual goal of incorporating every city service vertical within its ambit. It will be
leveraging and expanding on the existing National tools like Aadhar, Digital Locker,
Meghraj, Hospital backbone and NCPI Payment solution to provide a Smart experience
to Citizen with synergised Frugal solutions. The key Components of the BBOS are :-
♦ 1 INTELLIGENT TRANSPORT MANAGEMENT SYSTEM
♦ A56 Intelligent Traffic Management System:(ITMS) IT tools for traffic management,
enforcement and surveillance at all major intersections identified by the traffic police
department. These tools include Smart Traffic Signals(Pelican), Automatic number plate
recognition system, Red-light violation detection system, E-Challan, VMS, CCTV
surveillance, and Traffic analytics. Audio aids in public transport, intersections and
crossings for Divyang's would also be provided.
♦ A57 Multi Modal Transit Management System (MMTMS): Real-time Vehicle tracking
with GIS based CAD integration and AVL system for real-time information for Public
transport location, route and time to destination. This will further be integrated to backend
management console for routing, HR scheduling, asset management and Maintenance.
♦ A58 Smart Parking: Smart On-street and off-street parking integrated on app based
parking guidance with user charges and payment integration.
♦ A59 Bilaspur Smart Card: Single card for I-FAP, Public Transit, Parking, other VAS and
Municipal services integrated with Digital Wallet RuPay (NPCI).
♦ 2 BANEY BILASPUR OPERATIONS SYSTEM(BBOS)
♦ A60 GIS based Property survey with unique ID has been already performed in Bilaspur.
With Aadhar seeding this will be linked to every city vertical and cross referenced for
Property to service mapping. This will be backbone for every service delivery, redressal,
data collation and analytics and monetization.
♦ A61 Bilaspur City OS(BCOS): Integrating the services on a single command and control
center through city OS will enable the use of city smart card across all the verticals
♦ A62 Command and Control Center created in the city for integrated incident reporting
and management.
♦ A63 Water Management: Management of potable & waste water through SCADA,
smart metering, GIS asset mapping & consumer indexing and online bill payment system.
♦ A64 Waste Management: CCTV monitoring of secondary and primary dumping sites,
GPS based tracking and optimum routing, RFID and bin monitoring with Geo fencing.
♦ A65 Solar Energy management with integrated portal.
♦ A66 GIS based Mosquito Early Warning Detection and Alert System(MEWDAS)
♦ A67 Bilaspur Smart City App/Portal: An integrated app for services related to health,
education, mobility, parking, real time information, crowd sourcing, community policing,
e-rickshaw booking based on interactive GIS map of the city.
♦ A68 City-Jan Crowd sourcing and Policing: CCTV Surveillance. for a safe & secure city.
♦ A69 City-Jan Community forums: Platform for participatory governance of city.
♦ A70 LED street lighting across Bilaspur. This will be fed by a Captive Solar power Plant.
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21. APPROACH & METHODOLOGY

What is the approach and methodology followed in selecting/identifying the pan-city proposal(s)?
Describe the reasons for your choice based on the following (max. 1000 words):
a. The city profile and self assessment;
b. Citizen opinion and engagement
c. Opinion of the elected representatives
d. Discussion with urban planners and sector experts
e. Discussion with suppliers/ partners
Bilaspur followed a holistic approach comprising of Discover, Participate, Analyze and

Plan. This has been consistent approach in consonance with the integration with the
existing smart cities in the GOI programme and on the larger level the synergies of the
state wide smart cities.
DISCOVER
♦ Based on an extensive compilation of existing ICT bouquet of services implemented in
Bilaspur, Desk research, Data discovery, and a a threadbare City ICT profile was
generated.
♦ An extensive First Phase of city wide consultation process was executed with a goal to
ascertain public opinion about service delivery and infrastructural gaps within the city.
This process was repeated in the ROUND 2.
♦ These two data sets were cross referenced and analysed by a number of ICT Advisors
leading to a shortlisting of 12 services which can have a significant impact by addition of
ICT layer to the existing service framework or further enhancement of the same.
♦ The city profile and self-assessment

Chhattisgarh as a State and BMC in particular have been embracing the digital paradigm
and implementing it on a ongoing basis. The city already has number of online services
and Dashboards for reporting and management. 18 Such Dashboards/Apps/Portals are
listed here.
1) e-district Services ( https://edistrict.cgstate.gov.in/PACE/login.do ).
2) Nidaan 1100 (Online Grievance Redressal Tracking System,
http://cggrievance.cgg.gov.in/).
3) NULM (http://nulm.gov.in/)
4) Lok Seva Guarantee ( http://www.entitcs.com/lokseva/ )
5) Jandarshan (http://cg.nic.in/jandarshan/)
6) e-procurement ( https://uadd.cgeprocurement.gov.in/common/home.asp )
7) ProjectMgmtMonitoringSystem ( http://www.nagarnigamprojects.in/)
8) Asangathit Karmakar (http://cglabour.nic.in/UOW/UocHome.aspx).
9) Payroll ( Attendance via Biometric Device )
10) CCTV (Surveillance)
11) PTIS.
12) Online Slum Monitoring System. ( http://ipoms.gov.in/surveys/slumLogin.do )
13) BMC Website. ( http://bmcbilaspur.in/ )
14) Facebook (https://www.facebook.com/bilaspurnagarnigam
www.facebook.com/bilaspursmartcity), Twitter (https://twitter.com/SmartCityBSP)
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A free Wi-Fi hub is running at 2 places at River view Road and Chaupati under the BSNL
project implemented by Chips under a time constrained model. Recently the Bilaspur
Railways station abutting the BBCS has also been energized with Free Wi-Fi by Google.
Under the NURM mission cluster based city buses are also being added in the BUPTS
similar to UMTA. These buses are already having the ITS enabled UBS-II standard with a
common Identification system across the Buses. This unique model works in a hybrid Net
and Gross cost based system in a PPP management concessionaire agreement.
This enabler would help us achieve a common mobility card not only across Bilaspur but
integrate it with the Raipur city and 2 more GOI smart cities and 4 cities in state under
smart city.
PARTICIPATE
♦ A series of open forums were conducted through web based Talk shows, Mygov and
Smart Bilaspur Website as well as offline consultations through ward level meetings,
where options were asked based on forms. Similar to ABD a series of FDG's were also
conducted with Planners, Administrators, Parastatal Bodies and city Civil Society for
understanding issues and to find short term doable city wide projects. These helped
Bilaspur arrive at a consensus in shortlisting a set of ICT based services which could be
rolled out across city and reach the maximum number of citizens.
♦ The Elected representatives of the city were consulted based on the service delivery
sets ascertained from the Citizen consultations. The elected members including
Parshads, MLAs and MPs as well as the Urban development minister of state who is the
resident of the city were of the considered opinion that a set of services must be rolled
out across city which could improve the lives of each and every one of the citizens of
Bilaspur. A consensus was reached for addressing the issues of traffic, city asset
management and pollution as a set of issues which needed urgent city attention and
which will lead to a better life for citizens of Bilaspur. One of the major concerns of the
Elected representatives was information exchange between citizens and elected
representatives of the city and better city Governance.
♦ As per the constraints of ICT services to be delivered across town only two verticals of
TRAFFIC and GOVERNANCE were chosen from the suggestions made. Most of these
related to better service delivery and governance related issues. Mobility(33%) was the
single most important issue for citizens as also was the issue of Governance related
issues(27%)
♦ The participatory mode of planning and discovery bore excellent results as various
socio-economic sections and marginalized communities were brought into the planning
framework.
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ANALYZE and PLAN

♦ Impact assessment on city as a whole were done for all the service options so as to
chose the one which will have the maximum impact as frugally as possible.
♦ Ease of execution was an important criterion and each area was rated on the doability
front. This was further supplemented by the characterization of the Smart city functions
into phased services which could be rolled out regularly over the total project time-frame.
♦ Special emphasis was placed on the 4 key aspects while selecting the Pan city
Services these were reach of impact on citizens, ease of management for city managers,
Inclusion of all, and easy integration into existing framework as well as future proofing the
expansing to new domains.
♦ Sectoral experts from Jana USP, ITDP, CHiPS, Police Department, CSPDCL, BSNL,
CII, NASSCOM, rBus, C-DAC, MoUD, DFID, SUDA and City managers were consulted
for finalization of Pan city options.
♦ Suppliers like Cisco, Siemens, IBM, Microsoft, Intel, EMC2, KPIT, NEC, Samsung and
ArcGis were consulted for their valueable insights into workable technology and
customization potentials were ascertained for of Pan city options.
♦ MoUs have been signed with these entities. These MOU's will be providing the support
network for execution of the proposed Pan city solutions.
22. DEMAND ASSESSMENT

What are the specific issues relat ed to governance and public services that you have identified during
city profiling and citizen engagement that you would like to address through your pan city proposal(s )?
How do you think these solution(s) would solve the specific issues and goals you have identified?
(max.1000 words)
Based on citizen consultation the key issues were :- [Annex. 3 (Ex 3.3a, 3.3b, 3.16,3.17)]
1. Integration of Public Services
Issue-
Many proposals regarding the current issues of the city viz. water supply, sewerage,
urban flooding and mosquito menace, etc. have been already tendered or completed.
The existing situation of sewerage is 95% complete and wull be finished by June 2017,
solid waste management has been Outsourced to a PPP partner and is working on
ground with 100% D2D collection already started, urban flooding containment has been
initiated through water reuse agreement with NTPC, traffic management has started at 9
intersection, high mosquito population etc. needs further improvement. To make the
management and monitoring better, there needs to be a common platform for integration
of all the solutions for better monitoring and service delivery.
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Current City status –

Water- extent of NRW is about 50% which is about much higher than the normal
standard 20%.
Solid waste management- inefficient collection mechanism, road side disposals at many
points.
Implemented Solution- A door to door collection system integrated with a scientifically
disposal and land fill site management with composting and RDF plant under
construction. A centralized monitoring center (SCADA) for 24X7 tracking of infrastructural
services-water, solid waste, sewerage, drainage and urban flooding, environment
monitoring,surveillance CCTV cameras, real time traffic management, parking solutions-
needs to be setup for the improvement of the service deliveries and efficient
management.
OUTCOMES : 100% collection, Smart bins for on demand access, Scientific Waste
disposal with Composting and RDF Plant.
2. Inter-Governmental Data access
Issue- There is a lack of coordination between the Government departments regarding

the transfer of data because of absence of unified ICT platform. This results in lack of
real time data, the data collected may be inaccurate and this affects the decision making.
Current City status- 14 dashboards exist but no unified data and knowledge and data
architecture exists at present.
Proposed solution- A unified portal delivered through SOA / NSDG based integration
layer to departments would be interfaced with a single integrated database, reducing the
overall workload of departments, improving the overall efficiency. Broad band networks
available with the administration would connect all concerned departments/ agencies.
This will cover Traffic, transport and Parking, Water, Lightning, Waste, Safety and
security, Mosquitoes and disaster management.
OUTCOMES : Efficient public service delivery, Higher Cashless revenue realization.
3. Sewerage Network
Issue- Sewerage sector needs improvement. New networks need to be built and
completion of the new treatment plant should be done along with the full utilization of the
exiting one. The untreated sewage finally gets discharged in the river water. So there
needs to be a treatment facility at decentralized level and use the treated water for
non-potable purposes.
Current city status- Out of total 63410 existing households, 73.8% Household use Septic
tank. Sewerage- 95% network completed and 6% of HH is connected to UG network and
rest of the network will be completed by June 2017. One sewage treatment plant of
17MLD is under operation and the sewage treatment is 29.4% is already operational. By
June 2017 Bilaspur will be the First city in Chhattisgarh to have its own Functional
sewerage system..
Implemented solution- The city with its upcoming developments is going to have
in-migration, going to expand and naturally the sewage generation is going to increase.
Since existing over 70% of the household is using Septic tank, therefore a combined
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system of sewerage network and treatment with a Integrated system for the ponds within
ABD is proposed. This project is already under implementation and a city wide sewerage
network with the STP will be in operation by June 2017.
OUTCOMES : A healthy livable city, Clean water bodies and a clean ARPA river.
4. Traffic, Public Transport and Parking Management
Issue- Bilaspur city has large no of diesel autos, City buses, unregulated parking and this
contributes to lesser ROW and traffic congestion.
Current city status- These are the main roads where due to on-road parking, traffic
congestion occurs. Pollution due to large diesel auto fleet and limited city bus services.
Proposed solution- On-streets Parking slots have been marked. Simultaneously the city
has launched a mobile application, which through GPS makes the user aware of the
nearby parking spots and simultaneously the application enables to pay the parking
charges on-line. CCTV based violation detection system shall assist on identifying
parking violations. The common city card for public and private transport is already in
place and is being used by 3500 citizens for traveling in 50 buses which will be extended
to e-rickshaws(OLA Onboarded) and other modes of transport.
OUTCOMES : Congestion free city, Liveable city, Pollution free city, Safe city
5. Mosquito Menace
Issue- Bilaspur city has a number of water bodies and a topography which traps water
making ti water logging prone this leads to a large mosquito menace and related health
epidemics.
Current city status- There is a storm water system under implementation and regular
fogging and Manual Host surveillance mechanisms are employed with a Public Education
and Community Outreach programme.
Proposed solution- Automated Mosquito Surveillance through a GIS based Mosquito
prevention and Management system called Mosquito Early Warning Detection and Alert
System(MEWDAS) using artificial neural network (ANN) model proposed by UBITA
(Institute for Ubiquitous Information Technology and Applications), Konkuk University,
Seoul, Korea and AOT/IOT and mosquito traps at 300 locations. Integrated with the city
OS and City App.
OUTCOMES : Mosquito free city through preventive measures.
6. Healthy City
Issue- Bilaspur city like any other city is facing a health scare due to various lifestyle
choices.
Proposed solution : An integrated health app linking one touch wearable and any other
citizen based device to this Platform which provides preventive advice and emergency
services to the required citizens.
OUTCOMES : A healthy city which cares for its citizens, Safe city.
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23. INCLUSION
How inclusive is/are your pan-city proposal(s)? What makes it so? (max. 150 words)
♦ Integrating of all verticals on a single platform will enable use of single card for all
services and integrated monitoring through a command and control center. The smart
city card, used across all verticals by every citizen, will promote true city wide inclusivity.
♦ Multi-Modal ITS effects the life of every citizen across the City and across the spectrum
of socio-economic and demography. The city proposes to improve the efficiency of the
entire public transport system and make it more efficient, safe and commuter and
environmental friendly. This can be achieved by introducing real time communication
interlinked with buses, passengers, private vehicles, local transport corporation,
Municipal Corporation and city traffic police. Provision of audio aids in public transport,
intersections and crossings would ensure the accessibility and safety of differently abled.
Introduction of IT features in water and waste management will help reduce the losses
and improve the quality of these services. The proposed solutions are addressing most
raised issues by citizen. These systems will have an overall positive impact on every
section of the society.
♦ Asset management system for waste, sewerage, Solar power, flood & storm water, Air
and water will have far reaching effect on most important issues in every citizens life.
24. RISK MITIGATION

What are the three greatest risks that could prevent the success of the pan-city proposal(s)? In table 3, describe
each risk, its likelihood, the likely impact and the mitigation you propose. (max. 50 words per cell)
TABLE 3
Stakeholder Collaboration : Moderate Moderate Mitigation by
♦ Integration of Multiple vehicle ♦ Multiple stakeholders ♦ Can lead to slow uptake ♦ Actual revenue
types from Buses, NMT, Taxi and . of projects. increase due to
owners Private, Public, Institutional ♦ Due to perceived prevalent models of Ola
through AVL and common fare revenue loss. ♦ Can lead to project and Uber can be
cards can be a challenge. viability issues. showcased.
♦ Incentivization through
common branding and
common advertising can
lead to higher revenues.
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TABLE 3
Rapid Change: Low to moderate Moderate Mitigation by
♦ Paradigm shift from a manual to ♦ Mobile penetration is ♦ Can lead to slow uptake ♦ Digital Literacy is
Digital transaction mode. high. of projects. being enhanced by
direct and indirect
♦ Corresponding Digital Literacy ♦ Digital literacy ♦ Can lead to project initiatives.
enhancement. penetration is low. viability issues.
♦ Use of open standards
♦ Technology change can lead to ♦ Technology is changing ♦ Can lead to costly with open access and
out dated systems. rapidly. upgrades and dissatisfied open data standards will
consumers. provide future proof
systems integration.
Revenue risks: Low Moderate Mitigation by
♦ User charge based transactional ♦ Digital literacy ♦ Can lead to project ♦ User charge based
mode and Low revenue generation penetration is low. viability issues. transactional model is
can lead to project viability. an established model.
♦ Progressive
integration and BCOS
in conjunction with
Citizen cards and a
incentivization based
model will bring a
significant footfalls to the
system. Creating a one
stop G2C & C2G shop.
Page 53 of 92
TABLE 3
System Integrator Delivery Moderate to Low High Mitigate by

probability:
♦ Similar projects are rare ♦ System integration is the ♦ The country has
♦ A unified system with multiple world over. key to driving revenue and already progressed on
vertical and horizontal integration a satisfied Citizen this path and a number
will require unique skill sets for the experience. of DMICDC projects are
master system integrator and may using the same system.
be a challenge to find in a single
agency. This is the key to providing
Citizens a unique governance
experience which is technology
driven but invisible.
Successful implementation of the Moderate High Mitigate by

ABD infrastructure projects and
convergence projects like AMRUT, ♦ ICT based projects are ♦ Timely implementation
IPDS etc. enablers and can only and formulation of SPV
work after the basic which has been
infrastructure is in place. achieved already as well
as swift PMU/PMC
identification.
Page 54 of 92
25. FRUGAL INNOVATION

Which is the model or ‘best practice’ from another city that you are adopting or adapting in your
proposal(s)? How are you innovating and ensuring best use of resources? Is there an aspect of ‘frugal
innovation’ in your proposal(s)? (max. 500 words)
1. Cloud services to standardize Infrastructure In Cape Town

The city of Cape Town to achieve its vision as “united, efficient and inclusive city”, the
city is using its Microsoft’s software to transform its infrastructure with a private cloud to
standardize service delivery to all its constituents. Cape Town is engaging its citizens
through E-government portal to accelerate the service delivery. Like, working with
Microsoft BizSpark to support local start-ups to optimize public transport. Taking
advantage of Microsoft’s City NeXT Initiative, people can access transit schedule
information to optimize their movements around the city at a very less expensive feature.
♦ This is being emulated by Bilaspur through convergence with Meghraj for its BBOS.
2. “Smart City from ground up”- concept of Paredes town of Portugal for virtual collection
of all data.
The city is designed as a living laboratory, for new technology. Data collection centre is
added virtually to everything from amount of waste generated from each bin, to
production of goods, to traffic light. Those sensors will monitor every aspect of urban life,
including traffic flow, energy consumption, water use, waste processing, even the
temperature of individual rooms. These centres will be connected to the central
laboratory to collect all data.
♦ This is being experimented by Bilaspur through LED light AOT and Wi-Fi AOT projects.
3. “Tianjin’s Eco-City”
Flagship project -for digital measurement of Water, heat and gases It is a collaborative
project, covering 350,000 residents. It involves installation of smart meters for
measurement, collection and analysis of water, heat and gas consumption and make it
visible to in graphical way to the residents and make them understand their usage and
also help in billing process.
♦ Bilaspur is emulating this through end to end measurements on a number of verticals.
4. “WiFi for all”-project in Barcelona

The Barcelona city council has provided WiFi connection for its citizens for a wide range
of area within the city. Access points are located at 193 municipal facilities, 276 street
sites. It is the largest free access and in Spain and one of the most important in Europe.
It is aiming for increase the network coverage by increasing the number of hotspots.
Through this development green spaces, parks and gardens will also having WiFi
connections and will attract people. Also by installing WiFi services in Public transport
systems we can increase the coverage.
♦ Bilaspur is providing 1500 WiFi hotspots for all its citizens.
5. Smart Bus Stops in Dubai

Smart bus stops are constructed, having solar panels and this helps to power up the
electronic signs & WiFi, information that will indicate expected time of arrival, CCTV
cameras for surveillance. The project is funded by private company.
♦ Bilaspur is providing Smart IPT with integrated Wi-Fi, Panic button, CCTV surveillance
and smart MMTS information display at all its Bus Stops and e-Rickshaw stands..

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6. Electrical car sharing in Paris

Syndicat Mixte Autolib is an electric car-sharing program established in Paris, to relieve
traffic congestion, reduce noise and air pollution and provide people with more flexible
transit option. It provides connectivity between the in-car system, registration and rental
kiosks, charging stations and a central management system. It has reduced carbon
dioxide emissions by 1.5 metric tons annually and replaced 25,000 privately owned gas
vehicles. Transportation cost is also reduced.
♦ Bilaspur is converting 5790 Diesel Auto to e-rickshaws, a number of which run on
shared system and will be integrated with online app based sharing system.
7. Hsinchu, Taiwan : A glass revival story which was a dying art and has been revived
through sustained efforts of the town council. Today it has a vibrant glass economy and
Art and handicraft industry based on glass.
♦ Bilaspur is proposing a similar revival and consolidation of Kosa Silk and Kansa
(Bronze) metal.
26. CONVERGENCE AGENDA

In Table 4, list the Missions/Programmes/Schemes of the Government of India (eg. SBM, AMRUT,
HRIDAY, Shelter for All, Digital India, Make in India, Skill India) and relevant external projects and
describe how your proposal(s) will achieve convergence with these, in terms of human and financial
resources, common activities and goals. (max. 50 words per cell)
TABLE 4
S.No Missi ons/Programmes/Schemes/Projects How to achieve convergence
1 Digital India Mission ♦ Smart City Mission SPV will ensure that Pan
city solution also fulfill the objectives of the
Digital India Mission.
♦ e-Kranti pillars are adopted specially Hospital

and education pillars.
Digital India promotes the use of technology for
planning through GIS mapping and GIS based
decision making. Creating GIS based open
database for analytics. Real time information
system to reduce response time.
Meghraj A country wide Cloud platform which will be

utilized for various cloud services.
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TABLE 4
2 Swatch Bharat Mission (Clean India Campaign), ♦ Water management System: ICT and GIS
Ministry of Urban Development, based pan city mechanized road sweeping and
Government of India integrated solid waste management project
Convergence amount Rs. _____ Cr shall ensure that the ABD area and the rest of
the city are in resonance
Manpower availability: ♦ Universal sanitation for Bilaspur to be
(i) SBM PMU – Appointed and Working achieved by June 2017
♦ Asset tracking across Bilaspur would
(ii) BMC SBM Cell – No shortfall enhance efficiency and citizen satisfaction.
Refer Annexure 4: A4-4.35;4.48;4.133
3 Multi Modal Mobility Card: National Payment ♦ 3500 Multi modal mobility card already
Corporation of India’s payment settlement working in 50 Buses. Will be extended to
infrastructure will be used. Ministry of Urban e-rickshaw also.
Development, Government of India has mandated
development of urban transport card through ♦ Adoption of common standards.
NPCI.
GoCG Govt. Funded ♦ Integration with RuPay card; leveraging
success of JAM, for inclusivity and city
Promotion.
♦ NPCI’s clearing house facility.
Pradhan Mantri Awas Yojana (PMAY) - Housing ♦ MIS and process automation having Bank,
for All Mission, Government of India Architect& Engg., Contractor, ULB, Beneficiary
and Knowledge repository combine.
Refer Annexure 4: A4- 4.39
4 Pradhan Mantri Ujjwala Yojna ♦ LPG connections in each household by end

of FY 2017-18
Sustainable Urban Transport project (seeking ♦ Reducing private ridership through increasing
world bank funding for better urban mobility) public transport and providing accessible last
mile connectivity.
♦ 5760 Autos being converted to e-rickshaw
through a state and NULM funded scheme 500
autos already under conversion and first batch
of 35 already converted.
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TABLE 4
5 CG Building Permission Monitoring System ♦ BCOS the city operating system will
incorporate the various API's existing so as to
allow seamless clearances across sectors like
water, electricity and Fire.
Partitranay Sadhunaam- CG Police Department ♦ State Govt. Initiative which will enable BCCC
the Bilaspur command and control center.
♦ Will enable PPCP based CCTV coverage
which will allow private citizen CCTV's to be
uplinked to the BCCC dashboard for increased
coverage at no extra cost.
CMIF: Chhattisgarh Municipal Infrastructure Fund ♦ CMIF would be used as a Fall Back option for
exists in Chhattisgarh for financing capital various PPP and Convergence projects.
investments in city’s infrastructure.
6 Skill India Mission - National Skill Development ♦ State Dashboard exists for Skill and
Mission Employment which will be upgraded further and
converged with the various pillars of Skilling
and entrepreneurship.
LED Street Lighting ♦ LED Street lighting 100% completed through

PPP.
Refer Annexure 4: A4-4.79;4.80
7 State Level Digital Initiatives ♦ Choice centers and Lok Seva Kendras which
enable all services on a single platform which
will be linked to BCOS.
♦ Existing Dashboards with the BMC and State
of Chhattisgarh.
♦ CBITS
♦ State Data center
♦ 83 Layer GIS Base map
♦ PTIS(an online Property Tax System) and
BPMS(an online Building Permission
Management System). Both already operational
in Bilaspur.
♦ Nidaan 1100
♦ Dual entry accounting.
♦ e-Procurement.
♦ Common learnings and easy future
deployments and integrations.
Page 58 of 92
27. CONVERGENCE IMPLEMENTATION

Describe how the convergence will be implement ed? (max. 350 words)
Digital India
♦ Financial Resources Convergence as per DIGITAL India Scheme for Wifi Connectivity
under Early Harvest Programmes and Optical Fiber Network under Pan City Initiative
through National Optical Fiber Network (NOFN)
♦ Use of Meghraj Cloud for Public IT Data Management
♦ Data Centre and Communication Network will be commonly shared by ITS and BCOS,
BCCC pan City initiatives and its funding will be converged with Digital India Scheme.
♦ e-Kranti pillars to be converged specially in education and Health care.
Pradhan Mantri Awas Yojana (PMAY) - Housing for All Mission, Government of India
♦ State Dashboard exists which will be upgraded with a hybrid RIO SLUM Scheme
Based MIS and process automation having Bank, Architect& Engg., Contractor, ULB,
Beneficiary and Knowledge repository combine.
Swatch Bharat Mission (SBM), Ministry of Urban Development, Government of India
♦ State Dashboard exists with geo-tagging which will be upgraded further.
Skill India Mission - National Skill Development Mission
♦ State Dashboard exists for Skill and Employment which will be upgraded further.
CMIF: Chhattisgarh Municipal Infrastructure Fund
♦ State has a infrastructure fund for demand based development of projects and the
MOU for the same has been attached.
Multi Modal Mobility Card
♦ National Payment Corporation of India’s payment settlement infrastructure will be used.
Ministry of Urban Development, Government of India has mandated development of
urban transport card through NPCI.
State Level Digital Initiatives
♦ 83 Layer GIS Base map
♦ PTIS and BPMS already in place.
♦ Nidaan 1100
♦ Dual entry accounting.
♦ e-Procurement.
28. SUCCESS FACTORS

Describe the three most significant factors for ensuring the success of the pan-city proposal(s). What
will your city do if these factors turn out to be different from what you have assumed? (max. 250
words)
The three most significant factors for ensuring the success of the pan-city proposal are:
♦ A significant amount of work has been executed in the last year with city wide
scientifically managed SWM under PPP already implemented 100% D2D started and
10%% processing to compost and RDF plant construction started. Underground
Sewerage network 95% completed and rest to be operational by June2017. LED Street
lighting completed 100%. With these the city will become Cleaner, Connected, Cohesive
and credible in other words a smarter, collaborative, resilient Bilaspur.
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♦ City Mobility Card already implemented in City Bus with 3500 Pre Paid cards in
operation.
♦ Extension of Networks: With the existing launch pad of 18 dashboards Bilaspur is ready
to integrate vertically and horizontally across municipal verticals to achieve a network
which will integrate as well as build upon the existing state SC network.
♦ Collaboration across the Value chain: A robust SPV for smooth, cost effective and
timely implementation. Ease of management through a Systems Integrator appointed for
the smart solutions contract. Valued partnerships through a 'Managed service contracts'
specially for the BCOS which will be backbone for the Baney Bilaspur's city operations
and BCCC. Citizens will derive value through overall cost reductions and easy data
access and above all participation in city and their own future through a system fostering
collective Intelligence and collaborative economy.
♦ Open Data Standard: Reliability and consistency of the data with ready availability for
entrepreneurship and innovation is backbone of the project. This requires proper
acquisition, validation and storage of data across verticals, across multiple formats and
future proof. The operating standards for the BCOS and BCCC will adhere to national and
International standards for interoperability across the system.
♦ If these factors turn out to be different then BMC and SUDA has the capability through
experience, of course correction, moderation and mitigation measures as these projects
have already been implemented in parts statewide.
29. BENEFITS DELIVERED

How will you measure the success of your pan-city proposal(s) and when will the public be able to
‘see’ or ‘feel’ benefits: immediately, within Year 1, or in t he medium or long term, 3-5 years? (max. 150
words)
YEAR 1
♦ 100% D2D collection of waste, Complete sewerage network, and 100% LED Street
lighting. City Mobility Card in operation.
♦ Smoother traffic flow, faster average speeds and congestion free traffic across Bilaspur.
♦ Improved transportation with centrally controlled traffic signals with emergency services
prioritization. ♦ Smart Bus stops with information and on-time performance.
♦ Citizen engagement through Crowd sourcing information, community policing and
through participatory planning.♦ One stop Integrated App/Portal for most municipal
services based on aadhar seeded GIS mapping. Evidence based planning and design.
YEAR 3
♦ Improved parking system both on-street and multi level parking with parking guidance
and payment through RuPay(NPCI) enabled card.
♦ BCOS completion and integrated Bilaspur Command and Control Center(BCCC)
operational.
♦ Bilaspur City Card(BCC) operational. Improved citizen service delivery.
YEAR 5
♦ City wide deployment of BCC.
♦ Vertical integration of all municipal services through BCOS and BCCC.
♦ Complete Multi-modal integration for passenger transit.
Page 60 of 92
30. MEASURABLE IMPACT

What will be the measurable impact of your pan-city proposal(s)? Please describe with respect to the
following types given below, as relevant to your city and proposals (max. 150 words)
a. Governance Impact (eg. government response time to citizen complaints halved, creating faster service
delivery overall)
♦ The integrated command and control center will enable coordination of agencies across
all verticals for service delivery, thus improving the overall efficiency.
♦ Integrated Intelligent Traffic System across multiple modes assures smarter &
innovative ways of resource utilization.
♦ Open standard implementation with API based open access allows Interoperability
across platform and departments.
♦ Exceptional reaction times for incident acquisition and action through vertical integration
and BCCC integrated with common incident SOP's.
♦ Emergency vehicle right of way ensured with automatic Signaling priority.
♦ The technological interventions proposed for traffic regulation enforcement and CCTV
coverage will enable quick tapping of issues in the form of data and maps such as crime
mapping, blind spots, accidental zones, peak hour traffic count, average travel time, etc.
This will enable the police department to reduce crime and do preventive policing.
♦ SCADA monitoring, GIS and GPS based tracking and monitoring and Online billing and
payment system will increase the efficiency in collection of user charges.
♦ Increase Revenue and improved HR efficiency in the city through asset management.
♦ An improved Hybrid City Bus model of a mix of Gross-cost and Net-cost leading to a
viable City Bus model which is already implemented.
b. Impact on public services (eg. real-time monitoring of mosquito density in the atmosphere reduces
morbidity)
♦ A real time Mosquito Early Warning Detection and Alert System(MEWDAS)

♦ 100% D2D collection of waste, Complete sewerage network, and 100% LED Street
lighting. City Mobility Card in Operation.
♦ A smooth multi modal Transit experience leading to citizen happiness index
♦ Citizen Journey time reduced leading to higher productivity. ♦ Improved road safety due
to evidence based predictive policing. ♦ Panic button, app portal and Emergency helpline
improves emergency response and thereby increasing Citizen confidence and
productivity. ♦ Increased use of sports activity leading to a overall healthy life and a
smarter holistic city. ♦ More inclusive society with a single citizen card for all with linked
RuPay(NPCI) card.♦ Safer city for Women, children and Divyang's with the 24x7 IPT
monitoring. ♦ A safer citizen experience due to faster response time to emergency
incidents. ♦ Reduced pollution with a cleaner Air in the city due to improved traffic.
♦ Knowledge and information equity leads to a more inclusive society and a society based
on collaborative intelligence leading to more innovations.
♦ Citizen participation in city governance increases due to a integrated app/portal single
stop shop for all G2C activities. Leading to participatory planning.
♦ A hassle free life for citizens with a single window payment structure for all city services.
♦ Innovative service delivery middle ware ecosystem due to open data.
Page 61 of 92
D. IMPLEMENTATION PLAN
31. IMPLEMENTATION PLAN
In Table 5, describe the activities/components, targets, resources and timelines required to complete the
implementation of your area-based development and pan-city solution/s. This should include the items
mentioned as Essential Features in Q. No. 16 plus other ‘smart’ solutions, including accessible infrastructure
for differently-abled. (max. 50 words per cell)
Table 5
S Activity/component Indicator Baseline Target Resources Likely date
. (as on) required of
N completion
o
June 2016
AREA-BASED DEV ELOP MENT

1 PC1 : BANEY Sudhrid Roads having Nil 40% Financial
(Strengthened) Infrastructure dedicated ducts Resource: 819.63
♦ A1:24X7 electric supply Solar Power Cr. 2017-2021
♦ A2: Underground Electric Generation as % 1% 35% Enabling resource: 2017-2021
Wiring. of Energy Demand IPDS_CSPDCL,
♦ A3: Rooftop Solar Panels CREDA_Solar City 2017-2021
♦ A5: Laying of sewerage & Households 6% 100% Master Plan, 2016-2018
septage network. covered PDMC_AMRUT,
♦ A6: Decentralized waste water PRIA 2017-2020
recycling plants for Lake Extent of water Nil 35%
recharging. re-use
♦ A7: Dual piping system 2017-2020
♦ A9: Integrated waste % of population 2019-2021
Management covered with Nil 25%
♦ A10: D2D Collection, Integrated waste 2016-2018
segregation, management on management
PPPP mode. 2016-2017
♦ A70: LED street lighting % of smart Financial
PC2 : BANEY Jal (Water) metered 100% 100% Resource: 140.30 2016-2021
♦ A4,14: 24X7 water supply with connections Completed Cr.
installation of SCADA & smart % of buildings with Enabling resource:
metering rain water 22% 100% CREDA, SUDA,
♦ A8: Storm water Drain network harvesting facility. CSPDCL, 2016-2019
♦ A13: Rain water harvesting RWH_Bye law 2017-2021
2 PC3 : BANEY Ghar (Housing) % of people Financial

♦ A43: Rain Basera and working occupying the rain Resource:19.28 Cr. 2017-2020
women hostel basera in difficult Enabling resource:
♦ A44: Affordable housing and circumstances NULM, 2016-2020
EWS housing No. of Affordable 3744 10,000 HFA_Revised
Housing units Proposal
PC4 : BANEYUtthaan(upliftment) % Foot Fall NA 10% annual 2017-2021

♦ A40: Schools & colleges increase per year increment in
redevelopment footfalls Financial
♦ A45: Up-gradation of "Chowdi" No. of person Resource:662.61
to formal labour market employed per year NA 10000 Cr. 2017-2021
♦ A46: Creating vending zones Enabling resource:
with basic facilities & modular No. of vendors Vending Zones 2000 NULM, Vendor 2018-2019
kiosks covered identified 21, Policy, Navachaar
♦ A41: Public institutions Vendor Cards Policy, SIPB
redevelopment with with social distributed 350,
inclusion spaces such as CLC, Vendors
Gender Resource Center, Relocated 200
Incubation Center, etc.
No. of new 50 2017-2021
startups per year NA

Page 62 of 92
Table 5
N completion
o
3 PC5 : BANEY Swasth (Health) Increase in 4KM 0.5KM Financial
♦ A11: Public/Community toilets, efficiency in Resource: 25.20 2017-2018
Water ATM's, Pay per use utilities Cr.
Laundry with Net zero compliant Nil 30% Enabling resource:
♦ A17: ATP kiosks with % of streets with Sulabh, Suvidha 2019-2020
e-medicine facilities dedicated tracks 24, SBM, ITDP,
♦ A21:Rent-a-Cycle 22 stations for cyclists. CMO, SCERT, 2020
♦ A22: Happy Street % increase in the Pushpa Vatika 2019-2020
♦ A37: One-touch emergency cycleist Scheme, Dept. of 2018-2019
response for person with medical Availability of such Nil 50 Buses, 11 Sports & Youth
conditions. facility Bus Stops Welfare
♦ A47: Open Gym and Children % of people using 2019
friendly areas the open gym
♦ A49: Network of Shared School Availability of such 0 21 2019-2021
Space Sports Facilities and facilities and more
stadium with surrounding area people using park
improvement and integration with No. of education Nil 11
bicycle track. institutions
benefited by
having such
facilities
4 PC6 : BANEY Hariyar (Green) Availability of 3Kms 0.5Kms Financial

♦ A20: Augmentation of cycle pollution free NMT Resource: 84.43 2017-2019
rickshaw and conversion of in the city and Cr.
diesel Auto-rickshaw, Pink Autos ease of payment Enabling resource:
to e-Pink rickshaws. Integrated Availability of BUPTS, Traffic
charge, Park & Pay infrastructure Parking at Nil 14.04 Kms Police Dept., BMC,
based on mobility card, app for Distances RTO, DM, Project
both service provider and client. Cell_BMC, Sarovar
♦ A31: Jatiya Talab Redev. ~Water body -- 15% of Dharohar, 2017-2019
♦ A32: 7.69 Km Green necklace restoration and neighborhood AMRUT_Revision. 2018-2020
over Jawali Nala % Foot Fall population 2017-2018
♦ A33: Park redevelopment & increase around
renovation (4 Parks) ponds
♦ A35: Street section Decrease in fowl 3% 12%-15% 2019-2020
improvement embellishment with smell
State and local art, culture and
hero's increase in % of Recent 100%
Green Cover activities
initiated
Percentage of
street / kilometers
redeveloped as
complete streets
5 PC7 : BANEY Bazar (Markets) Annual % Foot Nil 100% annual Financial
♦ A24: Developing BBCS as 24 x Fall increase and increment in Resource: 430.77 2020-2021
7 zone with times based better shopping footfall Cr.
vehicular movement experience Enabling resource:
♦ A25: 4 Km of market streets % of people Nil 4Kms of street BMC project cell, 2020-2021
have been made only walking enjoying walking in BUPTS, DM,
street with only NMT allowed. markets Traffic police,
♦ A26: Innovative 3.85 Km of % of people Nil 3.86Kms of T&CP, 2020-2021
Vertical Gardens pilot at various enjoying the green Streets
locations on green necklace with necklace and the
Hydrophonics food street
♦ A29: Food street with Art Quarterly % Foot Nil 15% of 2018-2020
installations Fall increase in neighborhood
♦ A42: Rejuvenation of exisitng markets population 2018-2019
Thematic markets
♦ A45: Market redevelopment of Annual % Foot Nil 100% annual
Brihaspati Bazar & Shanichari Fall increase and increment in 2017-2021
Bazar people satisfied footfall
Page 63 of 92
Table 5
N completion
o
6 PC8 : BANEY PARIVAHAN No of NA 28 Vehicular Financial
(Transport) Geometrically Junctions to be Resource: 788.03
♦ A18: Barrier free Divyang Designed Geometrically Cr. 2019-2021
friendly Footpath integrated with Junctions with Designed Enabling resource:
street section design, Smart proper Crossings PWD, Traffic
Public travel stations with tactile Police, ITDP,
info, Pelican Crossing BUPTS, SUTP,
♦ A19: BBCS defining edge road % of Roads having 11.3% 100% including BMC, CHIPS, 2017-2021
loop to be converted to new Footpath No-Vehicle Zone CSPDCL
street section design
♦ A27: Development of smart Percentage of 2021
parking at 11 locations integrated parking spaces Nil 100%
with charge stations and NMT covered under
parking electronic car
parking system
♦ A34: Road widening,
constructing traffic islands and Quarterly % Foot NA 15% of 2017-2019
landscaping at major junctions. Fall increase neighborhood
Integrated street section. Visual population
improvement due
to landscaping
7 PC9 : BANEY Bilaspur % Built-up Area Nil 85% of Financial

♦ A39: New developments within under Green Redevelopment Resource: 26.54 2017-2021
BBCS to be Audited for Green Buildings Built-up Area Cr.
compliances in Knowledge No. of such Enabling resource:
partnership with LEEDS, GRIHA, hoardings CREDA_ECBC,
USGBC. locations Culture
♦ A48: Digital Advertisement Visual Nil 28 locations department, 2020-2021
hoardings across BBCS Improvement and
♦ A51: Upgradation of Old High % Foot Fall NA 100% annual 2017-2018
Court to Law Museum with increase per year increment in
Affordable Law advisory service footfalls
including parking & Façade Increase in Votes
rejuvenation. per project
♦ A52: Bilaspur Carnival & Visual 2018-2019
Rahagiri day improvement in 3 Lac Foot fall 10% YoY
♦ A53: "36 Chattisgarhi" the area and 2016 2017-2021
♦ A55: Signage, wall/street art better directions 2017
and City Logo & brand % of people
enjoying new
Rahagiri
8 PC10 : BANEY EKIKARAN OFC coverage 60% 100% Coverage Financial

(INTEGRATION) Internet/ wi-fi Resource: 841.26
♦ A15: Citywide OFC hot-spots 2 Locations 70 locations Cr. 2018-2021
infrastructure through PPP Enabling resource:
♦ A16: Wi-Fi HUBs in all Public Digital literacy % 12% 75% CHIPS, BSNL, 2018-2020
Places e-transaction % 5% 90% Traffic police,
♦ A17: Creating ATP kiosks e-prescriptions % 0% 10% of total PWD, Dial 100, 2019-2020
across BBCS 101 & 108.
♦ A23: IT tools for traffic Increased security 2017-2018
management, and surveillance cover and feel
good factor
♦ A36: Complete CCTV 2018-2019
surveillance network & Analytics Public area Nil 100% of BBCS
integrated to the BCCC. covered with such Public area
♦ A38: Panic button at parkings, facility 2018-2019
Smart bus stations, Intersections 100% annual
across BBCS. % Foot Fall NA increment in
♦ A50: Convention Center at Mini increase per year footfalls 2017-2021
basti
♦ A30: Bilasa Greens - Mini basti Quarterly % Foot NA 15% of 2017-2021
Slum redevelopment Fall increase neighborhood
population
Page 64 of 92
Table 5
N completion
o
PAN-CITY SOLUTION
1 PC11 : BANEY ITMS (Intelligent Proper
Traffic Management System) management of
the traffic and less Financial
♦ A56: Intelligent Traffic accident Resource: 120.00 2017-2018
Management System (ITMS): IT Average travel Cr.
tools for traffic management, speed increase 32 Kms/hr 35Kms/hr
enforcement and surveillance at and decrease in
intersections identified by the congestion and
traffic police department. traffic violation Financial
Resource: 27.00
♦ A57: Multi Modal Transit % of public Nil 100% Cr. 2017-2018
Management System (MMTMS) transport network
covered by
incident detection Enabling resource:
and incident BUPTS, Traffic
management Police Department
2 Financial
♦ A58: Smart Parking Availability of 3Kms 0.5Kms Resource: 56.00 2017-2018
hassle free Cr.
Parking and time
shaving
a common 2018
♦ A59: Bilaspur Smart Card: none payment card for Financial
Single card for Public Transit, Availability of such various services Resource: 6.50 Cr.
Parking, other VAS and Municipal facility and
services integrated with Digital integration with all
Wallet. the form of Enabling resource:
transport, ease of BUPTS, CG UT
travel Policy, Traffic
Police Dept.
3 PC12 : BANEY RCOS (Bilaspur No of Air Quality

City Operation System) Monitoring
locations and
♦ A59: Air Pollution Monitoring decrease in air 1 Locations 10 Locations Financial 2017
and Realtime display. pollution due to Resource: 0.40 Cr.
corrective steps
♦ A65: GIS based Property Decrease in GIS property Aadhar seeding
survey with Aadhar seeding for frauds, timely survey under for GIS based Financial 2017
service mapping. disposal of matters process, Social PTIS Resource: 10.00
and transparency Security Cr.
♦ A66: City OS: Integrating the and accountability Aadhar
services on a single command in system Seeding
and control center. Financial 2017-2018
Availability of such 18 online & Common city Resource: 24.00
♦ A67: Bilaspur Command and facility and offline operating system Cr.
Control Center: BCCC integration with all operating for ICT enabled
functions dashboards public services Financial 2019
Effectively Resource: 20.00
managed system Cr.
throughout the city
Enabling resource:
CHiPS
Page 65 of 92
Table 5
N completion
o
4 ♦ A63: Water Management: Efficiency in 88.67% 100% Financial 2018
Management of water through complaint Resource: 8.00 Cr.
SCADA, smart metering, GIS redressal,
based asset mapping and decrease in water
consumer indexing and online bill losses, better
payment system. collection and
monitoring
♦ A64: Waste Management: Efficient waste Completed New dashboard Financial 2017
CCTV monitoring of secondary management for Monitoring & Resource: 8.00 Cr.
and primary dumping sites, GPS monitoring Management
based tracking and optimum system , better
routing, RFID and bin monitoring collection system
with Geo fencing. and effective Enabling resource:
transportation CHiPS
♦ A65: Solar Energy Solar Power 1MW 35.73 MW Financial 2018

5 management with integrated Generation and its Resource: 2.00 Cr.
portal uses and %
decrease in
conventional
energy
♦ GIS based Mosquito prevention Incidences of 2-3 0 Financial 2017

and Management system called Mosquito related Resource: 10.00
Mosquito Early Warning epidemic Cr.
Detection and Alert System decreased and
(MEWDAS) using artificial neural better disaster
network (ANN) model and mitigation
AOT/IOT and mosquito testers at
30 locations. Integrated with the
city OS and City App.
Citizencop_ an integrated app Financial 2017
♦ A67: Bilaspur Smart City Efficiency in the Police app, portal for all Resource: 10.00
App/Portal: An integrated app for system by APP I-need-aDoctor services Cr.
services use and better _ Health app Enabling resource:
integration and other such CHiPS, CREDA
apps
♦ A68: City-Jan Policing: CCTV Better policing

6 Surveillance will reduce the crime system and
rates and ensure the safety and increase in safety
security. Engaging citizens to and peoples Nil 100% Financial 2017
gathering traffic as well as perception on Resource: 1.00 Cr.
accidental and crime data cities safety 23.45MW Decrease in
Power Demand
♦ A69: City-Jan Forums: Incrased people by 14.88MW Financial
Community forums for larger participation and Resource: 1.00 Cr. 2017
citizen participation in better governance 60%-70% of
developmental activities total compaints 0 compaints
♦ A70: LED street lighting is % of BBCS Financial

being proposed for Bilaspur city covered with LED 100% Resource: 13.51
and will cover whole of BBCS. lighting. Decrease Completed Cr.
This will be fed a Captive Solar in Power Demand
power Plant. and Reduced Enabling resource:
related CHiPS, RWA, 2016-2017
Complaints Police department
Page 66 of 92
32. SCENARIOS
Using information from Table 5, describe the critical milestones, realistic timelines and sequencing of
efforts and events that you are projecting as the short -, medium- and long-t erm scenarios for your
smart city. If nec essary, include PERT and CPM charts in Annexure 3. (max. 500 words)
BSCP integrates 75 activities from which 36 PPCP under 36 Chhattisgarhi making a total
of 110 different Activities integrated into 12 Project Clusters(PC) implemented in ABD
and PAN-city proposal during the next five years (2017-18 to 2021-22). These will be
implemented through 2 main bidding documents segregated into physical(Hard) and
smart(ICT)(Soft) infrastructure. This has been ascertained through various stakeholder
consultations with the main objective of efficient use of resources and hassle free
management of SCP implementation by SPV. [Annex 3, Ex 3.18b]
PC1: BANEY SUDHRID(Strengthened) INFRASTRUCTURE

PC2: BANEY JAL(Water)
PC3: BANEY GHAR(Housing)
PC4: BANEY UTTHAAN(Upliftment)
PC5: BANEY SWASTH(Health)
PC6: BANEY HARIHAR(Green)
PC7: BANEY BAZAR(Markets)
PC8: BANEY PARIVAHAN(Transport)
PC9: BANEY BILASPUR
PC10: BANEY AKIKARAN(Integration)
PC11: BANEY ITMS
PC12: BANEY BCOS
Implementation of each Project Cluster will be phased into Project Engineering,
Procurement and Execution. Relevant charts for scheduling, sequencing and identifying
critical milestones of these modules to achieve desired outputs are listed in Annexure
Short term Scenario: Year 1

♦ Project Initiation, SPV Setup(Already in Place), PMC(3 mnths) and SI selected, DPR
formulation/ Approval and Tendering.
♦ Solid Waste Management Activity A9, A10, A12, 100% D2D Completed and Plant
Under Construction
♦ Rain water Harvesting Activity A13
♦ NMT improvement Activity A20
♦ Intelligent traffic management Activity A23
♦ Energy Efficient Street Lightning Activity A29,Completed
♦ Visible improvement through Activity A36, A51, A2, A55
♦ Open Defecation free BBCS Activity A11
♦ Pollution awareness Activity A59
♦ Sports and Heritage Activity A51, A53
♦ ITS Activity A56, A57, A58
♦ Efficient service delivery and revenue collection Activity A59, A60, A61
♦ Improved Citizen engagement Activity A68, A69
Medium term Scenario : Year 3

♦ Project Consolidation and basic services delivery improvement phase. This phase will
see a lot of services being delivered in sections of ABD in a phased manner.
Page 67 of 92
♦ Most activities would have completed 1-2 phases by the end of 3rd year.
♦ The activities which would be nearing completion or in full swing would be A
(1,2,3,4,5,6,7,8,19,28,43, 44,45,58).
♦ Activity that would be started in year 3 are A(14,17,18,22, 24,25,26,27,38,51,52)
♦ Additional activities which would have finished by year 3 area A(16,17,20,21,22,
30,31,32,33,34,35,36,37,39,40,41,42,46,48,50,51,53,54,55,56,61,62,65,66,67,68,69,70)
Long term Scenario : Year 5 and beyond

♦ By the end of 5th year all ABD and PAN city projects would be completed.
♦ At this time citizens would be insync with the SC goals and outcomes and BANEY
BILASPUR would have become synonymous with the Vision of 'Burgeoning Identity,
Bonding Communities, Building Cityscapes, Bolstering Economy. BANEY BILASPUR.
♦ Other areas of the city would be now aspiring to adopt the best practices of the ABD
area.
♦ Pan city Proposal Cluster would have other activities added which were 3rd or 4th in the
citizen aspiration list.
♦ BANEY BILASPUR becomes the best practice to be emulated by Chhattisgarh and
India's other smart cities.
33. SPV
The SPV is a critical institution for t he implementation of the P roposal. Describe the SPV you propose
to create in your city, with details of its composition and structure, leadership and governanc e, and
holding pattern. Based on your responses in Table 6 describe how you envision the SPV to fulfill the
role set out in the Mission Guidelines. (max. 500 words)
Table 6
(CHECKLIST: supporting documents for 1-7 must be submitted in Annexure 4)
S. No. Acti vity Ye s/No
Resolution of the Corporation/Council approving Smart City Plan including

1.
Financial Plan. Yes
2. Resolution of the Corporation/Council for setting up Special Purpose Vehicle. Yes
Agreement/s with Para Statal Bodies, Boards existing in the City for
3. implementing the full scope of the SCP and sustaining the pan-city and area- Yes
based developments.
4. Preliminary human resource plan for the SPV. Yes
5. Institutional arrangement for operationalisation of the SPV. Yes
If any other SPV is operational in the City, the institutional arrangement with
6.
the existing SPV Yes
7. Additional document/s as appropriate Yes
Page 68 of 92
The SPV formulated for Bilaspur Smart City has been registered to be a corporation
limited named Bilaspur Smart City Ltd. (BSCL) CIN no:- U74999CT2016SGC007539.
The Board of Directors consists of:
1. Chairman: Principal Secretary/Sp Secretary/Secretary

2. Vice Chairman : Director UD & ex officio CEO SUDA
3. Managing Director: Chief Executive Officer of BSCCL
4. Directors: Collector of Bilaspur, Superintendent of Bilaspur Police Department,
Commissioner of Bilaspur Municipal Corporation, Representative a of GoI/ MoUD,
CEO Arpa Special Area Development Authority (ASADA), CEO CHiPS, MD CSPDCL
5. Independent Director: To be selected from list of Ministry of Corporate Affairs &
SEBI
The institutional setup consist of Administrative wing, Technical wing, Finance wing
and Supportive staff. The details of which each wing with different posts under each
wing and number of each post are:
Institutional Setup
I Administration
Chief Executive Officer 1 No.
General Manager 1 No.
Manager (Admin/ HR) 2 Nos.
Office Superintendent (Admin) 1 No.
Office Assistant (Admin) 1 No.
PA to CEO 1No._on Outsourcing
II Technical
Deputy General Manager (Tech) 1 No.
Manager (Tech) 2 Nos.
Deputy Manager (Tech) 3 Nos.
Deputy Manager (Land Revenue) 1 No.
Deputy Manager (T&CP) 1 No.
Assistant Manager (Civil) 3 Nos
Assistant Manager (Environment) 1 No.
Assistant Manager (Electrical) 2 Nos
Assistant Manager (ET&TC) 1 No.
Assistant Manager (IT) 1 No.
Office Assistant (Tech) 2 No._on Outsourcing
Technical Assistant 2 No.

III Finance
Company Secretary 1 No.
Deputy General Manager (Finance) 1 No.
Manager (Finance/ Accounts) 1 No.
Accounts Officer 1 No.
Assistant (Finance) 1No._on Outsourcing
[Annex 3, Ex 23]
Page 69 of 92
34. CONVERGENCE
In Table 7, give details of the government (Central, state/ULB) departments, parastatal organizations
and public agencies who will be involved with the time-bound execution of each of the project
activities/components (both area-based and pan-city) you have identified. (In Annexure 3, include a
flowchart showing the network/relationships that the SPV will form with government and non-
government agencies, and indicating the nature of connection with each entity.) (max. 50 words per
cell)
TABLE 7
S.No Acti vity/ Component Department/agency/ Role/responsibility
organization
1 1.24x7 Electric supply SPV Project Funding, Planning and
♦ A1 24X7 electric supply covering the BBCS PMC Procurement, O&M of Utility
area by Feeder augmentation and Duct
Transformer rationalization. Installation of full
SCADA. BMC Project coordination and
♦ A2 Underground wiring through (IPDS). supervision
CSPDCL & SUDA Convergence coordination and
implementation. For All works
executed under APDRP & IPDS
Vendor/Concessionaire BCOS PPP partner for Billing ,

collection and redressal
mechanism.
2 2. 24x7 Water supply SPV Project Funding, Planning and

♦ A4 Augmentation of existing Water Supply PMC Procurement, O&M of Utility
system Through A surface water based Duct & Water supply Network
Gravity based system already tendered. Project coordination and
supervision
Refer Annexure 4: A4-4.116 BMC, SUDA & PHED Convergence coordination and
executed under AMRUT
PROJECT ALREADY
TENDERED
Vendor/Concessionaire BCOS PPP partner for Billing ,

collection and r
3 2. Sewerage and Storm water SPV Project Funding, Planning and

♦ A5 Laying of sewerage & septage network, PMC Procurement, O&M of Utility
management and connection with STP for Duct & Water supply Network
recycling.City wide project to be completed by Project coordination and
June 2017 supervision. WIL be
COMMISSONED BY JUNE.
♦ A7 Promoting and installing dual piping
system in new buildings, showcasing a proof BMC, SUDA & PHED Convergence coordination and
of concept and Incentivizing conversion in implementation. For All works
Existing buildings. executed under AMRUT,
Bhagirathi Nal Jal yojna, 14th
♦ A8 Redesigning and implementing a FC.
revamped storm water Drain network and Vendor/Concessionaire BCOS PPP partner for Billing ,
channelizing for recharging of water bodies. collection and redressal
Refer Annexure 4: A4-4.31;4.48;4.113 mechanism.
Page 70 of 92
TABLE 7
organization
4 3. Sanitation SPV Project Funding, Planning and
♦ A10 Waste management, 100% D2D PMC Procurement. PROJECT
Collection already working, Segregation and ROLLED OUT
composting and RDF Plant under BMC Project coordination and
construction.. supervision
SUDA Convergence coordination and
♦ A11 Creation of Public/Community toilets on implementation. For All works
PPP model integrated with Water ATM's, Pay executed under SBM, Suvidha
per use Laundry which is Net Zero compliant. 24
Refer Annexure 4: A4-4.35;4.48;4.113 Vendor/Concessionaire BCOS PPP partner for Toilets,

water ATM & public laundry
O&M.
Billing, collection and redressal
mechanism for waste.
5 5. Smart Metering SPV Project Funding, Planning and
♦ A14 Implementing smart metering in BBCS PMC Procurement.
for both water and power lines.
BMC Project coordination and
supervision. WATER SMART
METERING TENDERED
CREDA & SUDA Convergence coordination and

CSPDEL implementation. For All works
executed under IPDS &
AMRUT
Vendor/Concessionaire BCOS PPP partner for Billing,

collection and redressal
mechanism for water and
electricity.
6 7. Pedestrian Friendly Pathways including SPV Project Funding, Planning and
differently-abled design PMC Procurement
♦ A18. Barrier free Divyang friendly Footpath
integrated with new street section design, BMC Project coordination and
Smart Public travel stations with tactile info, supervision & Emergency
Divyang friendly street parking zones, response.
Divyang friendly traffic lights(Auditory PWD, Traffic Police, ITDP, Convergence coordination and
response). CHIPS & SUDA implementation. For All works
executed under Sugamya
♦ A19. BBCS defining edge road loop 'Bilasa Bharat, State Sponsored,
PATH' of 8.9KM & other internal roads CBITS, City Bus Scheme,
CHIPS.
Vendor/Concessionaire O&M partner for Cleaning,

maintenance and redressal
mechanism.
7 8. Encouragement to non-motorized transport SPV Project Funding, Planning and
♦ A20. Augmentation of cycle rickshaw and PMC Procurement
conversion of diesel Auto-rickshaw to
e-rickshaws BMC Project coordination and
supervision. 500 e-Rickshaw
Refer Annexure 4: A4-4.99 SANCTIONED
BUPTS & SUDA Convergence coordination and
executed under NULM
Financing through Mudra and

Vendor/Concessionaire Manufacturer linkage for
longterm supply and
maintenance. e-Charging and
maintenance entity.
Page 71 of 92
TABLE 7
organization
8 11. Smart Parking SPV Project Funding, Planning and
♦ A28. Multi-Modal interchange at four PMC Procurement
corners of BBCS with Park and Interchange
for Bus, Car, Taxi, Auto, e-Rickshaw and BMC Project coordination and
cycles with related infrastructure. 5 multi supervision & Emergency
modal interchanges linked to I-FAP. BUPTS response.
PWD, Traffic Police, ITDP, Convergence coordination and
CHIPS, SUDA implementation. For All works
executed under SUTP.
Vendor/Concessionaire O&M partner for parking.
9 12. Energy Efficient Street Lighting SPV Project Funding, Planning and
♦ A29. LED street lighting is being proposed PMC Procurement
for Bilsapur city and will cover whole of BBCS.
BMC PROJECT COMPLETED.
Refer Annexure 4: A4-4.79;4.80
CREDA, SUDA Convergence coordination and
CSPDEL implementation. For All works
executed under IPDS, State
sponsored scheme.
Vendor/Concessionaire, PPP partner for execution and

concessioner agreement. EESL
(GOI PSU)
10 14. Visible improvement in the area SPV Project Funding, Planning and
♦ A36. Konher Park, Chhattisgarh Bhavan PMC Procurement
Park, Jawahar Garden & Bal Udayan
rejuvenation. BMC Project coordination and
supervision & Emergency
15. Safety of citizens especially children, response.
women and elderly BMC, PWD, Traffic Police, Convergence coordination and
♦ A40. One-touch emergency response for ITDP, CHIPS, PHED, implementation. For All works
citizens with medical conditions, senior Education department, executed under AMRUT &
citizens. Health department, City State sponsored scheme,
♦ A41. Panic button at parkings, Smart bus Hospital. NULM, Jan Aushadhi.
stations, Intersections across BBCS.
Input : Inter agency coordination specially with Vendor/Concessionaire O&M partner for parking,
Health and Police maintenance, e-Kiosk partner.
11 18. Additional ‘smart’ applications, covering all SPV Project Funding, Planning and
the essential features PMC Procurement
♦ A46. Rain Basera and working women
hostel BMC Project coordination and
♦ A47. Affordable housing and EWS housing supervision .
♦ A50. Open Gym and Children friendly BMC, PWD, Traffic Police, Convergence coordination and
areas ITDP, CHIPS, PHED, implementation. For All works
♦ A56. Bilaspur Carnival Sports department, Tourism executed under Ray & HFA,
department. CMU-NULM, Pushp Vatika scheme & State
SUDA sponsored scheme, NULM, Jan
Aushadhi.
Vendor/Concessionaire O&M partner for parking,
maintenance, Open Gym
partner and e-Kiosk partner.
Page 72 of 92
35. PPP
In Table 8, give details of all the private companies/corporations/organizations that need to be
engaged with the execution and operations &maintenance of the various activities and
componentsenvisaged in this proposal, along with a description of their roles and responsibilities as
basic TORs. Use appropriate terms such as ‘vendor’, ‘concessionaire’, ‘JV partner’, etc. (max. 50
words per cell)
TABLE 8
S. Acti vity/ Component Company/corporation/ Role/responsibility
No organization (basi c TOR)
1 3. Sanitation SUDA/ BMC Facilitation and policy &
♦ A9. Solid Waste management regulatory framework
formulation
♦ A10. Waste Collection segregation SPV Vendor/Concessionaire

APPOINTED WORKING ON
♦ A12. Waste ecosystem asset management GROUND.
SLRM Model, CISCO Knowledge sharing and

facilitation for PPP partnership
SI(System integrator), Supervision, Implementation

Vendor/Concessionaire and O&M of the project on a
mutually acceptable
concessionaire agreement.
2 9. Encouragement to NMT SUDA/ BMC Facilitation and policy &

♦ A21. Rent-a-cycle scheme with 22 stations regulatory framework
across BBCS based on NPCI enable City-Jan formulation
card
SPV Selection of
Vendor/Concessionaire
11. Smart Parking BUPTS, ITDP, NPCI Knowledge sharing and

♦ A27. Development of smart parking at 11 facilitation for PPP partnership
locations integrated with charge stations and
NMT parking and networked on a common SI, Vendor/Concessionaire Supervision, Implementation
middleware platform for integration with and O&M of the project on a
BCCC and front end app for Citizens longterm basis on a revenue
"Park-in-Bilaspur". share basis.
3 12. Energy Efficient Street lighting SUDA/ BMC Facilitation and policy &
♦ A30, A75. LED street lighting is being regulatory framework
proposed for Bilaspur city and will cover formulation LED WORK
whole of BBCS COMPLETED.
SPV
Selection of
MNRE, CREDA
Knowledge sharing and
SI, Vendor/Concessionaire
Supervision, Implementation
and O&M of the project on a
longterm basis on a mutually
acceptable concessionaire
agreement.
Page 73 of 92
TABLE 8
4 13. Innovative use of open Space Visible SUDA/ BMC Facilitation and policy &
improvement in the Area regulatory framework
♦ A31.Karbala Talab redevlopment: Informal formulation
markets
♦ A34.JatiyaTalab redevelopment: SPV Selection of
♦ A33.Urban Plaza at Bilasa Greens (Mini Vendor/Concessionaire
Basti)
CII, Rotary Club, Health & Knowledge sharing and
Nature NGO facilitation for PPP partnership
SI, Vendor/Concessionaire and O&M of the project on a
agreement.
5 18. Additional ‘smart’ applications, covering all SUDA/ BMC Facilitation and policy &
the essential features regulatory framework
♦ A44. Educational Institutes redevelopment formulation
♦ A45. Public Institutions redevelopment
♦ A49. Market Redevelopment of Brihspati SPV Selection of
Bazar & Shanichari Bazar and Up-gradation Vendor/Concessionaire
of "Shanichari Chowdi Bazar" & "Brihaspati
Chowdi Bazar" C-DAC, NPCI Knowledge sharing and
♦ A52. Digital Advertisement hoardings facilitation for PPP partnership
across BBCS
SI, Vendor/Concessionaire Supervision, Implementation
agreement.
6 1. ITMS SUDA/ BMC Facilitation and policy &

♦ A61. Intelligent Traffic Management regulatory framework
System:(ITMS) formulation
♦ A62. Multi Modal Transit Management
System(MMTMS) SPV Selection of
♦ A64. Bilaspur Smart Card: Single card for Vendor/Concessionaire
Public Transit, Parking, other VAS and
Municipal services integrated with Digital CII, Assocham, NPCI Knowledge sharing and
Wallet RuPay (NPCI). facilitation for PPP partnership

agreement.
7 Bilaspur Command and Control Center SUDA/ BMC Facilitation and policy &
(BCCC) regulatory framework
formulation
SPV Selection of
Knowledge sharing and

C-DAC, NPCI facilitation for PPP partnership
SI, Vendor/Concessionaire and O&M of the project on a
agreement.
Page 74 of 92
TABLE 8
8 Bilaspur City Operating System (BCOS) SUDA/ BMC Facilitation and policy &
regulatory framework
formulation
SPV Selection of
C-DAC, Nasscom Knowledge sharing and

facilitation for

agreement.
9 OFC, with FTTH SUDA/ BMC Facilitation and policy &

formulation
SPV Selection of PPP Partner
C-DAC, Nasscom, CHIPS Knowledge sharing and

facilitation for

agreement. JIO, BSNL and
other Service providers
10 Street Art and beautification SUDA/ BMC Facilitation and policy &
formulation
SPV Selection of
Indira Kala Sangeet Vishwa Knowledge sharing and

Vidhyalay(IKSV) facilitation for PPP partnership

agreement.
11 36 Chhattisgarhi SUDA/ BMC Facilitation and policy &
formulation
SPV Selection of
MEPMA Knowledge sharing and


and O&M of the project with
NGO partner and Community
participation.
Page 75 of 92
36. STAKEHOLDER ROLES

Attach one A-4 sheet (part of 'Annexure 3'), containing an organogram showing the relations hips:
a) MPs, MLAs, MLCs.

b) Mayors, Councilors, other elected representatives.
c) Divisional Commissioner
d) Collector
e) Municipal Commissioner
f) Chief Executive of the Urban Development Authority/ Parastatal
g) Consultant (S elect from empanelled list)
h) Handholding Organisation (Select from following list: World Bank, ADB, JICA, US TDA, AFD, KfW,
DFID, UN Habitat, UNIDO, Other)
i) Vendors, PPP Partners, Financiers
j) Others, (eg. community representatives) as appropriate to your city
Page 76 of 92
E. FINANCIAL PLAN
The development of bankable proposals will be a key success factor in the Smart City Mission. In order to
arrange appropriate amounts and types of funding and financing for your SCP, you must keep financial
considerations always in mind while preparing your overall strategy and the pan-city and area-based
proposals. It is anticipated that innovative means of funding and financing the projects will be necessary. For
this purpose, you must evaluate the capacity of the ULB and the SPV to undertake self-funded development
projects, the availability of funds from other government schemes that will converge in your S CP (refer
Questions 13 and 26), and the finance that can be rais ed from the financial market.
37. ITEMISED COSTS

What is the total project cost of your Smart City Proposal (SCP )? Describe in detail t he costs for each
of the activities/components identified in Questions 31. (Describe in Max. 300 words)
The total cost of Bilaspur Smart City Project cost comes to Rs. 3966.32 crores. It is a
1041 acre Retrofit and redevelopment model which is located in the heart of the city.
Based on the extensive citizen engagement exercise, the strategy of the overall city
infrastructure development and the projects for the city were finalized. Accordingly, the
Area Based Development plan has identified 55 projects/ interventions and the Pan city
proposal has identified 15 projects for developing Bilaspur as a smart city. The estimated
project capital cost for ABD plan and Pan-City plan is Rs.3662.82 crores and Rs. 303.50
crores respectively. The projects identified under both the above mentioned categories
are packaged into following modules so as to facilitate their timely implementation:
AREA BASED DEVELOPMENT PROJECTS - [Annex 3, Ex 3.18a,3.18c,3.18d]

PC1 BANEY Sudhrid (Strengthened) Infrastructure Rs. 808.65 Crores
PC2 BANEY Jal (Water) Rs. 103.34 Crores
PC3 BANEY Ghar (Housing) Rs. 19.28 Crores
PC4 BANEY Utthaan (upliftment) Rs. 662.61 Crores
PC5 BANEY Swasth (Health) Rs. 25.60 Crores
PC6 BANEY Hariyar (Green) Rs. 84.43 Crores
PC7 BANEY Bazar (Markets) Rs. 1283.80 Crores
PC8 BANEY PARIVAHAN (Transport) Rs. 634.87 Crores
PC9 BANEY BILASPUR Rs. 26.54 Crores
PC10 BANEY AKIKARAN (INTEGRATION) Rs. 13.70 Crores
PAN-CITY PROJECTS - (Refer Annex 3 Ex 17)

PC11 BANEY ITMS (Intelligent Traffic Management System) Rs. 209.50 Crores
PC12 BANEY BCOS (Bilaspur City Operation System) Rs. 94.00 Crores
The CAPEX cost for these projects are worked out by considering the appropriate
inflationary impacts as substantial period are required in the construction/ development of
these projects, the costs of feasibility studies, DPRs, etc.
Page 77 of 92
38. RESOURCES PLAN

Describe the financing sources, the own-sources of income, the financial schemes of the Cent ral or
State governments for which your city/SPV is eligible, which can be used to fund the S CP proposals
and pay back loans. Briefly describe an action-plan for resource improvement to make the ULB
financially self-s ustaining. (max. 1500 words)
The total projected cost for the SCP which includes both the Area Based Development
Plan and the Pan-City Plan is Rs. 3966.32 crores. Under ABD plan and Pan-City plan,
total 75 projects are identified which are to be taken up by the SPV. In the ABD plan 60
projects will be taken up while in the Pan-City Plan 15 projects shall be taken up. [Annex
3, Ex 3.18a,3.18c,3.18d]
The CAPEX of the projects envisaged under this proposal shall be financed/developed
from these three sources:
♦ Smart City Fund : Rs. 796.39 Cr. + Rs.100.00 Cr. (as VGF for PPP projects)
Rs.79.61 Cr. for DPR's and TA's.
♦ Convergence Fund : Rs. 994.1 crores; and
♦ PPP : Rs. 2175.83 crores.
However, the O & M cost of the projects developed under this proposal shall be financed
through following sources:
♦ Own Sources of Revenues of SPV; and
♦ Incurred by the Private Partners during concessionaire period.
The details of these sources of finance are discussed here under:
♦ Smart City Fund (SCF) – Central Government contribution INR 488 cores (as per
Mission guidelines) with Rs. 194 crores in year 2016, Rs. 98 crores each in the year
2017, 2018 and 2019. The State Government contribution Rs. 500 cores (as per Mission
guidelines) with Rs. 200 crores in year 2016 and Rs. 100 crores each in the year 2017,
2018 and 2019. As per mission guidelines, Rs. 200 crores shall be infused in the SPV as
Equity Capital of the SPV wherein State Govt. and BMC will have shareholding in the
ratio of 50:50.
The total amount available under this head for financing of these projects is Rs. 970
crores and out of which Rs. 796.39 crores will be utilized for the projects under SCP and
100.00 Cr. as VGF for various PPP projects to be undertaken and rest of 73.61Cr. for
DPR & TA's fees for the project;
♦ Convergence - An amount of Rs.994.1 crores is available as convergence amount

under various Central Government and State Government schemes, existing proposals
of the BMC and State line departments. The details are as follows:
1. IPDS : Rs. 399.92 crores;

2. AMRUT : Rs. 74.19 crores;
3. PWD : Rs. 19.70 crores;
4. BSUP: Rs. 12.31 crores;
5. Housing for All (HFA)/ IHSDP : Rs. 24.70 crores
6. Jal Awardhan Yojana: Rs. 3.50 crores
7. Bhagirathi Nal Jal Yojana: Rs. 1.68 crores;
8. SBM : Rs. 39.91 crores;
9. 14th Finance Commission: Rs. 47.85 crores;
Page 78 of 92
10. Infrastructure Development Fund : Rs. 186.12 crores;

11. Haat Bazar Scheme : Rs. 2.00 crores;
12. Smart City scheme (Municipal allocation) : Rs. 1.80 crores;
13. Sarovar Sharohar : Rs. 3.11 crores;
14. Septage & Drainage : Rs. 3.75 crores;
15. School redevelopment : Rs. 2.00 crores;
16. Old Bus Stand parking : Rs. 10.72 crores;
17. Women's Hostel : Rs. 4.00 crores;
18. Waterbody rejuv : Rs. 4.25 crores;
19. Raghvendra Hall Library : Rs. 1.50 crores;
20. Lal Bahadur Shastri mini stadium : Rs. 2.00 crores;
21. Govt High School Mini stadium : Rs. 10.00 crores;
22. IDF for roads : Rs. 160.00 crores.
♦ Public Private Partnerships (PPP) - There are 4 re-development projects which are to
be taken by the SPV with help of Private partners. The total estimated cost for these
PPP projects are Rs. 2175.83 crores out of which Rs. 1262.42 crores is required for Mini
Basti Slum redevelopment with integrated urban plaza and other 3 major redevelopment
projects namely Shanishchari Bazar, Brihaspati Bazar & Minimata slum (convention
center), Rs. 216.23 Crores is required for Smart Parking at 9 locations and 5 Multi modal
interhanges, Rs. 271.54 crores is required Public Institutional redevelopment at 3 places,
Rs. 344.69 crores is required for School/college development at 10 places and Rs.55.49
Crores for the rest of the PPP projects. By following conservative approach in revenue
estimation, the major PPP projects were evaluated. The IRR for these projects, after
offering Rs.100 Cr. VGF, comes to 13.80 % which is reasonable venture considering the
benchmarking observed by the multi-lateral funding agencies.
Recurring revenue through (PPP) - ♦ A total of 145.51 acres of prime land has been
identified within the ABD owned by BMC. 44.25 acres of this land is being used for
commercial redevelopment, 46.56 acres is being used for school, parking and other
redevelopment and 54.71 acres is being kept as a fall back option.
♦ A total of 8.9 lac SqM of Mixed use development is envisaged. Which comprises of 5.5
Lac SqM of commercial and rest residential.
♦ Out of the commercial 25% and 100% of residential is sold of to recover the costs and
75% of the commercial is retained to fund the O&M costs. With an average rental
assumed at Rs.500/SqM based on existing feasibility study of ARPA project. It is
pertinent to note here that after completion of construction the revenues and O&M costs
for these above mentioned projects shall be shared in the ratio of 75:25.by SPV and
Concessionaire. [Annex 3, Ex 4.4a,4.4b]
♦ A total of 4505 two wheeler, 3379 car parking &1802 NMT parking spaces have been
provided covering an area of over 1.8 lac SqM. With Rs.20.00 per park with 2 roll over
per day.
♦ 4218 EWS units are being constructed in ABD apart from the existing HFA units for
Rs.379.62 Cr. which will fetch Rs.253.08 Cr. as revenue @Rs.6.00 Lac/unit of 60 SqM.
which is matching the government cost and will fulfill the role of HFA.
Page 79 of 92
ACTION PLAN FOR MOBILIZATION OF OWN SOURCES OF REVENUE

BMC Own Sources of Funds -
♦ Improved collection efficiency to be assured 90% of Property Tax due to PPP
collection being already implemented. This will be extended to water and power too.
♦ User charge is being already imposed on Sewerage and SWM which are making
these activities self sustaining which will be further enlarged in scope to water and new
smart city servcies for collecting revenue and making the vertical self sufficient.
♦ Betterment tax to be imposed on ABD area.
♦ Revised advertisement tax slabs which will be implemented at various new
opportunities created by the ABD development.
♦ Asset Management for reduced O&M costs and better revenue generation. Like
Community halls across the city are being encouraged to be co-opted by various social
bodies thereby reducing maintenance cost.
♦ CSR funds of SECL, NTPC(Water Reuse Agreement done) and other mining entities
who are already engaged will be further leveraged.
♦ Bilaspur Carnival & Weekly Rahgiri Day, "36 Chattisgarhi", City-Jan Forums:
Community forums for larger citizen participation in developmental activities, etc. are to
be taken up so as to sensitize citizens to participate and contribute in the smart city
initiatives. This will help in mitigate the risk of lower own revenue generation from
service delivery.
♦ Reducing cost of energy usage for municipal functions through renewable source of
generation. All street lights, all water distribution pumps and all e-rickshaw charging has
been converted to 35.73 MW captive solar generation.
♦ Revenues on account of Smart City Interventions: It is anticipated that the smart city
interventions will lead to better services to the citizens, improved efficiency in operations
and increased collections of revenues to the SPV. The SPV is able to generate sufficient
revenues and will have a NPV @12% Discounted rate of Rs.932.88 crores from its own
sources during the period of 20 years [Annex 3, Ex 3.18a,3.18c,3.18d]
Mobilization of Funds for sustainability and carry forward the Smart City Initiatives
beyond ABD Area:
♦ The SPV may also go for 'Land Monetization' wherein a piece of land (20.8ha)
identified by BMC may be sold out for redevelopment and raising funds for financing
urban infrastructure projects.
♦ Bilaspur Municipal Corporation is ISO 9001 certified. Also, its financial strength is
improving and it is contemplating for raising of funds through 'Municipal Bonds'. BMC is
rated BBB presently.
♦ Partnership with ARPA Special Area Development Authority (ASADA) and Sipat-
Special Area Development Authority (SSADA) for Integrated Synergy:
A tripartite understanding is entered between ASADA, SSADA and the proposed SPV of
the Bilaspur Smart City. Both Arpa and Sipat are adjoining places to the Bilaspur city
and are proposed to be developed under PPP mode under the aegis of ASADA and
SSADA respectively. It is envisaged that both these authorities will be able to generate
substantial revenues in future and share its resources with the city SPV for taking up
projects beyond ABD area and to maintain the assets developed during this phase.
♦ Other Avenues includes seeking grants from financial institutions like ADB, World
Bank and JICA among others. All these source of funding and revenues from the project
can be used for Infrastructural development and pay back of loans.
Page 80 of 92
39. COSTS
What is the lifetime cost estimated for your area-based development and your pan-city solution/s? A dd
O&M costs wherever applicable. (max 500 words)
Under ABD plan and Pan-City plan, 70 projects are identified which are to be taken up
by the SPV. In the ABD plan 55 projects will be taken up while in the Pan-City Plan 15
projects shall be taken up.
The estimated CAPEX cost of these Rs. 3966.32 crores. While estimating the project
costs due consideration was given to the DPR cost (@1-2% of total cost), other
contingency cost (@10% of total cost) and inflationary index.
The useful life of assets created or developed under Area Based Interventions and
Pan-City Interventions varies significantly from 3 years (IT assets) to 60 years
(buildings). For the purpose of assessing funds requirement of SPV, lifetime costs of
assets have been calculated for the period of 20 years. In respect of projects that are to
be developed with the help of concessionaire or private partners, O & M costs will be
borne by them only. However, in respect of project for developing Urban Plaza at and
Market Development projects the O&M costs shall be borne by the SPV and
Concessionaire in the ratio of 75:25.
For ABD plan, O & M is estimated @5% of the total project cost per year in respect of
each of the 60 projects and for Pan-city Plan, O & M is estimated @10% of the total
project cost per year in respect of each of 15 projects with due consideration to the
inflationary index @4%. The detailed costs projections are annexed in the proposal.
[Annex 3, Ex 3.18a,3.18c,3.18d]
♦ AREA BASED DEVELOPMENT CAPITAL COST:
CONSULTANCY OF DPR & TA' COST: INR 59.48 Cr
PC1 : BANEY Sudhrid (Strengthened) Infrastructure Rs. 808.65 Crores
PC2 : BANEY Jal (Water) Rs. 103.34 Crores
PC3 : BANEY Ghar (Housing) Rs. 19.28 Crores
PC4 : BANEY Utthaan (upliftment) Rs. 662.61 Crores
PC5 : BANEY Swasth (Health) Rs. 25.60 Crores
PC6 : BANEY Hariyar (Green) Rs. 84.43 Crores
PC7 : BANEY Bazar (Markets) Rs. 1283.80 Crores
PC8 : BANEY PARIVAHAN (Transport) Rs. 634.87 Crores
PC9 : BANEY BILASPUR Rs. 26.54 Crores
PC10 : BANEY AKIKARAN (INTEGRATION) Rs. 13.70 Crores
♦ AREA BASED DEVELOPMENT O&M COST

PC1 BANEY Sudhrid (Strengthened) Infrastructure Rs.40.43 Crores
PC2 BANEY Jal (Water) Rs.5.17 Crores
PC3 BANEY Ghar (Housing) Rs.0.96 Crores
PC4 BANEY Utthaan (upliftment) Rs.33.13 Crores
PC5 BANEY Swasth (Health) Rs.1.28 Crores
PC6 BANEY Hariyar (Green) Rs.4.22 Crores
PC7 BANEY Bazar (Markets) Rs.64.19 Crores
PC8 BANEY PARIVAHAN (Transport) Rs.31.74 Crores
PC9 BANEY BILASPUR Rs.1.33 Crores
PC10 BANEY AKIKARAN (INTEGRATION) Rs.0.69 Crores
Page 81 of 92
♦ PAN CITY CAPITAL COST:

CONSULTANCY OF DPR & TA' COST: INR 19.83 Cr
PC11 BANEY ITMS (Intelligent Traffic Management System) Rs. 209.50 Crores
PC12 BANEY BCOS (Bilaspur City Operation System) Rs. 94.00 Crores
♦ PAN CITY O&M COST:

PC11 BANEY ITMS (Intelligent Traffic Management System) Rs.20.95 Crores
PC12 BANEY BCOS (Bilaspur City Operation System) Rs.9.40 Crores
40. REVENUE AND PAY-BACK

How will the area based development and the pan-city smart solutions(s) of your city be financed? If
you plan to seek loans or issue bonds, what revenue sources will be used to pay back the loans ?
(max. 250 words)
The estimated project capital cost for ABD plan and Pan-City plan is Rs. 3,662.82 Crores
and Rs. 303.50 Crores respectively. The CAPEX of the projects envisaged under this
proposal shall be financed/developed from following three sources:
♦ Smart City Fund Rs. 796.39 Crores+100.00 Crores (as VGF for PPP projects); and
73.61 Cr. for the DPR and TA costs
♦ Convergence Fund Rs. 994.1 Crores will be convered from various central and state
schemes.
♦ Annual Revenue Receipts from PPP vendor will be a total of Rs. 425.92 Cr. and
Rs.932.88 Cr. respectively for NPV @12% Discounted rate for 10 and 20 years.
♦ Own Sources of Revenues of SPV from redevelopment projects; and
BILASPUR MUNICIPAL CORPORATION FUNDS

♦ Revenue from Increased efficiency : Rs. 2.2 Cr. per year
♦ Revenue from underground Cabling : Rs. 2 Cr (One time payment)
♦ Revenue from Advertisement: Rs. 4.8 Cr. per year
♦ Revenue from Increased Taxes: Rs. 19.85 Cr per year.
♦ Revenues from Smart city Interventions: Rs. 198.89 Cr per year.
After the completion of the project it is estimated that SPV will be able to earn a total of
Rs. 219.64Crores from the Project area as against the out flow of Rs.213.49 Crores
annually.
It is also assumed that the projects developed under PPP mode, O & M cost are to be
incurred by the developer during the concessionaire period but after that they are
accounted for in the SPV bouquet of services.[Annex 3, Ex 3.18a,3.18c,3.18d]
Page 82 of 92
41. RECOVERY OF O&M

What is your plan for covering the Operations & Maintenance costs for each of the
activities/components identified in Questions 31? (max. 1000 words)
While devising strategies and interventions for both the Area Based Development Plan
as well as Pan-City Plan, the efforts are made to ensure the generation of sufficient
revenue streams so as to cover up the Operations and Maintenance cost of each of the
projects/activity/ component. Covering the O&M cost for each of the activities and
components is critical not only for achieving self-sustainability and but also for
strengthening the financial position of the SPV. O&M cost have been estimated taking
into account a 3-5 year execution period and addition of O&M for specific projects as per
their completion schedule in the Implementation Plan.
It is to be noted that though the life of the assets created under all these projects are
more than twenty years, the financial plan has been prepared for twenty years so as to
assess the availability of revenues against the estimated O & M costs in these years.
The annual O & M costs for Area-Based proposal is estimated at 5% of the project costs
and for the Pan-city proposals it is estimated @10% of the project capital cost. This is in
consonance with the assumption that the life cycle of a structure is 60 yrs. and IT
components are 10-15 years. The estimated O&M costs during the period of 20 years
are as follows:
O & M Cost
AREA BASED DEVELOPMENT PROJECTS per year (Rs. 183.14 Cr.)
PAN-CITY PROJECTS per year (Rs. 30.35 Cr.)
The annual O & M of the SPV will be recovered or met from the following sources of
revenues:
(a) DIRECT REVENUES: The SPV will be to generate sufficient revenues on account of
various smart city interventions. The SPV is able to generate sufficient revenues to the
tune of Rs. 913.70 Crores(NPV at 12%) from its own sources during the period of 20
years
(b) REVENUES UNDER PPP PROJECTS: Being the most integral and major part of the
smart city proposal, the PPP projects are most important source of revenues to the SPV.
It is envisaged that the SPV shall earn revenue of amounting Rs. 2350.20 Crores during
the period of 10 years from the projects to be undertaken on PPP mode as revenue.
It is pertinent to note here that after completion of construction, the revenues and O&M
costs for these above mentioned projects shall be shared in the ratio of 75:25 between
the SPV and concessionaire. In respect of these projects, the O&M costs are already
built in the project life cost and are to be met by the concessionaire during concession
period. The positive IRR of 13.80% reflects that the PPP projects are financially viable
from the concessionaire’s perspective as well.
Page 83 of 92
The projected cash inflows and outflows of the SPV were analyzed in detail so as to
assess its capabilities to meet its annual O & M costs through its own revenues. It is
estimated after meeting all its expenses, the SPV would be able to generate positive
NPV (@12% WACC for 20 years) of Rs. 913.70 Crores and which reflects that the SPV
is self-reliant to meet its expenditure.
ABD O&M Revenue By Essential features.

1. Assured electricity supply with at least 10% of the Smart City’s energy requirement
coming from solar Capex : 633.59 Opex:31.68 Revenue: 30.84
2. Adequate water supply including waste water recycling and storm water reuse
Capex : 222.33 Opex:11.12 Revenue: 0.02
3. Sanitation including solid waste management Capex : 17.40 Opex:0.87 Revenue:
0.00
5. Smart Metering Capex : 54.58 Opex:2.73 Revenue: 2.92
6. Robust IT connectivity and digitalization Capex : 8.95 Opex:0.45 Revenue: 0.90
7. Pedestrian Friendly Pathways including differently-abled design Capex : 292.19
Opex:14.61 Revenue: 0.00
8. Encouragement to non-motorized transport (e.g. walking and cycling) Capex : 53.83
9. Intelligent Traffic Management Capex : 3.70 Opex:0.19 Revenue: 0.77
10. Non-vehicle streets/zones Capex : 23.32 Opex:1.17 Revenue: 0.00
11. Smart Parking Capex : 216.23 Opex:10.81 Revenue: 23.90
13. Innovative use of open Space Visible improvement in the Area (Landscaping and
Urban Design) Capex : 683.35 Opex:34.17 Revenue: 0.57
14. Visible improvements in the area Capex : 158.00 Opex:7.90 Revenue: 0.04
15. Safety of citizens especially children, women and elderly Capex : 1.45 Opex:0.07
Revenue: 0.00
16. At least 80% of buildings (in redevelopment and green-field) should be energy
efficient and green buildings Capex : 1.00 Opex:0.05 Revenue: 0.00
18. Additional ‘smart’ applications, covering all the essential features Capex : 1292.90
TOTAL CAPEX : 3662.82 OPEX:183.14 REVENUE: 210.92
PAN
1. Intelligent Transport System Capex : 209.50 Opex:20.95 Revenue: 2.60
2. Bilaspur Smart City Operations System Capex : 94.00 Opex:9.40 Revenue: 6.12
TOTAL CAPEX: 303.50 OPEX:30.35 REVENUE: 8.72
Over a period of time the Digital army and an operational BCOS will increase the overall
revenue from the Pan city interventions. All the revenue estimates are assumed with
conservative estimates.
[Annex 3, Ex 3.18a,3.18c,3.18d]
Page 84 of 92
42. FINANCIAL TIMELINE

What is the financial timeline for your smart city agenda? Describe the milestones and target dates
related to fund flows, payback commitments, etc. that must be adhered to for the proposal to achieve
the vision set out in Table 5 (question 31)? (max. 1 page: A4 size)
Time period Funds Inflow Funds Outflow
Year 1 ♦ GOI Fund – INR 194 Cr ♦ CAPEX – INR 614.13 Cr

♦ GoCG Share – INR 194 Cr ♦ OPEX – NIL
♦ Grant from Convergence Schemes – INR 122.94 Cr
♦ Funds from Private partners – INR 132.89 Cr
Revenue Generated
♦ Capital Revenue – INR 0 Cr
♦ O&M Revenue – INR 0 Cr

♦ GoCG Share – INR 97 Cr ♦ OPEX – 1.14
♦ Funds from Private partners – INR 393.95 Cr.
Revenue Generated
♦ Capital Revenue – INR 228.17 Cr
♦ O&M Revenue – INR 0 Cr

Revenue Generated
♦ O&M Revenue – INR 0.77 C

Revenue Generated

Revenue Generated
Year 6-20 ♦ GOI Fund – INR 0 Cr ♦ CAPEX – INR 201 Cr

♦ GoCG Share – INR 0 Cr ♦ OPEX – 2309.43 Cr
♦ Grant from Convergence Schemes – INR 201 Cr
♦ Funds from Private partners – INR 0 Cr.
Revenue Generated
Page 85 of 92
43. FALL-BACK PLAN

What is your plan for mitigating financial risk? Do you have any alternatives or fall-back plans if t he
financial assumptions do not hold? (max. 250 words)
The SPV considers various types of financial risks in the implementation of the SCP and
accordingly their corresponding mitigation plans are also developed.
RISKS
1. Delay in receiving SCP funds from the State or the Center.
2. Cost escalation or delay in execution or delay or change in scope so as to converge
with other missions.
3. Underlying assumptions for estimation of costs and revenue does not hold good.
4. Lower interest/response from Private Vendors for PPP projects.
5. Funds for sustainability and carry forward the Smart City Initiatives beyond ABD Area.
♦ Mitigation Plan for Risk 1 and 2: Prioritization of projects will be re-done and if required,
high-capex and long-lead time projects will be pushed to the next financial year(s) or
re-prioritizing of projects will include to add/delete/modify these projects or bundle /
unbundle them in accordance with the funds flow.
♦ Mitigation Plan for Risk 3: Cost escalation and time delay is common in infrastructure
projects and to mitigate this risk, the SCP has already considered this aspect by factoring
in 10% additional cost for miscellaneous/ contingency expenses. Also, Projects like City
Bilaspur Carnival & Weekly Rahgiri Day, "36 Chattisgarhi", City-Jan Forums: Community
forums for larger citizen participation in developmental activities, etc., are to be taken up
so as to sensitize citizens to participate and contribute in the smart city initiatives. This will
help in mitigating the risk of lower own revenue generation from service delivery.
♦ Mitigation Plan for Risk 4: (i) Market redevelopment projects (A30, A45 and A50) which
are the substantial component of PPP projects costing Rs. 1,244.70 Crores, will be
developed by the SPV under the State Government’s scheme 'Palika Bazar Scheme',
wherein 50% of the project costs can be financed through Grants and remaining 50%
through loan; (iii) The option of 'Land Monetization' is there wherein a piece of land (20.8
ha) identified by BMC may be monetized out for raising additional funds for financing SCP
projects (Refer Commitment Letter ANNEXURE-.)
♦ Mitigation Plan for Risk 5: (i) the governance and quality control mechanisms of BMC
are improving, it is now an ISO9001 certified entity. Further, the financial strength of BMC
is also improving. BMC is seriously contemplating raising of funds through 'Municipal
Bonds'; accordingly, as an important step in the process of raising resources through
municipal bonds, a credit rating agency is already appointed by BMC; (ii) To generate
additional funds for infrastructure projects, the SPV will take up innovative financing
mechanisms such as Tax Increment Financing (TIF), rationalization of Advertisement Tax
and property taxes, implementation of Value Capture Financing (VCF); (iii) A tripartite
understanding is entered with ASADA and SSADA for integrated synergies which includes
knowledge sharing, resource sharing (including financial resources), tapping economies of
procurements, etc. This would result into additional sources of finance to the SPV for
future projects. [Annex 3, Ex 3.18a,3.18c,3.18d]
Page 86 of 92
ANNEXURE 1
S. No Feature Definition
A smart city constantly adapts its strategies incorporating views of its

1. Citizen participation
citizens to bring maximum benefit for all. (Guideline 3.1.6)
A Smart City has a unique identity, which distinguishes it from all

other cities, based on some key aspect: its location or climate; its
leading industry, its cultural heritage, its local culture or cuisine, or
2. Identity and culture
other factors. This identity allows an easy answer to the question
"Why in this city and not somewhere else?" A Smart City celebrat es
and promotes its unique identity and culture. (Guideline 3.1.7)
A smart city has a robust and resilient economic base and growth
Economy and strategy that creates large-scale employment and increases
3.
employment opportunities for the majority of its citizens.
(Guideline 2.6 & 3.1.7 & 6.2)
A Smart City provides access to healthcare for all its citizens.

4. Healt h
(Guideline 2.5.10)
A Smart City offers schooling and educational opportunities for all

5. Education
children in the city (Guideline 2.5.10)
A Smart City has different kinds of land uses in the same places;
6. Mixed use such as offices, housing, and shops, clustered together.
(Guidelines 3.1.2 and 3.1.2)
A Smart City encourages development to be compact and dense,

where buildings are ideally within a 10-minute walk of public
7. Compactness transportation and are loc ated close together to form concent rated
neighborhoods and cent ers of activity around commerce and
services. (Guidelines 2.3 and 5.2)
A Smart City has sufficient and usable public open spaces, many of
which are green, that promote exercise and outdoor recreation for all
8. Open spaces age groups. Public open spac es of a range of sizes are dispersed
throughout the City so all citizens can have access. (Guidelines 3.1.4
& 6.2)
Housing and A Smart City has sufficient housing for all income groups and
9.
inclusiveness promotes integration among social groups. (Guidelines 3.1.2)
A Smart City does not require an automobile to get around;

Transportation & distances are short, buildings are accessible from the sidewalk, and
10.
Mobility transit options are plentiful and attractive to people of all income
levels. (Guidelines 3.1.5 & 6.2)
A Smart City’s roads are designed equally for pedestrians, cyclists

and vehicles; and road safety and sidewalks are paramount to street
design. Traffic signals are sufficient and traffic rules are enforced.
11. Walkable Shops, restaurants, building entrances and trees line the sidewalk to
encourage walking and there is ample lighting so the pedestrian
feels safe day and night. (Guidelines 3.1.3 & 6.2)
A Smart City has a robust internet network allowing high-speed

12. IT connectivity
connections to all offices and dwellings as desired. (Guideline 6.2)
Page 87 of 92
A Smart City enables easy interaction (including through online and

Intelligent government telephone servic es) with its citizens, eliminating delays and
13.
services frustrations in interactions with government. (Guidelines 2.4.7 &
3.1.6 & 5.1.4 & 6.2)
A Smart City has reliable, 24/7 electricity supply with no delays in

14. Energy supply
requested hookups. (Guideline 2.4)
A Smart City has at least 10% of its electricity generated by

15. Energy source
renewables. (Guideline 6.2)
A Smart City has a reliable, 24/ 7 supply of wat er that meets national
16. Water supply
and global health standards. (Guidelines 2.4 & 6.2)
A Smart City has advanced water management programs, including

Waste water
17. wastewater recycling, smart meters, rainwater harvesting, and green
management
infrastructure to manage storm wat er runoff. (Guideline 6.2)
A Smart City treats all of its sewage to prevent the polluting of water
18. Water quality
bodies and aquifers. (Guideline 2.4)
A Smart City has air quality that always meets international safety
19. Air quality
standards. (Guideline 2.4.8)
A Smart City promotes state-of-the-art energy efficiency practices in

20. Energy efficiency
buildings, street lights, and transit systems. (Guideline 6.2)
Underground electric A Smart City has an underground electric wiring system to reduce
21.
wiring blackouts due to storms and eliminate unsightliness. (Guideline 6.2)
A Smart City has no open defecation, and a full supply of toilets

22.
Sanitation based on the population. (Guidelines 2.4.3 & 6.2)
A Smart City has a waste management system that removes

household and commercial garbage, and disposes of it in an
23. Waste management
environmentally and economically sound manner. (Guidelines 2.4. 3
& 6.2)
A Smart City has high levels of public safety, especially focused on

24. Safety women, children and the elderly; men and women of all ages feel
safe on the streets at all hours. (Guideline 6.2)
Page 88 of 92
ANNEXURE 2
Self-Asse ssment Form
Attach self-a sse ssment format given in supplementary template (Excel sheet),
with columns I-L duly filled
Page 89 of 92
ANNEXURE 3
Twenty sheets ( A-4 and A-3) of annexures, including
annexures mentioned in questions 32, 34, 36
S. No Particulars 
1 Pan State Vision

✔
2 City Profile
✔
3 City-Jan Connect-1
✔
4 City-Jan Connect-2
✔
5 Vision & Strategy
✔
6 Bilaspur ABD Profile
✔
7 Proposed Baney Bilaspur City-Scape (BBCS) Projects
✔
8 City Identity
✔
9 Participatory Development
✔
10 Integrated Development
✔
11 Sustainable Development : Bilasa Greens
✔
12 Sustainable Development
✔
13 Green & Open Spaces
✔
14 Health & Education
✔
15 Recreation
✔
16 Transportation
✔
17 Integrated Feeder Augmentation Project (I-FAP)
✔
18 Economy
✔
19 Pan City: ITMS
✔
20 Pan City: Baney Bilaspur Operations System (BBOS)
✔
Page 90 of 92
ANNEXURE 4
(Supporting documents, such as government orders, council resolutions,
response to Question 33 may be annexed here)
S. No Particulars 
Approval of State High Power Committee (HPSC) to Bilaspur Smart City Proposall
1 ✔
Approval of GBM of Bilaspur Municipal Corporation (BMC) to present the Smart City Plan
2
in General ✔
3 Approval of MIC of Bilaspur Municipal Corporation (BMC) to present the Smart City Plan in
General ✔
Preliminary human resource plan and Institutional arrangement for operationalisation of the
4
SPV. ✔
Supporting Documents related to Governance
5 ✔
6 Supporting Documents related to AMRUT, SBM & SWM
✔
7 Supporting Documents related to Roads & Urban Transport
✔
8 Supporting Documents related to Electricity & Renewable Power
✔
9 Supporting Documents related to Economy & Employment
✔
10 Supporting Documents related to Healthcare
✔
11 Supporting Documents related to Social Welfare
✔
12 Supporting Documents related to Water body & Green Spaces
✔
13 Best Practices & Awards
✔
14 Data backing documents
✔
15 Land ownership documents
✔
16 Municipal Corporation owned land
✔
17 MoUs/LoIs with various state departments and stakeholders
✔
18
19
20
Page 91 of 92
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
Page 92 of 92

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INDIA SMART CITY MISSION

INDIA SMART CITY MISSION

THE SMART CITY CHALLENGE

SMART CITY PROPOSAL

SMART CITY CODE:

CONTENTS QUESTION NO. PAGE NO.

2. ✔ ADMINIS TRATIVE EFFICIENCY

4. ✔ STRATEGIC FOCUS AND BLUEPRINT

5. ✔ CITY VIS ION A ND GOALS

6. ✔ CITIZE N ENGA GEMENT

8. ✔ SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES

PART B: AREA BASED PROPOSAL

10. ✔ APPROACH & METHODOLOGY

11. ✔ KEY COMPONE NTS

12. ✔ SMART URBA N FORM

13. ✔ CONVERGE NCE AGENDA ✔ Table 1

14. ✔ CONVERGE NCE IMPLEME NTATION

15. ✔ RISKS ✔ Table 2

16. ✔ ESSENTIAL FEATURES ACHIEVEMENT PLAN

17. ✔ SUCCESS FACTORS

18. ✔ MEASURABLE IMPACT

PART C: PAN-CITY PROP OSAL(S)

20. ✔ COMPONE NTS

21. ✔ APPROACH & METHODOLOGY

22. ✔ DEMAND ASSESSMENT

23. ✔ INCLUS ION

24. ✔ RISK MITIGATION ✔ Table 3

25. ✔ FRUGAL INNOVATION

26. ✔ CONVERGE NCE AGENDA ✔ Table 4

27. ✔ CONVERGE NCE IMPLEME NTATION

28. ✔ SUCCESS FACTORS

29. ✔ BENEFITS DELIVERE D

30. ✔ MEASURABLE IMPACT

PART D: IMPLEMENTATION PLAN

31. ✔ IMPLEME NTATION PLAN ✔ Table 5

32. ✔ SCENA RIOS

33. ✔ SPV ✔ Table 6 ✔ 7 DOCUME NTS

34. ✔ CONVERGE NCE ✔ Table 7

35. ✔ PPP ✔ Table 8

36. ✔ STAKEHOLDER ROLES

PART E: FI NANCI AL PLAN

37. ✔ ITEMISED COS TS

38. ✔ RESOURCES PLAN

40. ✔ REVENUE AND PAY-BACK

41. ✔ RECOVERY OF O&M

42. ✔ FINA NCIAL TIMELINE

43. ✔ FALL-BACK PLAN

ANNEXURE 1 Smart City features

S. Essential Feature Confirm Para. No.

Assured electricity supply with at least 10% of the Smart City’s

Adequate water supply including waste wat er recycling and storm

3. Sanitation including solid waste management ✔ Page - 36

4. Rain water harvesting ✔ Page - 37

5. Smart metering ✔ Page - 37

6. Robust IT connectivity and digitalization ✔ Page - 37

7. Pedestrian friendly pathways ✔ Page - 37

Encouragement to non-motorised transport (e.g. walking and

9. Intelligent traffic management ✔ Page - 38

10. Non-vehicle streets/zones ✔ Page - 38

11. Smart parking ✔ Page - 38

12. Energy efficient street lighting ✔ Page - 38

In green-field development, if housing is provided, at least 15% N/A

TOTAL 100 POINTS