Long Term Strategy For The Transport Sector of HMA-2041: Hyderabad Metropolitan Development Authority

Hyderabad Metropolitan Development Authority
Comprehensive Transportation Study (CTS) for

Hyderabad Metropolitan Area (HMA)
www.ctshma2011.com
Executive Summary of
Long Term Strategy for the Transport Sector of
HMA-2041
Trip Ends from HIS Generation Base Year Planning
and Demadj Model Parameters
Distribution Transport System

Model Characteristics
Mode Choice
Panel Data from Mode Choice
HIS and Speed & Model
Delay Survey Data
Assignment
Models
Evaluation
March 2013
LEA Associates South Asia Pvt. Ltd., New Delhi, India

in Joint Venture with
LEA International Ltd., Canada
Consultancy Services for
Exec ut iv e Summ ary of
Comprehensive Transportation Study (CTS)
Long Term Strategy for the Transport Sector of HMA-2041 for Hyderabad Metropolitan Area (HMA)
TABLE OF CONTENTS
E EXECUTIVE SUMMARY ................................................................................................................... E-1
E.1 INTRODUCTION ........................................................................................................................................ E-1
E.2 POPULATION AND EMPLOYMENT SCENARIOS ......................................................................................... E-1
E.3 TRAVEL DEMAND FORCAST AND SCENARIO ANALYSIS ............................................................................ E-2
E.4 PRELIMINARY COST ESTIMATES AND FINANCING OPTIONS .................................................................... E-6
E.4.1 Funding from Central Government: ........................................................................................... E-8
E.4.2 Funding from Private Sector: ..................................................................................................... E-9
E.4.3 Funding through Debt: ............................................................................................................... E-9
E.4.4 Funding by HMDA: ..................................................................................................................... E-9
E.5 INSTITUTIONAL REFORMS FOR HMDA ................................................................................................... E-10
E.5.1 Regional Transport & Communications Department ............................................................... E-11
E.5.2 Role and Functions of the Regional Transport & Communications Department ..................... E-12
E.5.3 Divisions in the Regional Transport & Communications Department...................................... E-13
E.5.4 The Organisational Concept Provides the Framework for Recruiting Staff.............................. E-14
E.6 ASPECTS NEEDING SOME ATTENTION AND CONSIDERATION................................................................ E-15
E.7 LONG TERM TRANSPORTATION STRATEGIES PROPOSED FOR HMA ...................................................... E-17
List of Tables
Table E-1: Transit Corridors and Proposed Systems for the Resilient Transport Network for the Horizon Year 2041 .......................... E-5
Table E-2: Highway Corridors and Road System Proposed for the Resilient Transport Network for the Horizon Year 2041 ................. E-6
Table E-3: Infrastructure Investment Needs of HMA (Amount in INR) ........................................................................................... E-7
Table E-4: Major Sources of Funding and their Share (by 2041) for Transport Infrastructure ........................................................... E-7
Table E-5: Major Sources of Funding and their Share (by 2041) for Urban Infrastructure ................................................................ E-8
Table E-6: Preliminary Estimates of Total Development Charges by 2041 (INR Lakh Crores) .......................................................... E-10
Table E-7: Divisions Proposed under Regional Transport & Communications Department, their Roles and Functions ...................... E-13
List of Figures
Figure E-1: Alternative Scenarios for Travel Demand Analysis ...................................................................................................... E-3
Figure E-2: Resilient Transit Network for 2041............................................................................................................................ E-4
Figure E-3: Resilient Road Network for 2041 .............................................................................................................................. E-5
Figure E-4: Proposed Organisation Structure for HMDA-Stage I.................................................................................................. E-11
Figure E-5: Proposed Organisation Structure for HMDA-Stage II ................................................................................................. E-12
Figure E-6: Organisational Structure for Regional Transport & Communications Department ....................................................... E-14
Figure E-7: Potential Changes to Municipal Jurisdiction Option 1 ............................................................................................... E-16
Figure E-8: Potential Changes to Municipal Jurisdiction Option 1 Extended Area ......................................................................... E-16
Figure E-9: Potential Changes to Municipal Jurisdiction Option 2 GHMC Expanded to Contiguous Development Outside ORR ......... E-17
i
E EXECUTIVE SUMMARY
E.1 INTRODUCTION
The LTS report covered the following:

 Review of earlier studies;
 Travel/ Traffic demand analysis and forecast;
 Alternative long term transport strategies;
 Evaluation of alternative strategies and selection of preferred strategy;
 Review of institutional arrangement of transport;
 Review of transport financing;
 Prepare a draft transport strategy document.
Household Interview Survey data collected from the Hyderabad Metropolitan Area was processed and
Internal-Internal passenger Origin-Destination (OD) matrices for various purposes and time periods are
obtained. Inter-Internal goods travel matrices have been assessed from the screen line traffic count, OD data
and goods focal point survey data. External travel demand matrices for the base year have been compiled
from the OD traffic count and OD survey data carried out at the outer cordon locations. Travel demand
models developed for the study are presented in the report “Development, Validation and Calibration of UTP
Model, Scenarios and Travel Demand Forecast” submitted in December, 2012. Additional efforts made for
daily travel demand modelling and peak period analysis are presented in Chapter 8 of this report and its
annexure.
E.2 POPULATION AND EMPLOYMENT SCENARIOS
Planning parameters at cluster level have been assessed. Four alternative growth scenarios (Trend based (S1),
Master Plan based (S2) and Landuse/ transport network assessment based, Option 1 and Option 2, S3 and S4
respectively) have been assessed using the available secondary data/ studies and consultants experience
elsewhere and understanding of the study area. TAZ wise planning parameters (population, employment,
resident workers, students, etc.) have been assessed for trend based scenario (S1) and landuse/ transport
network assessment based scenarios (S3 and S4) using a detailed approach considering proposed transport
network, available developable area, etc.
The analysis, as mentioned in earlier chapters, has been made considering the entire study area as two
regions- cluster 1 to cluster 6 (Inside the ORR), and cluster 7 to cluster 21 (ORR growth corridor and Rest of
HMA). Population, in the base year, was in the ratio of 80:20 in these regions respectively. The master plan
based scenario distributes the population in the ratio of 73:27. However, according to the trend based (S1)
and land use/transport based scenarios (S3 and S4), the population is distributed in Inside the ORR- in the
ratios of 74:26, 72:28 and 85:25 respectively in the three scenarios. It can also be observed that the
distribution of population in the horizon year for all the scenarios is more or similar but lower population
proportion inside ORR.
Employment, like population, follows similar patterns of distribution for the base year and also three scenarios
for the horizon year. The base year distribution is in the ratio of 77:23 (within ORR: ORR & Outside). In the
horizon year, the distributions trend based (S1) and land use/transport based scenarios (S3 and S4) are in the
ratios of 81:19, 69:31, and 70:30 respectively between the clusters inside ORR and ORR & outside. It can also
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be observed that the distribution of employment in the horizon year for the trend based scenario is similar to
the base year and further increase and in case of land use/transport based scenarios it is lower employment
proportion inside ORR.
E.3 TRAVEL DEMAND FORCAST AND SCENARIO ANALYSIS
The land use/transport based scenario selected for the TAZ distribution would work well for the long term
transport strategy since it takes into account all the planned and proposed transit networks and could
eventually lead to transit oriented development. TAZ Level distribution has been carried out for the horizon
year (2041) for the scenarios S1, S3 and S4 to evaluate the horizon year transport networks i.e. N2 and N3.
Three transport network scenarios for the horizon year 2041 has been evolved, one based on the “Committed
transportation projects i.e. Scenario N1: Committed Network” and the other “Proposed transportation
projects” i.e. Scenario N2: Proposed Network and Scenario N3: Proposed Network” have considered for
assessment of required transport network for the horizon year 2041. Network N1 shall be used for assessment
of economic benefits i.e. in Economic analysis while N2 and N3 have been used for evaluation of landuse
scenarios. All network scenarios have been used for environmental and social evaluation. It is pertinent to
mention here that, private vehicle use is high in the region and hence their growth is going to be major criteria
in assessment of transport network for the horizon year 2041. However, as per NUTP policy and for
sustainable urban transport for HMA, consultants have proposed a transport network of public transport
modes (bus, train and metro). As it is very difficult to predict a single future for HMA, consultants have
considered low and medium private vehicle growth scenarios i.e. PV1 and PV2 respectively for evaluating the
alternative landuse transport scenarios. Thus, twelve alternative scenarios have been considered for scenario
evaluation for the horizon year 2041 (S1N2PV1, S1N2PV2, S3N2PV1, S3N2PV2, S4N2PV1, S4N2PV2, S1N3PV1,
S1N3PV2, S3N3PV1, S3N3PV2, S4N3PV1, S4N3PV2). Using EMME software, travel demand models and the
transport network analysis for the horizon year 2041 has been carried out for transport network requirement
for the horizon year 2041.
Environmental and social analysis is carried out for three alternative networks including the N1 of Do
minimum / committed network scenario. While the N2 and N3 networks are likely to have higher
environmental and social impacts, the environmental and social benefits that would be accrued from the new
links of N3 and up gradation of existing links are likely to be far higher than the impacts anticipated.
The internal passenger travel (Excluding NMT modes) is expected to increase from 7.9 million to 19.1 million
daily trips in 2041 and this is about 2.42 times the base year travel demand. This amounts to a CAGR of 3.0%.
Total daily internal goods vehicle travel demand for the Base year (2011) and Horizon year (2041) are about
59,000 and 1,14,000 vehicles respectively. A growth factor of 1.92 has been observed over the period of 30
years.
The daily external travel demand has been estimated for private vehicles, buses and trucks. The daily external
travel demand for the base year, 2011, has been estimated separately for goods’ vehicles (LCV, 2 Axle, 3 Axle
and Multi Axle Trucks), buses and personalised vehicles (cars and two wheelers) as 48,003, 11,125 and 84,303
vehicle trips respectively. The estimated, for the horizon year (2041), for goods vehicles, buses and
personalized vehicles are 2,45,391, 41,265 and 3,97,237 vehicle trips respectively. The average annual growth
rate (at the external cordon) of goods vehicles, buses and personalized vehicles was assessed to be 5.6%, 4.5%
and 5.3%, respectively.
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Although there are scanty time series data available for HMA, empirical data available for other large cities
including Delhi indicate that as cities grow along with increased private vehicle ownership and the propensity
of people changing jobs but not homes is leading to increase in average trip lengths. Further, the sensitivity
analysis needs to fully explore the potential medium and longer term impacts of increasing disposable
personal income levels in India on the willingness of people to spend more for either higher qualities of public
transit or the freedom of travel afforded by private vehicle ownership almost regardless of cost. Clearly the
automobile manufacturing industry in India will continue to aggressively promote their products and as this
sector of the economy becomes more important in India it may be difficult for government to contain its
growth.
Travel demand forecast and evaluation of twelve alternative scenarios has been carried (Figure E-1). The
overall ranking derived from the multi-criteria ranking indicates the scenarios S4N3PV2, S3N3PV1, S4N3PV1
and S3N3PV2 are relatively the best scenarios for further detailed analysis. These scenarios involve two
landuse scenarios i.e. S3 and S4, two private vehicle growth scenarios PV1 and PV2 and one network scenario
N3. Thus four alternative scenarios have been shortlisted (S3N3PV1, S3N3PV2, S4N3PV1 and S4N3PV2) from
detailed analysis of twelve alternative scenarios.
Figure E-1: Alternative Scenarios for Travel Demand Analysis
It is inferred that, each alternative scenario requires different corridors and systems compared to the initial
conceptual transport network plans assumed. It is pertinent to mention here that, predicting a single future is
very difficult for HMA. Hence, the transport corridors and systems which can satisfy the travel demands of
shortlisted alternative scenarios have been considered for further analysis and called the network as resilient
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transport network. In the process, the transit corridors which do not carry enough loadings i.e. less than 5,000
PHPD have not been considered as metro or BRTS. In case of loadings in between 5,000 and 10,000 PHPD,
BRTS has been considered and loadings more than 10,000 metro has been considered. The proposed transit
and highway network for the horizon year 2041 are presented in Figure E-2 and Figure E-3 respectively. Brief
details on the proposed transit and highway network are as follows:
a) Length of metro work and BRTS network is 255 km (which includes the ongoing construction of 71 km of Phase I
metro corridors) and 95 km respectively;
b) Length of access controlled highway network, arterial, sub-arterial and collector streets involving widening and
strengthening as well as few missing links is 605km, 1326 km, 1765 km and 2598 km respectively. The overall length
of highway network is about 6,450 km.
Figure E-2: Resilient Transit Network for 2041
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Figure E-3: Resilient Road Network for 2041
Table E-1 and Table E-2 show the proposed Public Transport and Road corridors in HMA for the year 2041.
Table E-1: Transit Corridors and Proposed Systems for the Resilient Transport Network for the Horizon Year 2041
Sl. Network Analysis and System Proposal (km)
Line No. Line Description
No N3_Transit Metro BRTS Not Required
1 MC1 LB Nagar - Miyapur 28.6 28.6
2 MC2 JBS-Falaknuma 14.4 14.4
3 MC3 Shilparamam-Nagole 26.1 26.1
4 MC4 Tarnaka-Keesara ORR 18.2 18.2
5 MC5 Uppal-Ghatkesar 14.1 14.1
6 MC6 BharathNagar-Dundigal 18.5 18.5
7 MC7 JBS-Shamirpet 19.2 19.2
8 MC8 HitechCity-Shamshabad 36.6 36.6
9 MC9 Nagole-Bandlaguda 26.3 26.3
10 MC10 Gopannapalli-Bollaram 31.8 31.8
11 MC11 Lakdikapool-Isnapur 36.3 36.3
12 MC12 Bollaram-Narapalli 21.0 21.0
13 MC13 HitechCity-Kazipally 13.1 13.1
14 MC14 Malakpet-Kongarakalan 21.1 21.1
15 MC15 Narapalli-Shamshabad 28.9 28.9
16 MC16 Shakimpet-Kollur ORR 20.8 20.8
17 MC17 BHEL-Abdullapurmet 19.2 19.2
Falaknuma-Shamshabad
18
MC18 (Extension of Line-2) 14.1 14.1
Total 408 255.2 94.8 58.2
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Table E-2: Highway Corridors and Road System Proposed for the Resilient Transport Network for the Horizon
Year 2041
Sl. No. Line Description Proposed Lanes (Nos) Length (kms)
H1 Aramghar-Madina 8 8.1
H2 Langar House-Puranapool 8 4.7
H3 Lakdikapool-Masab Tank 8 1.4
H4 Panjagutta-Afzal Gunj 8 6.4
H5 Paradise-Mozamzahi Market 8 7.1
H6 Rastrapathi Road 8 2.1
H7 Afzal gunj-Chaderghat 8 2.3
H8 Tarnaka-Barkatpura-Chaderghat 8 6.9
H9 Uppal-Chaderghat 8 7.6
H10 Chaderghat-LB Nagar 8 8.2
H11 Nalgonda X Rds-Owaisi Hospital 8 3.9
H12 Champapet-Bairamal Guda Rd 8 4.4
H13 Afzalgunj-Srirailam Hwy 8 6.4
H14 Inner Ring Road 8 41.6
H15 Radial Road No. 1 8 10.1
H16 Radial Road No.3 8 10.0
H18 Manikonda Rd-NGRanga University Rd 8 10.1
H19 BHEL-Langar House Rd 8 17.1
H20 Raidurgam-Tellapur 8 12.2
H24 JNTU-Road Mistry College 8 8.1
H34 Intermediate Ring Road 8 11.9
H35 Intermediate Ring Road 8 95.4
H36 ORR (Thondapalli)-Kothur 8 14.7
H37 ORR (Muthangi)-Pothireddypally 8 20.9
H38 ORR (Medchal)-Tupran 8 32.3
H39 ORR(Ghatkesar)-Raigiri 8 36.3
H40 ORR (Pedda Amberpet)-Choutuppal 8 36.2
Total 605
ORR ORR 8 160
Six Lanes Six Lanes 6 1,326
Four Lanes Four Lanes 4 1,765
Two Lanes Two Lanes 2 2,598
Total 6,453
E.4 PRELIMINARY COST ESTIMATES AND FINANCING OPTIONS
The mandate of the CTS for HMA study is to assess the long-term (2041), medium-term (2031) and short-term
(2016 and 2021) transport infrastructure needs of HMA, propose institutional framework and options for
resource mobilisation for transport infrastructure delivery. The transport infrastructure investment needs of
HMA for the horizon period up to 2041 have been estimated based on the transport network analysis carried
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out for the horizon year 2041. In addition, preliminary cost of other urban infrastructure like water supply,
sewerage, drainage, solid waste management, etc. has been assumed as 20% of the transport infrastructure
cost. The details are presented in Table E-3. Preliminary calculations indicate that, about INR 1.75 lakh crores
would be required to cater for the urban infrastructure needs of HMA for the period up to 2041 (assuming
HMA’s population by 2041 is about 19.5 million). The average per annum requirement of funds for the urban
infrastructure of HMA could be about 6,000 Crores/annum. The scale of capital investment needs is going to
be huge. Hence, it would be prudent to identify of alternative sources of funding for delivery of infrastructure
in HMA. International and national case studies on alternative ways of mobilisation of resources for urban
infrastructure have been reviewed, budget and expenditure details of major organisations in HMA i.e. HMDA
and GHMC have been reviewed. Preliminary thoughts on resource mobilisation for delivery of urban
infrastructure for the horizon period upto 2041 are described in the following sections.
Table E-3: Infrastructure Investment Needs of HMA (Amount in INR)
Taxes, Duties, LA, R&R, Taxes,
LA, R&R (% of
System INR Crores Design & Duties, Design & Total Cost
Total Cost)
Supervision Supervision
Transport Infrastructure
Highway System 40,737 20% 20% 16,295 57,032
Transit System 53,161 10% 20% 15,948 69,110
Bus System 3,800 5% 20% 950 4,750
Traffic Management Measures 10,000 20% 20% 4,000 14,000
Terminals 1,170 20% 20% 468 1,638
Sub-Total 1,46,531
Other Infrastructure (Water Supply, Sewerage, Drainage, Solid Waste Management, etc.) assumed 20% of the
29,306
Transport Infrastructure cost
Total 1,75,837
It is estimated that a total transport infrastructure investment of about INR 1.5 Lakh Crores would be needed
for the horizon period upto 2041. Preliminary cost of other infrastructure cost like water supply, sewerage,
drainage, solid waste management, etc. is about INR 29, 306 crores. Thus the overall cost of urban
infrastructure is about INR 1.76 Lakh Crores. Based on the recommendations of Working Group on Urban
Transport for 12th Five Year Plan and experience gained on working in urban infrastructure of major Indian
cities, the sources of funding have been assessed and the details are presented in Table E-4 for Transport
infrastructure and overall urban infrastructure in Table E-5.
Table E-5It can be observed from the Table E-4 that for urban transport infrastructure related projects as
envisaged by 2041, about 14% of the funding will be from the central government, and about 11% through
private investment in the form of public private partnerships (PPP). The bulk of the balance i.e. 75%, will have
to be raised by the state government or the concerned agency (HMDA) from own resources and debt from
various institutions. For transport infrastructure, about 20% of the funding will be from the central
government, and about 9% through private investment in the form of public private partnerships (PPP). The
bulk of the balance i.e. 71%, will have to be raised by the state government or the concerned agency (HMDA)
from own resources and debt from various institutions. A brief description of each of the sources of funding is
as follows:
Table E-4: Major Sources of Funding and their Share (by 2041) for Transport Infrastructure
Sources of Funding Amount (INR Crores) % of Total
Central Government 20,764 14%
State Government/Development Authorities 79,130 54%
Property Development 2,394 2%
PPP 15,509 11%
Debt from Multilateral/Bilateral/Domestic Institutions 28,734 20%
Total 1,46,531 100%
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Table E-5: Major Sources of Funding and their Share (by 2041) for Urban Infrastructure
Sources of Funding Amount (Rs. Crores) % of Total
Central Government 35,417 20%
State Government/Development Authorities 93,783 53%
Property Development 2,394 1%
PPP 15,509 9%
Debt from Multilateral/Bilateral/Domestic Institutions 28,734 16%
Total 1,75,837 100%
The transport infrastructure investment needs of HMA for the horizon period (upto 2041) have been
quantified and presented above. The scale of capital investment needs is likely to greatly exceed past
expenditure levels. Institutional arrangements, capacity building, etc. are going to be crucial for effective
mobilisation and management of resources and coordination during various stages of projects
implementation. Hence, it was considered prudent to identify the institutional setup and capacity needs of
various regional and local authorities/ organisations within the HMA for the effective implementation of the
proposed transportation projects. National and international practices on governance of metropolitan areas
and methods of transport infrastructure delivery, including ongoing operations have been studied It is
observed that outside of India there are almost as many institutional arrangements as the agencies and
institutions.
E.4.1 Funding from Central Government:
Funding in the form of grants or debt constitute about 14.2% of the total investment required in the transport
infrastructure related sector in the next three decades in Hyderabad Metropolitan Area. The funding can be
in different forms like
Viability Gap Funding (VGF): It is a capital grant from the central or state government providing funding
assistance to projects under Public-Private Partnership (PPP) which are otherwise not feasible either due to
longer gestation periods or inability to raise user charges. The VGF is always equivalent to lowest bid for
capital subsidy but is restricted to the maximum of 20% of total project cost. If the sponsoring body-
ministry/state government/statutory body- provide any other assistance, it can be further extended up to
maximum of 40% of the cost of the project. The VGF component is linked to private investment. If the target
for private investment is not attained, VGF will also be affected.
Grants: Central Government can fund projects by providing grants through programmes like the Jawaharlal
Nehru Urban Renewal Mission (JNNURM). It is a scheme for bringing improvement in urban infrastructure and
urban governance. It provides financial assistance in the form of grants to ULBs and parastatal state agencies
such as HMDA for implementation of projects. For cities with four million plus population if ULB or parastatal
body can raise 50% and state government is ready to share 15% of the project cost, central government can
fund 35% of the cost as grant. These grants can be utilized for following three purposes:
a) Attracting more resources: to leverage additional resources which could be utilised for capital or O&M investment
in a project
b) Bridging the commercial viability gap: for enhancing commercial viability of a project
c) Ensuring bankability of projects: To fund credit enhancement mechanisms such as establishing liquidity support
mechanisms, up-front debt-service reserve facility, deep discount bonds, contingent liability support and equity
support. Its aim is to help projects meet the needs of funds during variations in cash-flow and enhance bankability
of a project.
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E.4.2 Funding from Private Sector:
Investment from the private investors in PPP’s will occur to the extent that revenues are available from the
travelling public to provide a return to the investors. Such revenue forecasts are project specific and such
investments will not be attracted to all projects. Based on preliminary estimates as provided in Table E-4,
about 10.6% of all the investments (amounting to about INR 15,509 Crores) will need to be raised from the
private sector. It is to be noted that proportion of investment can be anticipated to vary considerably
depending on not only on market conditions but also on ability of other government bodies to join hands with
HMDA.
E.4.3 Funding through Debt:
Projects can be also funded through debt. It is estimated that HMDA would have to raise about 19.6% of the
total investment on urban transport through debt from domestic or international funding agencies like The
World Bank, Japan International Cooperation Agency (JICA), or any commercial bank as provided in the HMDA
Act, 2008. The debt, will however, have to be supported by the Government of India and Government of
Andhra Pradesh and HMDA will have to service and repay any such debt. Revenue streams that will allow
HMDA to repay any such debts must be established as per the provisions of HMDA Act, 2008.
E.4.4 Funding by HMDA:
The remainder of the investment- about 55.6% of the total investment will have to be raised/generated by
HMDA. Apart from the creation of transport infrastructure, HMDA as a regional planning agency is entrusted
with meeting other financial obligations as well. Hence as mentioned above, a continuous revenue stream will
have to be established. Based on a detailed study of the sources of revenue for HMDA, as mentioned in
section 10.3, it is envisioned that the investment needs for the creation and maintenance of transport
infrastructure can be met by levy of development charges based not on the amount of space being developed
but rather on the value of the development. This methodology will allow market dynamics to play a greater
role in the resource generation. Based on the project population and employment in HMA for the horizon
year, preliminary estimates of the potential revenue that could be generated through the levy of
DEVELOPMENT CHARGES by HMDA have been worked out.
The population of HMA is likely to increase from 9.4 million in the base year to about 19.4 million by 2041 and
the employment is likely to increase from about 3.2 million to about 7.7 million during the same period.
Development charges have been worked out separately for the residential as well as non-residential
development – both new development and redevelopment of existing spaces.
Two separate methods have been adopted for the calculation of potential development charges. In the first
method, uniform redevelopment potential is assumed for all types of units depending upon the location. In
the second method, the redevelopment potential is assumed based on the type of unit (apartments,
independent house, service apartment, and slums) and their locations over the space of HMA. In both the
cases the potential revenue from new development is calculated based on the likely household size and
dwelling unit size. For the estimation of development charges likely to be generated from the
development/redevelopment of non-residential space assumptions for the average occupancy, average cost
of development and redevelopment potential for office, industrial and other non-residential spaces are
assumed.
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Based on the above assumptions, the total development changes that can be raised from the development
and redevelopment of residential as well as non-residential spaces in HMA is be in the range of Rs.1.25 Lakh
Crores to Rs.1.7 Lakh Crores as shown in Table E-6.
Table E-6: Preliminary Estimates of Total Development Charges by 2041 (INR Lakh Crores)
Option 1 Option 2
New Development 0.90 0.90
Redevelopment 0.11 0.58
Development Charges from Residential Development 1.01 1.48
Development Charges from Non- Residential Development 0.24 0.24
Total Development Charges 1.26 1.72
Based on the recommendations of the Working Group on Urban Transport for 12 th Five Year Plan, as
mentioned in Table E-4, a total investment of INR 1.46 Lakh Crores will be required for Urban Transport by the
horizon period upto 2041. Including other infrastructure, the overall urban infrastructure investment
requirement is INR 1.76 Lakh Crores. It can be observed that the preliminary estimates of likely revenue
through the levy of development charges is approximately matches with the amount required for the
development of transport and other urban infrastructure.
It is pertinent to mention here that, the above described investment needs and sources of funding are
preliminary and needs further discussions and deliberation. Accordingly, the investment needs and sources of
funding shall be updated during the course of the study when we firm up short and medium term investment
strategy.
E.5 INSTITUTIONAL REFORMS FOR HMDA
As part of the NUTP, the Ministry of Urban Development (MoUD) suggested major institutional changes
including the setting up of Unified Metropolitan Transport Authority (UMTA) in all million plus cities (to
facilitate coordinated planning and development of urban transport systems); creating Dedicated Urban
Transport Funds, and the preparation of Comprehensive Mobility Plans for the urban agglomerations.
The Government of Andhra Pradesh proactively has established UMTA.1 Efforts are being made by UMTA to
address various aspects related to transport sector currently with HMDA as UMTA nodal agency and in
consultation with and support from the stakeholders’ viz. Greater Hyderabad Municipal Corporation (GHMC),
Traffic Police, Hyderabad Metro Rail Ltd. (HMRL), Andhra Pradesh State Road Transport Corporation (APSRTC),
and others. As part of the CTS study, institutional changes for HMDA have been assessed and the details are
briefly presented in the following sections.
The level of investment in regional urban infrastructure to be made through HMDA is going to increase many
times in the immediate future. The increase in the number of projects that HMDA will have to assess, plan,
finance, implement and manage will alone require a large increase in the complement of staff. However, the
projects themselves are increasing in complexity and this requires not only a larger number of staff but also a
broader range of skills. These skills will have to be organised into groups that relate and work effectively
together, a proposed organisational structure is shown in Figure E-4. Over a period of time, the responsibilities
of HMDA are further expected to increase with respect to Special Planning Areas/ New Towns and Regional
Emergency Services. Hence, two additional departments have been proposed and the organisation structure
for HMDA is presented in Figure E-5.
1
The Unified Metropolitan Transport Authority (UMTA) for Hyderabad Metropolitan Region was constituted by an Act of the
Andhra Pradesh legislature (G O Ms. No. 624) in 2008.
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E.5.1 Regional Transport & Communications Department
Concerted efforts are made by all agencies to meet the needs of transport sector over the years in HMA.
Despite this transport sector needs serious attention and also calls for a paradigm shift to address and
implement aspects in a holistic manner, apart from integration and coordination amongst various agencies
and modes. Further, the needs and requirements of transport sector are enormous not only in terms of
finances but also needing full-fledged dedicated staff, with multi-disciplinary backgrounds. It is estimated that
currently all the agencies involved in transport sector in HMA could collectively be investing in the order of
INR 2,500-3,000crores per annum. Towards meeting the present and anticipated travel demand/needs of
future it is anticipated that the level of investments may increase to at least about INR 8,000 -10,000 crores
per annum in the coming decades. This would mean that the investments would go up by at least three (3)
times from present size.
HMDA and other agencies in HMA are currently undertaking many transportation projects in HMA of varying
scale. Many such would further have to be initiated, as sequel to CTS for HMA. Also, further to address the
outcomes of studies/plans/projects and to guide the planned and sustainable growth of HMA appropriate
institutional measures with respect to transport sector become vital, apart from guiding the prioritized
investments to have highest benefits to the community in the HMA. It is felt essential to create full-fledged
Regional Transport & Communications Department in HMDA to meet the needs of community and transport
systems apart from meeting the directives of HUMTA in this regard.
HMDA- Authority
Hyderabad Unified Metropolitan

Executive Committee Transportation Authority
(Advisory/Consultation)
Metropolitan Commissioner
Addl. Metropolitan Commissioner
Strategic Policy/ Public Relations/ Finance/Accounting Corporate

Financial Planning Communications & &Service Administration
& Investment Intergovernmental Compliance/ Performance Legal & Personnel
Department Affairs Department Department Department
Regional Regional Regional Regional

Transport/ Planning Water Resources Development Economic
Communications Department and Sanitation Department Growth
Department Department
Service Delivery Corporations/ Agencies/ Contractors

Figure E-4: Proposed Organisation Structure for HMDA-Stage I
E-11
HMDA- Authority
Hyderabad Metropolitan
Planning Commission
(Advisory/Consultation) Hyderabad Unified Metropolitan
Hyderabad Metropolitan
Infrastructure Fund
Addl. Metropolitan Commissioner Addl. Metropolitan Commissioner
Strategic Policy/ Public Relations/ Finance/Accounting Corporate

Financial Planning Communications & &Service Administration
& Investment Intergovernmental Compliance/ Performance Legal & Personnel
Department Affairs Department Department Department
Regional Regional Regional Regional Designated Regional

Transport/ Planning Water Resources Economic Special Planning Emergency
Communications Department Development & Sanitation Growth Areas/New Towns Services
Department Department Department Department Department
Figure E-5: Proposed Organisation Structure for HMDA-Stage II
E.5.2 Role and Functions of the Regional Transport & Communications Department
The principal Role of Regional Transport & Communications Department, apart from others will be:
a) To Guide and Promote Integrated Land Use and Transport Development;
b) To ensure effective Co-ordination in preparation and implementation of Transport Projects by various agencies;
c) To guide planning, engineering, design, operations and management of transport systems in an integrated manner;
d) To keep in place the plans and tools for ensuring effective and efficient use by all the local agencies;
e) To implement and support implementation of Transport projects in HMA; and
f) To function as secretariat to and facilitate effective functioning of HUMTA.
The Functions of Regional Transport & Communications Department, apart from others, will be:
a) Functioning as think tank of transport sector at HMA level;
b) Functioning as sounding board and advisory body to all agencies with aspects related to transport sector at HMA
level;
c) Interacting with GoI, and GoAP and also with other agencies as deem needed to effectively and efficiently govern the
transport sector at HMA level;
d) Preparing Vision and Corporate Plans of Transport Sector for HMA;
e) Preparing Policies and Strategies as needed for integrated multi modal transport systems at HMA level;
f) Preparing and be custodian of Transport sector Plans for HMA and coordinate at all levels as needed for their
implementation;
g) Working towards the Land Use and Transport integration in HMA;
h) Co-ordinating with and extending secretarial support to UMTA towards taking decisions and also follow up on
implementation. For this purpose, creating a Transport Advisory Panel appointed from Government,
private/public/institutional sectors with expertise in transportation;
i) Preparing Guidelines and Manuals as needed with respect to transport sector;
j) Developing Prioritized Investment Programs with respect to Transport Sector in HMA;
k) Generating resources for implementation of transportation projects of regional scale and importance;
l) Guiding, Allocating and Monitoring the Investments made in transport sector/projects;
E-12
m) Preparing Multi Year Rolling Plans for Transport Sector;

n) Functioning as transport resource centre and extending necessary technical advice;
o) To maintain regional transport data base and support planning and decision making efforts;
p) Co-ordinating and communicating with all the stakeholders in HMA on a regular basis;
q) Implementing transport projects of regional scale;
r) Advising and co-ordinating with other agencies in HMA on Implementation of transport projects;
s) Developing and maintaining Transport Fund as and when established;
t) Advising on Fare policy and integration;
u) Advising on, as needed on the rationalisation of transport services;
v) Monitoring and Evaluating the impacts of transport investments and guiding them to yield maximum benefits to the
community on regular basis; and
w) Interacting with Industry and academia to have update on the sector.
In addition to the above, the department should take lead and proactive role as per the mandate of HMDA.
The above roles and functions need to be seen as long list of aspects that Transport Department needs to do.
These can be gradually and over a time frame can be internalized.
E.5.3 Divisions in the Regional Transport & Communications Department
Given the complexities of the sector, the Regional Transport & Communications Department needs to contain
various divisions in taking up the various functions of the department. The proposed divisions and their role
and functions are presented in Table E-7. Organisational structure proposed for Regional Transport &
Communications Department is presented in Figure E-6.
Table E-7: Divisions Proposed under Regional Transport & Communications Department, their Roles and
Functions
Sl. No. Division Role and Functions
1. Policy & Planning  Think tank of transport sector at HMA level
 Preparing Vision and Corporate Plans of Transport Sector for HMA
 Preparing Policies and Strategies as needed for integrated multi modal transport
systems at HMA level
 Developing Prioritized Investment Programs with respect to Transport Sector in HMA
 Generating resources for implementation of transportation projects of regional scale
and importance
 Guiding, Allocating and Monitoring the Investments made in transport
sector/projects
 Preparing Multi Year Rolling Plans for Transport Sector
 Co-ordinating and communicating with all the stakeholders in HMA on a regular basis
 Interacting with Industry and academia to have update on the sector
2. ITS/Communications/ Data  Transport resource centre and extending necessary technical advice
Centre &Modelling Division  maintain regional transport data base and support planning and decision making
efforts
3. Procurement  Implementing transport projects of regional scale
4. Regional Surface Transport  Preparing Guidelines and Manuals as needed with respect to Surface Transport
Division  Implementing road transport projects of regional scale
 Co-ordinating with other agencies in HMA on Implementation of road transport
projects
 Advising on Toll policy and integration
 Advising on, as needed on the rationalisation of transport services
 Monitoring and Evaluating the impacts of transport investments and guiding them to
yield maximum benefits to the community on regular basis
 Road safety
 Coordination with APSRTC for Integrated ticketing Integrated ticketing
5. Regional Metro Division  Preparing Guidelines and Manuals as needed with respect to Metro Transport
 Implementing metro rail transport projects of regional scale
 Co-ordinating with other agencies in HMA on Implementation of metro rail transport
projects
 Advising on Metro Fare policy and integration
E-13
Sl. No. Division Role and Functions

 Safety and Security
 Coordination with HMRL for Integrated ticketing Integrated ticketing
6. Suburban Rail/ MMTS  Co-ordinating with other agencies (South Central Railway/ Indian Railways) in HMA
Integration Division on Implementation of sub-urban rail/MMTS projects
 Advising on Fare policy and integration
 Coordination with South Central Railway for Integrated ticketing
7. R&R, Land Acquisition, Utility  Preparation of R&R policy guidelines and documents pertaining to transportation
Relocation and Environment projects
 Preparation/ review of land acquisition plans for transportation projects and
coordination with relevant organisations
 Preparation/ review of utility relocation plans for transportation projects and
coordination with relevant organisations
 Preparation/Review of EIA/EMP reports prepared for transportation projects and
coordinate with Central/ State Governments for obtaining the necessary clearances
The above can be further modified and changed as per the needs of time. It is creation of Cell/Unit is more
important. Ultimately each Cell needs to be headed by an officer of the rank of SE. As we see the gradual
transition of this could be as under:
HMDA- Authority
Hyderabad Unified Metropolitan

Addl. Metropolitan Commissioner

Provides
Technical
Input
to UMTA
Regional
Transport/Communic
ations
Department
Transport Advisory Panel

Commissioner of Police Co-ordination &
Director Appointed f rom Government,
Corridor Management & Safety Consultation Regional Private/ Public/ Institutional
Transport Sectors with Expertise in
Transportation
Policy & Planning ITS/Communicat Procurement Regional Surf ace Regional Metro Suburban Rail/ R&R, Land
ions/ Data Transport Division Division MMTS acquisition,
Centre & Integration Utility
Modelling Division Relocation and
Division HMA Bus HMA Road Environment
Transport Transport
Figure E-6: Organisational Structure for Regional Transport & Communications Department
E.5.4 The Organisational Concept Provides the Framework for Recruiting Staff
The proposed organisational changes provide the basis for decision making but it is important to recognise
such changes will have little effect unless staff are recruited and trained to fulfil these functions. The scale and
E-14
complexity of investment that HMDA is planning has very few parallels amongst modern cities yet the number
of staff expected to execute theses task is severely limited in number. It is our belief that the number of staff
working within HMDA on infrastructure implementation issues needs to be expanded by a minimum of three
times over the next 5 years. To not expand the staff is to put the execution of planned projects at risk. With
our preliminary recommendations we strongly feel a need to carry out a detailed Institutional Assessment
Study for HMDA.
E.6 ASPECTS NEEDING SOME ATTENTION AND CONSIDERATION
HMA is growing and growing fast. This trend will continue. Transport sector needs more focussed efforts and
attention as noted above. The above arrangement is one such option. There could be other models. Further to
the above, it is felt that considered view and attention should be given to:
a) MCH has become GHMC and area has significantly increased. Keeping the needs of future in view should the area of
GHMC be further extended? (Potential options are shown in Figure E-7 to Figure E-9);
b) Should there be amendments to UMTA act to bring in changes to reflect the constitution of it from larger state
perspective– like as to how and why top officer of the state be the Chairman and as to why other places of AP be
denied of such options, apart from others;
c) Given that GoI, MoUD transfers all the funds to ULBs and with time as to how to strengthen corporations to address
needs of transport in more focussed manner;
d) Should we not make changes in a bigger way, as in developed world and if done will there be conflict from larger
national perspective;
e) Can one authority in our governance system will ever be able to take off and function;
f) What should be the directions for setting up a body that is really unified and addresses the infrastructure needs of
HMA;
g) Should the functions related to transport be taken out from all the present authorities and be transferred to one
newly set up authority; and
h) Should the authority be on the lines of Hyderabad Metro Water Works.?
We have suggested an option after a detailed study for consideration and discussion as part of this paper. This
can be considered as one of the options and not necessarily final recommendation.
We also feel that, there is a need to think on the above and take a dispassionate view. It is based on this; the
most appropriate arrangements can be evolved.
E-15
Existing
Boundary
GHMC
Expand GHMC
Boundary Up To
& Including ORR
Growth Corridor
Potential Changes to Municipal

Jurisdiction Option 1
Figure E-7: Potential Changes to Municipal Jurisdiction Option 1
Municipality 5
/Mandal?
Municipality 4
/Mandal?
Municipality 1
/Mandal?
Expanded
GHMC
Municipality 2
/Mandal?
Municipality 3
/Mandal?

Jurisdiction Option 1 Extended Area
Figure E-8: Potential Changes to Municipal Jurisdiction Option 1 Extended Area
E-16
Municipality 4
Mandal
Municipality 1
Mandal?
Expanded
GHMC
Municipality 2
Municipality Mandal?
3
Mandal?

Jurisdiction Option 2
GHMC Expanded to Contiguous
Develelopment Outside ORR
Figure E-9: Potential Changes to Municipal Jurisdiction Option 2 GHMC Expanded to Contiguous Development
Outside ORR
E.7 LONG TERM TRANSPORTATION STRATEGIES PROPOSED FOR HMA
Long Term Transportation Strategies proposed for HMA are presented as follows:
a) Integrated Land use Transport Plan and Transport Driven Development;
b) Transportation Corridor - Right of Way Protection;
c) Promotion of Transit Oriented Development;
d) Implementation of Non-Motorised Transport (NMT) policy and improve road safety;
e) Implementation of Parking Policy;
f) Institutional reforms and capacity building; and
g) Efforts on alternative funding sources with focussed approach on Development Charges.
E-17

Long Term Strategy For The Transport Sector of HMA-2041: Hyderabad Metropolitan Development Authority

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Long Term Strategy For The Transport Sector of HMA-2041: Hyderabad Metropolitan Development Authority

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Hyderabad Metropolitan Development Authority

Comprehensive Transportation Study (CTS) for

Distribution Transport System

LEA Associates South Asia Pvt. Ltd., New Delhi, India

The LTS report covered the following:

E.2 POPULATION AND EMPLOYMENT SCENARIOS

E.3 TRAVEL DEMAND FORCAST AND SCENARIO ANALYSIS

Figure E-1: Alternative Scenarios for Travel Demand Analysis

Figure E-2: Resilient Transit Network for 2041

Figure E-3: Resilient Road Network for 2041

E.4 PRELIMINARY COST ESTIMATES AND FINANCING OPTIONS

E.4.1 Funding from Central Government:

E.4.2 Funding from Private Sector:

E.4.3 Funding through Debt:

E.4.4 Funding by HMDA:

E.5 INSTITUTIONAL REFORMS FOR HMDA

E.5.1 Regional Transport & Communications Department

Hyderabad Unified Metropolitan

Addl. Metropolitan Commissioner

Strategic Policy/ Public Relations/ Finance/Accounting Corporate

Regional Regional Regional Regional

Service Delivery Corporations/ Agencies/ Contractors

Addl. Metropolitan Commissioner Addl. Metropolitan Commissioner

Strategic Policy/ Public Relations/ Finance/Accounting Corporate

Regional Regional Regional Regional Designated Regional

Service Delivery Corporations/ Agencies/ Contractors

Figure E-5: Proposed Organisation Structure for HMDA-Stage II

m) Preparing Multi Year Rolling Plans for Transport Sector;

E.5.3 Divisions in the Regional Transport & Communications Department

Sl. No. Division Role and Functions

Hyderabad Unified Metropolitan

Addl. Metropolitan Commissioner

Transport Advisory Panel

Service Delivery Corporations/ Agencies/ Contractors

E.6 ASPECTS NEEDING SOME ATTENTION AND CONSIDERATION

Potential Changes to Municipal

Potential Changes to Municipal

Potential Changes to Municipal

E.7 LONG TERM TRANSPORTATION STRATEGIES PROPOSED FOR HMA

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