288 40521 Tender Documents
288 40521 Tender Documents
288 40521 Tender Documents
July 2016
Disclaimer: The views/analysis expressed in this report/document do not necessarily reflect the views
of Shakti Sustainable Energy Foundation. The Foundation also does not guarantee the accuracy of any
data included in this publication nor does it accept any responsibility for the consequences of its use.
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Final Report Roadmap for improving City Bus Systems in India
Acknowledgement
Delhi Integrated Multi-Modal Transit Systems - DIMTS expresses its sincere thanks to the
Shakti Sustainable Energy Foundation (SSEF), for awarding the consultancy assignment for
the preparation of “Roadmap for improving City Bus Systems in India”.
The study team expresses its heartfelt thanks to Mr. Ravi Gadepalli, Program Manager
(Transport), SSEF; Ms. Shilpa Kharwal, Program Associate (Transport), SSEF and officials of
the SSEF for their support from time to time in carrying out the assignment.
Sincere thanks to Mr. Ashish Mishra – CIRT, Pune and Mr. A.K.Goyal – Chief General
Manager, Delhi Transport Corporation, Delhi; for their guidance and critical review during expert
review committee meetings in firming up the roadmap recommendations.
We acknowledge for the support and contributions extended by the Bangalore Metropolitan
Transport Corporation (BMTC), Karnataka State Road Transport Corporation (KSRTC),
Bhubaneshwar Puri Transport Services Ltd. (BPTSL), Dream Team Sahara, Calcutta State
Transport Corporation (CSTC), Calcutta Tramways Company (CTC), West Bengal Surface
Transport Corporation (WBSTC), Himachal Road Transport Corporation (HRTC), Raipur Nagar
Nigam Transport Limited, Amdavad Municipal Transport Service (AMTS), Ahmedabad Janmarg
Limited (AJL), Andhra Pradesh State Road Transport Corporation (APSRTC), Kanpur City
Transport Service Limited (KCTSL), Delhi Transport Corporation (DIMTS), AICTSL, Prasanna
Purple and Maharashtra State Road Transport Corporation (MSRTC) throughout this
endeavour.
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Final Report Roadmap for improving City Bus Systems in India
Table of Contents
ACKNOWLEDGEMENT ............................................................................................................................... II
TABLE OF CONTENTS .............................................................................................................................. III
LIST OF FIGURES .......................................................................................................................................V
LIST OF TABLES .........................................................................................................................................V
LIST OF ABBREVIATIONS .........................................................................................................................VI
EXECUTIVE SUMMARY .............................................................................................................................. 9
1. PROJECT BACKGROUND ........................................................................................................ 21
1.1 BACKGROUND ................................................................................................................ 21
1.2 NEED FOR THE PROJECT................................................................................................. 21
1.3 STUDY APPROACH & METHODOLOGY .............................................................................. 22
2. CITY SELECTION AND DATA COLLECTION PROCESS........................................................ 23
2.1 INTRODUCTION............................................................................................................... 23
2.2 CITY SELECTION PROCESS ............................................................................................. 23
2.3 DATA COLLECTION APPROACH ....................................................................................... 24
2.4 FORMATION OF EXPERT REVIEW COMMITTEE (ERC) ....................................................... 26
2.5 CONCLUSION ................................................................................................................. 26
3. CITY REPORT CARD ................................................................................................................ 27
3.1 INTRODUCTION............................................................................................................... 27
3.2 PRACTICES REVIEWED ................................................................................................... 27
3.3 CITY-WISE BUS OPERATIONAL CHARACTERISTICS ........................................................... 28
3.4 CITY-WISE REPORT CARDS ............................................................................................ 32
3.5 CONCLUSION ................................................................................................................. 55
4. INTERNATIONAL BEST PRACTICES ...................................................................................... 56
4.1 INTRODUCTION............................................................................................................... 56
4.2 EXISTING INTERNATIONAL BEST PRACTICES .................................................................... 56
4.3 SUMMARY OF KEY BEST PRACTICES AND LEARNINGS ...................................................... 59
4.4 CONCLUSION ................................................................................................................. 60
5. GAP ANALYSIS ......................................................................................................................... 61
5.1 INTRODUCTION............................................................................................................... 61
5.2 IDENTIFIED GAPS IN STRATEGIC TRANSPORT PLANNING .................................................. 61
5.3 TECHNOLOGY INTERVENTIONS IN BUS OPERATIONS AND GAP IDENTIFICATION .................. 62
5.4 EXISTING OPERATIONAL PROCESSES AND IDENTIFIED GAPS ............................................. 73
5.5 INSTITUTIONAL AND CONTRACTING STRUCTURE AND IDENTIFIED GAPS ............................. 80
5.6 FUNDING OPTIONS AND IDENTIFIED GAPS ....................................................................... 81
6. POLICY ROADMAP RECOMMENDATIONS ............................................................................ 82
6.1 INTRODUCTION............................................................................................................... 82
6.2 PREPARATORY W ORK TO BE DONE BY STUS/SPVS......................................................... 82
6.3 LIST OF MAJOR INTERVENTIONS ...................................................................................... 82
6.4 POLICY ROADMAP FOR STRATEGIC PT PLANNING............................................................ 84
6.5 ROADMAP FOR TECHNOLOGY INTERVENTIONS ................................................................. 87
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Final Report Roadmap for improving City Bus Systems in India
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Final Report Roadmap for improving City Bus Systems in India
List of Figures
FIGURE 1-1: STUDY APPROACH & METHODOLOGY CHART .............................................................................. 22
FIGURE 2-1: PARAMETERS FOR CITY SELECTION............................................................................................ 23
FIGURE 2-2: SELECTED CITIES FOR COMPREHENSIVE STUDY ......................................................................... 24
FIGURE 3-1: PRACTICES REVIEWED WITHIN CITY BUS OPERATOR ................................................................... 27
FIGURE 3-2: CITY-WISE ROUTE DETAILS ......................................................................................................... 29
FIGURE 3-3: CITY-WISE VEHICLE UTILISATION ................................................................................................ 29
FIGURE 3-4: CITY-WISE EPK, CPK AND OPERATING RATIO ............................................................................ 30
FIGURE 6-1: LIST OF MAJOR INTERVENTIONS .................................................................................................. 84
FIGURE 7-1: VEHICLE AND CREW OPTIMIZATION TOOL .................................................................................. 119
FIGURE 7-2: TIME TABLE PREPARATION TOOL.............................................................................................. 120
FIGURE 7-3: ROUTE PLANNING TOOL............................................................................................................ 122
FIGURE 7-4: BUS MANAGEMENT SYSTEM WEB PAGE...................................................................................... 123
FIGURE 7-5: EXAMPLE OF GIS BASED ASSETS MANAGEMENT SYSTEM- LOCATION ASSETS .............................. 124
FIGURE 7-6: BUS MANAGEMENT SYSTEM WEB PAGE...................................................................................... 126
FIGURE 7-7: BUS FLEET ROUTE PLANNING SOFTWARE .................................................................................. 126
FIGURE 7-8: NEW JERSEY TRANSIT BUS ROUTE PLANNING ........................................................................... 127
FIGURE 7-9: EXAMPLE OF ROUTE COLOUR CODING SYSTEM – MARYLAND, U.S.A. ......................................... 128
FIGURE 7-10: EXAMPLE OF ROUTE NUMBERING - DOWNTOWN SALT LAKE MAP .............................................. 128
List of Tables
TABLE 0-1: SUMMARY OF OPERATIONAL AND FINANCIAL PERFORMANCE OF STUS ........................................... 10
TABLE 0-2: ACTION PLAN AND STAKEHOLDER RESPONSIBILITIES .................................................................... 20
TABLE 2-1: DEPARTMENTS AND OFFICIALS OF STUS AND SPVS CONTACTED................................................... 25
TABLE 3-1: CITY STUS AND PRIVATE OPERATORS ......................................................................................... 30
TABLE 4-1: CITY-WISE KEY AREA AND LEARNING ............................................................................................. 59
TABLE 4-2: CITY-WISE KEY AREA AND LEARNING ............................................................................................. 59
TABLE 5-1: GAP ASSESSMENT OF STRATEGIC TRANSPORT PLANNING ............................................................. 61
TABLE 5-2: GAP ASSESSMENT IN TECHNOLOGY DEPLOYMENT IN BUS OPERATIONS IN INDIA .............................. 62
TABLE 5-3: GAP ASSESSMENT IN OPERATIONAL PROCESSES OF CITY BUS SERVICES ........................................ 73
TABLE 5-4: GAP ASSESSMENT OF INSTITUTIONAL AND CONTRACTING STRUCTURE .......................................... 80
TABLE 5-5: GAP ASSESSMENT OF FUNDING OPTIONS ..................................................................................... 81
TABLE 6-1: STATUS OF STRATEGIC PT PLANNING STUDIES IN INDIA ................................................................ 84
TABLE 6-2: CITY CATEGORIES ....................................................................................................................... 85
TABLE 6-3: POLICY ROADMAP RECOMMENDATIONS FOR STRATEGIC TRANSPORT PLANNING ............................ 86
TABLE 6-4: POLICY ROADMAP FOR TECHNOLOGY INTERVENTIONS ................................................................... 89
TABLE 6-5: CURRENT STATUS IN DIFFERENT ORGANIZATIONS ........................................................................ 98
TABLE 6-6: POLICY ROADMAP FOR OPERATIONAL PROCESS .......................................................................... 100
TABLE 6-7: STATUS OF CONTRACTING STRUCTURE IN CITY BUS OPERATIONS IN INDIA .................................. 110
TABLE 6-8: POLICY ROADMAP FOR INSTITUTIONAL AND CONTRACTING REFORMS IN CITY BUS OPERATIONS ..... 111
TABLE 6-9: POLICY ROADMAP FOR FUNDING ................................................................................................ 112
TABLE 8-1: ACTION PLAN AND STAKEHOLDER RESPONSIBILITIES .................................................................. 131
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Final Report Roadmap for improving City Bus Systems in India
List of Abbreviations
AC Air Conditioner
ADB Asian Development Bank
AG Aktiengesellschaft (Corporation)
ÄICTSL Atal Indore City Transport Services Limited
AJL Ahmedabad Janmarg Limited
AMRUT Atal Mission for Rejuvenation and Urban Transformation
AMTS Ahmedabad Municipal Transport Service
APC Automatic Passenger Counting Systems
APSRTC Andhra Pradesh State Road Transport Corporation
ASRTU Association of State Road Transport Union
AVLS Automatic Vehicle Location system
BFMS Bus Fleet Management System
BMTC Bangalore Metropolitan Transport Corporation
BPTSL Bhubaneshwar Puri Transport Services Ltd
BQS Bus Queue Shelter
BRT Bus Rapid Transit system
CAN Controller Area Network
CCTV Closed Circuit Television
CDP Comprehensive Development Plan
CEO Chief Executive Officer
CEPT Centre for Environmental Planning and Technology University
CGM Chief General Manager
CIRT Central Institute of Road Transport
CMP Comprehensive Mobility Plan
CNG Compressed Natural Gas
CSTC Calcutta State Transport Corporation
CTC Calcutta Tramways Company
CTTS Comprehensive Traffic and Transportation Study
DIMTS Delhi Integrated Multimodal Transit system Limited
DOS Disk Operating System
DPR Detailed Project Report
DTC Delhi Transport Corporation
DTS Dream Team Sahara
DULT Directorate of Urban Land Transport
DVR Digital Video Recorder
EPB Earning per Bus
EPKM Earning per kilometer
ERC Expert Review Committee
ERP Enterprise resource planning
ETA Expected Time of Arrival
ETM Electronic Ticketing Machine
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Final Report Roadmap for improving City Bus Systems in India
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Final Report Roadmap for improving City Bus Systems in India
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Final Report Roadmap for improving City Bus Systems in India
Executive Summary
With rapid urbanization, Indian cities are witnessing increased travel demand combined with
demand for faster, reliable and economical transport facilities. However, most of the existing
urban public transport systems in India are unable to meet this demand, thereby inducing
users to shift towards privatised motorised modes of transport like cars and two-wheelers for
their mobility needs.
The responsibility for urban development including urban transport rests with the State and
Local Governments. The State Transport Undertakings (STUs) continue to dominate the
road transport services for passenger mobility in providing inter-state, intercity services.
STUs also provide city transport services in few cities. On the other hand, few mega-cities
have exclusive city transport corporations or special purpose vehicle (SPVs) formed for city
bus operations. In smaller towns and cities, city buses are operated by unorganised/ un-
regulated private players.
It is only in the recent past that few cities have received dedicated urban buses through
JnNURM funding. Besides, city bus operations in most cities are financially unsustainable,
one of the main reasons for which is Government’s obligation to serving all sections of the
society and connecting most parts of the city on subsidised rates. It is important that the
passenger ridership of the city bus systems needs to be enhanced by providing faster,
reliable, comfortable and safe travel to its passengers.
Towards this objective, this project carried out the following activities:
Review of existing operational, planning and management of bus operations
Identified gaps in five intervention areas- strategic planning, operational practices,
technological deployment, contracting structure and funding
Developed list of prioritized interventions for various classes of State Road Transport
Undertaking (STU)
The case cities for this study purpose were selected through a scientific manner. The 58
cities that procured and developed bus systems through funding support from JnNURM were
shortlisted in the initial phase. Secondary data for each city was collected and updated
through various sources like reports available in the public domain. Based on data analysis
and parameters like city characteristics, availability of public transport modes, population,
geographical location, bus fleet, progressiveness and multimodality the cities were
categorised into ten groups.
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Final Report Roadmap for improving City Bus Systems in India
City wise data regarding operational and financial statistics was collected from STUs/SPVs
such as fleet size, route details, staff details, revenue, expenditure and accident details and
a summary of the observations are as follows:
Parameters
Populati Fleet
Vehicle Revenue Expenditure
City City Bus Operator on (UA) Held Total
Utilization (Rs. Per (Rs. Per
in (Actu Routes
(Km/bus/day) km) km)
Millions al)
Amdabad Municipal
Transport Service 7.2 979 154 205 24.57 71.67
(AMTS)
Ahmedabad
Ahmedabad
Janmarg Limited 7.2 230 12 223 29.91 56.62
(AJL)
Bangalore
Metropolitan
Bangalore 9.5 6419 245 208 49.6 49.0
Transport
Corporation (BMTC)
Bhubaneshwar-Puri
Not Not
Bhubaneshwar Transport Services 0.9 185 9 170
indicated indicated
Ltd. (BPTSL)
Delhi Transport
16.7 4468 566 188 29.8 71.4
Corporation (DTC)
Cluster Buses (Delhi
Delhi Integrated
Multimodal Transit 16.7 1490 93 210 31.5 49.2
system Limited –
DIMTS)
Atal Indore City
CNG- 300, Not
Indore Transport Services 2.1 150 14 32.0
Midi - 190 indicated
Limited (ÄICTSL)
Kanpur City
Kanpur Transport Service 2.9 270 24 102** 19.5 22.7
Ltd (KCTSL)
Calcutta State
Transport 14.0 820 112 230 34.8 111.6
Corporation (CSTC)
West Bengal Surface
Transport
Kolkata 14.0 236 18 33.8 59.7
Corporation
(WBSTC) Ltd.
Calcutta Tramways
Co. (1978) (CTC) 14.0 456 76 206 21.8 59.4
Ltd.
Karnataka State
Road Transport
Mysore 0.9 445 40 228 36.0 44.0
Corporation
(KSRTC)
MSRTC
(Maharashtra State
Nashik 1.4 264 543 235 32.3 46.6
Road Transport
Corporation)
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Final Report Roadmap for improving City Bus Systems in India
Parameters
Populati Fleet
City City Bus Operator Vehicle Revenue Expenditure
on (UA) Held Total
Utilization (Rs. Per (Rs. Per
in (Actu Routes
(Km/bus/day) km) km)
Millions al)
Raipur Nagar Nigam
Raipur transport Limited 1.1 100 11 200 17.8 14.4
(RNNTL)
Himachal Pradesh
Shimla Road Transport 0.17 169 245 98 36.0 53.3
Corporation
Andhra Pradesh
State Road
*
Vishakhapatnam Transport 1.7 654 200 298 23.4 29.4
Corporation
(APSRTC)
*covers operations in long distance suburban routes
**includes offloaded buses also
Source: DIMTS Survey (2016)
Observations:
The fleet size increases with size of the city. However, cities like Kolkata,
Ahmedabad and Kanpur do not follow the trend. Based on the norms released by the
MoUD to estimate the bus requirement of a city based on its size, there is a shortfall
of more than 4000, 1000 and 800 buses respectively in these cities. Delhi also has a
shortfall of more than 4000 buses.
Delhi has most number of routes, but the most standout case was of Nashik
(operated by MSRTC) which has 543 routes with 264 buses. This is mainly because
each bus has a minimum of 3 routes to serve.
Simultaneously, the best practices followed by other peers in different parts of the world
were reviewed. The best practices can lay down the foundation for Indian cities to initiate
reforms. Indian cities can learn the management practices and technology implementation
done in cities like Singapore, Hong Kong and London. Further, there are some other key
examples of best practices in different cities around the world. Based on the review of the
existing best practices in the world and their comparison with practices followed in city bus
operation in India, gaps were identified.
The existing gaps identified for each of the intervention area are as follows:
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Final Report Roadmap for improving City Bus Systems in India
Collection of in-accurate data due to network issue and poor maintenance of the
devices
Lack of integration of on-board computer systems available on new buses procured
under JnNURM with other systems in the buses
Installation of GPS devices on a stand-alone basis, without driver consoles except in
Ahmedabad and Mysore
Lack of two-way communication system in the buses.
Absence of panic buttons and on-stop bus request buttons in buses
Limited use of planning and scheduling systems to prepare timetables and duty
rosters for the crew and buses.
Lack of automated systems for attendance and leave application. Currently, the
process followed is manual, and suffers from favoritism and mal-practices.
No city has implemented Bus Fleet Management System or MIS / ERP system till
date
No analysis or data analytics is done with the available data
3) Gaps in Operational Processes
Use of local knowledge and judgement for route planning and rationalization instead
of scientific data.
Non-optimal and inefficient operations due to adoption of manual systems using
parameters like journey speed and EPK for timetabling and schedule adjustments.
Several cities have computerized some of their functions but in an isolated manner.
The existing MIS system is outdated and requires major upgrades. In current times
when data is being made available from GPS/ETM on a disaggregated level, these
MIS systems require an overhaul to incorporate new data availabilities.
Most of the cities are still struggling with maintenance due to non-availability of spare
parts and technical manpower. Breakdown analysis is not done to identify the
reasons of failure – Spare Parts, Driver or Workshop
Stand-alone system for procurement (Least cost contracts system in use), inventory,
fuel and store consumption is used in the depot. There is no standard quality
monitoring procedure to check the material at the time of entry.
Human resource department is setup only at HQ level. In smaller STUs (Nashik and
Shimla) and SPVs (Kanpur and Indore), there is no separate HR department to
manage these functions
4) Gaps in Institutional and Contracting framework
Neglect of city bus operations as STUs that operate city bus services focus more on
the inter-city bus services. For operations, old fleets are used and quality of service is
poor, though they have domain experience
Lack technical staff/knowledge in the ULBs that supervise city bus operations
Lack of monitoring of service delivery in Net cost contracts for bus operations as
there is no risk of revenues to the ULBs. Private operators are interested in only
operating on profit making routes and therefore neglect several areas.
5) Gaps in funding
In most cities, no regular fare revisions are carried out for various reasons.
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Final Report Roadmap for improving City Bus Systems in India
The general project studies which are required to carried out by STUs and SPVs before the
adoption of the recommended policies or which can be taken up along with implementation
of the recommendations are as follows:
Business plan: - All SPVs and STUs shall prepare a business plan for the
organisation for minimum 10 years and maximum 20 years. The business plan can
have the future inflow of funds detailed out along with bus requirements, requirement
of new departments, new recruitments, hiring policy, fare revision mechanisms, and
bus procurement phasing plan
Detailed Project Report (DPR) / Bus Modernisation Plan: Conduct a feasibility
study along with bus requirement and modernisation plan including ITS facilities,
infrastructures and funding requirements.
Roadmap Recommendations
The interventions suggested in the roadmap are divided into Short Term (0 – 2 years),
Medium Term (2 – 5 years) and Long Term (5 - 10 years). The cities are categorised into
progressive, moderately progressive and least progressive and accordingly suitable
recommendations and road map is worked out. The priority list of interventions and general
requirements of STUs and SPVs for efficient follow-up of the roadmap are also discussed in
the sections below.
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Final Report Roadmap for improving City Bus Systems in India
Form separate business units / divisions, one for planning and another for operations
which are integrated within STUs/SPVs
Modify the existing service level benchmarks (SLBs) with focus on overall mobility.
For example:
o Availability of PT modes within 500m/1000m of settlements
o Average waiting time not more than 10 min
o Frequency of buses 5 min during peak hour and 10 min during off-peak hours
etc.
Long term:
Use Big Data and modelling for decision making
Develop simple mapping tools to conduct PT accessibility analysis, plot O-D desire
patterns when modelling software are not used.
2) Roadmap for Technology Interventions
a) Vehicle Tracking
Short Term:
Integrate the existing city map with layers like key destinations and other transport
infrastructure
Improve GPS reliability and calibrate the systems as per the field conditions
Medium term:
Install key components like panic button, driver console etc.
Integrate new buses with OBD-II with the existing system and calibrate the system to
improve Expected Time of Arrival (ETA) of buses
Long Term:
Explore the feasibility of installing driver behavior monitoring systems and if feasible,
create exception reporting and alerts system for deviation from the set benchmarks
like speed, route and schedule
b) Revenue Collection
Short Term:
Use existing ETM infrastructure to introduce smart card in buses
Introduce common mobility cards
Medium term:
Study feasibility of restructuring the existing fare collection mechanism and introduce
card validators in the buses.
Long Term:
Introduce new payment mechanism like NFC and wallet payment for ticketing
c) Passenger Information Systems
Short Term:
Install CCTV cameras and surveillance systems in the fleet and terminals and
integrate the live feed with the operation control centre
Medium term:
Install PIS network at key bus stops and terminals including railway stations and
airports). Then integrate the journey planner tool and create a mobile app providing
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Final Report Roadmap for improving City Bus Systems in India
real-time information. In later stages, install PA system with internal PIS boards and
integrate all information channels to share traffic update, transport options and
shortest routes
Long Term:
Develop lite version indigenous planning and scheduling system for automation of
timetabling of scheduling process
d) Fleet Management Systems
Short Term:
Implement all modules of BFMS system for complete automation of HQ and all
depots
Medium term:
Streamline the existing processes and use technical tools to automate key functions
such as maintenance, store & purchase, fuel, accounts and HR
Implement biometric system for payroll and setup KPIs for each department and
functional areas
Implement Wi-Fi and infotainment systems in all buses in-lieu of advertising rights
Long Term:
Implement APC in selected routes on pilot basis to measure the increase in revenue
e) MIS and Data Analytics
Short Term:
Set up separate divisions for MIS and Data Analytics
Conduct capacity building of the existing manpower and recruit specialized staff to
conduct data analysis
Medium term:
Use data to make decisions in the organization
Long Term:
Use data for the planning of new routes and rationalization of existing routes
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Final Report Roadmap for improving City Bus Systems in India
b) Time tabling
Short Term:
Use GPS data to calculate the bus running time for different times of the day (peak
and off-peak hours), month and seasons in both directions
Medium Term:
Use ETM data to create stop wise boarding profile and adjust schedule
Long Term:
Introduce software to streamline processes as per the technology roadmap
c) Duty Roaster of Crew and Bus scheduling
Short Term:
Prepare duty roasters for longer period (six months or more) after taking inputs from
the crew
Medium Term:
Notify the crew about duty allocation through SMS a day before the duty and/or
provision for crew to accept/ decline duty allocated using SMS or IVRS
Install Crew Management Kiosks at all depots for crew attendance (biometric) and
duty allocation
Long Term:
Introduce software to streamline processes
d) Maintenance Practices
Short Term:
Develop an application using MS-Excel or MS-Access to keep record of maintenance
schedules
Group buses in smaller lots and introduce regular preventive maintenance schedules
– daily, weekly, monthly and yearly
Strengthen the fleet maintenance activities by hiring technical manpower or
monitoring the performance of service provider
Monitor key activities like engine oil consumption, tyre pressure, driver complaints,
repeated breakdown, and spare part consumption on daily basis
Medium Term:
Create automated tools for daily analysis of maintenance activities, breakdowns,
incidents - bus-wise, driver-wise and route-wise
Introduce special incentive schemes for workshops with lowest breakdown of
vehicles
Create digital maintenance log-books for each vehicle to keep record of maintenance
activities
Conduct capacity building of technical manpower on new technologies
Long Term:
Set up training facilities for the technical manpower
Implement Maintenance Management System – as part of the BFMS under
Technology Roadmap
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Final Report Roadmap for improving City Bus Systems in India
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Final Report Roadmap for improving City Bus Systems in India
Long Term:
Use automated systems to identify same feedback/ suggestions received from
different sources
h) MIS
Short Term:
Prepare MIS report and table of existing information in readable formats
Review existing MIS parameters to add new parameters and remove redundant
parameters
Conduct capacity building of existing manpower and recruitment of specialized staff
to conduct data analysis
Medium term:
Create lite application using Macros in MS-Excel or MS-Access to automate the
analysis of raw data
Generate exception reports on all key parameters (schedule adherence, out-shedded
trips, missed trips, speed of buses etc.) and compare with past data on performance
Generate revenue data on ridership, revenue collected, passengers carried etc., and
integrate with route planning
Use operation data to improve timetables, bus schedules and network plan
Long Term:
Implement data analysis and optimization as per technology roadmap
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Final Report Roadmap for improving City Bus Systems in India
Medium term:
Hire a PMC to assist the Transport Department/ULBs/STUs with technical support
and bid process management
Test the Gross Cost Contracting options – Modify the contract type from net cost to
gross cost based on market review
Long Term:
STUs operating the buses should shift their city bus operations through formation of
SPV and selection of operators based on Gross Cost Contract with KPIs/Hybrid
options
Long Term:
Introduce priced parking based on Public Transport Accessibility Level (PTAL) and
utilize the revenue generated for improvement of the system
Proposed new tools for improving bus systems efficiency
Based on the above recommendations, the following tools and toolkits are proposed to be
developed either by the Government, a NGO, or a commercial start-up to enable efficiency
enhancement in bus system in India:
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Final Report Roadmap for improving City Bus Systems in India
Sl. Area of
Action Plan Major Stakeholder
No. Intervention
Strategic Periodic Amendment of PT Policy
MoUD
1 Transport guidelines based on requirements
Planning Development of PT Master Plan / CMP ULBs / City Government
Development of model document for
MoUD / MoRTH
Technology Bus Modernisation Plan
2
Interventions Implementation of GPS, ETMs, CCTVs,
STUs / SPVs / ULBs
PIS etc.
Development of Toolkit for process
MoUD / MoRTH
modernization
Awareness campaigns on the policy
Improving roadmap recommendations with STUs NGOs and Think-Tanks
3 Operational and SPVs
Process NGOs in collaboration
Training and Workshop sessions with ASRTU / IIT / SPA /
CIRT / CEPT
Conducting Route Planning and route
ULBs / STA
rationalization studies
Institutional
Review of existing HR Policy Amendment by respective
and State Governments
4
Contracting Development and implementation of
By CIRT / ASRTU
Framework Training Modules
Development of PT funding policy
MoUD / MoRTH
Funding guidelines
5
Options Fare Revision Mechanisms and
State Government
dedicated fund for PT
It is evident that all the recommendations would have to be implemented by respective STUs
and SPVs while other stakeholders provide a supportive role. The responsibility rests with
the STU/SPV to improve the city bus system for users as well as for the agency in terms of
operational and financial efficiency.
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Final Report Roadmap for improving City Bus Systems in India
1. Project Background
1.1 Background
Indian cities have witnessed disproportionate growth of private vehicles (growth rate of 12%
per annum in the last two decades) and reduced share of public transport modes which are
often faced with issues such as inadequate route-network coverage, unreliable services,
inefficient operations and unavailability of fleet for operations, overcrowding during peak
hours, etc. Thus, it is critical to develop efficient and good quality public transport systems in
cities. There are several types of public transport modes available which can provide various
capacity levels, flexibilities to cover catchments under different cost implications.
Bus based public transport systems offer medium to high capacities to serve low to medium
trip lengths with low cost and high flexibilities; and are attractive to the Urban Local Bodies
(ULBs), Transport departments and State Transport Authorities (STA) for implementation.
Bus systems can also be used as feeder to rail based systems for first and last mile
connectivity.
To achieve a significant modal shift from private to public modes, the Government of India
has launched several schemes that encourage greater use of bus based public transport
system in cities. However, even after sustained efforts, the present status of city bus service
in India indicates that the issues still exist in most cities, in varying extents. Some of the key
issues faced in urban bus transportation system and by city bus operators are listed below:
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Final Report Roadmap for improving City Bus Systems in India
judgment and local knowledge, and use limited data feed from actual operations back to
making important decision on improving operations. This situation causes inefficient
operations, impacts commercial viability and results in poor level of service for users. This
reduces the lucrativeness of public transport system and its ability to cause mode shift from
private vehicles.
Considering this situation, Shakti Sustainable Energy Foundation (SSEF) has taken up an
initiative to identify a Roadmap for improving the city bus system in India. This project
identifies the most needed interventions for improvement of bus based public transport
systems in cities. For this, SSEF assigned the Consultancy Services and respective tasks to
M/s Delhi Integrated Multi Modal Transit System Limited, Delhi.
In order to accomplish the above task, the following scope was adhered to:
Determine a baseline of existing city bus systems in India including operations and
management practices.
Developing a comprehensive list of interventions for cities to improve their systems
Consultations with bus agencies for a detailed assessment of the current practices
and challenges in improving the interventions identified
Shortlisting a feasible set of interventions in consultation with cities and experts
Priority mapping of shortlisted interventions vis-à-vis the type of city bus system
Constituting a review committee for feedback on the proposed priority interventions
Developing a Policy roadmap for the overall improvement of city bus systems in India
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The five (5) indicators and their subgroups lead to around 400 numbers of different criteria
combinations into which the cities can be categorised. Out of these combinations only
realistic/feasible combinations were considered and analysed further.
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The data collected from the above mentioned process were collated and analysed to
understand the process followed in operations under various functional heads of each STUs.
The departments contacted for collecting data for each city are summarised in Table 2-1.
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2.5 Conclusion
After visiting all the selected STUs and SPVs, data was collated and summarised to
understand the performance level of each of the city bus operator. The details of the
processes reviewed, analysis and city data is provided in the next chapter.
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The data was collected based on questionnaires was used to conduct comparative analysis
and also to prepare summary of the processes followed by STUs (provided as city report
cards).
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1
Based on the MoUD guidelines of minimum bus requirement against population of the cities
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The key indicator of financial performance is the bus operating ratio. This is the ratio
of total operating costs to revenue. It is estimated based on ratio of cost per kilometre
(CPK) to earnings per kilometre (EPK). Ratio of below 1 indicates profits and greater
than one indicate losses.
Of the 12 cities, only Raipur performs with positive financials and Bangalore with
breakeven financial performance.
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All other cities incur huge losses such as Kolkata (2.62) followed by Delhi (1.99). This
is mainly due to pending fare revisions and increasing oil prices. The revenue,
expenditure and the operating ratio for all cities are provided in the figure provided.
Prasana Purple
Mobility Pvt. Ltd.,
Amdavad Municipal Transport Service (Municipal Shyama Shyam
Gross
Corporation) Services Centre,
Mateshwari Travels
Ahmedabad Pvt. Ltd.
Chartered
Automotive Pvt. Ltd.
Ahmedabad Janmarg Limited (SPV) Gross
Shree Maruti Travel
Pvt. Ltd.
Dream Team
Bhubaneshwar Bhubaneshwar-Puri Transport Services Limited (SPV) Net
Sahara (DTS)
Prasanna Purple
Net
Indore Atal Indore City Transport Pvt. Ltd. (SPV) Mobility Pvt. Ltd.
Gross
Time Travel Pvt. Ltd.
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Sri Durgamba
Raipur Raipur Nagar Nigam Transport Limited (SPV) Net
Transit Pvt Ltd.
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2
Route Planning Traditional method of route planning Moderate
2
Based on judgment and local knowledge of major city generators, accessibility of various areas, public requests
and request made by local political leaders.
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Security and
- CCTVs are not installed currently.
Surveillance
- BPTSL is doing Preventive maintenance – daily, monthly and
docking (3 months).
- The maintenance processes and records are done manually at
Maintenance
present. Maintenance was responsibility of the vehicle Moderate
Practices
manufacturer. All repair and maintenance inventory is done
manually and no software is used for the purpose. Instead, log
books and registers are maintained.
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- MIS reports at depot level are being generated manually and later
data entry done through computers by the statistical department.
- The statistician in the Head Office prepares daily, monthly and
yearly operational reports for the management to review. Weekly
reports are generated, based on requirements of the
MIS & Data
management. Moderate
Analytics
- Data analysis is done by statistical department (in house) based
on ETMs data, route ridership and ticket sold, operation and
maintenance cost, customer feedback and local knowledge
and then performance report are generated to review the route-
wise performance in terms of earnings and operational efficiency.
- Rate contract procurement process is done at the central office
level.
Stores and - The request for purchase is sent from the divisional level to the
Moderate
Purchase central office and tendering process is done manually on the
basis of rate contract by the central office. The store inventory is
done manually at the depot / divisional level.
Modern
- Standard depot equipment are being used.
Equipment
Other sources - Advertisement inside and outside buses. The revenue sharing
of revenue model is that 20% share has to be given to BPTSL, while the rest
generation is retained by the operator (DTS).
Fare revision - No fare revision formula.
- Customer feedback can be submitted using Email, Website,
User Feedback
Mobile SMS and Telephone. Moderate
system
- Feedback complaint tracking redressed is done by these systems.
Human
Resource
Management
Leave Poor
- Manual leave management system is available.
Management
Attendance - Bio-metric are used.
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- DTC: Materials are procured through Lowest cost contract (L1) at the
Stores and central office level.
Moderate
Purchase - Cluster: Stores and purchase management is done by
concessionaire or vehicle manufacturer.
Modern
- DIMTS: Modern equipment’s are used by the private operators.
Equipment
Other sources
of revenue - Cluster: Display of advertisement on Cluster buses is in progress.
generation
- Fares are decided by the Transport Department, applicable both in
Fare revision
DTC and Cluster services.
User Feedback - DTC: Call center and Website
Moderate
system - Cluster: Mobile app, OCC, Mail, Letters, Feedback forms on website
Human
Resource
Management
Leave Moderate
- Cluster: Concessionaire/ Man power agency (Conductor)
Management
- DTC: Presently both biometric and manual systems exist.
Attendance
- Cluster: Biometric attendance system is being used.
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Security and
- CCTVs are not installed currently.
Surveillance
- KCTSL carries out Preventive maintenance as per manufacturing
schedules. The maintenance processes and records are done
manually at present. Repair & Maintenance activities are out
sourced to a service provider.
Maintenance
- Software are under development. Fuel management is maintained Moderate
Practices
by software. The data of earned and missed km are fed into
software, developed in house by service provider, which
automatically updates driver wise, bus wise earned km and fuel
average achieved.
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14 millions
(2011) CTC - 456 76 206 21.83 59.4
WBSTC –
18 - 33.87 59.76
236
Route - In the absence of any travel data, existing routes are evaluated
Moderate
Rationalization based on public demand.
Level of ITS
implementation
- CSTC: Introduction of ETMs is in progress (60% complete) . Online
Ticketing Advanced Ticket reservation system for long distance services
- CTC/ WBSTC: Manual, pre-printed tickets are used
- CSTC: Route information are available on the website
Passenger
- CTC: Route information are available on the website Moderate
Information
- WBSTC: Website is under preparation
- CSTC: In progress
Monitoring - CTC: Done manually
- WBSTC: GPS are implemented in buses.
Security and
- CSTC/ CTC/ WBSTC: CCTV cameras are installed in Volvo bus
Surveillance
- CSTC/ CTC: Both Preventive and Corrective maintenance is done
daily and after completion of 20 thousand km periodicity.
Maintenance
- WBSTC: Both Preventive and Corrective maintenance is done Moderate
Practices
with weekly, monthly, yearly and Km based as per manufacturers
recommendations.
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Other sources
- Commercial development at terminals and depots, Advertisement
of revenue Good
inside and outside buses.
generation
Fare revision - No fare revision formula.
User Feedback - KSRTC has good passenger feedback systems which consist of
Good
system following: Web Portal, SMS alerts, IVRS.
Human
Resource
Management
Leave Moderate
- Automatic leave management system is available.
Management
Attendance - Biometric system is used for marking attendance.
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Security and
- CCTVs are not installed currently.
Surveillance
- Preventive maintenance is done with three periodicity; daily,
monthly and docking (3 months).
Maintenance
- All repair and maintenance inventory is done manually and no Moderate
Practices
software is used for this purpose. Instead, log books and registers
are maintained.
- Currently, MIS at depot as well as divisional level is generated
manually and later data entry done through computers by the
MIS & Data statistical department.
Moderate
Analytics - Data analysis is done by statistical department (in house) and
performance reports are generated to review the route-wise
performance in terms of earnings and operational efficiency.
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Time Tabling - Time tabling is done manually but at centralized level. Poor
- Frequency adjustment is done manually and ETM data is
downloaded after completion of shift. Based on the information
from the ETM for few days, which is analysed to understand the
Frequency
demand for each route through which the frequency of buses is Moderate
Adjustment
modified.
- Frequency is fixed based on demand as high frequency and low
frequency bus routes.
- Bus & Crew Scheduling Management is done by a manual
process in Raipur. The Duty Roster or ROTA is prepared
manually on a daily basis and released in morning to staff.
Duty Roster of
- Crew scheduling is done at centralized level (operator’s office) on
Crew and Bus Poor
weekly basis and based on arrival times of conductor and drivers.
scheduling
- The ETMs are handed over to the conductor along with the vehicle
number and route on which to be operated by the operations
manager.
Level of ITS
implementation
- Offline ETMs are fully implemented. Smart card based ticket
Ticketing
system was launched on pilot basis.
passenger Moderate
- PIS inside buses are implemented.
Information
Monitoring - GPS are implemented in buses.
Security and
- CCTV cameras are installed in 100 buses.
Surveillance
- RNNTL is done Preventive maintenance. Repair & Maintenance
activities are out sourced to vehicle manufacturer.
Maintenance
- Operations and Maintenance contract was a part of the bus Moderate
Practices
procurement from the manufacturer as these buses were procured
as part of the JnNURM.
- MIS is being generated manually and a spreadsheet tool is
developed by the operator for the MIS purpose in which data is fed
MIS & Data from the ETMs.
Moderate
Analytics - Data analysis is done based on ETMs data, GPS devices data,
route ridership and ticket sold, operation and maintenance
cost, customer feedback and local knowledge and then
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Duty Roster of - Bus & Crew Scheduling Management is done by a manual process
Crew and Bus in Shimla. The Duty Roster or ROTA is prepared manually on a Poor
scheduling daily basis and released in morning to staff.
Level of ITS
implementation
Ticketing - Offline ETMs are fully implemented.
Passenger
- PIS inside buses are implemented. Moderate
Information
Monitoring - GPS are implemented in buses.
Security and
- CCTV cameras are installed in 169 buses.
Surveillance
- Himachal Pradesh City Transport bus stands Management &
Development authority (HPCTBSMDA) carries out Preventive
Maintenance maintenance with weekly periodicity.
Moderate
Practices - Repair & Maintenance activities are done in-house by Himachal
Road Transport Corporation which is entrusted operation of city
buses, on weekly basis at depot level.
- MIS is being generated manually and a spreadsheet tool is
developed by the operator for the MIS purpose in which data is fed
from the ETMs.
MIS & Data - Data analysis is done based on ETMs data, GPS devices data,
Moderate
Analytics route ridership and ticket sold, operation and maintenance
cost, customer feedback and local knowledge and then
performance report are generated to review the route-wise
performance in terms of earnings and operational efficiency.
- All three procurement process, Open tenders, Limited tenders
Stores and and Rate Contract are done at the central office level by service
Moderate
Purchase provider.
- The request for purchase is sent from the divisional level to the
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3.5 Conclusion
After analysing the operational characteristics of each STUs in 12 cities, the operational
process, ITS deployment and contracting structure is compared with the international best
practices. In the next chapter, international best practices followed worldwide for each of the
operational characteristics and ITS deployment is provided.
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4.1 Introduction
Government of India is keen to revive all loss making public bus operators and also to open
up the sector for the private players. As highlighted above, some of the bus operators are
following good practices, which can be adopted by their peers.
It is equally important to understand the best practices followed by other peers in different
parts of the world. These best practices can lay down the foundation for Indian cities to setup
reform. Indian cities can learn the management practices and technology implementation
done in cities like Singapore, Hong Kong and London. Further, there are some other key
examples of best practices in different cities around the world. In this chapter, a brief of the
best practices followed worldwide for city bus operations are provided.
It is important to involve customer feedback in the planning stage. TfL London is operating
700 bus routes in the city and around 15% to20% bus routes are revised every year. TfL
reviews the routes thoroughly to increase the patronage and efficiency. The authority also
solicits feedback from public, user advocacy group (TravelWatch) and other stakeholders.
The consultation process helps the authority to understand local opinion about the proposed
changes to a number of bus routes. The communication is sent to registered Oyster Card
holders who use local routes in the area through email. The questionnaire for customer
feedback from the public users consists of 13 questions (10 general and 3 specific).
Further, the route network should be simple and understandable. For example, Barcelona
modified its route network based on orthogonal grid scheme – vertical, horizontal and
diagonal routes. Similarly, Seoul designed 4 new types of routes with color coding – Trunk
Lines (Blue), Feeder Lines (Green), Circular Lines (Yellow) and Wide Area Lines (Red).
LTA Singapore has recently introduced on-demand bus service based on crowdsourcing
principle. The authority has launched a mobile app – Beeline. The commuters can indicate
and suggest Origin, Destination and Arrival time at destination using this app. The authority
analyses the crowd-sourced data with existing transport data to identify popular routes. In
case of sufficient demand, the route is launched and the customer can do the booking to
reserve the seat using the same app.
Technology plays a key role is public transport operation. It is important for all stakeholders
– authority, operator, employee and commuters. KMB Hong Kong has implemented vehicle
and crew scheduling to automate the process. The scheduling engine uses algorithms to
create cost-saving vehicle and crew schedules, as well as multi-day rosters. Scheduling
system is integrated with vehicle maintenance system and human resource system to take
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automatic inputs related to availability of buses and staff members. Similarly, START
ROMAGNA in Ravenna (Italy) adopted Intelligent Garage Solution to optimized preventive
and predictive maintenance.
It is equally important to have vehicle monitoring and fare collection system. TfL London
introduced implemented bus communication and information system (iBus) to install
equipment in 8,500 buses, 90 depots and 42 service control centres. The system records
kms operated on bus routes by the operators. The information is used to calculate kms and
reliability performance payments to the bus operators, as well as, public performance
statistics. Further, it helps to monitor key KPIs - kms operated; percentage of schedule
operated and excess wait time. The same information is used to share information with
passengers using Web, SMS, 2500 signs and supports over 60 smartphone apps.
London also has integrated fare solution known as Oyster Card. Similarly, Hong Kong has
equally good fare collection system - Octopus card, a rechargeable contactless stored value
smart card used to transfer electronic payments in online or offline systems. The commuters
can travel in any modes of public transport using this card. The card is also used for
payment at convenience stores, supermarkets, fast-food restaurants, on-street parking
meters, car parks, and other point-of-sale applications such as service stations and vending
machines.
Bus route planning and modification is backbone of any bus system. The good route
network increases the coverage of bus service, as well as, patronage. KMB, Hong Kong is
one of the best examples of bus route planning and modification. The operator conducted
the route audit and followed ‘area approach’ network restricting approach. The entire route
network was reviewed using transport planning software packages. Some key measures
taken included straighten circuitous routings to enable faster and more direct services,
introduce express routes, and integration of bus routes using interchanges by following “Hub
and Spoke” model.
Most of the bus operators in India are facing two key challenges:
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Technology tools are generating tons of data on every hour basis for transport companies.
These data can be used to draw meaningful conclusion and improve decision making. TfL
London uses data analytics to reach a much deeper understanding of customer behaviour
and provide better and more efficient services to meet customers' needs. The authority is
doing ‘Journey Mapping’, ‘Bunching Prediction’ and other analysis using vehicle location and
ticketing data.
Likewise, Sao Paulo is using data analysis to estimate the passenger occupancy in the
vehicles. The take data mostly from commuter transit cards - the bus card, the subway card
and use algorithms to infer information about how commuters and the transportation flow are
behaving. The authority does not require huge investment in hardware and other
infrastructure.
Similarly, TfL London introduced Quality Incentive Contracts in the year 2000 to increase
the participation of private players. This is Gross Cost Contract, where operators submit bids
based on total operating cost of a route plus profit margins. Under this model, all buses and
infrastructure is owned by the bus operator. TfL specifies and monitors Minimum
Performance Standards (MPS) as per the service contract. Operators get a bonus of 1.5% of
the annual contract price for every 0.1 minute improvement in Excess Waiting Time (EWT)
above a set baseline standard, up to 15%. This helps to ensure the quality and reliability of
bus service.
One of key issues faced by the bus operators in India is low fares. In the absence of
automatic fare revision mechanism, the operators are dependent on political approval.
Bangalore has managed to devise a fare revision formula. However, the operator still cannot
raise the fare. Singapore has one of the best fare revision mechanisms as fare review is
done by independent authority – Public Transport Council. The fare adjustment is done with
respect to change in consumer price index, wage index and energy index. The authority
follows the principle of affordability, i.e. fare level should be affordable for consumer.
Similarly, Hong Kong has good mechanism to revise public transport fare. The fares of
franchised buses are determined by the Chief Executive in Council (CE-in-Council). Fare is
calculated on the basis of change in cost, forecast of future fares, and public acceptability
and affordability. If the bus operator achieved rate of return of 9.7% or more, the same is
shared between operator and passengers.
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In addition to above mentioned cities, the following are best practices followed in other cities
around the world:
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4.4 Conclusion
Based on the review of the existing practices in the world, the best operational practices are
compared with the practices being followed in city bus operations in Indian cities to identify
the existing gaps. The existing practices followed in India, best practices worldwide and the
identified gaps are provided in the next chapter.
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5. Gap Analysis
5.1 Introduction
In this chapter, a comparison of the city-wide performance in various areas against the best and available practices has been done to
understand the gaps in city bus operations in India. Based on the identified gap areas, a Roadmap is recommended for each of the parameters
which are discussed in the later chapters:-
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Sl International Best
Process Existing Practices Gap Analysis
No. Practices
Planning of new routes, change in The authorities do not analyse the London – The
alignment or route extension is based OD data of users and authority revised 15-
on local knowledge, ground survey to boarding/alighting data at each 20% of its routes every
assess adequate right of way (ROW) point regularly to understand the year. Besides data
on road, parking space at nodes, demand pattern analytics, the authority
feasibility of taking a turn for vehicles High demand routes are not followed consultation
inter-alia with catchment area connected through direct or process with the public
In the absence of travel data, new express service Hong Kong – The
routes are based on destination There is no crowdsourcing options operator followed ‘Area
concept instead of direction based which allow commuters to submit Approach’ to review
Route Planning and approach. New routes are also route suggestions the entire network of a
1 based on political influence or public Vehicle requirements are not particular district,
Rationalisation
demand assessed based on the demand rather than
No periodic route rationalization study and expected ridership of each performance of
are done to improve the existing route individual routes
network. In most cities, routes are The authority do not conduct the Barcelona - The city
evaluated only on EPK (Earning per consultation process to collect has introduced a new
km). For low earning routes, feedback from the existing and bus network based on
authorities shift the buses to prospective commuters in the an orthogonal grid
profitable routes particular areas scheme – Vertical,
Ahmedabad, Indore and Mysore Route planning is not done using Horizontal and
follow scientific approach to design software packages like PTV Diagonal Routes
the route network. Similarly, Delhi VISUM, TransCAD, Cube
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Sl International Best
Process Existing Practices Gap Analysis
No. Practices
and Mysore have tried to rationalize Voyager, EMME etc.
bus routes based on scientific studies
and transport modelling with Cube
Voyager software
Timetables are prepared for different No pattern/ profile of travel time or Hong Kong – The
routes based on average speed, i.e. demand data is used for optimum operator introduced
static timetable. The scheduler duty planning of a route based on differential timetable
calculates numbers of duties for each differential scheduling of time with above 90%
route based on distance and average table, which is based on travel time reliability, along with
speed. Each trip is allocated equal analysis of GPS data clock faced
time irrespective of time of the day Route categorization is done on frequencies (e.g. 15,
and demand of passengers the basis of EPK rather than 20 and 30 minutes
2 Timetabling In Ahmedabad, although timetable ridership and expected potential intervals)
preparation is done manually, speeds Same timetables are used for peak Seoul – The authority
measured from ground are utilised for and non-peak hours trip without used Bus Management
estimating travel times for peak and considering the journey time System to identify
off periods on BRT routes optimal bus operation
In Mysore, time table optimization is intervals during peak
done based on GPS recorded travel and non-peak hours
time in peak and off hours using
Lumiplan software.
Bus & Crew Scheduling Management Scheduling is not done Hong Kong – The
is done manually in most cities. The scientifically to allocate the buses operator introduced
Duty Roster or ROTA is prepared on the routes, based on available Bus Scheduling and
Duty Roster of Crew manually on a daily basis and fleet. There are delay at the time of Planning System to
3
and Bus scheduling released in morning to the staff. Duty outshedding owing to non- automate crew and
management of drivers and availability of buses owing to lack bus scheduling
conductors is handled by a duty clerk of integration
based on his memory. Crew schedule are not prepared
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Sl International Best
Process Existing Practices Gap Analysis
No. Practices
Any deviations from the ROTA (for and disseminated in advance. In
example, change in driver, conductor, some STUs, the duty roaster are
etc.), is noted by the out-shedder in changed on daily basis
the sub-yard register and No software is used to prepare
subsequently updated in the daily crew duty roaster to allocate the
Duty Register by the record-keeper resources based on availability
Due to manual system, last moment and statutory laws. The crew
changes are very high, resulting in scheduling is important to ensure
delay in outshedding of buses that good drivers are used
In Vishakhapatnam, Online ticket optimally
accounting system (OLTAS) is used Owing to manual system, the
for allocation and information to staff operator needs extra float for
through SMS. The crew can driver / conductor / bus for the
confirm/decline the duty through outshedding of the buses
SMS. Duty sheets are printed through
computers
Buses while operating require three The preventive maintenance work Hong Kong – The
types of maintenance – (a) is planned and carried out based operator followed ‘Hub
Preventive, (b) Maintenance for on the kms travelled. Odometers of and Spoke’
defects developed on route and the buses are working properly in maintenance model,
reported by drivers after coming back most of the cities. The kms are i.e. developing main
to the depot, and (c) Maintenance of estimated based on daily operation depots as maintenance
Maintenance defects that lead to breakdown and idle run hub
4
Practices Maintenance records are kept Except few STUs, most of the
manually through registers. In most of cities are still struggling with
STUs, odometers of the buses maintenance due to non-
malfunction and kms are recorded on availability of spare parts and
the basis of daily schedule operation technical manpower
and maintained by adding schedule Bus logbook are not maintained
and idle kms
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Sl International Best
Process Existing Practices Gap Analysis
No. Practices
In workshops, mechanics fills the properly or updated regularly to
defect card mentioning the problem in monitor the key activities
vehicle. After submission of defect performed
card, indent is generated by the store Breakdown analysis is not done to
and after entering details in bin card, identify the reasons of failure –
the items are issued. The ledger Spare Parts, Driver or Workshop
section maintains vehicle wise details Tyre management is a challenge
of expenditure as it is difficult to maintain the
Tyre Management is also a manual health card of each tyre in the
process. A tyre card is maintained depot
and managed for every tyre which
keeps the record of mileage and
Resoling / Retreading history of every
tyre
The documents and records
pertaining to Fuel Management are
also manual. In some STUs, the
fuelling stations are setup by oil
companies which manage the
delivery and inventory of diesel.
Mysore has implemented advance
filling and dispensing system using
RFID.
Most STUs use manual systems to Stand-alone system for Ravenna (Italy) – The
manage the store and purchase. The procurement (e-tendering), operator introduced
items are issued to depot store based inventory, fuel and store automated system to
5 Store and Purchase on manual demands raised by them. consumption is used in the depot manage the
The purchase orders are created There is no standard quality maintenance tasks and
manually monitoring procedure to check the introduce the concept
The department manages all the material at the time of entry of ‘Predictive
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Sl International Best
Process Existing Practices Gap Analysis
No. Practices
aspects of procurement cycle i.e. There is also problem of obsolete Maintenance’
Inventory Stock Management, parts as the spare parts is stored
Purchase Order Processing, for buses which are out of active
Receipt/Issuance of Material from fleet
Central Store, Payment Processing, Owing to manual system, new
Local Purchase and Issue of Items in management techniques like JIT
the depots with no visibility to HO. (Just in Time), FIFO (First in First
The key challenge is exchange of Out) cannot be followed
information among departments. The selection of vendor is done
A proforma is sent by the Central based on lowest cost of items
Store to depot on periodic basis. The instead of cost per km on actual
depots send their demand for all consumption of item, except
items based on last year’s Mysore
consumption after deducting the The manual system is used for fuel
stock-in-hand dispensing and filling which can
The Purchase Assistant prepares the lead to pilferage and waster
agenda by making comparative list
(by using the ASRTU rate contracts
and tender rates kept in files) of
approved available source
The material is received at the
Central Store. The store keeper
records all materials received in a
ledger. The material is issued to
depots as per their demand every
week and issued to workshop staff on
the basis of requisition slip and the
entry is done in the register at depot
level. The consumption of all spare
parts is recorded in the separate
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Sl International Best
Process Existing Practices Gap Analysis
No. Practices
register to maintain the inventory list.
The recruitment of quality manpower Human resource department is Hong Kong – The
is one of the key challenges for setup only at HQ level, which is operator has installed
STUs. There is shortage of responsible for recruitment, ERP system to
manpower in most of the organization training and deployment of the automate different
and existing manpower is not skilled manpower. However, there is no departments including
with latest technology resources at depot level Human Resource and
Attendance and leave records are In smaller STUs (Nashik and Finance. HR System is
managed manually at depot level. Shimla) and SPVs (Kanpur and integrated with crew
The officer compiles all the records at Indore), there is no separate HR scheduling system
the end of the month and the records department to manage these
are sent to HQ for the compilation functions
In bigger STUs, the recruitment is The roles and responsibilities of
6 Human resources managed centrally through HQ. The each role are not clearly defined
depot requires to send requisition for and no written SOPs are available
manpower. After the approval, the for the staff
recruitment process is started. For
SPVs, the recruitment process is
governed as per government policy.
The department needs to send
request to state government or STUs
for put staff on deputation
In Bangalore and Mysore, kiosk-
based Leave Management System is
installed to sanction leaves of crew
and maintenance staff
Passengers can submit their In developed cities, the commuters Singapore – The
7 User Feedback feedback / suggestions / complaints can use various channels including authority has a mobile
though complaint book available in toll number, website, email, social app to get route
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Final Report Roadmap for improving City Bus Systems in India
Sl International Best
Process Existing Practices Gap Analysis
No. Practices
the buses. Further, they can write to media channels (Facebook, suggestions from users
the operator or authority Twitters etc.) to submit their Hong Kong – The
In some STUs, toll-free call centre is feedback to the authority or operator has
setup to receive passengers’ operators ‘Customer Listening
complaints. Some other modes Automated incident number or Program’ for customer
include email, website and mobile track number is not generated for feedback
app registering the complaints London – A
Social media channels like Facebook Commuter Group -
and Twitters regularly suggestions TravelWatch has been
from passengers created to give regular
feedback to authority
San Francisco -
Commuters can rate
their journey
experience
MIS compiles all the key operation MIS executives use old techniques London – The
statistics from different departments and software to manage and authority has
and prepares daily and monthly compile data. Data analysis is not introduced iBus system
reports used to understand trends to collect operational
The reports are prepared on daily Most decisions are taken on data
basis and the monthly report is judgmental basis without any Sao Paulo – The
8 MIS
prepared for the top management for scientific backing authority uses data
the review from GPS/Cards/
Counters etc to
determine public
transport occupancy
levels
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Final Report Roadmap for improving City Bus Systems in India
Sl City Level
Existing Practices Gap Analysis International Best Practices
No. Parameters
In most cities, the operations City Bus operations are presently carried out by London – TfL introduced
are done by the STU directly STUs directly or by Municipal Corporations (without Quality Incentive
with few of the maintenance or without a Special Purpose vehicle (SPV)) Contracts in 2000 based
and security outsourced. No through Net Cost Contract and Gross Cost on Gross Cost Model.
Contract or legal binding Contracts. Major issues are: The capital investment is
with the private operators o The STUs that operates city bus services have done by the operator
are involved and city bus more focus on the inter-city bus services
Institutional operations are done by neglecting the city bus operations. For Singapore – LTA has
and divisional / zonal offices. operations, old fleets are used and quality of adopted new modified
1 For bus operations and service is poor, though they have domain contracting model in
Contracting
Reform maintenance of fleet, private experience 2015, where capital
sector participation has o The ULBs that supervise the city bus operations investment will be done
been explored by local lack technical staff/knowledge in bus operations by LTA and will pay
urban bodies - Municipal o With Net cost contract as there is no risk of management fee to the
corporations by forming revenues to the ULBs, strict monitoring of service operator
SPVs through either the delivery is not done. Private operators is
Gross Cost or Net Cost interested in only profit making routes and
contracting models neglect several areas
Strict monitoring of KPIs required
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Final Report Roadmap for improving City Bus Systems in India
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Final Report Roadmap for improving City Bus Systems in India
Business plan: - All SPVs and STUs shall prepare a business plan for minimum 10
years and maximum 20 years. The business plan can have the future inflow of funds
detailed out along with bus requirements, requirement of new departments, new
recruitments, hiring policy with roles and responsibilities for each positions, fare revision
mechanisms, funding and bus procurement phasing plan.
Detailed Project Report (DPR) / Bus Modernisation Plan: a feasibility study along with
requirement of buses and modernisation plan with implementation of ITS facilities,
infrastructures and funding requirements and sources to be prepared.
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Final Report Roadmap for improving City Bus Systems in India
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Final Report Roadmap for improving City Bus Systems in India
Maste CTTP
Cities CDP CMP Others Studies
r Plan s
(Implementation of BRTs in Bangalore,
Bangalore Implementation of Sub-urban Rail system for
Bangalore, Bangalore Mobility Indicators study)
Mysore,
Ahmedabad, (Integrated Mobility Plan, Ahmedabad)
Delhi
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Final Report Roadmap for improving City Bus Systems in India
Maste CTTP
Cities CDP CMP Others Studies
r Plan s
(Detailed Project report for Bus funding
under JnNURM, Capacity Building for Urban
Development Project- Rapid Base line
Raipur assessment- Raipur city, Sustainable mobility
plan for Naya Raipur, Short Term Traffic and Long
Term Traffic and
Transportation Plan Raipur - Ongoing)
Nashik (Nashik Rapid Mass Transport Feasibility
study, )
(Comprehensive Reporting Of Traffic
Management System With
Indore (On- Planning & Execution Of Bus Rapid Transit
going) Network
In Indore City (M.P), India)
On the basis of the above chart, the cities are grouped into three categories as given below:
Table 6-2: City Categories
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Final Report Roadmap for improving City Bus Systems in India
Bangalore In process ×
Bhubaneshwar × × × ×
Indore × × ×
Kanpur × × (34%) × ×
Kolkata × × × × ×
Mysore In process ×
Nashik × × ×
Raipur × (37%) × ×
Shimla × × ×
On the basis of above chart, we can categorize these cities in three groups as given below:
Category A – The cities has implemented vehicle tracking and fare collection system. The
cities are using ERP and Data analysis tool. Further, the cities are taking advance measures
to adopt new technologies.
Category B – The cities are implementing ITS components and are looking to stabilize the
system.
Category C –These cities still have a long way to go as the basic systems are not fully
functional. The cities are struggling to maintain the basis bus service.
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Final Report Roadmap for improving City Bus Systems in India
All cities require to improve he infrastructure and resources. However, the level of
development is different in each city and would require intervention at different level.
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Final Report Roadmap for improving City Bus Systems in India
Low cost GPS devices with Category “A” Category “A” Category “A”, “B” & “C”
less reliability are not
Vehicle Tracking Improve GPS reliability and Install advanced Integrate new buses with
available
calibrate the system as per components like driver OBD-II and with the existing
2
System and Absence of central control the field condition behaviour monitoring system system
Operation centre to monitor the buses
Install other key components Category “B”
Control Centre Basic GPS are provided but like panic button, driver
without key components like console etc. Calibrate system to improve
driver console, two-way Expected Time of Arrival
Create exception
communication etc (ETA) of buses
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Final Report Roadmap for improving City Bus Systems in India
ETM machines used are not Category “A” Category “A” Category “A”
Ticketing and dynamic and basic offline
Use existing ETM integrate common mobility Introduce new payment
3 Fare ETM machines are being
infrastructure and introduce card with other services mechanism like NFC and
Management used for the service
smart card in the buses Install card validators in the wallet payment for fare
Absence of Smart cards in
Introduce Common mobility buses to reduce the use of collection
the buses and integration
card single journey tickets
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Final Report Roadmap for improving City Bus Systems in India
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Final Report Roadmap for improving City Bus Systems in India
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Final Report Roadmap for improving City Bus Systems in India
Lack of funds available to Category “A” and “B” Category “A” and “B” Category “A” and “B”
implement BFMS system as
Create SOP documents to Prepare System Implement all modules of
it will require
streamline key activities – Requirement and bid BFMS system for complete
computerization of all the
Depot, Maintenance, Store document for the automation of HQ and all
department
Bus Fleet & Purchase, Fuel, Ticketing, procurement of the system depots
Lack of trained manpower to
7 Management Account and Human Select the bidder (Trapeze,
define the system Resources
System (BFMS) INIT AG, IVU Traffic
requirement and Category “C”
Process mapping to Technologies AG, Lumiplan
implementation
Inability to migrate database
implement BFMS system and any other) Do Capacity building of
Streamline existing process Do Capacity building of internal manpower for the
of DOS-based system
and use of technology tools internal manpower for the transition and recruitment of
Absence of standard to automate key functions transition and recruitment of
operating procedure (SOP) specialized manpower
Implement biometric system specialized manpower Evaluate and Implement of
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Final Report Roadmap for improving City Bus Systems in India
Lack of funds available to Category “A”, “B” and “C” Category “A”, “B” and “C”
implement Wifi and
Float EoI to find potential Implement wifi and
WiFi and infotainment system in the
bidders to implement the infotainment system in all
buses and at bus stations
8 Infotainment solution buses in-lieu of advertising
Low advertising potential is --
System Implement wifi and rights
found in smaller cities
infotainment system in
buses in-lieu of advertising
on pilot basis
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Final Report Roadmap for improving City Bus Systems in India
The system cannot be Category “A”, “B” and “C” Category “A”, “B” and “C”
implemented in old buses
Study feasibility to integrate Use OBD data to monitor
On-Bus owing to non-availability of
OBD system with other and evaluate the health of
10 Diagnostics hardware
system like vehicle tracking, the vehicles --
System (OBD) Procurement of new buses control centre etc.
is very slow owing to non-
Integrate vehicle sensors
renewal of NURM
and emergency response
system
11 Data Analysis Lack of availability of Category “A” Category “A” Category “A”, “B” and “C”
accurate raw data for the
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Final Report Roadmap for improving City Bus Systems in India
Ahmedabad
Poor Poor Average Average Average Poor Poor Average
(City)
Ahmedabad
Good Good Good Average Average Average Good Average
(BRT)
Delhi
Poor Poor Poor Good Good Average Poor Poor
(Public)
Delhi
Good Poor Average Good Good Good Good Good
(Cluster)
Category A – The cities have developed good system to manage the task and is using
technology to improve the system, as well as, utilizing data received to optimize their
services. Some of the cities have developed independent software for crew rosters, vehicle
maintenance, inventory management, etc but there is no integration between these systems
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Final Report Roadmap for improving City Bus Systems in India
Category B – The cities are in transition phase and are using modern practices to improve
the functional areas
Category C – In these cities, different processes are primarily done manually and
inconsistently. There has been no major initiative to improve the existing practices to bring
efficiency
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Final Report Roadmap for improving City Bus Systems in India
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Final Report Roadmap for improving City Bus Systems in India
Average speed on the Category “A” Category “A” Category “A”, “B” and “C”
network is used. Static Use of GPS data to Implement Planning and Implement Planning and
schedules are prepared calculate running time for Scheduling Module as per Scheduling Module as per
based on distance and different times of the day Technology Roadmap Technology Roadmap
speed throughout the (peak and off-peak hours),
day, irrespective of time month and seasons in both
of day and passenger directions Category “B” and “C”
demand Use GPS data to assess
Use of ETM data to basis
Timetables are prepared of stop wise boarding running times for different
manually without using profile to adjust schedule times of the day (peak and
any network optimization off peak hours), month and
2 Timetabling tools Introduce software to seasons in both directions
streamline process as per
Scheduling is done on the Technology Roadmap Prepare differential
basis of EPK timetable for peak and off-
peak hours based on
Category “B” and “C” analysis of GPS and ETM
Different schedules (static) data
for peak and off-peak
hours should be prepared
initially, based on average
speed in different time
slots; and also for both
directions
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Final Report Roadmap for improving City Bus Systems in India
Preventive maintenance Category “A” Category “A” Category “A”, “B” and “C”
is done on the basis of Introduce regular Implement Maintenance Implement Maintenance
Maintenance recorded kms, rather than preventive maintenance Management System – as Management System – as
4 actual odometer reading
Practices schedules – daily, weekly, part of the BFMS under part of the BFMS under
In the absence of monthly and yearly Technology Roadmap Technology Roadmap
automated notifications, Use of simple IT Do Capacity building of Set up training facility for
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Final Report Roadmap for improving City Bus Systems in India
Lack of written roles and Category “A” Category “A” Category “A”, “B” and “C”
6 Human Resource responsibilities of staff Create organization chart, Implement BFMS as per Implement BFMS as per
member and defining role and Technology Roadmap Technology Roadmap
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Final Report Roadmap for improving City Bus Systems in India
Records are maintained Category “A” Category “A” Category “A”, “B” and “C”
manually and data is Review Existing MIS Use operation data to Implement Data Analysis
entered in the compute r parameters and add new improve timetable, bus and Optimization as per
Information is compiled parameters and deduct schedule and network plan Technology Roadmap
related to - Manual redundant Implement Data Analysis
records of vehicle Do Capacity building of and Optimization as per
performance, route existing manpower and Technology Roadmap
8 MIS performance, etc. recruitment of specialized
Monitoring is not done staff to conduct data
analysis Category “B” and “C”
centrally
Create lite application Create lite application
Parameters are outdated
and aggregated for using Macros in MS-Excel using Macros in MS-Excel
or Ms-Access to automate or Ms-Access to automate
several critical items and
the analysis of raw data the analysis of raw data
need updation.
received from vehicle
Generate exception
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For efficient operation of bus system in various cities, the following recommendations are
made related by transport infrastructure provisions and equipment’s:
(a) Modern Bus Queue Shelter (BQS) to be provided on all major routes. Delhi
provides a good example of using advertisement space for funding good BQS which
could be adopted by various cities.
(b) Non availability of adequate depot space is a major issue in various cities. It is
therefore recommended that bus agency make a strong representation to
development authorities during master plan preparation/modification to include
adequate space for depots, terminals and changeovers. A norm of about 25 buses
per acres could be considered for allocating depot space in city.
(c) In larger cities, and major bus density corridor, bus agency shall also represent for
having bus lanes for improving operational efficiency of system. A corridor carrying
more than 5000 persons per hour per direction by bus could be considered for this
purpose to start with.
(d) Most of the cities must adopt for modernization of their existing depot, adding
equipment like automatic washing facility, Leave applying Kiosk, Smart Card based
fuel pumps (for fuel management functions), biometrics for attendance and
surveillance system in depot premise.
All above recommendations are relevant for short term implementation.
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Final Report Roadmap for improving City Bus Systems in India
On the basis of the above chart, the cities are grouped into three groups as given below:
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Final Report Roadmap for improving City Bus Systems in India
6.8.2 Roadmap for Institutional and Contracting framework in city bus operations
Table 6-8: Policy Roadmap for Institutional and Contracting reforms in city bus operations
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Final Report Roadmap for improving City Bus Systems in India
6.9 Policy Roadmap for Funding and Implementation of City Bus Service
Policy Roadmap recommendations for funding are as follows:-
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Final Report Roadmap for improving City Bus Systems in India
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Final Report Roadmap for improving City Bus Systems in India
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Final Report Roadmap for improving City Bus Systems in India
The proposed ERP system will have multiple dashboards which will display the key health of
system under various functions, as follows:
The system may have following components for Depot manager in the Dashboard:-
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Final Report Roadmap for improving City Bus Systems in India
The dashboard
for Maintenance
Manager shall
have the various
outputs made
available for
performance
review of
maintenance
function as shown below in figures. The outputs may be in the form of pie-charts, line
graphs, bar charts etc.
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It is therefore important to develop a very simple crew optimization tool which can assign
crew duties automatically within constrain of number of vehicles and labour laws (rest time,
maximum number of duty hours etc.). This tool will greatly help bus agencies in
modernization of their existing system and is depicted below.
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Final Report Roadmap for improving City Bus Systems in India
The purpose is to automate this process with an indigenously developed simple tool which
could be handled by bus agencies. Available proprietary software are very costly and very
complex for handling Indian requirement.
Time table module: Based on above analysis of fleet and time segmentation, this module will
generate time tables (stop-wise) for various periods and for various routes
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Final Report Roadmap for improving City Bus Systems in India
The proposed system will have following elements, as depicted in the schematic below:
1) Network Module: This module holds details of transport network and major economic
nodes
2) Demand Module: This module will hold data on transport demand
3) Analysis Module: which analyses data to determine the demand area, services deficit
area and potential new routes
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Final Report Roadmap for improving City Bus Systems in India
Development of this tool will require an operation research based optimization algorithm
which can calculate dead–km on assigning various bus routes to various depots or locating
various depots at various places with reference to the bus routes structure.
We recommend that
agencies develop a GIS
based asset management
tool which will house
information on:-
Location of asset
Type of asset
Conditions and life
of asset
Other details
This tool will help in
maintaining proper records
of assets as well as
developing up-gradation/
replacement plans for their
asset for each agency
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Final Report Roadmap for improving City Bus Systems in India
Figure 7-5: example of GIS based assets management system- Location assets
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Final Report Roadmap for improving City Bus Systems in India
It captures operators efficiency parameters but does not capture public services
delivery parameters such as crowding, wait times, accessibility etc.
Rapid changes observed in last few years through use of technology (such as GPS,
ETM etc.,); various indicators could be analysed at more disaggregated level for
decision making.
There is need to add certain new parameters and remove certain redundant
parameters for modernization of MIS system as per present needs.
The tool will be based on mathematical procedures in which the user can input key
parameters and get fare revision every year. This tool will help agencies to scientifically
represent need for periodic revision of bus fare taking into account of various relevant
parameters in transparent manner.
Many cities are moving towards adopting gross cost contract where concessionaire payment
is made based on agreed key performance indicators. Currently, except DIMTS, most of
agencies do it based on manual/ semi-automatic methods which are not efficient enough
and not sustainable with increasing operations.
Thus, there is need to develop a standard tool which could monitors “key performance
indicators” based on data collected by GPS/ETM/MIS system of bus agency and make
recommendations of
Concessionaire payment
Penalties (with details of deviation)
Bonuses (with areas of good performance)
Comparison of concessionaire performance.
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Final Report Roadmap for improving City Bus Systems in India
Therefore, it is recommended that a toolkit of route planning be created which can provide
various methods of route planning considering various levels of data analysis. This toolkit on
one hand shall recommend “Rapid Assessment technique” while on other hand it can also
provide detail methods driven by large data & modern software.
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Final Report Roadmap for improving City Bus Systems in India
Both national and international practices have been studied to present best cases for
various functions to optimize bus planning, operations and management system.
Further, based on discussions with stakeholders, a detailed activity wise Roadmap (short
term, medium term and long term) has been prepared for adoption and implementation of
best practices in respective cities.
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Final Report Roadmap for improving City Bus Systems in India
b. In Gross Cost model, KPI shall link incentives for operators for passenger
carried so that the crew is more attentive toward public service delivery and
enhances the level of service of the public transport system
9) While many of bus agencies planning to adopt gross cost in the future, many others
are likely to continue to with existing Net Cost system. In such case, more emphasis is
needed on KPI-based monitoring and introduction of cross subsidization model for rural/
unviable routes for operators. Indore presents a very interesting example under this
model. In all cases capacity building of staff is key issue which shall be resolved by
setting up technical PMU ( preferably through PPP route) by which bus agency can
have access to specialized manpower for enhancing their bus operations, adopting new
software’s and techniques and installation of new technologies.
10) Funding is major issue for most bus companies, as bus operation is not self-sustained,
if considered for providing good service to cities as several of routes in less populated
areas and off peak hours run with low occupancies. Consultants view is that following
options could be considered by cities:
a. A public transport cess could be considered on diesel/petrol which can fund public
transport subsidy.
b. Revenue from advertisement and parking should be utilized for filling this gap
c. In certain cases, revenue from developing commercial spaces at terminal &
depots could be considered.
d. In some states, premium collected from intercity operations on long routes can be
used to subsidize city bus service. This model is successfully working in Indore
city.
11) A tool for standardization of fare revision mechanism has been suggested to facilitate
automatic revision of bus fares (upward/downward) based on key input parameters in
transparent manner as being done by government for petrol/diesel prices.
12) There are several other suggestions made to modernize bus system by adopting
modern practices of route numbering and bus colouring which could be considered by
cities
Sl. Area of
Action Plan Major Stakeholder
No. Intervention
Periodic Amendment of PT Policy
Strategic MoUD
guidelines based on requirements
1 Transport
Development of PT Master Plan /
Planning ULBs / City Government
CMP
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Final Report Roadmap for improving City Bus Systems in India
Sl. Area of
Action Plan Major Stakeholder
No. Intervention
Development of model document for
MoUD / MoRTH
Technology Bus Modernisation Plan
2
Interventions Implementation of GPS, ETMs,
STUs / SPVs / ULBs
CCTVs, PIS etc.
Development of Toolkit for process
MoUD / MoRTH
modernization
Awareness campaigns on the policy
Improving roadmap recommendations with STUs NGOs and Think-Tanks
3 Operational and SPVs
Process NGOs in collaboration
Training and Workshop sessions with ASRTU / IIT / SPA /
CIRT / CEPT
Conducting Route Planning and route
ULBs / STA
rationalization studies
Institutional and Review of existing HR Policy Amendment by respective
State Governments
4 Contracting
Development and implementation of
Framework By CIRT / ASRTU
Training Modules
Development of PT funding policy
MoUD / MoRTH
Funding guidelines
5
Options Fare Revision Mechanisms and
State Government
dedicated fund for PT
It is also evident that all the recommendations would have to be implemented by respective
STUs and SPVs while other stakeholders provide a supportive role. The responsibility rests
with the STU/SPV to improve the city bus system for users as well as for the agency in terms
of operational and financial efficiency with the policy roadmap.
Page | 132
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