A Service Operation Management Perspective to City Bus transport Service

A Service Operation Management Perspective to

CITY BUS TRANSPORT SERVICE

Amrendra Bharati | PG180070

Divyanshi Srivastava | PG180280

Pooja Toshniwal | PG180688

Pratha Bisani | PG180727

Rajeshwari Tegampure | PG180781

Riya Rajesh | PG180817

Siddharth Gupta | PG180994

Sreya Vaidyan | PG181048

Vidya S | PG181183

Vishwa Shah | PG181204

Studio Instructor

Dr. Gayatri Doctor

Teaching Assistant Himadri Panchal

Faculty of Management,

CEPT University

Copyright under Faculty of Management, CEPT University, Ahmedabad

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A Service Operation Management Perspective To

CITY BUS TRANSPORT SERVICE

Service Operations Management Studio Monsoon Semester 2019

Studio Instructors

Dr. Gayatri Doctor, Dr. Mercy Samuel

Teaching Assistant Himadri Panchal

Editor

Sreya Vaidyan

Layout and Graphic Design

Rajeshwari Tegampure, Divyanshi Srivastava, Pratha Bisani, Amrendra Bharati Text and Photography Pratha Bisani, Vishwa Shah, Riya Rajesh, Divyanshi Srivastava, Sreya Vaidyan, Amrendra Bharati, Pooja Toshniwal, Rajeshwari Tegampure, Vidya S, Siddharth Gupta

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Acknowledgement We are grateful to CEPT University, and the Faculty of Management for making it possible for us to do this study.

We are priviledged to work on this project under the guidance of Dr. Gayatri Doctor and are grateful for her mentorship and support. We are indebted to Ms. Himadri Panchal for her constant guidance.

We are grateful to all the jurors and guest faculty throughout the semester, who with their thoughtful comments gave the project more dimension at each stage. During the quest of data collection, we met manager and staff on the case city site who helped us get through the investigation process productively.

We would like to thank the City Government Authorities who made it possible for us to work with the organisations and all the officers and staff at various offices who were generous with their time and expertise.

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Foreword Among the several services that haven’t been able to keep up with the exponential growth of Indian cities is public transportation. Public transport systems in India are amongst the most heavily used in the world being a primary mode of road transport for a large number of Indian citizens. Efficient public transportation networks ease commute and transportation needs thus making the city accessible and more livable.

The studio project was done to understand the public transport system in a city its challenges and issues. A case city was chosen to do a detailed analysis on different aspects that influence the service operations and management of the city bus transport service. The study involved different aspects of the city bus transport system namely adoption strategies, contracts management, route rationalisation and feeder integration, Automatic Fare Collection System (AFS), Integrated Transit Management System (ITMS), Depot Management System (DMS), terminal management, bus stop management, incident management, bus maintenance, revenue management, fare determination A variety of tools from operations management, service management and strategic management such as the fishbone diagram and RACI matrix were used to understand the system. An understanding of the transport policy, case studies and best practices both nationally and internationally, helped identify the challenges being faced in the case city. Citizen surveys, inputs and data from the Integrated Transport Management System (ITMS) system gave an opportunity analyze the system in depth. Data visualization tools helped represent the data analyzed. The studio outcome was to give proposals for addressing the issues that were identified in the case city, thereby increasing ridership, citizen satisfaction and improving the city bus transport system.

This studio project would not have been possible without the data provided, interactions and co-operation of the officials of the city government of the case city.

Integrated Transport Management System

Fare Collection

Feeder System and Route Rationalization

Depot Management

Contract Management Bus Stop and Bus Terminal Management

Adoption Strategy Bus Maintenance and Incident Management

Revenue Management Fare Determination

A Service Operations Management Perspective to City Bus Transport

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Table of Contents

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Introduction

Adoption Strategies & Facilitators for the Outreach of Services

39

57

Contract Management

Integration of Feeder & Route Rationalization

67

83

Fare Collection

8

23

Integrated Transport Management System

97

Depot Management

111

123

137

149 Fare Determination

159

163

164

Incident Management & Bus Maintenance

References

Terminal & Bus Stop Management

Revenue Management

Conclusion

Appendix

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List of Figures

Chapter 2

service quality in the CBS

Fig. 2.1 Logo of Big10 buses in Bangalore

Fig. 2.30 The respondents categorized into the different market segments

Fig. 2.2 Survey by EMBARQ for 804 respondents Fig. 2.3 Diagram explaining the design of the BRT system that was going to be introduced in Indore

Fig. 2.31 Reasons for respondents not using the CBS

Fig. 2.4 Change in ridership from the year 2011 to 2018

Chapter 3

Fig. 2.5 Change in ridership from the year 2011 to 2018 Fig. 2.6 Relationship between petrol prices, ridership and vehicle ownership Fig. 2.7 Private vehicle ownership in the case city

Fig 3.2: Swimlane 0f Tendering Pr0cess and C0nditi0ns Precedent (C0ntd)

Fig. 2.8 The graph shows the number of cars in relation to autos, mopeds and taxi. It is evident that the number of autos is more in number in comparison to the public buses in the city.

Fig 3.3: Swimlane 0f Tendering Pr0cess and C0nditi0ns Precedent (c0ntd.)

Fig. 2.9 Graph depicting the number of concessions passes issued in the current year

Fig 3.5: Elements 0f City bus

Fig. 2.10 Graph depicting the proportion of male and female respondents.

Fig. 2.11 Graph depicting the proportion of different age groups among the respondents Fig. 2.12 Duration of residency in the case city Fig. 2.13 Proficiency in local language Fig. 2.14 Graph depicting the occupation of the riders of the CBS Fig. 2.15 Over 70% of the respondents are CBS users

Fig 3.4:Assessment 0f Bus Specificati0n and Fleet Depl0yment Plan Fig 3.6 : Hybrid Gr0ss C0st C0ntract M0del Fig 3.7: R0les and Resp0nsibilities 0f 0perat0r and Auth0rity Fig 3.8: Assessment 0f Hybrid Gr0ss C0st C0ntract Fig 3.9: Parameters for driver behavior and other bus related defaults Fig 3.10: Existing f0rmat f0r assessment 0f bus maintenance Fig 3.11: Parameters for bus operations and operator related defaults Fig 3.12: M0nit0ring Mechanism

Fig. 2.16 Do you own smartphone

Fig 3.13: M0de 0f C0mplaint Redressal

Fig. 2.17 Ownership of private vehicles amongst the respondents

Fig 3.14: Swimlane pr0cess 0f c0mplaint redressal Fi g 3.15: RACI matrix f0r assessment 0f C0mplaint Redressal

Fig. 2.18 Frequency of travel in CBS

Fig 3.16: Existing signage in buses

Fig. 2.19 Purpose of travel in CBS

Fig 3.17: Swimlane Pr0cess 0f Dispute Res0luti0n

Fig. 2.20 First mile connectivity

Fig 3.18: Swimlane Pr0cess 0f Dispute Res0luti0n (C0td.)

Fig. 2.21 Type of ticketing

Fig 3.19: F0rmat f0r Daily, M0nthly and Annual Rep0rts t0 be submitted by 0perat0r

Fig. 2.22 Awareness of concession passes Fig. 2.23 Do you find the bus crowded?

Fig. 2.24 Awareness of the CBS website Fig. 2.25 Would you prefer mobile app for updates Fig. 2.26 SERVQUAL questionnaire and ratings Fig. 2.27 Spider chart depicting the SERVQUAL rating from the survey

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Fig 3.1: Swimlane 0f Tendering Pr0cess and C0nditi0ns Precedent

Fig 3.20: Pr0p0sed pr0cess 0f c0mplaint redressal Fig 3.21: Pr0p0sal f0r signages that can be used t0 educate passengers Fig 3.22: Proposed Swimlane for Arbitrati0n Process Chapter 4

Fig.2.28 Fishbone diagram to assess the reason for decline in ridership

Fig. 4.1Concept of Kiss + Ride (K+R)

Fig.2.29 Fishbone diagram to assess the reason behind poor

Fig. 4.3Public Light Bus in Hong Kong

Fig. 4.2Tata Magic serving as Share Auto

Chapter 7 Fig. 4.4Auto rickshaw in Haikou

Fig. 7.1 Description of 7.5 Norms by Government of Tamil Nadu

Fig. 4.5 Transmilano- BRT model of Bogota Fig.4.6 Conceptual understanding rationalization in Banglore

of

Route

Fig. 7.2 Layout of Terminal T1 Fig. 7.3 Organisation structure in the Depot D1

Fig. 4.7Swimlane of route rationalization process

Fig. 7.4 Preventive maintenance regime for the buses

Fig. 4.8 Increase in no. of autos through years

Fig. 7.5 The process of an item purchase by the stores department

Fig. 4.9 Male/ Female ratio in the survey Fig. 4.10 Duration of study area residents in the city Fig. 4.11Age group of the surveyed people

Fig. 7.6 The process of issuance of the materials by the stores department

Fig. 4.12 Percentage of users

Fig. 7.7 Crowd during passenger drop-off and pick-up at T1

Fig. 4.13Percentage of type of feeders

Fig. 7.8 ISHIKAWA diagram for crowding during passenger drop-off and pick-up at T1

Fig. 4.14 Male/ Female ratio of users Fig. 4.15 Percentage of people residing in the city Fig. 4.16 Age group of the users Fig. 4.17 Occupation of the users Fig. 4.18 Feeders used by passenger at various locations

Fig. 7.9 Crowd during passenger hop-off and hop-on at T1 Fig. 7.10 ISHIKAWA diagram for crowding during passenger during hop-on and hop-off at T1 Fig. 7.11 Survey of sample size 50 at T1 regarding from where the passengers board/ de-board the buses Fig. 7.12 Survey of sample size 50 at T1 regarding from where do the passengers collect bus details

Chapter 5 Fig. 5.1 Cashiers counting cash manually inside Cash Cabin

Fig. 7.13 Vehicular movement inside the terminal T1 Fig. 7.14 Proposed RACI matrix for material purchase process

Fig. 5.2 Conductors depositing cash Fig. 5.3 Manual registration of the no. of rolls issued Fig. 5.4 Staff recording data of manual tickets issued

Fig. 7.15 Proposed swimlane for suggestion on material purchase process Fig. 7.16 Proposed RACI matrix for issuance of the materials

Chapter 6

Fig. 7.17 Proposed layout of the terminal T1

Fig. 6.1 Components of Integrated transit management system

Chapter 8

Fig. 6.2 : Timeline of ITMS project for the case city

Fig. 8.1 City bus transport system

Fig. 6.3 System Architecture

Fig. 8.2 bus stop type-2 in case city without shelter

Fig. 6.4 AVLS Software Dashboard

Fig. 8.3 Bus stop type-1 in case city with shelter and railings

Fig. 6.5 Interactive Dashboard Example

Fig. 8.4 Case bus terminus 1 site layout

Fig. 6.6 Excel Report Generation

Fig. 8.5 waiting sheds at platform no. 3Congestion point

Fig. 6.7 EMS Components Fig.6.8 Incident Management Dashboard Example

Fig. 8. 6 Waiting sheds at platform no.6 System

Software

Fig. 6.9 DMS Software: Roster Management Fig.6.10 City Bus ITS Equipment, Interfaces & Communication Fig. 6.11 OBU installed in city buses Fig. 6.12 Driver Display Unit installed in City Bus Fig. 6.13 LED based PIS & announcement speakers in bus

Fig. 8.7 Information display board for bus routes and no.

Fig. 8.8 Case bus terminus 2 site layout Fig. 8.9 Terminus administration building Fig. 8.10 Control cabins in terminus Fig. 8.11 Charging deck for ETM Fig. 8.12 Case terminus 3 site layout Fig. 8.13 Control cabin in terminus Fig. 8.14 Toilet block in terminus

Fig. 6.14 Graph showing number of schedule deviations at X depot

Fig. 8.15 Drinking water booth in terminus

Fig. 6.15 Graph showing trend of non-working DDU

Chapter 9

Fig. 6.16 Graph showing non-working in bus PIS

Fig. 9.1 Organogram - Accident Department

Fig. 6.17 Real time journey information for city bus

Fig. 9.2 Ishikawa diagram to analyse root cause for accidents

service

Fig. 9.3 Ishikawa diagram to analyse root cause for breakdown

Fig. 9.4 Ishikawa diagram to analyse root cause for driver misbehaviour 11

Fig. 9.4 Process identification and profile for accidents

Chapter 10

Fig. 9.5 Swim lane diagram to understand the process in accident management

Fig. 10.1 Cost Allocation for Capital Expenditure 2014-2019

Fig. 9.7 RACI matrix to understand the roles and responsibilities in accident management

Fig. 10.3 Consolidated Capital Expenditure 2014-2019

Fig. 10.2 Consolidated capital expenditure 2014-19

Fig. 9.7 Organogram - Maintenance Department

Fig. 10.4 Cost Allocation for Operational Expenditure 20142019

Fig. 9.8 Services for preventive maintenance

Fig. 10.5 Consolidated Traffic Revenue 2014-2019

Fig. 9.9 Swim lane diagram to understand the process in bus maintenance

Fig. 10.6 Traffic Revenue Allocation 2014-2019

Fig. 9.10 RACI matrix to understand the roles and responsibilities in bus maintenance

Fig. 10.8 Standalone Non-Traffic Revenue 2014-2019

Fig. 10.7 Non-Traffic Revenue Allocation 2014-2019

Fig. 9.11 Parameters in DMS and IMS application

Fig. 10.9 Consolidated Expenditure vs Revenue Comparison 2014-2019

Fig. 9.12 Swim lane diagram to understand the gaps in the process in bus maintenance

Fig. 10.10 Stages of the strategic approach.

Fig. 9.13 Swim lane diagram to understand the change in the process in bus maintenance

Fig. 10.12 Backlit Board

Fig. 9.14 RACI matrix to understand the change in roles and responsibilities in bus maintenance Fig. 9.15 Number of accidents occurred from 2005-2018: City bus & Private Operators

Fig. 10.11 Business Model Canvas Fig. 10.13 LED Board Fig. 10.14 Scroller Board Fig. 10.15 Standalone Advertising Revenue Projection 20182023

Fig. 9.16 Maintenance issues faced in general Fig. 9.17 Preventive maintenance regime suggested for minimalizing breakdown incidents

Chapter 11

Fig. 9.18 Preventive maintenance regime suggested for minimalizing breakdown incidents

Fig. 11.2 RACI matrix

Fig. 9.19 Does the neatness in bus bother you?

Fig. 11.3 Do you use local bus service?

Fig. 9.20 Does city bus bus look safe to you?

Fig. 11.4 Gender Survey

Fig. 9.21 How would you rate the quality of city bus bus maintenance?

Fig. 11.5 Age Group Survey

Fig. 9.22 Are you satisfied with the driver’s driving behaviour?

Fig. 11.7 Occupation

Fig. 9.23 Have you ever made a complaint regarding maintenance?

Fig. 11.8 Comparison of 3 models

Fig. 9.24 Have you experienced any of these during your city bus travel?

Fig. 9.25 Have you ever made a complaint regarding driver behaviour?

Fig. 9.26 Have you experienced any accidents during city bus travel?

Fig. 9.27 What among these could change the driver beahvior?

Fig. 9.28 Feedback box model Fig. 9.29 Driver assessment parameters in feedback box Fig. 9.30 Swim lane to understand the existing skill training process Fig. 9.31 RACI matrix to understand the roles and responsibilities in training sessions Fig. 9.32 Swim lane to understand the process in analysing the feedback responses Fig. 9.33 RACI matrix to understand the roles and responsibilities in analysis the feedback responses Fig. 9.34 Performance assessment form

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Fig. 11.1 Swimlane for process of fare determination

Fig. 11.6 How long have you been in case city?

List of Abbreviations PTS – Public Transport System CBS – City Bus Service MRTS- Mass Rapid Transport System TOD- Transit Oriented Development RACI- Responsibility Accountability Consulted Informed HIG- High Income Group MIG- Middle Income Group LIG- Low Income Group CCC- Command and Control Centre ETM- Electronic Ticketing Machine HHT- Hand Held Ticketing Machine TNC- Ticket and Cash Department QR- Quick Response AVLS -Automatic Vehicle Location System VPSD-Vehicle Planning Scheduling Dispatch BI- Business Intelligence ITS- IntegratedTransit Service GPS- Global Positioning System CCC- Command Control Centre DMS- Depot Management System EMS- Enterprise Management System IMS- Incident Management System DR- Data Recovery DDU- Driver Display Unit OBU- On-board Unit PIS- Passenger Information System CAPEX - Capital Expenditure OPEX - Operational Expenditure FY- Financial Year CAGR- Compounded Annual Growth Rate SWOC- Strength, Weakness, Opportunity, Challenges

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List of Tables Chapter 3 Table 3.1: All0cati0n 0f Risks in vari0us c0ntracting m0dels Table 3.2: Risk All0cati0n & Assessment Table 3.3: RACI Matrix f0r R0ute Rati0nalizati0n & Assessment 0f Defaults Table 3.4: Service Level Benchmark - Public Transp0rt Service (M0HUA) (c0ntd.)

Table 3.5: Quality 0f perf0rmance assessment parameters and deliverables

Chapter 10 Table 10.1: Capital Expenditure 2014-19 Table 10.2 Operational Expenditure 2014-19 Table 10.3: Traffic Revenue 2014-19 Table 10.4: Non-Traffic Revenue 2014-19 Table 10.5: Channel Prioritizing Matrix Table 10.6: Comparative Analysis of Advertisement Boards Table 10.7: Considerations for Advertisement Model Table 10.8: Forecasted Advertisement Revenue

Chapter 11 Table 11.1 Fare as on 1/04/2018 Table 11.2 Comparison of Local bus service, BRTS, Metro Table 11.3 Fare based scenario Table 11.4 Factor based scenario Table 11.5 Route wise fare Table 11.6 Flat fare model Table 11.7 Distance based model fare

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Urban Municipal Transport System

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Urban Municipal Transport System Urban Bus Transport System: Status and Trends

prove ridership through ways the system itself demands.

Urbanization is one of the most significant processes that’s happening in India with the rapid increase in urban population. Considering this drastic growth, urban transport sector of a city plays an important role to ensure a convenient movement for vehicles as well as for pedestrians.

The city decided to start city-bus service in public sector, keeping in view the idea to end the troubles of people and to give them good service at reasonable rates. With an average ridership of around 4lakhs, the city bus service has been covering around 466sq.km with an infrastructure asset of about 730 buses, 5347 bus stops, 10 terminuses and 13 depots.

Larger the city the more complex it gets and hence to understand which system works for thecity is a complex task. For years, transportation was always a one-way perspective to enable passenger and freight movements. Today the system has become a major part in stabilising the economy of the city itself and consequently a challenge to encourage public transport and increase ridership.

This study was conducted to understand the urban transport system in a city, and a case city was chosen to do a detailed research on all the sectors that could influence the operations and management services of its city bus transport system. The study approach involved the understanding of urban transport through the lens of NUTP (National Urban Transport Planning), and comparing the same with the existing policies practised, along with literature studies, case studies and best practises both national and international, focussing on each sectors that could influence the effective performance of urban transport system in a city.

Introduction to the book This book is the outcome of the study of city bus service operations of the case city. The focus of study was to understand the existing system and find gaps of opportunities on which suggestions and recommendations could be put forward to enhance the current system.

Service operations management for transport service involves all the daily activities, processes, and decisions involved in providing service to the passengers. This was an exercise to analyse an existing functioning system, and understand customer perception and expectations.

For this study, 10 sectors within the system framework have been identified for analysis. These are: • Adoption strategies • Contract Management

Case city and city bus management

• Integration of feeder systems

A service operations management study of the city bus service was conducted in a Tier-1 city, which is also one of the largest metropolitan city in India, with a population of nearly 85 lakhs, and area of about 465 sq. km.

This city governed by a Municipal Corporation is also a designated Smart City under Smart Cities mission.

• Fare collection and ticketing

Urban transport is a complex system in respect to the selected case city, which makes it more apt to be studied on. The municipal transport system introduced by the city corporation for the convenience of the citizens, is envisaged to coordinate with other modes of transport such as BRTS and metro, ensuring that their synergies would provide efficient public transportation system in the city. The focus of the study is to understand the existing city bus system, through the lens of service operations management, to analyse the functioning of each departments and suggest ways to im-

• Incident Management and Bus maintenance

• Intelligent Transit Management Systems • Depot & Terminal Management • Bus stops & Terminal Management

• Revenue Management • Fare determination The study started with literature including published research, governing policy, and case studies to understand the bigger picture, and best practices-national and international. Further, on-site study that involved interaction with stakeholders, one-to-one interviews, site observation and documentation, surveys, and examination of 19

official data.

The collected information was analysed through process analysis tools including: Service concept and auditing: The service concept is used to develop new services. It captures information about organizing ideas, services provided and services received.

Data Visualization: Tableau-This tool helps in simplifying raw data into the very easily understandable format.

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Process Analysis –Tools & Techniques: Used to document, analyse and streamline complex processes, thereby improving productivity, increasing quality, and becoming more agile and effective. Tools like process profiling, Swim lane, RACI, SIPOC, FMEA, SERVQUAL, Lean management - Six sigma, Kano model, Market segmentation and Queueing were used to understand and analyze the system. This enabled identification of gaps in existing processes, evaluation of challenges, and highlighted avenues for improvement. Suggestions and proposals have been conceptualised and formulated in response to these findings.

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Adoption Strategies

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Adoption Strategies and Facilitators for Outreach of Services 2.1 Introduction Public transportation services (city buses, metro rail, ferry) in a city facilitates the movement of people from one point to another. People travel within a city for a variety of reasons and their mode of transport differs depending on the destination, route, time and purpose of travel. The form of mass transit depends on the context of the city (cultural and social factors), its size, economy and other travel patterns of its people (behavioral factors). The decision to use the public transport system (PTS) is affected by how well it facilitates the purpose of travel over space and time.

But the major challenge in the current scenario is the increase in the private vehicle ownership and people prefer the flexibility in time and routes that private vehicles give as opposed to the fixed schedules and stops that the public transport systems offer. Thus, there is a gradual decline in the ridership in these PTS. There are other factors that affect people’s decision to use the PTS like their personal preferences, constraints, willingness to pay and travel demands that can’t persuade them to switch modes of transportation.

The city bus services in a city like India are relatively cheap and are meant to cater to the lower income groups who form most of the population of the city. It also caters largely to the student population and working class. There is an increase in ownership of vehicles among this economic group and a steady decline of ridership. Consequently, there has been increased congestion on the roads and subsequent pollution of the air.

The focus of the study would be understanding the stagnation of ridership in the CBS of Case city. Further, to study the user perception of the service quality of the CBS to identify areas of improvement. Lastly, measures that can be adopted by the service provider to increase the outreach will be suggested as the outcome of this study.

The appraisal of the CBS is a humongous task and requires a large input of data and human resource. The major part of the study involves interaction with the current users of the service and the non-users of public transport systems in general. Due to the restricted time frame, the survey sample size has been limited to 100 24

respondents. The survey was conducted in various parts of the city to ensure randomness of the respondents.

The research is fragmented into understanding the current ridership and analyzing the travel behaviors. This is done with the help of the survey which is further supported by in-depth interviews with the people of the city (users of CBS and the non-users). This is followed by the understanding the market segments and identifying marketing techniques for the various segments.

Finally, it concludes with the exploration of the idea of re-branding the CBS to help with the outreach of services and increasing the visibility of CBS which will eventually increase ridership.

2.2 System Ridership can be stagnant or reduce for different reasons. It is important to understand the potential cause behind this to rectify problems associated with on time service delivery, in order to avoid a tremendous failure in the public transportation system. Some of the major steps involved in understanding these gaps are: i. Segment target population ii. Identify and remove barriers iii. Implement commitment strategies iv. Sustain the behaviour change The three main categories of work involve branding, marketing and communications. All three are important and go hand in hand. Branding increases recognition while marketing ensures that there is an enhanced public understanding and finally to establish public perception, communications is key.

2.2.1 Branding The three main objectives of branding are: i. Attract new customers This is important to increase the ridership of the city bus transport system. Most often people get awareness of the certain products and services through its brand-

ing. There is a sense of appeal to branded products and services especially amongst the elite class of citizens. ii. Retain existing users This is important segment to be addressed to avoid loss in ridership. There might be a certain portion of the current users of the city bus transport system that might be on the brink of switching to alternate modes of transport. It is therefore very important to identify plausible causes for dissatisfaction amongst the users and to address them immediately. iii. Secure support It is important to secure support both political and financial as it is essential for the functioning of the city bus service. If there is an understanding of the requirement of such a system catering to the large masses, required budget will be allocated which is essential for the upkeep and improvement of the service (WRI India, EMBARQ).

The Big 10 was launched in Bangalore on February 2009 on ten major radial routes of the city. It links major CBDs of Bangalore to its suburban areas. The main aim of the Big10 was to create a mode shift in favour of public transportation. In a study conducted by EMBARQ (Srikanth,

Further, it ensures the optimum use of existing services.

2.2.2. Marketing Tools like print media, social media platforms and other visual aids create a strong impact on the people’s perception of the product or service. Promotional services like reduced ticket fares or free trial runs. For this study, the public and market should be analysed. Then strategy should be created to promote transport services.

This will draw the consumers to the service, increasing the ridership. This should be followed up by customer feedback surveys. This is important to retain the existing users. Improve services to reflect customer needs.

This should be followed by building customer loyalty.

Indore introduced BRTS in the city in 2013 and as a part of this process, journalists were taken on a study tour of the BRTS system in case city. The free trial period also proved to be a key strategy in alleviating misconceptions about the functioning, comfort and safety of the iBus commute. Spreading the word through social media, enables two-way communication between the iBus team and the public to receive feedback as well as post comments, complaints and suggestions.

Bhopal focussed on creating an identity of a superior mode of transport. They published high quality satellite imagery to get public attention and display the key message. It instilled a great sense of pride amongst the citizens and a sense of ownership began to prevail.

2.2.3. Communications

2.1

Fig. 2.1 Logo of Big10 buses in Bangalore

3% 9%

1%

87%

Study tours can be conducted specially in the schools to enlighten youngsters about the benefits and importance of using public transport. Schools have the population that has the potential of attracting new users.

87%

Auto

Private 2-wheeler

Robust communications plan can be efficient and facilitate project delivery, stakeholder awareness & information and ensure continued investment in public transport in the long run. The mode of communication can be through pamphlets can be used for periodic updates of events, successes, progress. It can notify people of new routes or change in schedules. Further, it can be used for creating awareness about the service specially among the non-users.

Public forums or seminars can be used for the engagement amongst the stakeholders. These platforms will provide opportunities for one on one discussions, which is the most effective form of communications.

Private car

Regular bus

Page No. 1 of XX Fig. 2.2 Survey by EMBARQ for 804 respondents

2015), it was discovered that 13% of the survey respondents (n=804), shifted to Big10 from other private modes of travel. Branding increases the ridership and improves the revenue streams. It portrays a premium feel to its users and encourages all classes of people to use the service.

Interaction with media is important to increase the visibility of the service system. It can act like a mediating platform to address criticism and help with the outreach of services.

Social media is the most popular platform in the current scenario for two -way communications. It is essential to discuss views, opinions and share suggestions. It is also a great tool for getting feedback and to identify issues with the current systems.

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the service quality. This would be followed by identifying the various factors affecting ridership. Then after the complete analysis, measures that can be adopted by the CBS would be suggested to improve its quality of service provision.

Fig. 2.3 Diagram explaining the design of the BRT system that was going to be introduced in Indore Public meeting and workshops were an integral part of the iBus, Indore. Without much public engagement, numerous delays in the construction process had set a negative tone for press reports, resulting in poor public opinion.

To avoid any misconceptions that the project would take road space from personal vehicle users, graphics illustrating before and after versions of the corridor highlighted the improvement brought about by the BRTS. This focused on pedestrian walkways and cycle tracks along the AB Road corridor, which benefits all types of road users. A phase-wise system launch helped reinstate public interest and create the impact required.

Additionally, dry runs were made to familiarize citizens with the new system. This ensured that the people weren’t seeing the BRT as an alien concept anymore (WRI India, EMBARQ).

Awareness generation was given importance during the initial phase of the introduction of the BRT system. Notable guests were invited to speak about the benefits and importance of such systems in the city. Further newspapers published articles and provided constant updates for the general public. Comparative images were published to show the positive impacts of the project.

The strategy of the BRT in Case city was to create an identity that would speak for itself. International visits were made to ensure in-depth understanding of the upcoming project. Apart from this, workshops and seminars were conducted for awareness among the citizens. Numerous trial runs were made for the BRTS before it was formally launched. These measures ensured that the people were ready for the new public transport system in the city.

2.3 Analysis Ridership indicates the number of passengers using a form of public transport. It is important to increase ridership as it facilitates citizens mobility, reduces traffic congestion in the cities. It also promotes a more efficient and environment friendly use of resources.

The main objective of the study is to appraise the services provided by CBS. Further, analyse the commuters through surveys to understand the user perception of 26

2.3.1 Ridership pattern in CBS Over the period of 18 years (2000-2018), the ridership in CBS has seen ups and downs as shown in the figure below. From the year 2000, the ridership took a steep dip for reasons that are not clear. But from the transport statistics of 2018, it is seen that it is at the same time there was an increase in the ownership of private vehicles.

This could have been the reason in the dip in ridership between the years 2000 – 2004. After the year 2004, the ridership began to increase up to the year 2008. Then the ridership began to drop again. This time period coincides with the time BRTS was introduced in the city. There was a modal split and almost 50% of the CBS users switched to the newly introduced BRTS. Since then the ridership has been stagnant or indicatively declining (City Bus Service, 2016).

2.3.2

Factors affecting ridership

Ridership can be affected by various internal and external factors. Some of the prime factors are listed below.

There are many factors that affect the ridership in CBS, some of which are things like population, employment, school enrolment, travel time competitiveness (congestion impacts), app based door to door services, vehicle ownership, cost competitiveness, low fuel prices, affordable housing, suburbanization, immigration policy, telecommuting, service issues, construction outages, homelessness, perceptions of personal security and other local issues.

The graph below overlays the graph plotting the fuel prices, vehicle ownership and ridership over the last few years to explore the possible relationship between these different factors. The ridership seems to be increasing with the rise in the fuel prices, but at the same time vehicle ownership has been going up steadily. This may be because of the better employment / job opportunities that is available, resulting in affordability in buying cars.

Introduction of BRTS & Metro rail Introduction of BRTS created a modal split, reducing the ridership in CBS. The ridership has reduced from 8 lakhs in 2009 to 4.5 lakhs in 2018. Increased ownership of vehicles has also added to the loss of ridership. It is important to predict such modal shifts, and this can be done only through continuous study and analysis of the people, their travel patterns and behaviour. The ridership went down by 50% with the introduction of BRTS. Once the metro rail becomes fully functional, the current ridership will be further reduced. It is important to project future growth/ decline in order to able equip the institution with its financial implications as well.

Avg. Daily numbers of Passenger 900000 800000 700000 600000 500000 400000 300000 200000 100000

20 00 -2 00 1 20 01 -2 00 2 20 02 -2 00 3 20 03 -2 00 4 20 04 -2 00 5 20 05 -2 00 6 20 06 -2 00 7 20 07 -2 00 8 20 08 -2 00 9 20 09 -2 01 0 20 10 -2 01 1

0

Fig. 2.4 Change in ridership from the year 2011 to 2018 Fig 2. 4 Change in ridership from the year 2011 to 2018

Awareness generation was given importance promotes a more efficient and environment during the initial phase of the introduction of the friendly use of resources.

Avg. Daily numbers of Passenger BRT system. Notable guests were invited to speak The main objective of the study is to appraise the 900000 about the benefits and importance of such systems services provided by CBS. Further, analyse the in800000 the city. Further newspapers published articles commuters through surveys to understand the user and provided constant updates for the general perception of the service quality. This would be 700000Comparative images were published to public. followed by identifying the various factors show the positive impacts of the project. affecting ridership. Then after the complete 600000 The strategy of the BRT in Case city was to create analysis, measures that can be adopted by the CBS 500000 an identity that would speak for itself. International would be suggested to improve its quality of visits were made to ensure in-depth understanding service provision.

400000 of the upcoming project. Apart from this, Ridership pattern in CBS workshops and seminars were conducted for 300000 Over the period of 18 years (2000-2018), the awareness among the citizens. Numerous trial runs ridership in CBS has seen ups and downs as shown 200000 were made for the BRTS before it was formally in the figure below. From the year 2000, the launched. These measures ensured that the people ridership took a steep dip for reasons that are not 100000 were ready for the new public transport system in clear. But from the transport statistics of 2018, it is the city.0 seen that it is at the same time there was an 2011-2012 2012-2013 2013-2014 2014-2015 2016-2017 increase2015-2016 in the ownership of private2017-2018 vehicles. This 2.3 Analysis could have been the reason in the dip in ridership Change ridership from year 2011 to 2018 FigFig. 2.of 52.5 Change in in ridership from thethe year 2011 2018 between thetoyears 2000 – 2004. After the year Ridership indicates the number passengers the loans ridership increase up to the year using of prime public reason, transport.

It is important This maya form be the especially among to the of2004, availing frombegan bankstofor the purchase of vehicles. youth, to switch from public transport systems to private In addition, there is a growth in the economic status 2008. Then the ridership began to drop again. This of increase ridership as it facilitates citizens mobility, There was of a modal split and almost 50% of the CBS telecommuting, serviceare issues, construction ones.

Usage public transport systems may seem less the cityperiod and more people employed white time coincides with being the time BRTS inwas reduces traffic congestion in the cities. It also users switched the newly outages, appealing to collegetostudents due introduced to the trend BRTS. of owncollar jobs. homelessness, perceptions of personal introduced in the city.

Sinceof then ridership has been stagnant or security and other local issues. ership privatethe vehicles.

The reason behind the sudden Increased accessibility to Paratransit increase in ownership vehicles may come from ease indicatively decliningof(City Bus Service, 2016).

The graph below overlays the graph plotting the fuel prices, vehicle ownership and ridership over Factors affecting ridership the last few years to explore the possible Ridership can be affected by various internal and 5

27

Fig. 2.6FigRelationship between petrol prices, vehicleownership ownership 2. 6 Relationship between petrol prices,ridership ridership and and vehicle From the graphs above, it is evident that the number of monthly pass or the quarterly pass, night bus services, autos in comparison to private vehicles is a lot lesser. But free pass travelling scheme for the press reporters, mucontinuous study and analysis of theand people, their old Introduction of BRTS & Metro rail buses, it is seen comparing the number of autos to public nicipal councillors, freedom fighters widows, travel patterns and behaviour. The ridership went Introduction of for BRTS a modal that autos account up tocreated 80% of the vehicles split, on the age home members. down by 50% with the introduction of BRTS. Once reducing the ridership in CBS. The ridership has road while public buses on the road only accounts for 7% Fig 2. 6 Relationship between petrol prices,From ridership and vehicle ownership the graph below is evident that student passes (Commissionerate of Transport, the metro rail becomesitfully functional, the current reduced from 8 lakhs in 20092018-2019). to 4.5 lakhs in 2018. seem to be more in use than the other passes offered by ridership will be further reduced. It is important to Increasedpasses ownership of vehicles has also added to Concession the CBS. This may be because there is a lack of awareproject future growth/ decline to equiptheir the the loss of ridership.

It is&important continuous study and analysis of be theable people, Introduction of BRTS Metro railto predict such ness of the other passes offered by the CBS. The CBS has introduced various concession passes to institution with its financial implications as well. modal shifts, and this can be done only through travel patterns and behaviour. The ridership went Introduction of BRTS created a modal split, promote the use of the transport system provided. AlMarketing & Outreach down by 50% with the introduction of BRTS. Once reducing the ridership in CBS. The ridership has though there are a variety of passes meant for various Inthe themetro case city, councillors arefunctional, the key message carriers. rail becomes fully the current reduced 8 lakhs in 2009the to 4.5 lakhspass in 2018. sections of from the city population, student is the It is through them that feedbacks are given to the riders. ridership will be further reduced.

It is important to Increased ownership of vehicles has also added to most popular one. Some of the other passes offered by Another marketing strategy adopted by the CBS thethe CBS areofthe studentItconcessions, for the project future growth/ decline to be able equip theis to loss ridership. is importantconcessions to predict such ensure that every Monday all the officials of the CBS use blind, mentally citizens, institution with its financial implications as well. modal shifts, challenged, and this cansenior be done onlysportsmen, through the CBS to reach office. This is done to remove any kind

Fig 2. 7 Private vehicle ownership in the case city

28

of vehicles has been increasing steadily, especially Increase in ownership of vehicles since 2010 (Transport statistics of India, 2018).

Steadily increasing private vehicles on the road indicates preference of Fig. private modes 2.7 Private vehicleof ownershipThis in the casebe city may the city prime reason, especially among Fig 2. 7 Private vehicle ownership in the case transportation over public modes. The ownership the youth, to switch from public transport systems to private ones. Usage of public transport systems of vehicles has been increasing steadily, especially Increase in ownership of vehicles since 2010 (Transport statistics of India, 2018).

3Steadily increasing private vehicles on the road

Fig. 2.7 Private vehicle ownership in the case city

No. of Vehicles

No. of Vehicles

Taxi

Taxi

Mopeds

Private‌ Buses

Auto

Auto

Cars 0

10000000

0

20000000

500000

1000000

Fig. 2.8Fig. The2.8 graph showsshows the number of cars in relation to autos, mopeds thenumber numberofofautos autos The graph the number of cars in relation to autos, mopedsand andtaxi. taxi.ItItisisevident evident that that the is is more in number in comparison thecity. city. more in number in comparisontotothe the public public buses buses ininthe of misconception that the CBS is meant for the weaker section of the society. Similarly, state university declared that every 1st and 15th day of the month will be observed as a no vehicle day. This would help in motivating students to use the public transportation systems in the city.

Comparatively, a smaller portion of the population avail the service for recreation or shopping. From the graph above, daily users are a majority amongst the respondents, indicating that a large portion of the population rely on the CBS for their daily logistics.

2.3.3 Survey

Inference

For the purpose of this study, a sample size of 103 people was selected on a random selection basis.

From the survey, it is evident that most of the CBS users amongst the respondents are daily users of the service, who are majorly either a student or is from the working class. Nearly 49% of these respondents prefer to walk to the nearest bus stop. The major market segment for the CBS remains the student population, followed closely by the working class. It is therefore to rationalize routes and determine fares with the market segment in mind.

Moreover, 66% of the respondents find the bus too crowded for daily commute. This indicates the crowd that might shift their mode of transport due to discomfort in traveling in the CBS. It is important to address the issue of overcrowding to retain these customers.

The survey was conducted in various parts of the city to ensure inclusion of all sections of the city population.

Demographics of the survey sample The respondents comprised of 47% males and 53% females. The majority (46%) of the respondents were from the age group 18 years to 25 years. 65% of the respondents were people from the city who have been residing for more than three years. 25% of the respondents are people who have recently moved to the city and the remaining 10% have been in the city for less than a year. 72 % of the respondents speak the local language. It can be understood that majority of the users of the CBS are localities and do not face the difficulty of using the CBS as much as the others. From the graph below, it is observed that among the 103 respondents, almost 35 respondents are students. During the survey, it was observed that the number of students and salaried employees are the majority in the buses.

Analysis of CBS user respondents Amongst the 103 respondents, the riders of the CBS were further surveyed to understand their opinion on various aspects of the CBS. Most of the user’s main purpose of availing the CBS is to reach work or school.

Majority of the respondent resort to buying ticket from the conductor on board the bus as opposed to using a smart card. 61% of the respondents are aware of at least one or two concession forms. A mere 17% of the respondents are aware of the various concession passes available to them.

There seems to be less awareness of the various passes offered by the CBS. It is therefore important to work on the outreach of these facilities to improve ridership.

The main interface between the public and the service provider is the CBS website and the CBS mobile application. 43% of the respondents are aware of the website but find it to be of no use. Another 45% of the respondents do not even know of the existence of the website.

On the contrary, 63% of the users prefer to receive up29

Senior citizens (75+) Senior citizens (65+)

No. of Passes issued in 2018-19 No. of Passes issued in 2018-19

Disabled Senior citizens (75+) Senior citizens (75+) StudentSenior Pass citizens (65+) Senior citizens (65+) 0 Disabled

10000 20000 30000 Disabled No. of Passes issued

40000

50000

60000

Fig. 2.9 Graph depicting theStudent number ofPass concessions passes issued in the current year

Student Pass

0

0 10000 20000 30000 40000 50000 20000 30000 40000 50000 60000 No. of Passes issued No. of Passes issued

10000

60000

Fig. 2.9 Graph depicting number of concessions passes issued the current year Fig. 2.9 Graph depicting the number of the concessions passes issued in theincurrent year Fig. 2.9 Graph depicting the number of concessions passes issued in the current year

Fig. 2.10 Graph depicting the proportion of male and female respondents.

Fig. 2.10 Graph depicting the proportion of male and female respondents.

Fig. 2.10 Graph depicting the proportion of male and female respondents.

Fig. 2.10 Graph depicting the proportion of male and female respondents.

Aboce 55 41 - 55 26 - 40 18 - 25

Aboce 55

55 BelowAboce 18 years 41 - 55

41 - 55

20 30 40 26 - 40 10 No. of people 18 - 25 18 25 Fig. 2.11 Graph depicting the different age groups among the respondents Fig. 2.11 Graph depicting theproportion proportion of of different age groups among the respondents Below 18 years Below 18 years dates via mobile application in the future. This is a good 0 further10backed up 20 by the fact 30 that the CBS40is a well-es0 10 20 30 40 indication, since 82% of the respondents owned a smarttablished service provider, seasoned with time.

No. of people phone. Thus, by improving the website and the mobile No. of people Fig. 2.11 Graph depicting the proportion of different ageCBS groups the respondents Weakness of the is among that there is a lack of branding of application, it is possible increase the two-way com-of different Fig.to 2.11 Graph depicting the proportion age groups among the respondents the service, which makes it difficult to appeal to all secmunication between stakeholders and facilitate easy tions of the population.

This may come from the fact that sharing of information to the riders. the assets of the CBS are old as opposed to the newer SWOT analysis for CBS BRTS in the city. Further, there is a lack of choice in terms of air-conditioned buses in the city bus service. There is Since the introduction of the BRTS in the city, CBS ridalso a gap in the utilization of the modern technology in ership declined by nearly 50%. It is therefore necessary these buses to optimize the service delivery. to understand the strength, weakness, opportunity and threat in comparison to BRTS. Opportunity of the CBS is the existence of a large fleet which can utilized to cater to the large population of the Strength lies in the fact that the CBS of the city bus sercity, which is also supported by the presence of large huvice provides the cheapest mode of transportation in the man resource. city. It also boasts the best connectivity among the different forms of PTS available in the city. These strengths are Threat of the CBS lies in losing the ridership due to mod26 - 40

30

0

Fig. 2.13 Proficiency in local language

Fig. 2.12 Duration Durationofofresidency residency case in in thethe case city city

Fig. 2.13 Proficiency in local language Fig. 2.13 Proficiency in local language

Fig. 2.13 Proficiency in local language

Fig. 2.14 Graph depicting the occupation of the riders of the CBS Fig. 2.14 Graph depicting the occupation of the riders of the CBS Fig 2. 16 Graph depicting the occupation of the riders of the CBS

12%

10%

Fig. 2.14 Graph depicting the occupation of the riders of the CBS

16%

18%

72%

65%

25% 82%

Less than 1 year 1 -3 years

Speak only

Yes

No

Speak & Write Fig 2. 15 Over 70% the know respondents are CBS users Doofnot Gujarati

More than 3 years are CBS users Fig. 2.15 Over 70% of the respondents Fig. 2.15 Over 70% of the respondents are CBS users

Fig. 2.16 Do you own smartphone

Fig. 2.14 Graph depicting the occupation of the riders of the CBS

Fig 2. 14 Ownership of private vehicles amongst the respondents Fig. 2.17 Ownership of private vehicles amongst the respondents

CBS are localities and do not face the difficulty of using the CBS as much as the others. From the graph below, it is observed that among the 103 respondents, almost 35 respondents are students.

During the survey, it was observed that the number

of students and salaried employees are the majority in the buses.

31

Analysis of CBS user respondents Amongst the 103 respondents, the riders of the CBS were further surveyed to understand their opinion on various aspects of the CBS

Most of the user’s main purpose of availing the CBS is to reach work or school. Comparatively, a smaller portion of the population avail the service for recreation or shopping. From the graph above, daily users are a majority amongst the respondents, indicating that a large portion of the population rely on the CBS for their daily logistics.

Fig 2. 17 Own smartphone

Fig 2. 18 Frequency of travel in CBS

Fig. 2.18 Frequency of travel in CBS

2. 20 Doofyou find the bus crowded?

Fig. 2.19Fig Purpose travel in CBS

al shift with the introduction of the BRTS almost 10 years SERVQUAL is a research/analysis tool used to determine ago and the upcoming metro in the case city. It is also the perception gap among the passengers after analysdifficult to maintain the ridership with the availability ing the expected service in comparison to the perceived of more appealing alternatives to the CBS provided by service. This tool helps the company to understand the the city. There is also a mandatory requirement for the focus areas to improve the service delivery. The questions CBS to cater to all the non-revenue making routes which are based on 5 different dimensions, namely, reliabiliFig 2. 19 Purpose travel in CBS makes it difficult for the CBS to optimize their services. ty, ofassurance, empathy, tangibles and responsiveness.

2.3.4 SERVQUAL 4 32

From the survey, it is evident that gap is the highest in

The m

The main interface between the public and th

Fig. 2.20 First mile connectivity

Fig. 2.20 First mile connectivity

Fig 2. 23 First mile connectivity

Fig 2. 23 First mile connectivity

Fig. 2.21 Type of ticketing Fig 2. 21 Type of ticketing

Fig 2. 22 Awareness of concession passes

service provider is the CBS website and the CB Inference 2.21 Type ofof ticketing Fig 2.Fig.21 Type ticketing mobile application. 43% of the respondents ar From the survey, it is evident that most of the CBS servic Inference aware of the website but find it to be of no use users amongst the respondents are daily users of mobi From the survey, it isorevident that most CBS do not even Another 45% ofof thethe respondents know the service, who are majorly either a student is aware respondents dailyofusers of On the contrary of theare existence the website. from the workingusers class. amongst Nearly 49%the of these Anoth of the users prefer vi service, who bus arestop. majorly 63% either a student or to is receive updates respondents preferthe to walk to the nearest mobile application the future. This isof a goo the the working class. Nearly 49% of inthese The major marketfrom segment for the CBS remains since 82% the respondents 63% owned respondents preferbytothe walk toindication, the nearest busof stop. the student population, followed closely smartphone. Thus, by improving the website an mobi working class. It is therefore to rationalize routes The major market segment the formobile the application, CBS remains it is possible to increase th indica and determine fares with the market segment in two-way closely communication between stakeholder the student population, followed by the mind. Moreover, 66% of the respondents find the smart Fig. 2.22 Awareness of concession passes and facilitate easy sharing of information to th working class.

It is therefore to rationalize routes Figure 2.22 Awareness of concession passes bus too crowded for daily commute. This indicates the m and determine with theriders. market segment in the crowd that might shift their mode offares transport two-w Moreover, 66% due to discomfortmind. in traveling in the CBS. It isof the respondents find the and f important to address issue of overcrowding to busthe too crowded for daily commute. This indicates riders retain these customers. the crowd that might shift their mode of transport

due toresort discomfort in traveling in the CBS. It is Majority of the respondent to buying ticket important to as address the issue of overcrowding to from the conductor on board the bus opposed to

33

Fig 2. 20 Do you find the bus crowded?

Fig. 2.23 Do you find the bus crowded?

Fig 2. 19 Purpose of travel in CBS

4

5%

12% 43%

32% 45%

What website

No, not useful

63%

Yes

Yes

Fig. 2.24 Awareness of the CBS website

Perception

Empathy

Maybe

Fig. 2.25 Would you prefer mobile app for updates

Expectation Reliability 6 4 2 0 -2 -4 -6 -8

Responsiveness

No

Service Gap

Assurance

Tangibles

Fig 2. 26 Spider chart depicting the servqual rating from the survey

Fig. 2.26 SERVQUAL questionnaire and ratings Fig 2. 25 Servqual questionnaire and ratings

34

From the survey, it is evident that gap is the highest in the responsiveness dimension, indicating that the passengers aren’t satisfied with response from

Fishbone diagram The fishbone diagram is used in this analysis to

Fig. 2.27 Spider chart depicting the SERVQUAL rating from the survey

Fig 2. 27 Fishbone Diagram : Issue Less Ridership

Fig.2. 28 FishboneFig diagram to assess the reason in ridership 2. 27 Fishbone Diagram : Issuefor Lessdecline Ridership

Fig 2. 28 Fishbone: Poor Service Quality Fig 2. 28 Fishbone: Poor Service Quality

Fig.2.29 Fishbone diagram to assess the reason behind poor service quality in the CBS The main causes for the loss in ridership seem to be 2.4 Suggestions / Recommendations The mainof causes the loss in ridership be because the for poor service quality,seem lacktoof 2.4 Suggestions / Recommendations because of the poor buses, service increase quality, in lacktheof connectivity, crowded The first step is to understand the market connectivity, crowded buses,or increase in the The firstand step is totheunderstand the For market ownership of private vehicles, just because of segments identify target groups. the ownership of private vehicles, or just because of segments and identify the target groups.

For the the difficulty in using the service. purpose of this study, the market segmentation the difficulty in using the service. purpose of this study, the market segmentation will be as follows: The root cause for the lack of satisfactory service

35

the responsiveness dimension, indicating that the pastivity, crowded buses, increase in the ownership of prisengers aren’t satisfied with response from the CBS vate vehicles, or just because of the difficulty in using the during incidents. From the graph above, it is seen that service. The root cause for the lack of satisfactory service the expectation is at the maximum level which is rated quality seem to be emerging from the lack of mainteFollowing the market segmentation, three levels of losingofridership and this be achieved by giving five.

The perceived rating from the respondents shows nance the vehicles, rudecan or impolite behaviour of staff, that themust gap be is highest in the responsiveness and empoor or harsh driving. that contribute work done. First, to increase the utilization riderPIS miles to long term Other riders factors or identifying and pathy dimensions.

The fishbone diagram is used in this to poor service quality may be the longer waiting time, rates of the existing system, bus shelters should be closing gaps through passenger satisfaction analysis to identifyFollowing the root the cause for the loss of ridership process, of buses or bumpy market segmentation, three levels of poor ticketing losing ridership andovercrowding this can be achieved by giving improved to compensate for the waiting time. This surveys. Lastly, new riders should be attracted to in CBS. To understand loss of ridership, the fishthe bone tomiles bad roads. workthe must be done.

First, to increase utilization rides due rider to long term riders or identifying and should parallelly be supported by thepossible promotion of the service through promotional activities and diagram is used below tothe analyse reasons rates of existingthe system, bus shelters should be closing gaps through passenger satisfaction costmain savings associated riding. increasing theLastly, awareness of the routes.

Suggestions /new Recommendations improved compensate forbus the waiting surveys. riders should be attracted to forthe it. The causes for to the loss with in ridership seemtime. to This 2.4 focus should be onquality, customer parallelly be supported by promotion of the service through promotional activities and beSecondly, because of the should poor service lackretention. ofthe conneccost should savings be associated bus riding. increasing the awareness of the routes.

This means thatthework done towith avoid Secondly, focus should be on customer retention.

This means that work should be done to avoid

Fig 2. 29 The respondents categorized into the different market segments

Fig.Fig 2.30 The respondents intothe the different market segments 2. 29 The respondents categorized categorized into different market segments

Fig 2. 30 Reasons for respondents not using the CBS

3

Fig. 2.31 Reasons for respondents not using the CBS Fig 2. 30 Reasons for respondents not using the CBS

36

The first step is to understand the market segments and identify the target groups. For the purpose of this study, the market segmentation will be as follows: i. Primary riders (5+ times monthly) ii. Occasional riders (1-4 times monthly) iii. Incidental riders (once in the past year) iv. Former riders (once in 5 years) v. Always non-riders (never rode) Following the market segmentation, three levels of work must be done. First, to increase the utilization rates of the existing system, bus shelters should be improved to compensate for the waiting time. This should parallelly be supported by the promotion of the cost savings associated with bus riding. Secondly, focus should be on customer retention. This means that work should be done to avoid losing ridership and this can be achieved by giving rider miles to long term riders or identifying and closing gaps through passenger satisfaction surveys. Lastly, new riders should be attracted to the service through promotional activities and increasing the awareness of the routes.

From the graph below, it is seen that the product itself seem to discourage the people from using the CBS. So, the focus should be to optimize the physical assets.

This can be followed by focussing on making the service cost-effective.

2.4.1 Website The website of the CBS in the city bus service has a website but it seems to be under-utilized. There is information regarding the student concession passes and the forms for the same can be downloaded. Further, route and schedules are provided in the website, along with the trip planning tab. The website can be optimized if all the concession passes were mentioned along with eligi-

bility criteria and the provision of online application. It would be better if a two-way communication platform is established to encourage discussions among the stakeholders.

2.4.2 Mobile Application The CBS of the city bus service currently is under development. It is important to provide this facility to ensure the ease of accessing the facility and increase awareness amongst people. This may also help in increasing the ridership in the CBS. Along with the nearest bus stop, it would help the passengers better if the map could indicate the nearest bus stop to the destination. This would help new riders use the service without being intimidated.

2.4.3 Branding It is important to brand the CBS to increase effective outreach and establish a clear identity for the service. This increases the appeal towards public transportation system amongst the people of the city, specially the higher income groups. Branding may lead to customer loyalty and greater employee satisfaction. This will eventually lead to an improved service delivery and increased development activity. It is important to identify the unique selling points of the CBS to market the service among the people. It is observed that the main USPs for the CBS for the city bus service is that it is the cheapest mode of transportation, has good connectivity and express routes can be offered to the western part of the city. Mission statement for the CBS is suggested to be a service for the city and for its people. This would ensure that the focus lies on reaching out to the people who need the service the most and all the actions or decisions made in the CBS reflect this mission.The CBS should actively take part in the India bus awards and bus associations that it is already a member of. This would encourage the employees to improve and constantly upgrade themselves. So, it is possible to sustain the ridership in the CBS and also increase it if the CBS focuses on its shortcomings that have been discovered through this study. It is important to maintain the ridership to sustain the service delivery in the upcoming years.

37

- Pratha Bisani THIS PAGE HAS BEEN INTENTIONALLY LEFT BLANK

3

Contract Management 39

Contract Management

3.1. Introduction The way public transport is organized varies considerably from city to city. Numerous aspects come into play: the way national and local authorities divide regulatory powers upon public transport, the way public transport financing is organized, the ownership and structure of transport operators, the nature of the relationship between authorities and transport operators, the way to establish this relationship, the possible usage of competitive mechanisms as part of a regulatory regime, etc.

The organization of city public transport in case city has changed considerably during the last decade. A main trend is the growing usage of contracting. However, contracting can indeed take many forms, as many kinds of relationships are possible between transport authorities and transport operators.

Another feature of the last decade is the growing usage of some form of competition in the award of operational right to operators. This can, broadly speaking, be classified under the headings of ‘competition on the road’ and ‘competition off the road’ but the actual organizational forms implemented in various countries exhibit much more variety than suggested by this division. While operators can develop services as they like under the regime of ‘competition on the road’, transport authorities,

on the contrary, can to prescribe which services have to be produced under regimes using ‘competition off the road’. Such regimes, however, vary considerably in their implementation, from fully prescribed timetables at one extreme, to functionally described service levels at the other extreme. (Swamy & Patel) Besides awarding mechanisms based upon competition, there are too numerous cases of direct award to public operators. Here too, relationships between transport authorities and operators have evolved, and it has become growingly common to encounter clear contracting agreements and monitoring schemes evaluating performances delivered in exchange for public support in such relationships.

3.2.

System Description

Between the two extremes of public monopoly and complete privatization, lie a range of PPP models including GCC, NCC and their variations. The contracting model used by the city bus service in case city is largely incomplete, and lacks essential clauses to protect both parties.

Moreover, the performance monitoring is inexistent which precludes from ensuring expected outcomes.

An important issue in an effective contract is the economic incentive provided to the private operator, and

Table 3.1 Allocation of risks in varioys contracting models Model

Open Market with Regulations

NCC

Hybrid

GCC

Monopoly

Procurement of Vehicle

P

P or G

P or G

P or G

G

Bus Operation

P

P

P

P

G

Bus Maintenance

P

P

P

P

G

Route Planning and Scheduling

P

P and G

P and G

G

G

Monitoring

-

G

G

G

G

Fare Collection

P

P

G

G

G

Fare Fixation and revision

P and G

G

G

G

G

Provision of Infrastructure

P (if required)

G

G

G

G

Function

40

Table 0.1: Allocation of Risks in various contracting models

this has been shown to be a key determinant of the operator’s performance and whether the service provision meets the desired level. (Deloitte Touche Tohmatsu India Private Limited, 2015).

• Assignment of risk

At the same time, a contract must be elaborate enough to describe the division of responsibilities between the parties involved, and must not leave any scope for ambiguity of roles.

• Contract length

A comprehensive concession contract (Shakti Sustainable Energy Foundation, 2016) must include parameters such as: • Fleet procurement and maintenance • Conditions precedent • Infrastructure investment and maintenance

90 days

• Performance monitoring • Payment mechanism

• Dispute settlement mechanism • Contract termination clauses Within the contract document, three main mechanisms have been evaluated to ensure performance: 1) Tendering Process and Conditions Precedent 2) Performance Monitoring a. Assessment of Risk b. Fines, penalties and bonuses linked to performance obligations (penalties for under-performance and 7 days

3 - 4 days

TRANSPORT COMMISSION

Yes

Is it feasible?

Yes

Approval given to tender document

A

No

AUTHORITY

Review of demand assessment through customer suggestions

Need to increase frequency?

No

File closed

Draft Tender Preparation

OPERATORS

Figure 3.x: Swimlane of Tendering Process 10 days

3 - 30 days

15 days

A

TRANSPORT COMMISSION

AUTHORITY

OPERATORS

Approval on any changes to be made in the document as per raised queries

Yes

Permission to carry forward procurement

Are concerns / queries valid?

Tender Document Floated on public platform

No

B

No changes made to the tender document

Queries on document raised

Fig 3.1: Swimlane 0f Tendering Pr0cess and C0nditi0ns Precedent Fig. 3. 1 Swimlane of Tendering Process and Conditions Precedent

face to face. Although queries are shared with the

41

3 - 4 days

15 - 60 days

15 days

3 - 4 days

15 - 60 days

15 days

B B Approval on any

TRANSPORT changes to be made in Approval on any document as per COMMISSION changes totheberaised TRANSPORT madequeries in the document as per COMMISSION raised queries Necessary changes made to tender Necessary changes document and made to tender corrigendum issued document and corrigendum issued

AUTHORITY AUTHORITY

10 days 10 days

C

C

uploaded online)

Is the tender worth bidding?

Is the tender No worth bidding?

OPERATORS OPERATORS

C

Yes

Receives Bids from all operators by YesReceives Bids from all submission day operators by (Financial Offer submission day uploaded online) (Financial Offer

No

Does not Does not participate participate

30 - 60 days 30 - 60 days

30 - 45 days 30 - 45 days

C

TRANSPORT TRANSPORT COMMISSION COMMISSION

AUTHORITY AUTHORITY

Receives Bids from all Receives Bids from all Evaluation of Evaluation of by operatorsoperators by Is the technical No TechnicalTechnical Proposal, Proposal, Is the technical submission day submission day Shortlisting Shortlisting of eligible of eligible bid valid? bid valid?

(Financial(Financial Offer Offer operators operators uploadeduploaded online) online)

Yes

OPERATORS OPERATORS

Yes

No Bid rejectedBid rejected

Negotiation with L2 Negotiation with L2 per Operator for Operator final per for finalD kilometer rate, L3, L4 kilometer rate, L3, L4

D

Intimation to Intimation to shortlisted operators shortlisted operators financial opening for financialfor opening

Fig 3.2: Swimlane 0f Tendering Pr0cess and C0nditi0ns Precedent (C0ntd) Fig. 3.Fig. 2 Swimlane of Tendering ProcessProcess and Conditions Precedent (Contd) (Contd) 3. 2 Swimlane of Tendering and Conditions Precedent

rewards for meeting or exceeding performance benchmarks). c. Payment Mechanism 3) Termination of Contract These mechanisms are discussed in chapters below

the indicators cover the general services, there may be detailed monitoring indicators for health of the fleet, incident management, driver behaviour etc. Incentives for long term performance were also not found as part of this contract.

3.3. Analysis

The findings are segregated under the following headings which is found to be important components of city bus contract. The chapters include Procurement, Asset creation, operations, Maintenance, Performance monitoring, Financial arrangement, Length of contract, Contract Termination, and overall Analysis.

Overall structure of contract A number of provisions could have been included in the conditions precedent. The contract has a well-defined mechanism for issues generally related to city bus transportation system. The obligations of operator and authority are defined in both the contracts. Also, there is performance monitoring frameworks for ensuring quality of service. However, more detailed monitoring frameworks and procedures could have been laid down 7 the operators to ensure good quality service. While for 7 42

Tendering Process and Conditions Precedent The process of Tendering and Conditions Precedent were evaluated using a tool called the Swimlane to evaluate gaps of performance time delivery and tie any loose ends that are addressed ineffectively.

100 days

15 days

90 days

15 days

D Yes

AUTHORITY

OPERATORS

Letter of Award will be given to consultants that agree to work on L1 Rate

Yes

Is the project viable at negotiated rate?

No

Withdraws proposal

Submit Final onsite inspection and testing report

Order buses as per the specifications of contracts of the RFP

Manufacture prototype as per the specifications of contracts of the RFP

BUS MANUFACTURER

7 days

Is the bus as per specified standards?

10 days

No

Handover Letter of Agreement for Bus Depot to operator & Share Fleet Deployment Routes & schedules including description of Bus Stops on route.

E OPERATORS

Replace / Refurbish Bus

7 days

Final Acceptance Certificate Issued

AUTHORITY

E

Submit Final onsite inspection and testing report

Procure and submit permits, Insurance, PUC, Road worthiness certificate and vehicle registration details with Motor Vehicle Tax

Start Bus Operations

Intimation of operator joining with details of buses and drivers and conductors

TERMINUS INCHARGE

Fig 3.3: Swimlane 0f Tendering Pr0cess and C0nditi0ns Precedent (c0ntd.)

Fig. 3. 3 Swimlane of Tendering Process and Conditions Precedent (contd.)

On the demand assessment of need for increasing the Once the queries have been addressed, necessary frequency of buses, improving the connectivity of the changes are areas madeoftocity the tender documents.

The newly instated limit boundaries, the feasibilpotential operators then participate in the bidding ity of project, contracting & financing model determined submit hardCommission/ copies ofState their technical byand the City Transport Transport Body.

If viable, a tenderand document and floated qualifications submitis aprepared per kilometre rateon the e-tendering Any queriesofontenders, the document online.

Duringportals. the evaluation the can be communicated to the Authority in writing, howtechnical qualifications are evaluated to shortlist ever there is no formal platform for the interested partechnically capable contractors.

They are thento ties to be able to meet and interact with the Authority called for the financial bid opening followed by understand and clarify any queries relating to the opernegotiation on L1 basis. ations and expectations of the Authority for them to be able to make a more informed decision.

At first, the L1 is awarded the contract. Incase the Issue 1: No Prebid Meetings held contract is to appoint more than one operator, on negotiations, the L2,L3 bidders are asked if they It was understood from this analysis that there are no pre-bid meetings held during the tendering process.

8

This not only delays the process of negotiation as it is would be willing to work at the same charge quoted not physically possible for the concerns of potential

by L1 and decision taken.

If the contractors contractors be addressed face to face.

Althoughdeny queries the work at a lower rate, the next contractor in linecan are shared with the authority, concerns in writing is brought ontothe theauthority, table for itnegotiations. be shared with does not assure that the concerns will be addressed or any corrigendum formuOn signing of the agreement withofthe appointed lated.

This leads to the withdrawal efficient contracoperators, a Letter of Award is given to the tors from participating. consultants. The operators are then required to Once the queries have been addressed, necessary create the bus model prototype as per the changes are made to the tender documents. The potenspecifications given in the contract document tial operators then participate in the bidding and submit within a duration of 90 days.

In this time the a hard copies of their technical qualifications and submit authority checks prototype at 3evaluation stages, while per kilometre rate the online.

During the of tenders, the technical qualifications arebody evaluated to shortordering the chasis, building the and finally list contractors. They are then called on technically completioncapable of the prototype. for the financial bid opening followed by negotiation on L1 basis.

43

On assessment of the prototype and submission of the Final Onsite Inspection and Testing Report, the authority issues a Final Acceptance Certificate and At first, the L1 is awarded the contract. Incase the conmandate to procure given buses as tract is to appoint morethe than onenumber operator,ofon negotiaper contract document to the operators. tions, the L2,L3 bidders are asked if they would be willing to work at the same charge quoted by L1 and decision On procurement of all the buses, the process of taken. If the contractors deny the work at a lower rate, liscences, Road thepermits, next contractor in linePUC, is brought ontoworthiness the table for certificate, vehicle registration details and taxes negotiations. are formulated. At the same time, for maintenance Onand signing of the agreement with the appointed parking of the procured buses, at the rentoperof ators, a Letter of Award is given to the consultants. The 1Rs per bus per day, the depot is handed over to the operators are then required to create the bus model prooperators.

As specifications per the contract, maintenance totype as per the giventhe in the contract docand upkeep of the Depot the responsibility the ument within a duration of 90 days. In this timeofthe authority checksAthe prototype at 3ofstages, whileisordering operators.

Handover letter the Depot given thetochasis, the body and finally completion the building operators, however, the on terms and of conditions the prototype. of maintenance of the Depot have not been clearly On assessmentoutlined. of the prototype and submission of the

Issue 2: Change in Bus Specifications It is understood from this study that the number of seats in the buses has been drastically reduced Final Onsite Inspection and Testing Report, the authori46 atoFinal 28/34.

Furthermore, the number of fleet to tyfrom issues Acceptance Certificate and mandate on road has also been reduced from 1153 in 2012 to procure the given number of buses as per contract docu700 into2019 and thereOn is no evident increase in the ment the operators. procurement of all the buses, the process of permits, liscences, PUC, Road worthiness total number of trips performed.

As understood in certificate, vehicle registration details and taxes are a survey conducted, one of the reasons for city busformulated. At the same time, for maintenance and parking service users to shift to BRT or other means of of the procured buses, at the rent of 1Rs per bus per day, transport overloading of bussesAs per andthe the depot is was handed over to the operators. unavailability of seats.

The level of service provided contract, the maintenance and upkeep of the Depot the – extent of supply availabilityAof Transport in the responsibility of the operators.

Handover letter of the Depot is given to at the4operators, however,changes the terms city also ranked needing necessary toand conditions of maintenance of the Depot have not been encourage lesser crowding in busses leading to loss clearly outlined. of ridership.

Issue 2: Change in Bus Specifications It is understood from this study that the number of

Seating layout for buses without BRT Door

Seating layout for buses without BRT Door

Seating layout for buses without BRT Door

Seating layout for buses without BRT Door

Seating layout for buses with BRT Door

Seating layout for buses with BRT Door Fig Error! No text of specified style in document..4:Assessment 0f Bus Specificati0n and Fleet Depl0yment Plan

Fig 3.4:Assessment 0f Bus Specificati0n and Fleet Depl0yment Plan

Fig. 3. 4 Assessment of Bus Specification and Fleet Deployment Plan

Issue 3: Absence of Depot License Agreement A letter of agreement is signed between the authority and operator regarding the management of depot. However, the details of handover,

9 44

operations and maintenance have not been outlined in the document. This leads to lack of efficient management upkeep of the Authority’s infrastructure asset.

Fig 3.5: Elements 0f City bus

Fig Error! No text of specified style in document..5: Elements 0f City bus

manage it. The three broad types of risks that need

Route Concession

Bus Procurement

Scheduling

Procurement Risk (optional)

Route Planning and Rationalization Revenue Risk (75%)

Urban Transport Authority

Private Player

Revenue Risk 25%

Operations

Maintenance

Fares collection – Fixation and revision

Procurement Risk

Operation and Maintenance Risk

Lowest Cost of Operations (Per km)

Fig 3.6 : Hybrid Gr0ss C0st C0ntract M0del

Fig. 3. 6 Hybrid Gross Cost Contract Model

seats in the buses has been drastically reduced from 46 to 28/34. Furthermore, the number of fleet on road has also been reduced from 1153 in 2012 to 700 in 2019 and there is no evident increase in the total number of trips performed. As understood in a survey conducted, one of the reasons for city bus service users to shift to BRT or other means of transport was overloading of busses and unavailability of seats. The level of service provided – extent of supply availability of Transport in the city also 10 ranked at 4 needing necessary changes to encourage lesser crowding in busses leading to loss of ridership.

However, the details of handover, operations and maintenance have not been outlined in the document. This leads to lack of efficient management upkeep of the Authority’s infrastructure asset.

Assessment of Risk A pivotal issue in contract design is the assignment of risk between the parties. Unmanaged risk will have perverse and distorting impacts on performance and behaviour. The assignment of risk is a key determinant of the success or failure of bus systems and is tied closely to the strength and capacity of the city authority, and its willingness to manage risks that may fall under its span of control. Risk must be shared, and a specific risk must Quality Parameter be assigned to that party which is most able to manage

CONTRACT MANAGEMENT

Issue 3: Absence of Depot LicenseLEVEL Agreement SERVICE AGREEMENT A letter of agreement is signed between the authority and operator regarding the management of depot.

AUTHORITY

OPERATOR

PROVIDE INTERCHANGE AND DEPOTS

BUY AND OWN BUSES

PLAN ROUTES

KEEP FARE REVENUE

FEE TO OPERATE AND MAINTAIN BUSES

Fig 3.7: R0les and Resp0nsibilities 0f 0perat0r and Auth0rity

Fig. 3. 7 Roles and Responsibilities of operator and Authority Source: Statistics Department, Transport Office, AMTS

SERVIC Formula

Fleet Utilization

Operating x Contracted

Bus Utilization

kms operat Scheduled

Appraisal Time Period

M

Bus Maintenance

Yearly

Fo

Bus Operations

Daily

Th re

Staff Behaviour

Daily

Ch pa

Speed Governor

Daily

M /R

Performance Parameter

45

PRATHA BISANI | PG180727 | SOM_2019 | FACULTY OF MANAGEMENT | CEPT UNIVERSITY

The exhibit below describes theAllocation assignment of the three broad categories of risk.

Risk Identification and PHASE

PLANNING

Operational Efficiency Demand Assessment

O&M

Procurement of fleet and permits

Service Quality Monitoring

Set up of control room

Operation of buses

Marketing and branding

Revenue collection

● Investment in buses done by private player

Route Planning

Investment Requirement Setting Service Standards

ACTIVITY

IMPLEMENTATION

● Part of the operator’s revenues are assured, thus reducing risk

Operation Planning

Operation of control room

Access to finance

Tariff Fixation / Structuring / Revision Investment Planning and Funding

Bus fleet maintenance

● Incentives are provided for increasing ridership

Incentives for private players

Deciding on length of contract

LEGEND

Project Viability

Private Operator

● Viable from the private sector perspective Either

Authority

● Authority retains operational control

Suitability

Table 0.4: Risk Allocation & Assessment

collecting the fare. This is checked by the vigilance All the contracting models in city are have their department that is available on road for such spot revenue risk shared between the operator and Fig 3.8: Assessment 0f Hybrid Gr0ss C0stThis C0ntract fines. however, does not ensure that the authority. The rationale provided was the Fig. for 3. 8 this Assessment of Hybrid Gross Cost Contract conductor issues a ticket to the passenger as the gross cost model empowers the public authority to three Table 3.2: Risk All0cati0n & Assessment The exhibit below describes the assignment of the broad categories of risk.

Risk Identification and Allocation revenue collected from such a default is much demand efficient service from the operator while PHASE O&M larger than the penalty being charged as fine. incentivising them for PLANNING an increase in ridership IMPLEMENTATION ensuring quality. contracting model requires DemandThe Assessment Procurement of fleet and permits Service Quality Monitoring Route Rationalization & Assessment of the private operator to bring in his own fleet while Route Planning Set up of control room Operation of buses Defaults 11 facilitates would be provided by public authority.

Setting Service Standards Marketing and branding The RACI matrixRevenue is a collection responsibility assignment ACTIVITY Operation Planning Operation of control room Issue 4: Risk Allocation in Fare Collection chart that was used to map out tasks of route and Tariff Fixation / Structuring / Revision Bus fleet maintenance It was understood from various studies conducted frequency assessment and assessment of defaults, Investment Planning and Funding for fare collection procedure discussed later, that the roles and Responsible for the action items, Deciding length of contractfrom collection by there is a large lossonof revenue which personnel are Accountable, and, where the operators. Although there is a penalty being appropriate, who needs to be Consulted or Private Operator providing their conductors Either Authority LEGENDon the charged operator Informed have been outlined ahead: if found not issuing a ticket for travel however Table 0.4: Risk Allocation & Assessment Table 3.3: RACI Matrix f0r R0ute Rati0nalizati0n & Assessment 0f Defaults collecting the fare. This is checked by the vigilance All the contracting models in city are have their CONTRACT CLAUSE DRIVER OPERATOR TERMINAL COMMAND AND PLANNING AND ACCOUNTS department that is available on roadDEPARTMENT for such spot revenue risk shared between the operator and INCHARGE CONTROL STATISTICS CENTRE DEPARTMENT fines. This however, does not ensure that the authority. The rationale provided for this was the conductor issues a ticket to the passenger as the gross cost model empowers the public authority to revenue collected from such a default is much demand efficient service from the operator while Assessment of Routes larger than the penalty being charged as fine. incentivising them for an increase in ridership adherence, Schedule and R R I R I I A R Frequency ofquality.

Buses ensuring The contracting model requires Route Rationalization & Assessment of the private operator to bring in his own fleet while I I C Defaults C facilitates would be provided by public authority.

The RACI matrix is a responsibility assignment Assessment of Defaults Issue 4: Risk Allocation in FareICollection and A I chart that was R used to map Iout tasks of route I R It was understood from various studies conducted frequency assessment and assessment of defaults, for fare collection procedure discussed later, I that the roles and Responsible for the action items, there is a large loss of revenue from collection by which personnel are Accountable, and, where Should be Should be theR operators. there is a penalty being appropriate, who needs to be Consulted or Responsible Although Accountable R A A Responsible Accountable charged on the operator providing their conductors Informed have been outlined ahead: Should be for travel Informed Should be if CfoundConsulted not issuing a ticket however C I I Consulted

CONTRACT CLAUSE

46

12

Informed

Table 0.5: RACI Matrix for Route Rationalization & Assessment of Defaults DRIVER

OPERATOR

TERMINAL INCHARGE

COMMAND AND CONTROL CENTRE

PLANNING AND STATISTICS DEPARTMENT

ACCOUNTS DEPARTMENT

Driver Indiscipline

● ● ● ●

Seat Belt Illegal Horn Speeding Misbehaviour

it. The three broad types of risks that need allocation are incentives on both sides to increase demand and build capital expenditure risk, revenue risk and operational revenue. However, as the larger chunk of Revenue Risk ● Using cellphone risk.

(Busses 75Information percent ) is borne by cityidentified public transport ●● Paint, Dents, Defects or Missing parts of Unclean Uniforms of defaults by theauthority, vigilance Issue 5: Risk Allocation in Route Driver Indiscipline ●● Cleanliness Seat Belt it is a hybrid version of gross cost contract. (Swamy & ●● Fire Extinguisher department on roads are not documented or Illegal Horn Rationalization Assessment of Defaults Bus related defaults / Patel) as per performance The revenue risk, the&burden of ●uncertain and parameters ● Maintenance Speeding demands informed to the operators. However, a penalty is deficiencies ● Availability of First Aid ● Misbehaviour It is understood thistomatrix that the operators hence, insufficient from revenue operate service in the case ● Non working of ITMS device The municipal government relies on state totoreascharged.

This does not enable thethe operator take ● Conductor bell /changes/ string ofare existing contracts has divided the opnot consulted for been decisions of between route ● Instruction signage inside buses sert its role as the planner, regulator and manager of thea responsibility of such infractions and prepare erator and Authorityscheduling thus there needs to be appropriate improvements, or frequency.

Also remedial plan to deal with such infractions.

Bus related defaults / deficiencies

● ● ● ● ● ● ● ●

Paint, Dents, Defects or Missing parts of Busses Cleanliness Fire Extinguisher Maintenance as per performance parameters Availability of First Aid Non working of ITMS device Conductor bell / string Instruction signage inside buses

● ● ● ● ● ●

Using cellphone Unclean Uniforms Seat Belt Illegal Horn ● Paint, Dents, Defects or Missing parts of Busses Speeding ● Cleanliness Misbehaviour ● Fire Extinguisher

Existing factors of Penalty of Driver Indiscipline Driver Indiscipline

Driver Indiscipline

Bus related defaults / deficiencies

● ● ● ● ● ●

Using cellphone Unclean Uniforms Seat Belt Illegal Horn Speeding Misbehaviour

● ● ● ● ●

Maintenance as per performance parameters Availability of First Aid Non working of ITMS device Conductor bell / string Instruction signage inside buses

Fig 3.9: Parameters for driver behavior and other bus related defaults ● Paint, Dents, Defects or Missing parts of Busses Issue 7: Eligibility Criteria for Diver Selection Issue 6: Driver Related Defaults ● Cleanliness ● Fire Extinguisher The criteria outlined for selection of drivers given in While of cell phone, unclean uniform, seat Bus usage related defaults / ● Maintenance as per performance parameters deficiencies the contract is a driver with experience of driving ● Availability of First Aid belt, misbehaviour and illegal horn are assessed on ● Non working of ITMS device heavy vehicles for over 3 years. The selection road, speeding is assessed in ●theConductor CCC by GPS bell the / string ● Instruction signage inside buses process, however only required a driving licence device installed in the buses. These factors are not issued years before the date of joining. No recorded in any manner found assessment.

Fig.during 3. 9 Existing format for assessment of bus3maintenance assessment of the experience of driver is currently These are parameters that will not alone help in measurement were found in the contract Issue 8: No Detailed mechanism for default being followed leading to the appointment of driving penalties but also in evaluation of driver document. There is no classification of monitoring assessment inefficient / basis under qualified This performance. However today, these assessment indicators on the of impact neitherdrivers. is any time Although the operation and Service Parameters for assessment cancontract be further established by the parameters are used purely for charging penalties given under the to rectify the defaults timeliness and cleanliness have been outlined, no number of accidents, regular and fatal that occur not ensuring that the performance of those drivers except for breakdown. detailed mechanism or procedures for due to the fault of driver. could ever be improved. (EMBARQ India, 2014) Fig. 3. 9 Existing format for assessment of bus maintenance Other factors of Penalty of Bus operations and operator related defaults measurement were found in the contract Fig 3.10: Existing f0r assessment 0f bus maintenance Issue 8: No Detailed mechanism for f0rmat default Fig. 3.

9 Existing format for assessment of bus maintenance document. There is no classification of monitoring ● Fatal Accident assessment Breakdowns measurement were in impact the contract Issue 8: No Detailed●mechanism for default indicators on the found basis of neither is any time ● Skip Stops Although the operation and Service Parameters for document. There is no classification of monitoring assessment ● Deroutes & Route Deviation given under the contract to rectify the defaults Bus operation timeliness and related cleanliness have been outlined, nofor indicators on the basis of impact neither is any time ● street infrastructure Although the operation andDamaging Service Parameters deficiencies / defaults ● Incomplete trips except forthe breakdown. given under contract to rectify the defaults timeliness and cleanliness have been outlined, no detailed mechanism or ●procedures Late arrival to shift for (15 mins)

detailed

mechanism ● or procedures LED board dysfunctionalfor

except for breakdown.

Other factors of Penalty of Bus operations and operator related defaults Other factors of Penalty of Bus operations and operator related defaults ● Repair Breakdown within 2 hours ● Fatal Accident Fatal Accident ●● Tampering / Loss of complaint book ● Breakdowns Breakdowns Skip Stops AMTS of complaint / suggestions ●● Delay in● informing ● Deroutes & Route Deviation Skip Stops Bus operation related ●● Damage to fixed infrastructure of Depot ● Damaging street infrastructure Bus operator and deficiencies / defaults ●● Non Deroutes & Route Deviation availability of buses for particular shift ● Incomplete trips Bus operation related ● Late arrival infrastructure to shift (15 mins) Damaging street ●● Unattended passenger complaints operation related ● LED board dysfunctional deficiencies / defaults Incomplete trips ●● Disposal of Scrap deficiencies / defaults Late arrivalofto shift and (15 mins) ●● Cleanliness Depot Toilets ●● RTO & PUC permissions LEDfitness, board Insurance dysfunctional ● Repair Breakdown within 2 hours Penalties Fig 3.11: Parameters for bus operations and operator related defaults

Penalties

Penalties

Bus operator and operation related deficiencies / defaults

Bus operator and operation related

● ● ● ● ● ●

● Tampering / Loss of complaint book ● Delay in informing AMTS of complaint / suggestions ● Damage to fixed infrastructure of Depot ● Non availability of buses for particular shift Repair● Breakdown within complaints 2 hours Unattended passenger ● Disposal of Scrap Tampering / Loss of complaint book ● Cleanliness of Depot and Toilets Delay in informing AMTS of complaint / suggestions ● RTO fitness, Insurance & PUC permissions

Damage to fixed infrastructure of Depot Non availability of buses for particular shift Unattended passenger complaints

47

Contract Administration highlights the areas of focus required to be undertaken to improve the quality of a city’s public Service Level Benchmark transport system. The service provided was Contract Administration considered as a Good Transport Network if LoS is

CONTRACT MANAGEMENT Presence of Organized Public

Buses under Contract / Owned (a)

transp0rt system exists. Inand the analysis was found inadequate in c0verage low onitfrequency.

that the LoS for the case study was 16 making it a Level 3 service meaning the city bus service is c0nsiderably 0verl0aded, unc0mf0rtable, Buses on inadequate Road (b) 100*b/a Level of Service in c0verage and low on frequency.

Transport System in Urban Benchmark Area (%) Service Level CONTRACT MANAGEMENT Table 3.4: Service Level Benchmark - Public Transp0rt Service (M0HUA) (c0ntd.)

Contract Administration City Bus Service 730 Presence of Organized Public Buses under Contract / Owned (a) Transport System in Urban Area (%) Private Operators 606

Service Level Benchmark

700 Buses on Road (b)

96 100*b/a

600

99

City BusofService 700 Population of Extent Supply Availability ofOrganized 730 No of Buses available in aContract city on/ Owned any (a) Total Presence of Public Buses under Buses on Road (b) Transport System in Urban Transport dayArea (a) (%) the study area (b) Private Operators 606 600 City Bus Service

Extent Supply Availability of City BusofService Private Operators Transport

730

No in a city on any 730of Buses available 606 day (a)

700

96 Availability of Public transport Level of Service 100*b/a 1 /1000 population 99 4 1000*a/b 96

Total Population of 56,88,093 600 area (b) the study

Extent Transport of Supply Availability of Buses in a city on anyStudy Total of Service Coverage of Public Total of length inNoroad kmsavailable of the corridors AreaPopulation (b) Transport daytransport (a) the study area (b) in the study area on which public systems ply in City Bus Service 730 56,88,093 the city (a)

CONTRACT MANAGEMENT

City Bus Service 730 56,88,093 Service Coverage of Public Transport Total 780 length in road kms of the corridors Study 467.21Area (b) in the study area on which public transport systems Service Coverage of Public Transport Total length in road kms ofply theincorridors Study Area (b) in the study area the city (a) on which public transport systems ply in

Contract Administration

Level of Service 1

Availability of Public transport 0.128338267 99 /1000 population 1000*a/b Availability of Publica/b transport Service Coverage

4

Service Coverage a/b

467.21

Total A

A TotalTotal A

Service Level Benchmark Service Level Benchmark PRATHA BISANI | PG180727 | SOM_2019 | FACULTY OF MANAGEMENT | CEPT UNIVERSITY Headway time (a) Average Passenger onboard (a) 30

Waiting time a/2 Number 15 of Seats per bus (b) Level of Comfort in 30 Public Average Passenger onboard (a) 15 Number of Seats Transport 53 23 per bus (b) Level of Comfort in Public Average Passenger onboard (a) Number of Seats 53 23 (b) Transport bus Percentage fleet size as per No of Buses available in a city on any per Buses as per UBS

No of Buses available in a city on standards any Buses (b) as per UBS 23 standards (b) day (a)

6

6

Level of Service

30 PRATHA BISANI | PG180727 | SOM_2019 | FACULTY OFtime MANAGEMENT |15 CEPTWaiting UNIVERSITY Average waiting time for public Headway (a) time a/2

Percentage fleet size as per urban bus specification (UBS)

1 6

1.669484814

Average waiting time for public Headway time (a) Waiting time a/2 Source: Parameters outlined by MinistryTable of Housing andService Urban Affairs on Urban Transport 0.6: Level Benchmark - Public TransportService Service (MoHUA) Source: Parameters of Housing andService Urban Affairs on Urban Transport transport usersoutlined by MinistryTable 0.6: Level Benchmark - Public Transport (MoHUA)

Percentage fleet size as per urban bus specification (UBS) day (a) 53 (UBS) urban bus specification

1

1.669484814

467.21

Contract Administration Contract Administration PRATHA BISANI | PG180727 | SOM_2019 | FACULTY OF MANAGEMENT | CEPT UNIVERSITY

transport users Average waiting time for public Level of Comfort transport users in Public Transport

1

0.128338267 Service Coverage a/b 1.669484814

CONTRACT MANAGEMENT CONTRACT MANAGEMENT Table 0.6: Service Level Benchmark - Public Transport Service (MoHUA) Service Level Benchmark 780

4

/1000 population 1000*a/b 0.128338267

the city (a)

780 Source: Parameters outlined by Ministry of Housing and Urban Affairs on Urban Transport

1

4

Level of Service

Level of Service

a/b

4

3 4

a/b

2.304347826 a/b

3

2.304347826

100*b/a

3

100*b/a

2.304347826

730 No of Buses 730 available in a city on any day (a)

225 225 Buses as per UBS standards (b)

30.82191781 30.82191781 100*b/a

730

225

30.82191781

3

3

B TotalTotal B

10

10 3

Total (A+B)(A+B) Total

16

16

Overall LoS: <12 - Good Transport Network Total B 10 Overall LoS: <12 - Good Transport 12-15Network - Comfortable system but required improvements in coverage and Overall LoS: <12 - Good Transport Network frequency 12-15 - Comfortable system but required improvements in coverage and Total (A+B) 16 >16 - Considerable overloading, uncomfortable rides, inadequate coverage and frequency 12-15 Comfortable system but required improvements in coverage and frequency Source:-Parameters outlined by Ministry of Housing and Urban Affairs on Urban Transport frequency >16 -21-24 Considerable overloading, uncomfortable rides, inadequate coverage and PRATHA BISANI | PG180727 | SOM_2019 | FACULTY OF MANAGEMENT | CEPT UNIVERSITY - No considerable city public transport system Overall LoS: Transport <12 - Good Transport Network Source: Parameters outlined by Ministry of Housing and Urban Affairs on Urban

Overall LoS:

GEMENT

<12 - Good Transport Network

12-15 - Comfortable system but required improvements in coverage and frequency frequency >16<12 - Considerable overloading, uncomfortable rides, inadequate coverage frequency - Comfortable system butand required improvements in coverage and Overall - Good Transport Network PRATHALoS: BISANI | PG180727 | SOM_2019 | FACULTY OF MANAGEMENT12-15 | CEPT UNIVERSITY 21-24 - No considerable city public transport system frequency >16 - Considerable uncomfortable rides, inadequate coverage and frequency 21-24 overloading, - No considerable city public transport system >16 - Considerable overloading, uncomfortable rides, inadequate coverage and 12-15 Comfortable system butandrequired improvements in coverage and frequency Source:-Parameters outlined by Ministry of Housing Urban Affairs on Urban Transport frequency PRATHA BISANI | PG180727 | SOM_2019 | FACULTY OF MANAGEMENT | CEPT UNIVERSITY 21-24 - No considerable city public transport system 21-24 - No considerable city public transport system assessment Table 3.5: Quality 0f perf0rmance parameters and deliverablesMur>16 - Considerable overloading, uncomfortable rides, inadequate coverage and frequency Table 0.7: Service Level Benchmark Public Transport Service (MoHUA) (contd.) num alium terum aut inproximmod cessent isterce rraet?

Solumus, nor pris.

SERVICE LEVEL AGREEMENT 21-24 - No considerable city public transport system Quality Parameter Formula Specified Service Quality Level Table 0.7: Service Level Benchmark - Public Transport Service (MoHUA) (contd.)

Fleet Utilization

Operating x 100

1st year - 95%

buses 2nd year - 93% Table 0.7: Service LevelContracted Benchmark - Public Transport Service (MoHUA) (contd.)

3rd year - 91% & Henceforth 90%

15

15 PLAN ROUTES

15

FEE TO OPERATE AND MAINTAIN BUSES

KEEP FARE REVENUE

Bus Utilization

kms operated x 100 Scheduled kms

95%

Appraisal Time Period

Mode of appraisal

Bus Maintenance

Yearly

Follow daily and periodic maintenance

Bus Operations

Daily

Through GPS system connected with CCC / operation register

Staff Behaviour

Daily

Checking during operational hours complaints from passengers

Speed Governor

Daily

Maintain vehicle speed within permissible limits set by Govt / RTO

Performance Parameter

t Office, AMTS

_2019 | FACULTY OF MANAGEMENT CEPT UNIVERSITY Table Error!|No text of specified style in document..7: Quality 0f perf0rmance assessment parameters and deliverables 48

the parameters thereby improving the is quality ofabout This registration redressal that provided. leaves theor passengers doubtful the service delivery.

Website leaves the passengers doubtful about the effectiveness of these complaints. Information of a effectiveness these complaints.

Information of ais complaint isofregistered as penalty and warning with the authority thereby leading to a lot of complaint is registered asinformation penalty and warningThis is given to driver received. confusion onwith thethemodes of complaints.

Total number of trips per day: 9352 given to does driver with the information Thisa again not ensure that is ever Furthermore, there is no intimation ofreceived. complain Avg. number of trips checked per day:there 510 Percentage of trips checked AMTS: 5.5% registration ordefault redressal that is provided.

This again does not ensure that there is ever a rectification of committed.

Best Practice: leaves the of trips passengers about the Percentage checked BESTdoubtful (Mumbai): 11% rectification of default committed.

Percentage of trips checked DTC (Delhi): 20%

onmaintained toll free number and bookof cityon bus service as studied above considerably the buses.

Nocomplaint otherismeans Phone / Message Application maintained the buses. complaint on redressal exist. No other means of complaint redressal exist.

Complaint Redressal SystemRedressal Issue 11: Undocumented Complaint At present, there is only Redressal a singular mode of Issue 11: Undocumented Complaint Various modes, application, Facebook and website complain redressal, i.e. WhatsApp and phone call Various modes, application, Facebook website has been created voluntarily by the and public.

These on toll free number and complaint book hasapplications been created voluntarily by the public.

These domaintained not haveonany kind of association the buses. No other means of complaint exist. applications do not have redressal any kind of association PROCESS

DRIVER

effectiveness of these complaints. Information of a

OPERATOR

TERMINAL Issue 11: Undocumented Complaint Redressal INCHARGE

ACCIDENTis registered COMMAND AND complaint as penalty andCUSTOMER warning is Recommendation: CENTRE LessINSPECTOR number of trips doCONTROL not create the necessary fear given to driver with the information received.

This Website in the operators, hence, the percentage of checks should increased to at ensure least 10% that there is ever a againbe does not

32 Point

8 Teams

16 Zones modes, application, Facebook Phone / Message Application Various and website WhatsApp Number Checklist Flying Squad has been created voluntarily by the public.

These Phone / Message Application Website Complaint & rectification of default committed.

Redressal applications do not have any kind of association R I R C R I C I C Mechanism I Toll Free Number Fig 3.12: M0nit0ring

R

C

I

Fig. 3. 10 Monitoring Mechanism

of defaults identified Websiteby the flying squad are not shared with the operators on a daily Issue 10: basis. be It is understood from best practices that the Should be Consulted Informed The mechanism Monitoring ofIbus operations is I | CEPTShould C C |for PRATHA BISANI | PG180727 SOM_2019 MANAGEMENT UNIVERSITY Consulted | FACULTY Informed Fig. OF 3. 11 Mode of Complaint Redressal monitoring frequency of BEST (Mumbai) and DTC not clearly defined though theTERMINAL PROCESS DRIVER in the contract OPERATOR ACCIDENT COMMAND AND CUSTOMER (Delhi) is 11% and 20% respectively whereas that of INSPECTOR CONTROL CENTRE indicators are laid down. The monitoringINCHARGE PROCESS DRIVER OPERATOR TERMINAL the cityACCIDENT COMMAND bus operations assessed is AND only 5.5%. CUSTOMER PLANNING Suggestion Noted mechanism has not been outlined in the contract WhatsApp Number INCHARGE INSPECTOR CONTROL CENTRE DEPARTMENT Should be Monitoring Phone Mechanism / Message Responsible R Responsible

R

Complaint & PROCESS DRIVER WhatsApp Number Redressal STATISTICS R C I 16 Toll Free Number DEPARTMENT Complaint & WhatsApp Number Redressal R C I & Complaint Toll FreeCCC Number Redressal

R

Shoulddetails be and Accountable Application A Accountable

A

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I

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Should be

PLANNING DEPARTMENT

Suggestion Noted

Fig. 3. 12 Swimlane process of complaint redressal

PLANNING DEPARTMENT

PLANNING STATISTICS DEPARTMENT PROCESS DEPARTMENT

Suggestion Noted

Suggestion Noted

DRIVER

OPERATOR

STATISTICS DEPARTMENT

STATISTICS DEPARTMENTCCC

TERMINAL INCHARGE

C CUSTOMER

CCC CUSTOMER

R

I

I

Complaint raised

Complaint raised through WhatsApp through WhatsApp

Complaint raised Should be CUSTOMER Responsible

R

R WhatsApp Responsible through

A

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I suggestion? R

17

Complaint Redressal

R

R C C

CCC

Consulted

PLANNING DEPARTMENT

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I

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PLANNING through WhatsApp DEPARTMENT Should be

Should be Responsible Consulted STATISTICS

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C

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R

R C

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R C

17

R

COPERATOR I

Consulted

C

R

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COMMAND AND CONTROL CENTRE

R

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COMMAND AND

I

I C TERMINAL INCHARGE

I Yes

I

A I

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IA

R C ACCIDENT INSPECTOR

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Should be Accountable

R

R I AND R C I COMMAND CUSTOMER No CONTROL CENTRE Incident filed as operator default

C

R

Is it a route Should be Isuggestion?

Informed R C R C I Should be Accountable A A Accountable Fig. 3. 13 RACI matrix for assessment of Complaint Redressal Suggestion Noted

A I

Accountable Informed

A I

Should be Should be Accountable Informed Yes

CCC

I

I

No

Fi g 3.15: RACI matrix Informed f0r assessment 0f C0mplaint Redressal I Fig. 3. 13 RACI matrix for Redressal

Should be Consulted

I

CUSTOMER

Fig. 3. 13 RACI matrix for assessment of Complaint Redressal INCHARGE INSPECTOR CONTROL CENTRE Suggestion Noted

DRIVER

R

I

Should be

Fig. 3.

12 Swimlane process of complaintACCIDENT redressal OPERATOR TERMINAL

DRIVER Complaint Redressal

Responsible

CUSTOMER

R

FigFig. 3.14: Swimlane 0fofc0mplaint redressal Should be Informed pr0cess 3.I 12 Swimlane process complaintACCIDENT redressal I TERMINAL Informed OPERATOR

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A Accountable Fig. 3. 12 Swimlane process of complaint redressal Accountable

INCHARGE

STATISTICS Complaint DEPARTMENT Redressal

Incident filed as

No COMMAND AND Incident CUSTOMER filed as default operator operator default CONTROL No CENTRE

C

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Consulted

PROCESS PLANNING DEPARTMENT PROCESS

No

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Yes

Yes Is it a route Is it a route suggestion? suggestion?

CCC

Complaint Redressal

C

Should be Should be

Should be

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Should be I Informed Is it a route assessment of suggestion?

Complaint Suggestion Noted

Complaint raised No Fig. 13 RACI for assessment of Complaint Redressal system PLANNING network (where itCUSTOMER carries a 3. part thematrix risk). The tract mechanism.

The management and proper Incident filed as assignthroughof WhatsApp Suggestion Noted STATISTICS DEPARTMENT Yes operator default DEPARTMENT state holds the primary responsibility of meeting public ment of risk is a critical element for contract success.

The 17 No objectives.

Through concession contracts, the state desame has been assessed as a part of this assignment.

Incident filed as STATISTICS Is it a route Yes operator default CCC volves the responsibility for service quality to operators suggestion?

17 DEPARTMENT All the contracting models in city have their revenue risk at the ground level, but wields control through the con-

CCC CUSTOMER

CUSTOMER

Complaint raised through WhatsApp

Complaint raised through WhatsApp

Is it a route suggestion?

49

shared between the operator and authority. The rationale provided for this was the gross cost model empowers the public authority to demand efficient service from the operator while incentivising them for an increase in ridership ensuring quality. The contracting model requires the private operator to bring in his own fleet while facilitates would be provided by public authority.

Issue 4: Risk Allocation in Fare Collection It was understood from various studies conducted for fare collection procedure discussed later, that there is a large loss of revenue from collection by the operators.

Although there is a penalty being charged on the operator providing their conductors if found not issuing a ticket for travel however collecting the fare. This is checked by the vigilance department that is available on road for such spot fines. This however, does not ensure that the conductor issues a ticket to the passenger as the revenue collected from such a default is much larger than the penalty being charged as fine.

Route Rationalization & Assessment of Defaults The RACI matrix is a responsibility assignment chart that was used to map out tasks of route and frequency assessment and assessment of defaults, the roles and Responsible for the action items, which personnel are Accountable, and, where appropriate, who needs to be Consulted or Informed have been outlined below: Issue 5: Risk Allocation in Route Rationalization & Assessment of Defaults It is understood from this matrix that the operators are not consulted for decisions of route changes/ improvements, scheduling or frequency. Also Information of defaults identified by the vigilance department on roads are not documented or informed to the operators. However, a penalty is charged. This does not enable the operator to take responsibility of such infractions and prepared remedial plan to deal with such infractions.

Issue 6: Driver Related Defaults While usage of cell phone, unclean uniform, seat belt, misbehaviour and illegal horn are assessed on road, speeding is assessed in the CCC by the GPS device installed in the buses. These factors are not recorded in any manner found during assessment. These are parameters that will not alone help in driving penalties but also in evaluation of driver performance. However today, these assessment parameters are used purely for charging penalties not ensuring that the performance of those drivers could ever be improved. (EMBARQ India, 2014) Issue 7: Eligibility Criteria for Diver Selection The criteria outlined for selection of drivers given in the contract is a driver with experience of driving heavy vehicles for over 3 years. The selection process, however only 50

required a driving licence issued 3 years before the date of joining. No assessment of the experience of driver is currently being followed leading to the appointment of inefficient / under qualified drivers. This assessment can be further established by the number of accidents, regular and fatal that occur due to the fault of driver.

Issue 8: No Detailed mechanism for default assessment Although the operation and Service Parameters for timeliness and cleanliness have been outlined, no detailed mechanism or procedures for measurement were found in the contract document. There is no classification of monitoring indicators on the basis of impact neither is any time given under the contract to rectify the defaults except for breakdown.

Other factors of Penalty of Bus operations and operator related defaults Existing factors of Service Quality Assessment Below is the assessment of the case city bus transport service to the benchmark evaluation outlined by the ministry. This Assessment study highlights the areas of focus required to be undertaken to improve the quality of a cityâ&#x20AC;&#x2122;s public transport system. The service provided was considered as a Good Transport Network if LoS is less than 12, considered as a comfortable system with improvements in coverage and frequency. If the LoS is greater than 16, it means there is c0nsiderable 0verl0ading, unc0mf0rtable rides, inadequate c0verage and frequency and ranging from 21 to 24 meaning n0 c0nsiderable city public transp0rt system exists. In the analysis it was found that the LoS for the case study was 16 making it a Level 3 service meaning the city bus service is c0nsiderably 0verl0aded, unc0mf0rtable, inadequate in c0verage and low on frequency.

Overall LoS:

<12 - Good Transport Network

12-15 - Comfortable system but required improvements in coverage and frequency >16 - Considerable overloading, uncomfortable rides, inadequate coverage and frequency 21-24 - No considerable city public transport system Issue 9: Lack of parameters for assessment of Service Quality Parameters The Ministry of Housing and Urban Affairs has outlined Service Level Benchmarks for public transport service in India. The assessment of the city bus service, the overall Level of Service of the city bus service as studied above is considerably overloading, uncomfortable with inadequate coverage and frequency. Various parameters for service quality assessment need to be included into the contract to ensure the quality of service being provided is maintained to required standards. Adequate measured need to be taken to address all the parameters thereby

Fig 3.16: Existing signage in buses Fig Error! No text of specified style in document..16: Existing signage in buses

improving the quality of service delivery.

awareness

Issue 10: Lack of mechanism for monitoring of bus COURT JUDGE operations

Following is the imagery of existing buses in the city bus service. It is observed that there is inadequate or improper signage on the inside and exterior of buses leading to a lot of confusion or keeps passengers uninformed of their rights and responsibilities.

The Dy. mechanism for Monitoring of bus operations is not MUNICIPAL clearly defined in COMMISSIONERthe contract though the indicators are laid down. The monitoring mechanism has not been TRANSPORT outlined in the contract and details of defaults identified MANAGER by the flying squad are not shared with the operators on a daily basis. It is understood from best practices that Breach of Contract DyTM (Gen.) identified the monitoring frequency of BEST (Mumbai) and DTC (Delhi) is 11% and 20% respectively whereas that of the Issue notice to city bus operations PLANNING & assessed is only 5.5%.

No

Issue discussed to

seek remedialTermination Dispute Settlement and Contract B measures

Below is the swim lane process of dispute settlement folCan the issue be lowed by the authority in city bus service. If a breach of resolved mutually? contract identified, the notice is issued to the operator. An Penalty by takamicable solution to theYes problem can be addressed deducted operator ing the issue to the Dy. Municipal Commissioner for delaysif a soluYes STAT. DEPT. No Complaint Redressal System tion is unattainable at the lower level. However, the deciRectification of Response given to of the Issue with authority sion Municipal Commissioner is final and binding.

OPERATOR Breach of Contract raised concerns procedures At present, there is only a singular mode of complain redressal, i.e. WhatsApp and phone call on toll Issue 13: Long and tedious Litigation Process free number and complaint book maintained on the TheSwimlane processPr0cess of Litigation Procedures is generally time Fig of Error!

No text of specified styleexist. in document..17: 0f Dispute Res0luti0n buses. No other means complaint redressal and resource consuming for both partied involved in Issue 11: Undocumented Complaint Redressal dispute. With the GCC Hybrid contract, the operators compelled to abide by given decisions of the authority.

Various modes, application, Facebook and website has While the operators have invested the capital amount been created voluntarily by the public. These applicaon buses, it becomes difficult for them to challenge tions do not have any kind of association with the authorthose decisions compelling them to abide by the Auity thereby leading to a lot of confusion on the modes thority decisions. This not only is very inconvenient of complaints. Furthermore, there is no intimation of for the operating part but also leads to a loss of good complain registration or redressal that is provided. This quality bidders and operators from participating in fuleaves the passengers doubtful about the effectiveness ture endowers with the authority in city bus service. of these complaints. Information of a complaint is registered as penalty and warning is given to driver with 3.4. Suggestions the information received. This again does not ensure Recommendation 1: Prebid Meetings that there is ever a rectification of default committed.

Bus Signage Management Issue 12: Mismanagement of signages and citizen

Prebid meetings are important to discuss the following objectives:

51

Fig Error! No text of specified style in document..16: Existing signage in buses

COURT JUDGE Dy. MUNICIPAL COMMISSIONER No

TRANSPORT MANAGER DyTM (Gen.)

Breach of Contract identified

PLANNING & STAT. DEPT.

Issue discussed to seek remedial measures

B

Can the issue be resolved mutually?

Yes

Issue notice to operator

No Response given to raised concerns

OPERATOR

Issue with authority procedures

Yes

Penalty deducted for delays

Rectification of Breach of Contract

Fig 3.17: Swimlane Pr0cess 0f Dispute Res0luti0n Fig Error! No text of specified style in document..17: Swimlane Pr0cess 0f Dispute Res0luti0n Litigation filed

COURT JUDGE Dy. MUNICIPAL COMMISSIONER TRANSPORT MANAGER

Resolution taken

B

DyTM (Gen.) PLANNING & STAT. DEPT.

Yes

OPERATOR

Issue with authority decision

Penalties Deducted No

Changes made as per decision

Fig 3.18: Swimlane Pr0cess 0f Dispute Res0luti0n (C0td.)

Fig Error! No text of specified style in document..18: Swimlane Pr0cess 0f Dispute Res0luti0n (C0td.)

• Clarification to Bidders - Technical / Financial • Communicate additional information in Project Sr.N0 List 0f Unacceptable Infracti0ns

Various details need to be outlined as a part of the agreement (Ministry of Housing and Urban Affairs, 2016) as shown below:

• Do necessary revisions in tender documents as per Details of Facilities, equipment and machinery provided industry feedback 1 Use 0f w0rn 0ut tires i.e. tread depth being bel0w• Parking tread wear indicat0r (TWI) depth facility rent details • Ensure minimum deviations and Critical points can be explained and discussed • Maintenance & Repairs 2 Drunk while 0n-duty Recommendation 2: Bus Specifications • Exclusion of Liability It is understood from the study that although the seats • operator obligations 3 has been Irresp0nsible behavi0ur accident per bus reduced, the fleet on causing road andanfrequen• Authority’s Rights cy of buses has not been increased. The frequency of busses to be increased in routes where the BRT model • Breach of Agreement terms buses will ensure that number of/ 0rders seats 0f designated auth0rities 4 run. ThisDis0bedience t0adequate lawful instructi0ns are available at good frequency thereby ensuring com• Renewal terms fort to passengers and will ensure that passengers do This will outline fixed parameters for the operanot migrate from cityinfracti0n bus service to private options.

5 Anythe 0ther identified by the Auth0rity tors to adhere to and authority to assess and check.

Recommendation 3: Depot Management Agreement Table Error! No text of specified style in document..8: List 0f unacceptable driver infracti0ns

52

Recommendation 4: Risk Assessment and Fare Collection It is recommended that the risk of fare collection should be borne by the authority alone or be outsourced to a third party to ensure that there is a check on all the parties involved in operations. The city bus service in study has ample employed drivers that do not have adequate or dedicated work. These employees could be reallocated for collection of fare in various buses as described in the fare collection chapter that follows.

Recommendation 5: Route Rationalization and Assessment of Defaults As the operators have first-hand experience of the demand and supply of busses and 25% of loss of ridership is to be borne by the operator, they should be consulted in route rationalization. Defaults committed on road to be documented well to refer back to while not just charging penalties but also to be used in training and development of drivers and conductors. (Deloitte Touche Tohmatsu India Private Limited, 2015) Recommendation 6: Driver Performance Monitoring In order to encourage drivers to maintain a level of serviceRecommendation required for operation of buses thedefaults following mea8: Bus related sures would be of help: For assessment of buses, a checklist, specific pass/fail criteria, andmaintained step-by-step instructions and • Roster of drivers to be to identify any blackincluding body diagrams for bus body PMIs so that listed operators the position of the damage on the bus body can be • The performance of driver should be evaluated with should be formulated. This will not only KPIsmarked for drivers and conductors help identify the past defaults but also make it • These KPIs help engineer driver specific easier forwould the operators to rectify issues thattraining have setsbeen to ensure that instead of general training, each drividentified for penalty. It should be established er could be educated of its defaults that the preventive maintenance of buses should be performed before orofafter the about scheduled time by& • Training and education drivers infractions andaperformance evaluation parameters andexcessively its benefits margin of 10%, but delaying repairs may result in deterioration fleet, hence be • Ensuring that the bonus amountinreaches the drivers penalized. through regular audits Daily 1.

2.

3.

4.

5.

6.

Recommendation 7: Driver Appointment Criteria Should a holder of a valid Driving license in accordance with the Motor Vehicle Act, 1988, for the last three years preceding the date of employment; (the operator to submit copies of the licenses of all such Drivers appointed by it to the Authority for its record); should possess minimum eight standard qualifications and any other educational/ other requirements such as Public Service Vehicle (PSV) badge as prescribed under the Applicable Law; Possesses minimum 3 (three) years’ experience of driving heavy transport vehicles in India; (the driver to submit Experience Certificates / Letter of Recommendations from previous employers) Should not have been blacklisted from operation of a heavy commercial vehicle and or a transport vehicle; (to be verified with driver roaster generated) Should not have any pending cases related to fatal accidents or traffic fines due or have his license suspended at any time during the last 3 (three) years preceding Effective Date; (to be verified with driver roaster generated) Should meet all requirements specified in The Central It is also recommended for the contract to include Motor Vehicle Rules, 1989. (Ministry of Housing and Uran Affairs, Annual2016) Maintenance Contract (AMC) of buses ban that should be signed by the operator and the Recommendation Bus entire related period defaultsof contract manufacturer for8:the term.

This renewed shouldspecific be submitted For assessment of buses,AMC a checklist, pass/fail crievery year to Authority for clearance ofincluding every 25th teria, and step-by-step instructions and body diagrams body PMIs so that the position of the Paymentfor of bus up to 10,00,000 km.

The maintenance damage the bus bodyshould can bealso marked should be forhistory on of each vehicle be maintained. mulated.

This will not only help identify the past defaults This will enable the specific identification and but also make it easier for the operators to rectify issues maintenance of busses with low fuel economy. that have been identified for penalty. It should be estab(Sustainable Transport Project, 2016) lished that theUrban preventive maintenance of buses should be performed before or after the scheduled time by a margin of 10%, but delaying repairs excessively may result in deterioration in fleet, hence be penalized.

Weekly

Water level in radiator Cleaning of vehicle Tire Pressure Electrical System Braking System Fuel level in the fuel tank

1.

2.

3.

4.

5.

6.

Bus Number: Performed by: Verified by: Date:

Monthly

Lubrication of the vehicle Tighten the nut and bolts Oil level in engine Battery electrolyte level Clean Air filters Brake and Clutch setting

Bus Number: Performed by: Verified by: Date:

1.

2.

3.

4.

5.

Engine oil change Wheel Alignment Change fuel filters Engine tune up Greasing of wheel bearing

Bus Number: Performed by: Verified by: Date:

Fig. 3.19: F0rmat f0r Daily, M0nthly and Annual Rep0rts t0 be submitted by 0perat0r

Fig. 3. 17 Format for Daily, Monthly and Annual Reports to be submitted by Operator

Recommendation

9:

Service

Quality

Punctuality of Bus Operation Punctuality indicates the level of on-time services.

53

It is also recommended for the contract to include an Annual Maintenance Contract (AMC) of buses that should be signed by the operator and the manufacturer for the entire period of contract term. This renewed AMC should be submitted every year to Authority for clearance of every 25th Payment of up to 10,00,000 km. The maintenance history of each vehicle should also be maintained. This will enable the specific identification and maintenance of busses with low fuel economy. (Sustainable Urban Transport Project, 2016) Recommendation 9: Service Quality Assessment Parameters Service quality parameters should not be limited to the fleet and bus utilization, but cover various other parameters at different weightages. These have been identified considering commuter expectations of Bus Service practiced across India in various GCC Contracts (Ministry of Housing and Urban Affairs, 2016) as defined below:

schedule, and 10% of the subsequent scheduled trip time (subject to a maximum of 15 minutes) for start of subsequent schedules and arrival of trips. This parameter should be valued at greater than or equal to 9o% incase of start trips and 8o% in case of arrival of trip.

Reliability of Bus Operations This parameter reflects the health of Bus and in turn indicates operational reliability of Buses. It is assessed in terms of number of breakdowns per 10,000 Km (actually paid for) operated. Higher the rate of breakdowns poorer is the health of Buses and lower is their reliability. Inverse of breakdown rate is an indicator of operational reliability. Higher values reflect higher reliability. The operational reliability of any operator should be greater than or equal to one.

Safety of Operations

It is one of the most important parameter. It is indicated in terms of number of accidents per 1,00,000 Km operRegularity of Services ated. Higher the rate of accidents, lower is the safety of It is measured as percentage of trips and Bus Km operBus Services. Rate of accidents is assessed by dividing cuDaily Weekly Monthly ated to scheduled trips and Bus Kms respectively. In this mulative number of accidents by all Buses of operator by case the number of trips and Km scheduled are the sum actual number of operated Km paid for during the quartotal of respective operational schedules on a quarterly ter.

Severity of operational safetyoilischange similarly assessed by 1. Water level in radiator 1. Lubrication of the vehicle 1. Engine basis, and2. actual trips operated and actual Km2.paid for.the nut and taking in accidents Cleaning of vehicle Tighten boltsnumber of fatalities 2. Wheel Alignment per million kms 3. Tire Pressure 3. to Oil94%. level in engine 3. Change fuel filters This parameter should be greater than or equal instead of accidents in general.

Inverse of accident rate is 4. Electrical System 4. Battery electrolyte level 4. Engine tune up an indicator of operational safety – higher values reflect5. of Braking System 5. Clean Air filters 5. Greasing of wheel bearing Punctuality Bus Operation higher safety. General safety parameters and sever6. Fuel level in the fuel tank 6. Brake and Clutching setting ity parameters should account to one or more in value.

Punctuality indicates the level of on-time services.

It is reflected by percentage of on-time start and arBus Number: Bus Number: Performed rival of Performed trips to by: total operated trips in each case. by: In Verified by: number of trips starting Verified by: this case, total / arriving Date: Date: late during the month is recorded and subtracted from the number of trips operated to arrive at the on-time trips operated Figs separately in each case.

User Satisfaction

Bus Number: Performed by: by: to Verified be regularly Date:

The citizens need involved in evaluating performance of Bus Services. Encouraging them to report freely about their observations on all aspects of the Bus Services not only renders the system “an inFigure Error! No text of specified style in document..19: F0rmat f0r clusive Daily, M0nthly Annual t0 be submitted 0perat0r one”and but alsoRep0rts generates usefulbyand un-biased A relaxation equivalent to 5 minutes, for start of the bus Daily incidents information received

OPERATORS No Is it a suggestion?

NODAL OFFICER

Can incident be verified in CCC?

Yes

Incidents Reported Yes

FIELD INSPECTOR

Yes

Check authenticity of complaint

Suggestion recorded

PLANNING & STAT. DEPT.

Is complaint valid?

No

Complaint / Suggestion raised

PRATHA BISANI | PG180727 | SOM_2019 | Fig FACULTY MANAGEMENT | CEPT 3.20:OFPr0p0sed pr0cess 0fUNIVERSITY c0mplaint redressal

Fig Error! No text of specified style in document..20: Pr0p0sed pr0cess 0f c0mplaint redressal

54

Incident Recorded

Response to allegation of complaint

DRIVER / CONDUCTOR CUSTOMER

No

Response received

officer can hear the grievances and take appropriate actions. This will ensure that the authority at lower level remains in check and reduces the possibility of cartels and bribing. Complaints of the drivers / conductors must be reported on a daily basis to private operators creating an opportunity for operators to rectify mistakes. Driver-wise & Conductor-wise reports of authority employees should be maintained for performance review. (Shakti Sustainable Energy Foundation, 2016) Fig 3.21: Pr0p0sal f0r signages that can be used t0 educate passengers Fig Error! No text of specified style in document..21: Pr0p0sal f0r signages that can be used t0 educate passengers

Facts and Figures submitted

AUTHORITY

feedback for necessary corrective action. The complainant, however, needs to be informed of the actions taken, in least possible time, for his/her continued interest in the system. It is estimated in terms of negative feedbacks/complaints received per 1,00,000 Km operated. Inverse of rate of user complaints reflects user satisfaction - higher number reflecting higher user satisfaction. This should also be greater than or equal to 1.

ARBITRATOR

OPERATOR

Holds Hearing

Information from both parties ascertained

Issues decision and grants award

Resolution sought

Fig Error! No text of specified style in document..22: Proposed Swimlane for Arbitrati0n Process

Recommendation 10: Improve Monitoring Considering the level of assessment by vigilance departments across various private bus operators is greater than 10%. In the case city consisting of 16 zones, there are only 8 flying squad teams. Each team has a 32-point checklist to be followed. It is therefore recommended to increase the number of flying squad teams to at-least 1 in every zone thereby increasing the level of assessment of flying squad to 11%.

Recommendation 11: Complaint Redressal System It is recommended that a Nodal officer should be nominated who receives the public grievances/ complaints and forward it to the concerned departments for getting reply within prescribed time limit. This will help maintain a log of all complaints registered and verified. HoDs of city bus should hear the grievances of citizens/ public for 2 hours daily and in their absence, next subordinate

Recommendation 12: Citizen Charter A citizen charter for city bus service should be formulated including the city bus service vision, mission and responsibilities. The aim of city bus service should be outlined as follows: • Reliability and punctuality standards • Controlling Pollution • Customer Care Service - Special Bus bookings details (contact, rental and specifications • Customer Information - map, time table, enquiry, complaints, suggestions, contact information • Pass Details - types, eligibility and rates • Important telephone numbers • Public Grievance Mechanism Details of the same should to be made available on all official platforms online and graphic illustration of important parameters can be displayed on the interior of buses.

Recommendation 13: Arbitration With continued transparency across the system with the abovesaid recommendations, it would become easier for the authority to reintroduce the Arbitration Clause into the contract agreement. In high value contracts, inadequate dispute resolution mechanism and the costs of delay in dispute resolution are perceived as very high risks and are not acceptable by reputed operators. The benefits are as outlined below:

Fig Error! No text of specified style in document..21: Pr0p0sal f0r signages that can be used t0 educate passengers

• Choice of decision maker with expertise

Facts and Figures submitted

AUTHORITY ARBITRATOR

Holds Hearing

• Speed • Lower cost Information •from Flexible Issues both parties decision and ascertained grants award

• Confidential

OPERATOR

Resolution sought

• Less formal than court • Helps preserve business relationships Fig 3.22: Proposed Swimlane for Arbitrati0n Process

Fig Error! No text of specified style in document..22: Proposed Swimlane for Arbitrati0n Process

55

- Vidya S. 56

4

Integration of Feeder and Route Rationalization 57

Integration of Feeder and Route Rationalization 4.1 Introduction

3. Need of connectivity to new areas of the city

Transport system is the backbone of any city’s development. It creates the connectivity to mobilize people and goods which is essential for the development of the civilization. There have been histories of many cities which have Transit Oriented Development (TOD) which supports the fact that transport system is the backbone of city’s development. One of the best examples is Mumbai. When Mumbai local trains were introduced into the city, the pattern of growth of the city’s development can be observed along the transit lines of the MRTS. Apart from the local trains being well connected throughout the city, the fares are affordable for even the lower economic range of people to travel in a Mass Rapid Transit System (MRTS). Thus a good transport system should be able to be connected well across the city making it affordable for any economy of people to use it without making them feel intimidated.

4. Reduce the expenses on the system

Though the development was along the transit lines, the growth in population started filling the gaps between the transit lines. This led to the evolution of transit feeders also known as paratransit. These paratransit, connects the interior areas which are mostly residential areas, to the main trunk lines of the city. Feeders acts as a bridge between people in less transit connected areas to the major trunk lines or the nearest public transport system. Hence transit feeders are very much important in making any Mass Transit System run successfully.

Cities are very dynamic and keep growing either vertically or horizontally. In most of the developing counties like India, the growth is more horizontal than vertical leading to urban sprawl towards the periphery of the city. As the cities grow outward, there is need to push the Municipal boundaries and provide the services to the citizens. Similarly, the routes of the public transport; especially in the case of City Buses which are flexible in terms of physical infrastructure; are to be rationalize to cater to the needs of the citizens. The need for route rationalization depends on, 1. Increase in demand 2. Introduction of new fleets 58

Transit feeders and route rationalization goes hand in hand as it helps in connecting the people with public transport system. Once feeders come into the picture in a public transport, the routes are rationalized as per the connectivity of the feeders.

4.2 System Description 4.2.1 Literature Review Integration of Feeders Depending on the varied geographic condition, the diverse cultural impact and the development of the city, India has various types of feeder systems in India. The feeder systems can be classified into 3 types, 1. Bike+ Ride (B+R) 2. Park+ Ride (P+R) 3. Kiss+ Ride (K+R) Smaller vehicles like autos, tuk-tuk, bicycles etc act as feeder system for the Bus system. In case of Chennai, the TATA Magic fleets act as share auto and are splurging throughout the city. The stops are flexible and the routes depend on the demand of the customers. There are around 1200 share auto (Civitas Urban Solutions for Chennai City Connect Foundation (CCCF), 2011) with 5 players plying across the city serving thousands of people every day. This feeder service helps in MTC and suburb rail to increase their patronage and bridges the connectivity gap (Civitas Urban Solutions for Chennai City Connect Foundation (CCCF), 2011). Apart from the small vehicles acting as a feeder service, the bus system itself acts a feeder for other Transportation systems like the Metro, Railways, State bus transportation and Airports.‘Transmilano’ is the BRT model in Bogota, Colombia, which integrated the City bus systems and the BRT system complementing each other providing better connectivity and ease of transportation. The City buses in Bogota act as a feeder to the trunk lines of the city as the BRT are affixed to the existing routes due to

Fig. 4. 1Concept of Kiss + Ride (K+R)

Fig. 4. 1 Concept of Kiss+ Ride (K+R)

physical infrastructure inflexibility. The city bus routes, which are also the feeder for the BRTS, are rationalised to collect passengers from interior areas and transfer them to the trunk lines. Here the City buses play a perfect role of feeder in the Public Transport System (Centre Smaller like autos, tuk-tuk,the bicycles etc act for Publicvehicles Impact, 2012).

In Bangalore, BMTC Vayu Vajra buses act as feeder reach airport, the as feeder system for tothe Busthesystem.

In Metro case of feeder connects the people to the metro stations, BIG 10 Chennai, the TATA Magic fleets act as share auto runs on the major arterial roads of the city and BIG cirand are splurging throughout theparts city.ofThe stops cle connects to the ring roads to other the city.

Thisflexible is an example of how the depend city buseson actthe as ademand feedare and the routes er to connect to specific areas of the city (Dave, 2017).

Fig. 4. 3 Electric vehicles on rent kms from the metro station, the potential trip attractors were identified. The physical sustainability which is the 3 Public Lightcurvature Bus in Hong width of the road,Fig. the4.turning radius wereKong calculated and studied for the feasibility and supply of the bus system. The Bus system is them supplied to those areas which transfers the people to the metro station. Later the missing links which lacks the connectivity are identified. These are the areas which are not physically suitable for the bus system to ply on. Hence the gap is filled with para transit feeder which are smaller and size and feasible to the existing infrastructure (B.C.Renukeshwar, 2015).

of the customers. There are around 1200 share The first phase of route rationalisation is happening in Route (Civitas Rationalization auto Urban Solutions for Chennai City Delhi under the ‘Connect Delhi’ initiative (Press Trust of Connect Foundation (CCCF), 2011) with 5routes players India, 2019).

Route rationalization is re-organising the transport and planning to cater to the urbanof sprawl, plying acrossthe theroutes city serving thousands people The bus system plying in the case study city A has a eliminate the intermodal competition, make the transevery day. This feeder service helps in MTC and total of 209 routes with 685 vehicles on roads. This portationof system viable by understanding the debus system connects to various parts of the city with Fig. 4. 1Concept Kiss +more Ride (K+R) suburb rail to increase their(B.C.Renukeshwar, patronage and 2015). bridges coverage of 466 km2. The total average ridership mand and supply of the system uk-tuk, bicycles the etc act as4.feeder system for theRide Bus(K+R) system. Solutions In case of Chennai, about 4.95 lakhs. This ridership has decreased afFig. 1 Concept of Kiss+ connectivity gap (Civitas Urban for isthe Bangalore, after the of metro stations, re auto and are In splurging throughout theintroduction city. The stops are flexible and the routes ter the introductionFig. of4.BRTS the city in 2009.

4 Autointo rickshaw in Haikou Chennai Citywere Connect Foundation (CCCF), 2011). the are busaround routes rationalised to serve the purpose e customers. There 1200 share auto (Civitas Urban Solutionsoffor Chennai The 7.8 lakh ridership was divided between BRTS and feeder service.

The small BMTC worked onacting physicalas anda operFig. 4. 3 Public Hong Kong from the feeder city bus serving about Light 4.95 Bus lakhinpeople in the city.

CCF), 2011) withApart 5 players plying across thevehicles city serving thousands of people every ational integration with ‘Namma Metro’. At a radius of 5 service, bus system itself acts feeder other gap in MTC and suburb rail tothe increase their patronage and a bridges thefor connectivity ‘Transmilano’ is the BRT model in Bogota, hennai City Connect Foundation 2011).

Apart from the Transportation systems like the Metro, Railways, Smaller vehicles like (CCCF), autos, tuk-tuk, bicycles etcsmall act vehicles acting ystem itself a feeder other systems theof Metro, Railways, Colombia, which integrated the City bus systems as acts feeder system for Transportation the Bus and system.

In like case State busfortransportation Airports. and the BRT system complementing each other Airports.

Chennai, the TATA Magic fleets act as share auto providing better connectivity and ease of and are splurging throughout the city. The stops transportation. The City buses in Bogota act as a are flexible and the routes depend on the demand feeder to the trunk lines of the city as the BRT are of the customers. There are around 1200 share affixed to the existing routes due to physical auto (Civitas Urban Solutions for Chennai City infrastructure inflexibility. The city bus routes, Connect Foundation (CCCF), 2011) with 5 players which are also the feeder for the BRTS, are plying across the city serving thousands of people rationalised to collect passengers from interior every day. This feeder service helps in MTC and areas and transfer them to the trunk lines. Here the suburb rail to increase their patronage and bridges City buses play a perfect role of feeder in the Public the connectivity gap (Civitas Solutions for Fig. 4. 4Auto rickshaw in Haikou Fig. 4. 2Tata Magic servingUrban as Share Autos Fig. 4. 4System Auto rickshaw in for Haikou Transport (Centre Public Impact, 2012).

Chennai City Connect Foundation (CCCF), 2011).

Fig. 4. 2Tata Magic serving as Share Autos Apart from Fig. the4.small acting a feeder 2 Tatavehicles Magic serving as as Share Autos 59 service, the bus system itself acts a feeder for other ‘Transmilano’ is the BRT model in Bogota,

Fig. 4. 5 Transmilano- BRT model of Bogota

the purpose of feeder service. The BMTC worked In Bangalore, the BMTC Vayu Vajra buses act as on physical and operational integration with feeder to reach the airport, the Metro feeder Fig. 4. 5Transmilano- BRT model of Bogota ‘Namma Metro’.

At a radius of 5 kms from the connects the people to the metro stations, 10 Fig. 4.BIG 5 TransmilanoBRT model of Bogota metro the trip attractors runs on the majorcovered arterialby roads of theiscity andwhere BIG The average length the buses 17 kms The timestation, taken for thepotential approval depends on the were urgency the purpose of feeder service.

The BMTC worked In Bangalore, the BMTC Vayu Vajra buses act as thecircle length ranges from 5-57 kms.

The average speed of of the project.

Hence no particular time line is followed. identified. The physical sustainability which is the connects to the ring roads to other parts of the bus is 15 km/hr with a maximum wait time of 15 minFrom the analysis of the RACI Matrix and the swim lane physical and operational integration with feeder to This reach airport, thetheMetro feeder width on of the road, the turning radius curvature the city. is anthe example of how city buses utes.

Almost 55% of the city buses travel about 10-20 kms diagram, the accountability in the initial stages is shared studiedAtforathe feasibility act as a the feeder to connect specificstations, areas of the ‘Namma and Metro’. radius of 5and kms from the connects people to thetometro BIG 10 were calculated per day per trip with a running time of 30-90 minutes for between the Statistical department and the Planning supply of the bus system.

The Bus system is them city (Dave, 2017). metro the issues potential were runs on the arterial roads to ofrelease the city one trip.

Nowmajor the ULB has proposed 300and midiBIG department.

Thisstation, might create duringtrip the attractors time of suppliedsolving to those areas which transfers the people buses which are medium sized buses into the system. problem since two people are accountable for it. identified. The physical sustainability which is the circle connects to the ring roads to other parts of Route Rationalization to the metro station. Later the missing links which Route is re-organising the transport widthsystem of the road, the turning radius curvature the city.

This example howare the city buses 4.2.3 Feeder There arerationalization aboutis28an shuttle busesof which also known lacks the connectivity are identified. These are the routes and planning the routes to cater to the as express buses catering the citizens in the city. were are calculated and studied forthe thebus feasibility and act as a feeder to connect to specific areas of the areas which not be physically suitable Feeder systems can categorized intofortwo, private urban sprawl, eliminate the intermodal of feeders. the bus system.

Thewith Busand system city 4.2.2(Dave, Process2017). involved in revision of system feeders and public The Auto rickshaws pri- is them systemsupply to ply on.

Hence the gap is filled para competition, make the transportation system vate vehicles fall under private feeder systems and Midi to those transitsupplied feeder which are areas smallerwhich and transfers size and the people Revision of the system like introduction new buses, moreRationalization viable by understanding theofdemand andraRoute buses and Public bicycles fall under public feeder systems. feasible to metro the station. existing to the Laterinfrastructure the missing links which tionalising the routes, addition of new routes, change in supply of the system (B.C.Renukeshwar, 2015).

Route rationalization is re-organising the transport Private (B.C.Renukeshwar, 2015). schedule etc, has to undergo this particular process. In the Feederthe system lacks connectivity are identified. These are the routes and lane, planning the introduction routes to cater to the In Bangalore, afterprocedure the of ismetro below swim the for approval shown. areas which areauto notrickshaws physically for the bus In private feeder system, andsuitable private vestations,sprawl, the bus routes were rationalised serve urban eliminate the to intermodal

competition, make the transportation system more viable by understanding the demand and supply of the system (B.C.Renukeshwar, 2015).

system to ply on. Hence the gap is filled with para transit feeder which are smaller and size and feasible to the existing infrastructure (B.C.Renukeshwar, 2015).

In Bangalore, after the introduction of metro stations, the bus routes were rationalised to serve

Fig. 6 Conceptual understanding of Route rationalization in Banglore Fig. 4. 4.

6 Conceptual understanding of Route rationalization in Bangalore 60

27

average speed of the bus is 15 km/hr with a

project. Hence no particular timeline is followed.

28

Fig. 4. 7Swimlane of route rationalization process From the analysis of the RACI Matrix and the swim lane diagram, the accountability in the initial stages is shared

61

hicles like two wheelers and cars play an important role in transferring passengers from one point to another.The private vehicles are flexible and travel all across the city.There are about 9,80,000 private vehicles which are registered.

are no fare routes and 4 feeder routes. This bus does not collect money and provide tickets to the passenger.

Public bicycle system is a part of smart city initiative.

There are already existing 800 My-bike cycles in the city.

These auto rickshaws have evolved through time and play different roles adapting themselves to various situations. There are various factors which made auto rickshaws to play different roles in the same city. Increased demand of autos, innovation in business model, need to make the travel affordable and provide proper connectivity is the important factors involve in the evolution. The three important roles of auto rickshaws are

4.3 Survey and Analysis

• Share auto rickshaws • Ola/Uber auto • On spot service Due to this adaptability of the auto rickshaws, the count of auto rickshaws has almost doubled in the past 10 years from 1 lakh autos in 2011 to 2 lakh autos in 2019. The ola/uber autos and the on spot service autos act as direct service rather than acting as a feeder. The share autos act as a direct service rarely and mostly as a feeder service.

Share Auto rickshaws These auto rickshaws have evolved through time and play different roles adapting themselves to various Share auto evolved areto different situations.

There are various factorswhen which madethere auto rickshaws play different rolescustomin the same city.

Increased demand of autos, innovation in business model, need to make the travel affordable and provide ersproper travelling to different destination in the same auto. connectivity is the important factors involve in the evolution. The three important roles of auto rickshawsshare are, These autos are demand responsive i.e., only Share auto rickshaws when•• there is a demand for autos and less autos are Ola/Uber auto • On spotIt service available. does not have any fixed timing and schedto this adaptability of the auto rickshaws, the count of auto rickshaws has almost doubled in the past 10 uleDue to be followed. It usually covers a short distant years from 1 lakh autos in 2011 to 2 lakh autos in 2019. The ola/uber autos and the on spot service autos act as service rather acting asmaximum. a feeder. The share autos act as a direct service rarely and mostly as a feeder of direct about 10thankms Share autos are affordservice.

No. of Autos

2011 2001

No. of Autos

1991 1981 0

50000

100000

150000

200000

250000

Fig. 4. 8 Increase in no. of autos through years Fig. 4. 7 Increase in no. of autos through years

Share Auto rickshaws Share auto evolved when there are different customers travelling to different destination in the same auto. These share autos are demand responsive i.e., only when there is a demand for autos and less autos are available. It does not have any fixed timing and schedule to be followed. It usually covers a short distant of about 10 kms maximum. Share autos are affordable from the passenger’s point and also give profit to the driver since he travels many destinations.

Public Feeder system Midi buses and Public bicycles act as public feeders

able from the passenger’s point giveprovides profin the and city. The also city bus system 2 free routes which are no fare routes and 4 feeder routes. it to the driver since he travels many destinations.

This bus does not collect money and provide tickets Ola/Uber & On spot service

to the passenger. Public bicycle system is a part of smart city initiative. There are already existing 800 My-bike cycles in the city.

Survey and Analysis They travel across the city with4.3good connectivity and Survey on city bus users flexibility.

They have demand responsive fares.

There is alThe objective of the survey was to understand the Ola/Uber & On spot service users of the city bus system and and purpose of using They travel across the city with good connectivitybetween ways a competition existing Ola/ Uber other this transit mode and to understand the feeder and flexibility. They have demand responsive fares. to reach the bus providers. stop. The variations There is alwaysare a competition existing between withused autos who not registered these service Ola/ Uber and other autos who are not registered with these service providers.

Public Feeder system

considered for this survey were maximum and minimum trip routes, old and new city areas, peak

Midi buses and Public bicycles act as public feeders in the city. The city bus system provides 2 free routes which 62

The objective of the survey was to understand the users of the city bus system and purpose of using this transit mode and to understand the feeder used to reach the bus stop.

The variations considered for this survey were maximum and minimum trip routes, old and new city areas, peak hours and non-peak hours. The sample size is 103 people.

The city bus users are mostly Students, labours and daily wage people. People between the age group of 19 to 25 use it the most when compare to other age groups. They are the regular users and accounts for about 80% of the total people surveyed. The remaining 20% are those of the incidental users who rarely use the city bus as an alternate option for their regular mode.

Based on the survey, about the mode of feeder used by the users, the major mode is by walk. Some people use the share auto to reach the stop. Around 6% of the people get dropped by to accompany on a private vehicle. Auto rickshaws, Ola/Uber mostly preferred in terminus and depots. Share autos majorly near metro stations, and congested junctions.

Since the major mode of reaching the bus stop was through walking and since there is no particular feeder mode other than walking, this lead to another survey on finding the major hotspot areas for footfall and understand the mode of transportation to those areas.

Survey on mode of transit in high transit areas

2019

30

Survey on city bus users

The objective of the survey is to understand the mode of transport in major footfall areas. The area taken for study is malls, markets, recreational areas, airports and metro stations. The variations considered in malls are, people arriving the mall, people leaving the mall without shopping bags, people leaving the mall with shopping bags and people who came to watch movie. The variations considered in markets are vendors, regularity of the customers and peak hour timings. The variations considered in metro are the major footfall stations and people with and without luggage. For airport the variations considered were passengers arriving and departing the airport, passengers with and without baggage and single and group of passengers. The sample size is 85 people.

4.3.1 Analysis on survey Major people surveyed were students in malls, salaried employees in markets areas. The major age group of people in the study areas was 41 to 55 with 34% and 26-40 years with 30%. The major feeder system used to reach or

hours and non-peak hours. The sample size is 103 Analysis on survey people.

Gender

Analysis on survey

hours and non-peak hours. The sample size is 103 Male Female people.

Gender

Analysis on survey

Male

Female Gender

Female

Male

Female Male Male

60

Female

60 40

Female

0

10 Male

0

20

10 0

60

40

30

40

50

40

60

20 10

30 40 50 50 20 in the 30 city 40 Duration Fig. 4. 9 Male/ Female ratio in the survey

70

60 60

70

70

in the city DurationDuration in the city

7.9

7.9

23.7

7.9

Less than 1 year

23.7

68.4

Less than 1 year

23.7

Less than 1 year 1-3 years 1-3 years

68.4

1-3 years More thanthan 3 3 More yearsyears Fig. 4. 10 Duration of study area residents the3city More in than

68.4

60

40 50 30 40

% from survey sample

% from %survey from survey sample sample

60 50 60

Age Group Age Group

20 30 10 20 0 10

years

Age Group

50 40 30 20 10 0 Age Group

Below 18

19-25

26-40

41-55

Above 55

2.6

50

31.6

13.2

2.6

Below 18

19-25

26-40

41-55

Above 55

Age Group 0

2.6 Below 18

50 19-25

31.6 26-40

13.2 41-55

2.6 Above 55

Age Group 31

2.6

50

31.6

13.2

2.6

Fig. 4. 11Age group of the surveyed people

leave the airport was through Ola/Uber autos or cabs and auto rickshaws. Other modes of feeders were not used to reach the airport. 30% of people accessed the metro station in 31private vehicle making it the most used feeder system. 20% of people used share autos to reach the metro.

31 Airports

The distance from airport to the nearest bus stop is 2.3 kms. There are no feeders to access the bus stop. Hence

the usage of Ola/Uber and auto rickshaws is in high demand to reach the airport.

Malls, Markets and Recreational spaces 10% city bus acts as feeder only in market areas.

35% Private vehicles- Private vehicles are used in all recreational and market areas 30% Autos, Ola/Uber- Auto, Ola/ Uber are used in all 63

transportation to those areas. variations considered in metro are the major feeder mode other than walking, this lead to people whostations came toand watch movie.

Theand variations footfall people with without Survey on mode of transit in high transit areas another survey on finding the major hotspot areas considered in markets are vendors,considered regularitywere of luggage. For airport the variations The objective of the survey is to understand the for footfall and understand the mode of the customersarriving and peak hour timings.

The passengers and departing the airport, mode of transport in major footfall areas. The area transportation to those areas. variations considered in metrobaggage are theandmajor passengers with and without single taken for study is malls, markets, recreational footfall stations and peopleThe with and without and group of passengers. sample size is 85 Survey modeand of transit in high transit areas areas, on airports metro stations.

The variations luggage. people.For airport the variations considered were The objectiveinofmalls the survey is to understand considered are, people arriving the the mall, passengers arriving and departing the airport, mode of transport in major footfall areas. The area Analysis on survey passengers with and without baggage and single taken for study is malls, markets, recreational and group of passengers. The sample size is 85 areas, airports and metro stations. The variations Gender people. considered in malls are, people arriving the mall,

Duration in the city 50

Analysis on survey Female

45

% of users

35

Male Female

30 25

48 46

20

52

Gender

40

47

52

48

Male

49

50

51

52

53

48

in the city Fig. 4. 14 Male/Duration Female ratio of users

15 10

46

47

48

49

50

51

52

53

5 0

Duration 15% in the city

Students

Salaried employes (Professio nals)

Salaried employes (labours)

Vendors

Daily wages

House wife

45

10.5

15.8

10.5

15

4.2

Duration in the city

10%

Metro Stations

3-5 years More than 5 years

Duration in the city

75%

Fig. 4. 15 Percentage of people residing in the city

45 40

33

Type of feeders used

90 The metro station operates from 35 11 am to 4:50pm. Met80 ro stations 70have opened 5 months back and havenâ&#x20AC;&#x2122;t 30 60 started working completely.

80% of the passengerâ&#x20AC;&#x2122;s 50 25 purpose of 4030visit is socializing and the remaining 20% 20 20 were returning home from colleges and offices. 20% of 10 15a share auto to reach the 0 the people used bus and then Private Walk Share auto Brts Auto Ola/Uber vehicles 10 metro of the people used BRTS and 1a share Typestation. of feeders used 20% 80 10 6 2 1 auto to reach the metro station.

5 There is a good connec32 tivity of share autos to the city0bus and BRTS bus stops.

Age Group 33 40

% of users

Axis Title

More than 5 years 1-3 years

75%

Based on the survey, about the mode of feeder used by the users, the major mode is by walk. Some people use the share auto to reach the stop.

Around 6% of the people get dropped by to accompany on a private vehicle. Auto rickshaws, Ola/Uber mostly preferred in terminus and depots.

Share autos majorly near metro stations, and congested junctions.

places mostly by students and50Office goers

3-5 years 10%

Fig. 4. 12 Percentage of users

The city bus users are mostly Students, labours and daily wage people. People between the age group of 19 to 25 use it the most when compare to other age groups. They are the regular users and accounts for about 80% of the total people surveyed. The remaining 20% are those of the incidental users who rarely use the city bus as an alternate option for their regular mode.

1-3 years

15%

35 30 25 20 15 10 5

Salaried Salaried employes 4.4 Suggestions Students employes (Professio (labours) nals)while There are few areas which can serve as preference Duration the city 45 10.5 15.8 route rationalization.

Theinsuggestions can be classified

0

Below 18

19-25

26-40

41-55

Above 55

Age Group Daily House Vendors Fig. 4. 16wages Age group of the users wife Occupation 45

10.5

15

40

4.2

ing on the periphery of the city. The tenders for 300 midi into 3 categories, buses are out and can come into existence very soon.

Hence they can be used as paratransit to the bus stops.

1. Connect The thecity periphery of the city bus users are mostly Students, labours and Based on the survey, about the mode of feeder For twomode areasis by arewalk. selected daily wage people. People between the age group used by theexample, users, the major Some for study in the giv2. Act as paratransit for metro station en city.

These areas are towards the periphery of the city of 19 to 25 use it the most when compare to other people use the share auto to reach the stop. and distance to reachbythe age groups. They are the regular users and Around 6%minimum of the people get dropped to bus stop from any lo3. Act as paratransit for airports accounts for about 80% of the total people accompany private vehicle.

Autoareas, rickshaws, cationonisa 1.5 kms.

In these the proposed midi bussurveyed.

The remaining 20% city are those of the Ola/Uber mostly preferred in terminus and depots.to reach the bus stop es can act as a paratransit feeder 4.4.1 Connect the periphery of the incidental users who rarely use the city bus as an Share collecting autos majorly metro stations, and the near passengers from various parts of the area. option sprawl for their regular mode. and the city is congested Since therealternate is an Urban happening Thisjunctions. model was studied for the two study areas in the city. growing outward, there is a need to cater the citizens liv35 30 25 20 15 10

5 0

Students

Salaried employes (labours)

Vendors

Daily wages

House wife

39

36

14.6

2.4

8

Duration in the city

Major people surveyed were students in malls, salaried employees in markets areas. The major

age group of people in the study areas was 41 to 55 with 34% and 26-40 years with 30%.

34

Type of feeders used 90 80

Axis Title

70 60 50 40 30 20 10 0 Type of feeders used

Walk

Share auto

Private vehicles

Brts

Auto

Ola/Uber

80

10

6

2

1

1

Fig. 4. 13Percentage of type of feeders 32

64

0

Below 18

19-25

26-40

41-55

Above 55

Age Group

Occupation 45 40 35 30 25 20 15 10 5 0

Duration in the city

Students

Salaried employes (labours)

Vendors

Daily wages

House wife

39

36

14.6

2.4

8

Fig. 4. 17 Occupation of the users

Major people surveyed were students in malls, salaried employees in markets areas. The major

age group of people in the study areas was 41 to 55 with 34% and 26-40 years with 30%.

34

Fig. 4. 18 Feeders used by passenger at various locations As per the survey analysis on the two areas, the MIG and LIG people use the city bus system the most as they own one or no private vehicles. This makes them highly dependent on public vehicles. Since the bus stop is at a distance of 1.5 kms, share autos come into existence, to drop people from the interior areas to the bus stop and the main road. The rate of the share auto ranges from 5 rupees to 10 rupees depending on the distance. Hence there is a need for public vehicles.

The methodology used in Banglore for providing the Public transport in an area can be followed in this case.

The trip attractors are the MIG and LIG in this given case.

Once the trip attractors are identified and marked, the distance from that area to the bus stop is known. The potential routes are identified and the physical sustainability in terms of width of the road, turning radius etc. is checked.

After the physical sustainability, the routes are published and the public transport is supplied to these routes.

4.4.2 Paratransit for metro station Metro stations are the next break through transportation service in the city. The success of the metro depends on the feeders feeding the metro. Hence city bus can act as paratransit to feed people into the metro station collecting them from the inner less connected areas. This will lead to the increase in ridership of the metro and also the city bus system.

4.4.3 Paratransit for airports The distance of any public transport system from the airport is inaccessible by pedestrians. City buses can act as paratransit to provide connectivity to the public transport stops like the bus stop and the BRTS bus stop. This will encourage the passengers to use the public transport. Since there is an existing proposal of metro station near to the bus stop, the feeder would also help the connectivity with the metro station.

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5

Ticketing and Fare Collection 67

Ticketing and Fare Collection 5. Ticketing and Fare Collection System System 5.1 Introduction City bus service is a public transport for the citizens of case city. This service started in the 1947 which catered a large number of passengers 5.1onIntroduction daily basis. For every travel that the citizens made fare was by the conductor in theof City bus service is acollected public transport for the citizens bus in This return of a ticket given to 1947 the passenger for case city. service started in the which catered a large of passengers on daily basis. For every theirnumber travel. Ticket issuing and fare collection play travel thatrole theincitizens made wastocollected by the a vital order for the fare system have efficient conductor in the bus in return of a ticket given to the pasand proper operation. In order to achieve this senger for their travel. Ticket issuing and fare collection system was tomade simple playobjective, a vital roleticketing in order for the system have efficient where manually the tickets were torn for every and proper operation. In order to achieve this objective, passenger that boards bus where and received cash ticketing system was madethe simple manually the tickets passenger that boards thethe bus waswere kepttorn in for theevery handbag carried.

Later as andpopulation received cash was kept bag carried.

Later grew therein the washand increase in urban as the population grew there was increase in urban dedevelopment which leads to change in routes and velopment which leads to change in routes and expandof the system. ingexpanding of the system.

Fig.5.1 Fig. 5. 1Issuing Issuingofoftickets ticketin inreturn returnof of money money

CityCity busbus service started givinggiving out concession passes service started out concession where people could apply for these concession passes if passes where people could apply for these they are a daily rider and donâ&#x20AC;&#x2122;t wish to pay on daily basis. concession theypeople are aandaily rider and Such concessionpasses passesifgave overall discount wish for to pay on daily basis.

Such and concession on donâ&#x20AC;&#x2122;t their travel the term period selected paid and gavetravel people discount on citizen their onepasses could even for an freeoverall if he/she is a senior above 75 years of age.

This increased the overall ridership travel for the term period selected and paid and which made difficult manage the system and onealso could evenit travel fortofree if he/she is a senior called for taking necessary steps in order to not have any citizen above 75 years of age. This increased the revenue leakage and have an account of the daily rideroverall made it of difficult to ship.

In the ridership year 2013 which with thealso introduction a new bus manage system forto the taking service run andthe operated by a and privatecalled body led pasnecessary steps and in order to not any This revenue senger distribution decrease in have ridership. then encouraged cityhave bus service to start giving concesleakage and an account of the dailyout ridership. sions daily passes along with the normal manual tickets.

In the year 2013 with the introduction of a new bus These tickets could be bought by anyone who wishes to service run and operated by a private body led to travel long distances occasionally or daily. the passenger distribution and decrease in In the year 2017 bus service along private ridership.

Thiscity then encouraged citywith bus the service to company, came up with a plan and introduced a few start giving out concessions daily passes along technologies into their bus system. One of which was (ETM) Electronic Ticketing Machine also known as the 68

with the normal manual tickets. These tickets could be bought by anyone who wishes to travel long distances occasionally or daily.

(HHT) Hand held Ticketing Machine which have a sim In the 2017 city busthe service alonghand withasthe card in it,year helps in storing data back and when a ticket is issued to a citizen as per their choice. private company, came up with a plan and Later in the year bus service into collaborated with introduced a 2018 few city technologies their bus bank in order start the giving out transit cards designed system. One of which was (ETM) Electronic especially for public buses. The city bus service concesTicketing Machine also known as the (HHT) Hand sion passes were replaced with these open loop cards heldare Ticketing havecard a sim cardbeinused it which similar Machine to a debitwhich card. This could in buses storing back handinascity and towhich travel helps in BRTS asthe welldata as can be used bus service buses as a pass. when a ticket is issued to a citizen as per their choice. Later in the year 2018 city bus service 5.1.1 Methodology collaborated with bank in order start the giving The followed for the overall study for tickoutmethodology transit cards designed especially for public eting and fare collection was done in stages and is as folbuses. The city bus service concession passes were lows. replaced with these open loop cards which are First was to theThis existing ticketing similar tounderstand a debit card. cardmethods could beofused to which is in the form of manual and the digital used travel in BRTS buses as well as can be used in cityby the conductors.

Second, the types of tickets and passes bus service buses as a pass. that are being issued and which technology is being used if 5.1.1 any were observed and identified. Later how these Methodology methods are being further processed each study departThe methodology followed for the in overall ment was observed and analysed. After which the cerfor ticketing and fare collection was done in stages tain areas of improvements were identified. Third, issues and is as follows. and proposals were then categorized in the form of short term term. Wherethe short termsmethods are the ones Firstand waslong to understand existing of where the small changes like eliminating a step or part ticketing which is in the form of manual and the of the process was suggested. Long term proposals were digital used byathe Second, types in designed where newconductors. process needs to bethe followed of tickets being issued and order to makeand thepasses system that moreare efficient. which technology is being used if any were 5.2 System Description observed and identified. Later how these methods are being further processed in each All these yearsâ&#x20AC;&#x2122; city bus service has beendepartment adapting and was observed analysed.

After whichinto theits incorporating newand methods and technologies system in order it but still has identified. not given up certain areastoofstrengthen improvements were onThird, its traditional method of ticketing thatcategorized is the manuissues and proposals were then al in ticketing system.

Its constant attempt to discard the form of short term and long term.

Wherethe manual ticketing system has failed as the conductors are short terms are the ones where the small changes still not used to the new technology and also because like eliminating stepdesigned or part to of cater the process was the technology wasanot the maximum suggested.InLong term proposals were passengers. the existing system there aredesigned two types ofwhere tickets,a long distanceneeds paper to passes and various types new process be followed in order ofto pass cards which are being validated using machines. make the system more efficient.

Ticket, machine and the cash that is being collected is re-

system has failed as the conductors are still not used to the new technology and also because the

issuing each of the types is mentioned below in the chapter.

Fig.5.2 of tickets used Fig. 5.Types 2 Types of tickets used

corded and validated by the officials in the department Types offor tickets responsible ticket and cash. The process for issuing each of the types is mentioned below the chapter.

Today in the year 2019 city bus in service has two methods of ticketing manual and printed ticketing 5.2.1 Types of tickets method along with two cards systems in place, Today the year city bus service two methods passincard and2019 automated instanthas cards.

Where of ticketing manual and printed ticketing method along about 85 lakh manual tickets are issued which are with two cards systems in place, pass card and automatto about that of the manual 50 lakhtickets printed edmore instantcompared cards. Where 85 lakh are tickets issued usingcompared ETMs. Nearly more issued which are more to that about of the 50 lakh than 1tickets lakh pass cards haveETMs. been Nearly issued till date. printed issued using about more than 1 lakh pass cards have been issued till date.

The price for the manual and the printed tickets is The priceranging for the manual theRs printed ticketson is same same from 2 and Rs-15 depending the ranging from 2 Rs-15 Rs depending on the passengerâ&#x20AC;&#x2122;s passengerâ&#x20AC;&#x2122;s travel choice. Different type of tickets travel choice. Different type of tickets has different lughas different luggage charges hence extra charges are to be paid by the passenger for any heavy luggage that he/she carries as per their type of ticket. There are tickets designed for long distance travelers. All the types of tickets are available in both the methods of ticketing. Passes can be

gage charges hence extra charges are to be paid by the purchasedforbyany anyone per their that as passenger heavy as luggage that category he/she carries they like There student, seniordesigned citizen,for per theirfall typeinto of ticket. are tickets long distance travellers.

All the types of tickets are availhandicapped etc. at any of the three pass offices able in both the methods of ticketing.

Passes located in the case city. Out of 16 categories can and be purchased by anyone as per their category that they types, for any category of pass that they apply forfall into like student, senior citizen, handicapped etc. at any they would have to attach the necessary list of of the three pass offices located in the case city. Out of mentioned Also asofthey 16documents categories as and types, forbelow. any category passare that all passes, payment for these is attach done beforehand they apply for they would have to the necessary list documents mentioned Also with as they forofthe selected as pass type. Thebelow. difference theare allinstant passes,card payment for these is done beforehand for is that they can be availed at thethe selected pass type. difference instant card BRTS stations asThe well as city with bus the service pass is that they can be availed at the BRTS stations as well as office by anyone who wishes to travel in both city city bus service pass office by anyone who wishes to travservice and BRTSandonBRTS daily basisbasis just just by by elbus in both city bus service on daily submitting the Aadhaar card details. The city bus service passengers using pass cards who have applied once canâ&#x20AC;&#x2122;t duplicate / reissue a card in case one loses the card.

Fig.5.3 Different types of tickets and cards

2

Fig. 5. 3 Different types of tickets and cards

Fig.5.4 Different categories of pass card Fig. 5. 4 Different categories of pass cards

Types of Technologies Used At present there are two technologies, Electronic

69

submitting the Aadhaar card details. The city bus service passengers using pass cards who have applied once can’t duplicate / reissue a card in case one loses the card.

5.2.2 Types of Technologies Used

They are used for multiple reasons. These are basically QR code readers/ validators which are two in each bus placed on the poles and are hence called Pole validators.

These which were initially designed to read the QR codes on the tickets can also read the QR code generated ticket using the city bus service mobile app. They are also used to validate the transit pass cards where the conductor can check the validity of the card once the citizen taps on any one of the validator. The data of the card or ticket scanned by the validator is stored online and monitored at the CCC.

At present there are two technologies, Electronic Ticketing Machine and the Pole Validators which are being used in the city bus service. These ETMs are used by each and every conductor of the bus. It requires 7 hours to get fully charged which is almost sufficient for a shift. It doesn’t serve good for longer routes as the battery get discharged soon forcing the conductors to issue manu5.2.3 System/ Department involved al tickets instead, to avoid revenue leakage. Every ticket issued using an ETM is stored online and monitored Ticket collection is when the tickets are issued by the Fig. 5. 4 Different categories of pass cards at the Command and Control Centre (CCC) at the city conductors to the passengers for traveling in return of bus service head office. These Types ETMs are also designed Usedcash. The number of manual tickets issued and fare that of Technologies to generate daily reports when required of the number is collected is noted down in a log sheet. The data of Atusing present there two technologies, Fig. 5.ETMs 4 Different categories number of pass cards of tickets issued. There are currently 1700 in use. of printed tickets issued an ETM areare stored Ticketing Machine and The pole Validators on the other online which helps in generating a shift end report for thethe Pole Valida Types of Technologies Usedhand are designed and installed to make the buses conductor less eventually. conductor for that particular day.

The cash collected af- bus service. Th are being used in the city Atter present there two technologies, Electronic issuing theare manual and printed tickets, the log sheet are used by each and every conductor o Ticketing and Pole Validators which and theMachine shift end is the submitted the conductor It by requires 7 hours attothe get fully charged areend being used in the city bus service.

These of their shift in the cash cabin. This isETMs also where they almost the sufficient for a shift. It doesn’t s areissue usednew by each and every manual ticketsconductor on daily of basis. bus.

Once the cash for longer routes as the the battery get d It is requires hours get is fully charged which is sheet, deposit7 and thetodata entered in the excel soon forcing thedepartconductors to issu almost sufficient for sent a shift. doesn’t serve good log sheet is then to It(TNC) Ticket and Cash where theasvalidation of tickets the sheet filled the revenue leaka forment longer routes the battery get log discharged instead, to by avoid conductors and the recovery of any cash then soon forcing is thedone conductors toticket issue issued manual usingis an ETM is stored o deducted from conductor’s salary. Every tickets instead, tothe avoid revenuemonitored leakage. at the Command and Cont issued online andcity bus service head off Fig. 5. 5 Electronic Ticketingticket Machine usedusing by thean ETM is stored (CCC) at the The next is the Pass application and the collection proconductors monitored at the Command and Control Centre cess which takes place at a dedicated Passalso office for issu-to generate da ETMs are designed Fig.5.5 Electronic Ticketing Machine used by the Fig. 5. 5 Electronic Ticketing Machine used byconductors the (CCC) at the city bus service head office. These when required of the number of ticke conductors ETMs are also designed to generate daily reports There are currently 1700 ETMs in use. when required of the number of tickets issued.

There are currently 1700 ETMs in use.

Requires 7 hrs to get fully charged.

Requires 7 hrs to get fully charged.

Currently Approx. 3 Almost sufficient paper rolls per shift for aRequires single shift 7 hrs to get Almost sufficient /per conductor

Can generate and Daily data is report stored online Currently Approx. 3 print daily Daily data is stored

when required.

Currently Approx.

3 Can/per generate and paper rolls per shift stored online for a single shift Daily data is paper rolls per shift /per print daily report conductor online Fig.5.6 About Electronic Ticketing Machine conductor when required.

charged.

Almost fully sufficient for a single shift

Fig. 5. 6 About Electronic ticketing machine

Fig. 5. 6 About Electronic ticketing machine

Fig. 5. 7 Pole Validator inside the City Bus

Fig.5.7 Fig. 5. 7 Pole Pole validator Validatorinside insidethe thecity Citybus Bus

70

3

Can ge print d when r

Fig.5.8 About Pole Validators inside the city bus

● ● ● ● ● ●

Process Sheet Swimlane RACI Process Profile worksheet Fishbone Spaghetti diagram (Proposal)

Issuing of tickets / Fare collection

● ● ● ● ●

Swimlane RACI Process Profile worksheet Survey of Conductors Spaghetti diagram (Proposal)

Cash deposit

● ●

Swimlane RACI

Voucher / log sheet validation

Issue of new manual tickets

CASH CABIN

TICKET COLLECTION

● ● ●

Swimlane RACI SIPOC

Pass Application Pass Collection

TICKET AND CASH

PASS OFFICE

Fig.5.9 System description

Fig.5.10 Process of ticket/ fare collection system

ing the concession pass cards. Various service operation tools have been used in each process in order to reduce the time taken in each process and also to eliminate the mudas also known as waste.

5.2.4 Process of Ticket/ Fare Collection This process starts once the passenger boards the bus and if he is a pass user he would give it to the conductor who would check its validity. If the pass is not valid or the passenger is not a pass user, he/she would have to buy a ticket from the conductor which could be either a manual or the printed ticket. One then buys daily pass ticket in case one is a long distance traveller. For all the tickets that are issued to the passengers for their desired travel pay cash and receive the change from the conductor if

required. The manual tickets are issued only if the ETM breaks down. The conductor then in intervals fills in his log sheet for any manual tickets that are issued.

5.2.5 Process in Cash Cabin The conductor after completing his shift goes to the respective Cash Cabin at the terminal when his shift ends for the day. He then prints the ETM shift end summary report for the day and then forms a queue to take the slip and write down his details. After which he hands over the cash collected during his shift, the ETM shift end summary report along with the slip and the log sheet filled by him in the bus.

After this the cash is counted manually and it is then re71

Fig.5.11 Conductors depositing cash

Fig.5.12 cashiers manually counting cash inside the cash cabin

Fig.5.13 Staff entering the data of ETM rollls issued manually in a register

the end of the day the complete data of the ETM and the corded manually after making sure the amount tallies log sheet data is combined and tallied and then emailed with the report and log sheet submitted. If it doesnâ&#x20AC;&#x2122;t to ITMS, Ticket and cash, Accounts and statistics departtally with total due to any print issue then the conductor ment. If the data does not tally they recheck to figure out has to fill in a form on daily basis for the same and get it the issue whether like at times, itâ&#x20AC;&#x2122;s a counting mistake checked and signed from the in charge of the cash cabin as the cash counting is being done manually or it could and then submit it back again at the cash window, where data entry issue etc. The combined summary report is the extra half printed ticket amount is then subtracted again go window through the complete processofof Ticket andrecorded Cash Department of each each shift andprocess 3 copies again then goprinted through the and complete from the in total and then manually. After the Ticket andProcess Cash Department where 2 are to head department and cash has been counted the slip with which the ETMare of eachapplying forsent a pass.

Thecash process for applying This process once theattached log sheets applying for isa kept pass.

The process for applying forfora a s starts once the logtostarts sheets are the data one copy with the cash cabin. report is given one of thewhich staff to enter in the bus pass starts when citizen visits the pass office present at the cash cabin reach the TNC computer in thereach Integrated Transit Management softbus pass starts when citizen visits office the cash cabin the TNC in Ticket and Cash Department asks for the forms to be filledthe and pass inquiries about department the isnext This 5.2.6 Process ware. The log sheet handedday over for to thevalidation. other staff who asks for to be filled and t the nextcomplete validation.

This theforms documents which need toinquiries be There thenday entersfor the data of each log sheet wise inwhich the validation process in shift manual Thisthe process starts once the log sheets which areattached. presentabout excel sheet, where he again notes down the name, base at the cash reach the TNC department next dayThere are cabin two forms which tothebe filled by the needsinto manual be discarded as this exists the only documents which need toneed be attached. validation again process which no. of the conductor, number of each type of ticket sold for validation.

This complete validation process in manucitizen which one is in need local language and the by other is in because theastraditional manual ticketing method and the closing serial number are two forms to asbe s to be discarded this exists only al which again needs to be discarded this filled exists only the

is still being followed even though the digital

English. The form printed in local language is the

traditional manual ticketing method is still After the data isticketing entered by themethod staff in charge then a new citizenbecause onefollowed isthein local language and the other is in e traditional manual being even though the designed digital ticketing method old form which was by city bus service ticketing method has come in.

In the TNC log sheet is printed with the opening serial number of the has The come In pass theprinted TNC department onceissued the logearlier. sheetsisNow English. form in local language the ng followed even though the digital forin. the which was being manual tickets on this loglog sheet and gives to they the condepartment once the sheets comeit in are come in they are segregated base no. wise and shift ductor to be used for his next shift on the other day. old At form which was designed by city bus service method has come in. In the TNC wise after which every data on each log sheet is calcufor the pass which was being issued earlier. Now t once the log sheets come in they are

Fig. 5. 15 Student Pass Card

Fig.5.14 Log sheet of the condutor

Fig. 5. 14 log sheet of the conductor 72

segregated base no. wise and shift wise after

as all the passes have been converted in to open loop transit card form hence a form for the same Fig.5.15 Student pass card Fig. 5.

15 Student Pass Card needs to be filled.

After the forms have been filled, they are given an ID number and separated in slots. The data entry

code is added to each of the cards as these cards code code isis added added to to each each of of the the cards cards as as these these cards cards are equivalent to debit card hence adding of are are equivalent equivalent to to debit debit card card hence hence adding adding of of transit code to them is necessary to make them transit code to them is necessary to make them transit code to them is necessary to make them Fig.5.16 Two forms for pass application work in transit bus services.

After the coding is work work in in transit transit bus bus services. services. After After the the coding coding isis done theand cards areentered then couriered to the passin lated done manually then into an excel sheet done the the cards cards are are then then couriered couriered to to the the pass pass office where are sorted then theincitizen is the computer.

Thenthey if there is anyand difference the total office officewhere wherethey theyare aresorted sortedand andthen thenthe thecitizen citizenisis amountsent anda message the figures byofthe don’t for written collection theconductor pass. sent aamessage for of message forcollection collection ofthe thepass. pass. matchsent they are kept aside and validated again and then After a few days when the citizen comes to collect the data is entered for the same.

After After aa few few days days when when the the citizen citizen comes comes to to collect collect a pass and submits his receipt, that’s when the aa pass pass and and submits submits his his receipt, receipt, that’s that’s when when the the The difference thethe respective conductor envelop isamount openedfor and card details and theis envelop isis opened and the card details and the envelop opened and the card details and the then deducted hiscard salary the end of ifthe conditionfrom of the is at checked and it month. found condition of the card is checked and if it found condition of theiscard is validated checked and if it to found If the log sheet which being belongs a prifaulty then the citizen is again issued a new receipt faulty the isisagain issued aathe new receipt faultythen thenthen thecitizen citizen again issued new receipt vate conductor, the excel sheet for respective with a 10 day validity period. If the card details and with 10 day period. details and withaais 10sent dayvalidity validity period.Ifoperator Ifthe thecard cardand details and conductors to thenot private then the the condition is faulty then the category the not category theis condition condition isis not faulty then the category amount deducted.

The logfaulty sheetsthen afterthe validation are mentioned on the card is selected and the and the mentioned the card and mentioned on on the card isis selected and the the and and the the then transported and stored inselected a store room. citizen then gets an OTP on the registered mobile citizen citizen then then gets gets an an OTP OTP on on the the registered registered mobile mobile numberofafter which the citizen needs to select a 5.2.7 Process Pass Application and Collection number number after after which which the the citizen citizen needs needs to to select select aa pin for the card to secure it. The card is then finally pin secure it. isisthen pinfor forthe thecard cardto towere secure it.The Thecard card thenfinally finally The concession designed to increase the ridcollected passes by the citizen. by citizen. collected bythe the citizen. ershipcollected for city bus service.

As mentioned earlier one can

avail for these passes in the city bus service. The payment 5.3Analysis Analysis 5.3 for these is done beforehand and on basis of the 5.3passes Analysis category that one has applied In citysystem bus service one After understanding thefor. current and the After the current system and After understanding understanding theloses current systemwould and the the can’t reissue a pass if he/she it.

He/she have processes involved a certain analysis was done processes involved acomplete was done processes involved a certain certain analysis analysis was done to again go through theissues process of applying based on various mentioned below which based on various issues mentioned below which based onprocess various for issues mentioned below which for a pass.

The applying for a bus pass starts were identified from each of the processes each of processes were identified from office each asks of the the the processes when were citizenidentified visits the from pass for forms to mentioned earlier. mentioned earlier. mentioned earlier. be filled and inquires about the documents which need to be attached. There are two forms which need to be filled by the citizen one is in local language and the other is in English. The form printed in local language is the old form which was designed by city bus service for the pass which was being issued earlier. Now as all the passes have been converted in to open loop transit card form hence a form for the same needs to be filled.

After the forms have been filled they are given an ID number and separated in slots. The data entry of the approved documents is done and the citizen is then pays

Fig. 5. 17Couriered Couriered Pass Fig.5.17 Couriered PassCards cardspiled piledup up Fig. Fig.5.

5.17 17 Couriered Pass PassCards Cardspiled piledup up

777

the amount for the category that he/she has applied and is then issued a pass receipt on approval and signature of the pass office in charge.

Issues identified in the Process of Ticket he formsidentified are collected theProcess bank staff Issues in the of Ticket Issues identified in by the Process oflooking Ticketafter the Collectionof pass cards. After the data has been entered processing Collection Collection Afterthe thereceipt tickets has havebeen beenissued issued to andthe thecitizen. fare hasThe coland After Afterthe thetickets ticketshave havebeen beenissued issuedand andthe thefare farehas has been collected the filling of the log sheet lectedcollected forms are taken to the banksheet whereby theeach forms first been been collected the the filling filling of of the the log log sheet by by each each conductor consumes 15 min of and his daily scanned and updatedabout on the cloud thenshift a virtual is conductor conductorconsumes consumesabout about15 15min minof ofhis hisdaily dailyshift shift generated.

With themudas reference of the data onhere the cloud a which is a complete of time.

The issue which isis aa complete mudas of time.

The issue here which complete mudas of time.

The issue here physical card is tickets then generated in theissued otherto city and then is that manual are still being the is tickets are still issued the is that that manual manual tickets areservice. still being being issued to the couriered to despite the city the bus After theyto reach passengers use of technology which the city passengers despite the which passengers despite that’s the use use of of technology technology whichis added bus service branch transit in code means there could be when somethe defects the means there could be some defects in the means there could be some defects in the to each ofwhich the cards as these are equivalent machine hamper the cards electronic method ofto debit machine which hamper the machine which hamper the electronic electronic method of card hence adding of transit code to method them is of necessary ticketing. ticketing. to make them work in transit bus services. After the codticketing. ing is done the cards are then couriered to the pass office where they are sorted and then the citizen is sent a mesThe conductor is accountable for checking the The isis accountable sage for collection of the pass. for The conductor conductor accountable for checking checking the the

passes but is unable to do so as there are a lot of passes passes but but isis unable unable to to do do so so as as there there are are aa lot lot of of passengers at a time leading After a few who daysboard whenthe thebus citizen comes to collect a passengers who board the bus at a time leading passengers who board the bus at a time leading pass submits receipt, that’s when the envelop chaosand at the entry his door.

The conductor is unable chaos at entry door. The is unable chaos at the the entry The conductor conductor unable of the is and the door. cardobjective details and the iscondition toopened attain his business in ensuring that to his objective in that to attain attain his business business objective in ensuring ensuring thatcitizen is card checked and found faulty then gets the everyispassenger whoifisitnot carrying a pass a every who isis not aa day pass gets every passenger passenger whoreceipt not carrying carrying passvalidity gets aa period. again issued a new with a 10 ticket as their various business risks involved. The ticket as various risks The as their their various business business risks involved. involved.

The Ifticket the card details the condition not ETM battery gets and discharged hangedisor thefaulty paperthen the ETM battery gets discharged hanged or the paper ETM battery gets discharged hanged or the paper category mentioned on the card is selected and the and roll gets stuck inside. ETM parts fall off, rolls roll ETM fall off, roll gets gets stuck stuck inside.

ETM parts fallregistered off, rolls rolls mobile the citizen theninside. gets an OTPparts on the carried by the conductor may not be sufficient. carried the conductor may be number after the citizen needs to select a pin for carried by by thewhich conductor may not not be sufficient. sufficient.

There are chances of manual tickets getting over the card secure of it. cardtickets is thengetting finallyover collected by There are manual There aretochances chances of The manual tickets getting over in the box and lack of awareness of the conductor the citizen. in box in the the box and and lack lack of of awareness awareness of of the the conductor conductor of any new passenger who has board the bus. It of of any any new new passenger passenger who who has has board board the the bus. bus. ItIt has Analysis been understood through a survey and few 5.3 has has been been understood understood through through aa survey survey and and few few observations that the conductors prefer using observations that prefer observations that the the conductors prefer using After understanding theconductors current system andusing the processmanual over the electronic method. manual over electronic method. manual overathe the electronic method. es involved certain analysis was done based on various

issues mentioned below which were identified from each of the processes mentioned earlier.

5.3.1 Issues identified in the Process of Ticket Collection After the tickets have been issued and the fare has been collected the filling of the log sheet by each conductor consumes about 15 min of his daily shift which is a complete mudas of time. The issue here is that manual tickets are still being issued to the passengers despite the use of

Fig. 5.18 18Conductor Conductorentering enteringthe themanual manual Fig.5.18 Fig. Fig.5.

5. 18condutor Conductorentering enteringthe themanual manual ticketsissued issuedininaaalog logsheet sheet manually tickets tickets manually ticketsissued issuedin in logsheet sheetmanually manually

Fig. 5. 19Manual Manual tickets which are in issued in Fig.5.19.

Manual tickets issued case Fig. 5. tickets which are in Fig. 5.19 19 Manual tickets which areissued issued inof case ofETM ETMbreakdo break down case caseof ofETM ETMbreak breakdown down 73

Fig.5.20 Fishbone diagram explaining the conductors reason for prefering manual ticketing printed ticketing Fig. 5. 20 Fish diagram explaining the conductorâ&#x20AC;&#x2122;s reasons for preferring manualover ticketing.

I SS U ES

technology which means there could be some defects management toolhamper called the bone method diagramof inAthe machine which the fish electronic was thenThe made in order to understand the all the ticketing. conductor is accountable for checking the passes but is unable to do so as there are a lot of passenreasons as to why the conductors prefer manual gers who board bus at a time chaoswere at the method of the ticketing.

The leading reasons entry door. The conductor is unable to attain his busicategorized in four sections firstly (a) the ETM ness objective in ensuring that every passenger who is handling that not carryingissues a passwhich gets agave ticketan asunderstanding their various business the involved. rolls carried thebattery conductor not sufficient risks Theby ETM getsare discharged hanged orfor the paper roll gets stuck inside.

ETM parts fall off, rolls their shift. Device gets switched off in between carried by the conductor may not be sufficient.

There are as the battery is not fully charged or there the chances of manual tickets getting over in the box and route is long or there is a sudden increase in lack of awareness of the conductor of any new passenger footfall for the day.ItThe rollsunderstood get stuck through that is a who has board the bus. has been because weak ETM partsthat which tend to fallprefer off. survey andoffew observations the conductors using manual(b) overETM the electronic method.

Secondly technical issues like the net/server is down because of heavy rainfall and A management tool called the fish bone diagram was no frequent system updates. Poor batteryas then made in order to understand the allETM the reasons problemsprefer couldmanual also be the reasons. toand whydisplay the conductors method of ticketing.

The reasons were categorized in four sections firstly Device gets hanged due to no frequent updates (a) the ETM handling issues which gave an understanding and no timely maintenance. Thirdly (c) the that the rolls carried by the conductor are not sufficient conductors prefer manual ticketing to earn extra profit as the salary of the private conductors is less than that of the city bus service conductors. They reissue the used ticket to the passenger. Manual tickets given give the liberty of printing duplicate People enter/ exit from both sides

No tickets issued due to over crowding

for their shift. Device gets switched off in between as the tickets.is No entry asorthe details of theis travel battery not data fully charged there the route long or are mentioned on such inmanual becomes there is a sudden increase footfalltickets for the it day.

The rolls get stuck of weak ETM parts tend easy forthat theis because conductor to issue thesewhich to the topassengers. fall off. Secondly (b) ETM technical issues like the net/ Fourthly (d), the others, includes poor server is down because of heavy rainfall and no frequent eyesight of the conductors as ETM machine has system updates. Poor ETM battery and display problems smallalso font size, casualDevice inspection as there toono could be the reasons. gets hanged due to many routes to and be covered. is also fear of frequent updates no timelyThere maintenance.

Thirdly (c)losing the conductors prefer manual ticketing to earn extra the ETM because the fine incurred by them profit as theper salary the private conductors is that less than is 25,000 ETMoflost/stolen/broken.

Now all that of the city bus service conductors. They reissue the the issues have been identified and understood a used ticket to the passenger. Manual tickets given give maintenance schedule for thetickets.

ETM could beentry madeas the liberty of printing duplicate No data after categorizing theareissues.

Broadly there are the details of the travel mentioned on such manual tickets it becomes for the conductor issue these four major issueseasy firstly (a) people andtoenter and toexit thefrom passengers.

Fourthly (d), the others, includes both sides causing chaos, secondly (b)poor it eyesight of the conductors as ETM machine has small becomes very chaotic when everyone who boards font size, casual inspection as there too many routes to bus wants a ticket fromthe theETM conductor bethe covered.

Theretoisissue also fear of losing because as fine soonincurred as possible, thirdly (c) itâ&#x20AC;&#x2122;sper theETM ETM battery the by them is 25,000 lost/stolen/ broken.

Now thatand all the have been and gets discharge theissues rolls get over asidentified conductors understood a maintenance schedule for the ETM could carry only 3 rolls and lastly (d) the ETM breakdown issues which need to be dealt with to make it efficient overall as the traditional method needs to completely discarded.

Battery gets discharged Rolls get over

Fig.5.21 Issues identified in the process of ticket collection

74

ETM Breakdown

which the eyes can’t detect at times. Fourthly (h), digital data entry of the conductor’s log sheet and

mailed.

Fig.5.22 Issues identified in the process of cash cabin

Fig. 5. 22 Issues identified in the process of Cash Cabin

be made after categorizing the issues. Broadly there are four major issues firstly (a) people and enter and exit from both sides causing chaos, secondly (b) it becomes very chaotic when everyone who boards the bus wants to issue a ticket from the conductor as soon as possible, thirdly (c) it’s the ETM battery gets discharge and the rolls get over as conductors carry only 3 rolls and lastly (d) the ETM breakdown issues which need to be dealt with to make it efficient overall as the traditional method needs to completely discarded.

9 5.3.2 Issues identified for the Process in Cash Cabin The issues that were identified after the observing the overall cash cabin process was firstly (e) conductor is writing the details on slip which is already present on the ETM shift report. Secondly (f) ETM shift end report adds the amount of the half printed tickets. Thirdly (g) manually the cash is being counted where on an average daily 8 lakh cash is being deposited. There various types of business risks involved into this process like while counting cash there could a duplication of notes which the eyes can’t detect at times. Fourthly (h), digital data entry of the conductor’s log sheet and then printing of the opening serial number on a new log sheet and issuing of new manual tickets on daily basis. There could be improper validation of the log sheet due to dual entry.

The amount of the half printed tickets is also added up in the total amount. Fifthly (i) printing of the combined excels sheet report and sending it to the head office is an unnecessary tedious and time consuming process where there is a complete muda of over processing which includes unnecessary printing and filing of same data which is already being mailed.

5.3.3 Issues identified for the Process in Ticket and Cash Department To understand more about manual ticketing system a cost analysis was done after tabulating how much is the stationary and the printing cost. How much manpower is taken on monthly basis and how much time is being invested every month. The analysis and the interaction with the officials and conductors proved that there are about 1.25 lakh tickets being issued to the conductors on daily basis which includes shift 1 and shift 2. About 85 lakh tickets are being issued to the customers on daily basis. Manpower that is being put into this tedious work are 9 in number who put in 9 hours every month. And the complete stationary cost totals up to approximately 21,000 annually.

There is a complete muda of over processing, transportation and time seen in ticket and cash department which clearly indicates as to why there is an urgent need for discarding of the overall manual ticketing system and the processes involved with it. Once this is eliminated the complete accountability for every step in it gets eliminated.

5.3.4 Issues identified in the Process of Pass Application/Collection The issue here lies that people are not willing to fill two forms and since the transit card form is linked with the bank the citizens are more over not willing to fill it. As the citizens have a misconception that they are indirectly filling a bank form. So the consultation time here increases in explaining the citizens and also in helping them fill the two forms in different languages.

75

and how much time is being invested every month. The analysis and the interaction with the officials and conductors proved that there are

complete stationary cost totals approximately 21,000 annually.

up

to

Table 5.1 Explains the stationary expense, time consumed and manpower used in manual ticketing system

Ticket method

Manual

Place

Bus

Cash Cabin

TNC

Manpower

1

3

5

Stationary cost

Time Consumed in Process

Type

Per unit cost (INR)

Daily Consumed

Monthly consumed

Print Cost (INR)

Process

Daily

Monthly

Long Distance

0.062

1,434

43,034

2,668

Log sheet filling

15 min

450 min

Normal Ticket

0.032

10,768

3,23,032

10,337

Slip

0.5

160

4,800

2,400

log sheet data entry

15 min

450 min

2 min

60 min

Log sheet Opening balance Printing

0.5

50

1,500

750

Print of Opening Balance

Summary Report

1

135

4,050

4,050

Issue of new tickets

5 min

150 min

Printout of Excel Summary Report

1 hour

30 hours

Sorting+ Data Entry+ logsheet Validation

8 hours

240 hours

New Blank Log sheets

0.82

50

1,500

1,230

Table 5. 1 Explains the stationary expense, time consumed and manpower used in manual ticketing system

10

Fig.5.23 Stationary, Time, Money and Manpower invested in manual ticketing process at a terminal Fig. 5. 23 Stationary, time, money and manpower invested in manual ticketing process at a terminal

There is a complete muda of over processing, transportation and time seen in ticket and cash department which clearly indicates as to why there is an urgent need for discarding of the

76

overall manual ticketing system and the processes involved with it. Once this is eliminated the complete accountability for every step in it gets eliminated.

only the validity Issues identified Process of inPass Fig.5.24in Twothe different forms one local languageThe andpass otherreceipt providedissued by the shows bank in English period.

It does not help the conductor in validating Application/Collection the receipt on the ETM or the pole validator. This also leads to no real time data of the pass travellers on daily basis. This missing of data also

increases in explaining the citizens and also in helping them fill the two forms in different languages.

process is required and the long term ar proposals suggested in order have a more ef ticketing system.

Proposal for Ticket Collection

To deal with these issues’ proposal 1a introduction of a kiosk which would print QR based tickets in return of putting in cash selecting the destination one wishes to t Such kiosks are known and used widely in m the cities of India. This kiosk could be place on each of terminal where there is max visibility and such that easily one could ticket. For now 10 kiosks are needed and la could be increased depending on the respons the usage.

Pass reciept signed by the office official Fig. Fig.5.25 5. 25 Pass receipt signed by the passpass office Official

The pass receipt issued shows only the validity period. It does not help the conductor in validating the receipt on 11 also leads to no real the ETM or the pole validator. This time data of the pass travellers on daily basis. This missing of data also hampers the overall report that is being analysed. It has been observed that the pass office head is not accountable and responsible if the cards are being issued by the citizens on time.

5.4 Suggestions The suggestions have been categorized into short term and long term where the short term are the ones where elimination of a particular step in the process is required and the long term are the proposals suggested in order have a more efficient ticketing system.

5.4.1 Proposal for Ticket Collection To deal with these issues proposal 1a is of introduction of a kiosk which would print QR Code based tickets in return of putting in cash and selecting the destination one wishes to travel. Such kiosks are known and used widely in most of the cities of India. This kiosk could be placed one on each of terminal where there is maximum visibility and such that easily one could buy a ticket. For now 10 kiosks are needed and later on could be increased depending on the response and the usage.

Digital payment method could also be incorporated into the system as and when required but for now it’s recommended to have cash payment method. These kiosks could be placed next to the information centre where the ones who don’t know how to use it could help from the information centre. Introduction of this machine has the following benefits firstly the conductor’s time is saved in issuing tickets for every passenger, secondly the muda of time is also reduced as by this the crowd in bus gets distributed, thirdly there would be an increase in the use of pole validators as people are not used to taping in. So

these together will help adapt the new system that the transit system wants to bring in.

The proposal 2b is a bus layout where people would be asked to get in from the back side and then exit from the front. The tickets that would be issued from the kiosk would be tapped in on the pole validator and the conductor would just have to see whether the passenger has tapped in or no. So the flow of the proposed model is recommended in such a way that the conductors will ensure every one taps in. People will slowly start adapting the tap in system after a few years they can incorporate their designed system which is of conductor less buses where there is going to be a high usage of pole validators. Conductors for 6 months could then move to the exit door to ensure people tap out. Later it could be completely taken over by the drivers. This way people slowly and completely adapt they system which the transit system wishes to incorporate. The people who didn’t buy a ticket using the kiosk would issue one from the conductor using ETM and the ones who are the pass users could tap in on the pole validator.

Proposal 3c is ETMs tend to get discharged half way as mentioned earlier in the report. There could be power banks kept one in each of the city bus service buses and the private buses and also making sure to keep additional rolls for the ETM. These power banks would mostly be beneficial for buses with longer routes. These power banks would have a unique bar code in serial order stuck on each of them, to keep a record of the asset and also this will be helpful in generating the maintenance report of the power banks. Proposal 4d is maintenance schedule for the ETMs where all the possible issues have been categorized into 5 categories that is the Predictive maintenance is mitigating the failures and correction of the root causes, Preventive maintenance is periodic component replacement and repairs, Corrective maintenance is inspection of device and minor repairs, Operator care is 77

routine cleaning and appropriate charging of the device and breakdown maintenance is the emergency repairs.

The predictive maintenance consists of sim failure, sim slot failure and device hang each of which take about 10-15 min time to resolve. The preventive maintenance consists of the display failure, keypad failure and hardware damage, all 3 of these take about 15-20 min of repair time. The corrective maintenance consists of printer lid damage, charging slot damage and memory failure, these entire 3 take about 10-15 min repair time. The operator care device tamper and battery failure which take 10 min of resolve time each. Breakdown maintenance is the power failure which takes maximum 30 min to fix. In the following table all these categories have been further divided into maintenances which need to be done on daiFig. 5. 26 Suggestion of a type of kiosk ly, weekly, monthly, and annually also if any emergency arises.

There few other recommendations as to how one can ensure 100% efficiency with least downtime. Conductors can alert about the maintenance updates on their registered mobile number via message. There should be an ETM help desk at all the terminals for queries if any.

There should be spare ETM and few fixable components on site available at the proposed charging room for the ETMs at each terminal for corrective maintenance. Devices which need to be replaced should be addressed immediately so that a new one could be issued on approval of the authority in charge. Currently the conductors visit the starter department to report any major issues which is then addressed by the assigned engineers after being reviewed by the concerned authority. Instead of this the conductor could send a voice note or a message on Fig. 5. 28 Location of the kiosk at the terminal whatsapp number available on the city bus service app of any complain that he has after filling in his base no. equipment ID and equipment number.

Fig. 5. 27 Benefits of using a kiosk

Digital payment method could also be The proposal 2b is a bus layout where people incorporated into the system as and when would be asked to get in from the back side and required Fig. but 5.for now it’s recommended to have then theoffront.

Theattickets that would be Fig. 5.exit 28 from Location the kiosk the terminal 26 Suggestion of a type of kiosk Fig. Fig. 5. 285. Location of the at the 28 Location of kiosk the kiosk at terminal thethe terminal Fig. 5. 26 Suggestion of of aof type of kiosk Fig. 5.method.

26 Suggestion type of kiosk kiosk Fig.5.27 the kiosk terminal Fig.5.26 Suggestions aatype of cash payment These kiosks could be issued from Location the kioskofwould be at tapped in on the placed next to the information centre where the pole validator and the conductor would just have ones who don’t know how to use it could help to see whether the passenger has tapped in or no from the information centre. Introduction of this so the flow of the proposed model is machine has the following benefits firstly the recommended in such a way that the conductors conductor’s time is saved in issuing tickets for will ensure everyone taps in. People will slowly every passenger, secondly the Muda of Time is start adapting the tap in system after a few years also reduced as by this the crowd in bus gets they can incorporate their designed system which distributed, thirdly there would be an increase in is of conductor less buses where there is going to the use of pole validators as people are notFig.5.28 used to Benefits be a higha usage of using kiosk of pole validators.

Fig. 5. 27 Benefits of using a kiosk Fig.the 5. 27 of using a kiosk Fig. 5.Benefits 27 Benefits of using a kiosk taping in. These together will help adapt new Digital payment method could also be The proposal 2b is a bus layout where people Digital payment could alsoalso TheThe proposal 2b 2b is aisbus layout where people system that the transitmethod system wants to bring in.be be Digital payment method could proposal a bus layout where people incorporated into the system as and when would be asked to get in from the back side and incorporated andand when would be asked to get in from the the backback sideside andand incorporatedintointothethesystem systemas as when would be asked to get in from required but for now it’s recommended to have then exit from the front. The tickets that would be required butbut for for now it’s it’s recommended to have then exitexit from the the front.

TheThe tickets thatthat would be be required now recommended to have then from front. tickets would cash payment method. These kiosks could be issued from the kiosk would be tapped in on the cash payment method.

These kiosks could be issued from the kiosk would be tapped in on the cash payment method. These kiosks could be issued from the kiosk would be tapped in on the placed next to the information centre where the pole validator and the conductor would just have placed next to to thethe information centre where thethe polepole validator andand the the conductor would just just havehave placed next information centre where validator conductor would ones who don’t know how to use it could help to see whether the passenger has tapped in or no ones who don’t know how to to useuse it could helphelp to see whether the the passenger has has tapped in orinno ones who don’t know how it could to see whether passenger tapped or no from the information centre. Introduction of this so the flow of the proposed model is from the information centre.

Introduction of this so the flow of the proposed model is from the information centre. Introduction of this so the flow of the proposed model is machine has the following benefits firstly the recommended in such a way that the conductors machine hashas thethe following benefits firstly thethe recommended in such a way thatthat the the conductors machine following benefits firstly recommended in such a way conductors conductor’s time is saved in issuing tickets for will ensure everyone taps in. People will slowly conductor’s time is saved in issuing tickets for will ensure everyone taps in.

People will will slowly conductor’s time is saved in issuing tickets for will ensure everyone taps in. People slowly every passenger, secondly the Muda of Time is start adapting the tap in system after a few years every passenger, secondly thethe Muda of Time is is start adapting the the tap tap in system afterafter a few years every passenger, secondly Muda of Time start adapting in system a few years also reduced as by this the crowd in bus gets they can incorporate their designed system which alsoalso reduced as as by by thisthis thethe crowd in bus getsgets theythey cancan incorporate theirtheir designed system which reduced crowd in bus incorporate designed system which distributed, thirdly there would be an increase in is of conductor less buses where there is going to distributed, thirdly there would be be an an increase in in is ofisconductor lessless buses where there is going to to distributed, thirdly there would increase of conductor buses where there is going the use of pole validators as people are not used to be a high usage of pole validators. thethe useuse of pole validators as people are not used to be a high usage of pole validators. pole together validatorswill as people are not be a high usage of pole validators. taping in.of These help adapt theused new to taping in. in.

These together willwill help adapt thethe newnew taping These together help adapt system that the transit system wants to bring in. system that thethe transit system wants to bring in. in.for issuing the tickets in the bus Fig.5.29 Layout system that transit system wants Fig. 5.to 29bring Layout for issuing tickets in the bus 78

12

Fig. 5. 30 Process to be followed inside the bus

Conductors for 6 months could then move to the The people who didnâ&#x20AC;&#x2122;t buy a ticket using the kiosk exit door to ensure people tap out. Later it could would issue one from the conductor using ETM be completely taken over by the drivers. This way and the ones who are the pass users could tap in people slowly and completely adapt system on inside the pole Fig.5.30 to the bus Fig. 5.they 30Process Process tobe befollowed followed inside thevalidator. bus which the transit system wishes to incorporate.

Conductors for 6 months could then move to the exit door to ensure people tap out. Later it could be completely taken over by the drivers. This way people slowly and completely adapt they system which the transit system wishes to incorporate.

The people who didnâ&#x20AC;&#x2122;t buy a ticket using the kiosk would issue one from the conductor using ETM and the ones who are the pass users could tap in on the pole validator.

Fig.5.31 Power bank for the conductors ETM Fig. 5. 31 Proposal 3 Power banks for the conductors ETM

5.4.2 Proposal tions which need to be done the software through codProposal for 3c Process is ETMsin Cash tend Cabin to get discharged appropriate charging of theindevice and breakdown ing and other means.

One is addition of name halfway as mentioned earlier in the report. There maintenance is the emergency repairs. and Thebase Following are the proposals for the issues of the process no. in the ETM shift report and the other is subtracting could be power kept one each of the city predictive maintenance consists of sim failure, sim involved in cash cabin.banks As justified andinmentioned earlier the half printed ticket amount from the total amount. busprocess serviceshould buses be anddiscarded the private also slot failure and device hang each of which take manual as buses there isand a lot of The benefits of these are that there would be only single making sure to iskeep additional rolls for about 10-15 min time to resolve. The preventive over processing that being done because of the thisETM. tradidata entry. Verification of the data could be done faster.

Fig. 5.

31 Proposal 3 for Power banks for the conductors ETM tionalThese type of ticketing even though the digital power bankssystem would mostly be beneficial maintenance consists theconsumption. display failure, There is reduced time and of paper Proposal system has taken over.

Proposal 1 (e, f) focuses on addibuses 3c withis longer These banks keypad failure andcounting hardware damage, all 3 of 2 (g) is adding acharging cash which can count Proposal ETMs routes. tend to get power discharged appropriate of themachine device and breakdown would have a unique bar code in serial order stuck these take about 15-20 min of repair time.

The Table 5.2 ETM breakdown maintenance scheduleis the emergency repairs. The halfway as mentioned earlier in the report.

There maintenance on each of them, to keep a record of the asset and corrective maintenance consists of printer lid could be power banks kept one in each of the city predictive maintenance consists of sim failure, sim also this will be helpful in generating the damage, charging slot damage and memory bus service buses and the private buses and also slot failure and device hang each of which take maintenance report of the power banks. Proposal failure, these entire 3 take about 10-15 min repair making sure to keep additional rolls for the ETM. about 10-15 min time to resolve. The preventive 4d is maintenance schedule for the ETMs where all time. The operator care device tamper and These power banks would mostly be beneficial for maintenance consists of min theof display failure, the possible issues have been categorized into 5 battery failure which take 10 resolve time buses with longer These maintenance power banksis keypad failure maintenance and hardware damage, all 3 of categories that isroutes. the Predictive each.

Breakdown is the power failure would have a unique bar code in serial order these takes take maximum about 15-20 min of repair time. The mitigating the failures and correction of thestuck root which 30 min to fix. on each of them, to keep a record of the asset and corrective maintenance consists of printer lid causes, Preventive maintenance is periodic In the following table all these categories have alsocomponent this will replacement be helpful and in repairs, generating the damage, charging slot damage and memory Corrective been further divided into maintenances which maintenance is inspection of device and minor maintenance report of the power banks. Proposal failure, these entire 3 take about 10-15 min repair need to be done on daily, weekly, monthly, and Operator care isforroutine cleaning 4d isrepairs, maintenance schedule the ETMs whereand all time.

Theif operator care arises. device tamper and annually also any emergency the possible issues have been categorized into 5 battery failure which take 10 min of resolve time categories that is the Predictive maintenance is each. Breakdown maintenance is the power failure mitigating the failures and correction of the root which takes maximum 30 min to fix. causes, Preventive maintenance is periodic In the following table all these categories have 13 component replacement and repairs, Corrective been further divided into maintenances which maintenance is inspection of device and minor need to be done on daily, weekly, monthly, and repairs, Operator care is routine cleaning and annually also if any emergency arises.

Table 5. 2 ETM breakdown maintenance schedule 79

the cash faster compared to manual counting which will also reduce the waiting time of the conductors and there wonâ&#x20AC;&#x2122;t be formation of queue for a longer duration. There wonâ&#x20AC;&#x2122;t be any further counting mistakes and it can also help in detecting counterfeit notes. A spaghetti diagram was made to understand the movement by the conductor in the complete cash depositing process.

After implementing these two proposals and discarding the manual process of ticketing the overall muda of time, waiting and motion that is reduced is by 20 mins for each

1.Carbon print in between 1.Carbon print in between the Pass application forms the Pass application forms

5.4.4 Proposal for Process of Pass Application/Collection Following is the graphical representation of the proposed pass card application and collection process.

In above mentioned process there were a few issues which were addressed for which following process is recommended. There should a single type of form available in two different languages. This single type of form which

2. Only one type of 2. Only one type of form to be validated form to be validated

3. Paper 3. Paper receipt + receipt + mobile mobile

of the QR code of the QR code QR code receipt on QR code receipt on

Fig.5.32 Recommendation process part 1 for pass application

4.

Cards 4.

Cards prepared in prepared in other city other city

5. Simultaneously upload status of 5. Simultaneously upload status of cards online on cloud using card ID cards online on cloud using card ID

6. Simultaneously start 6. Simultaneously start adding the transit code. adding the transit code.

Fig.5.33 Recommendation process part 2 for pass application

conductor which is comparatively a lot. Muda of inventory is reduced as no more manual tickets off 22 different types will be printed. Muda of transportation is reduced as the number of trips in a week is reduced from 6 to 2 trips in a week where only the rolls need to be delivered in bulk as the efficiency and usage of the ETMs has increased. Proposal 3 (h) is to discard manual process. Proposal 4(i) is to eliminate the process of printing all the combined excel sheets.

5.4.3 Proposal for Process in Ticket and Cash Department Once the process in ticket and cash department is discarded, itâ&#x20AC;&#x2122;s recommended that they only do validation of ETM reports more efficiently.

80

is two in number along with a carbon print in between saves time in filling the data and no same data needs to be repeated like in the previous format where one had to enter the same data twice. Muda of time and waiting is reduced if they are made available in two different languages to eliminate the consultation time. The validation of these forms becomes easy. The original copy here would be handed over to the bank and the duplicate copy to be kept with pass office. So if in the future even if one needs to check the data and verify for any reason he/ she can do so. After the data is entered into the computer the receipt that will be issued to the citizen would have a QR code with validity embedded in it so that when the citizen boards the bus he can tap in with his paper receipt or the receipt that is sent on the mobile onto the pole validator for the conductor to verify. This QR code would directly show whether the pass is valid or invalid and also

7. Send pass 8. Open 8. Openthe the envelope 7. Send to to pass enoffice once they and check the details office once they velope and check reachthe the case city. details on on thethecard reach case card and condition city. andphysical physical con- of it. of it. dition

A messagesent 9. A9.message onlysentof only theof apthe approved proved cards for cards for collection. collection

10. its its 10. In Incasecase faulty the faulty, increase Increase the the validity of the validity of the virtual pass and invirtual pass and form the citizen. inform the citizen

Fig.5.34 Recommendation process part 3 for pass application

now the conductor wouldnâ&#x20AC;&#x2122;t have to physically check the validity for the same. This has increased the overall efficiency of pass ridership details which were otherwise earlier being missed or not recorded.

Now since the cards are physically being made in other city bank branch, so they could update the status of every card that is made online on card and the transit code for the same could then been entered simultaneously.

This way the overall time consumed in processing and receiving the card to the citizen has reduced.

After the cards have been couriered, envelop of it must be opened and the details and the condition of the received non activated cards should be checked and then only the message should be sent to the citizen to collect the pass from the pass office. If the pass cards are found faulty then a message for the same should be sent to the citizen along with a new QR code with a new validity pe-

riod. The benefit of following this process is that the time of the citizen and the staffs is saved and the citizen can now get a pass in less number of days compared to the earlier way. Muda of time and motion are eliminated and rea time back hand can now be recorded.

5.5 Conclusion As the world is moving more towards getting everything digitized to ensure real time data of each system, hence digital method should be encouraged. It has been observed and analysed that the manual ticketing process is a very tedious and a time consuming process on daily basis and hence it should be discarded. More focus should be made in maintaining and encouraging the use of the ETM printed tickets along with the proposals suggested along with it to improve the efficiency of the ticket and fare collection system and the departments involved in the city bus service for the same.

81

- Vishwa Shah THIS PAGE HAS BEEN INTENTIONALLY LEFT BLANK

6

Integrated Transit Management System 83

Integrated Transit 6. Integrated Transit Management System Management System 6.1 Introduction

An advanced application aiming facilitate services relating to varied modes of traffic management & transportation which enables passengers to become better informed & in order to make more 6.1 Introduction coordinated, safer & ‘smarter’ advantage An advanced application aiming facilitate services republicmodes transport networks is intelligent lating of to varied of traffic management & transportation which enables passengers to become transit management system (ITMS).better In the informed. In order to make more coordinated, safer & case city, municipal corporation has a set ‘smarter’ of public transport networks the integrated for system increasing & known enhancing transitgoal management works. It is also as intelligent transit management system (ITMS).

In the passenger’s satisfaction, stabilisingcase the city, municipal corporation has a set goal for increasing operations, & delivering time services & enhancing passenger’s satisfaction,on stabilising the operations, delivering the citizens of to & the citizensonoftime theservices city bytooffering the city by offering different public transport systems.

Hence,different the services are aimed at making the managepublic transport systems.

Hence, ment of city buses more efficient which will increase the the services aimed at making the daily ridership within theare city. Different range of technologies like usage of cameras to enforce transport signs or

management of city buses more efficient which will increase the daily ridership within the city. Different range of technologies like usage of cameras to transport signs or services laws orin calling laws enforce or calling directly to emergency case of accidents or any other incident depending on the condidirectly to emergency services in case of tions. With the concept of smart city in India, making seraccidents or any other incident depending vices digital friendly is one of the key objective & hence on the conditions.

With thebecomes concept of integrated transit management system a very component among all. smart city in India, making services digital Mobility being aiskeyone concern the case be it going friendly of inthe key city, objective & to college or office or school or different purposes, comhence intelligent transit management muters of the city use the public transport system. For system becomes a the very component saving citizens’ time & increasing efficiency, integrated transport system is implemented in order to make among all. the city bus service smarter. An integrated transit management system aiming to minimize traffic & transport problems & achieving traffic efficiency is implemented in the case city. This helps in enriching users with proper information about local convenience, real time informa-

Fig.6.1 Components of ITMS Fig. 6. 1 Components of Intelligent transit management system 84

1

tion, traffic, seat usage & availability, etc. which at the end reduces the travel time of passengers along with enhancing their comfort & safety. Different software & hardware components are used to make this system implementable. Under the Pan City Proposal of Case Smart City Development Limited, Integrated Transit Management System was initiated in 2018 for city bus services in order to provide effective public transport service to the citizens. The total project cost for implementing ITMS for the city bus service is 186 crores which includes the capital expenditure of 120 crore & operating expenditure of 66 crores.

• Enhanced and easier service platform for emergency and engineering services.

• Optimized fleet management for higher availability.

• Safe fleet availability by implementing controls of operations and SLA’s.

• Improved communication between operations staff and management resulting in coordinated and managed service environment.

GoLive: Installation/Commission of Hardwares & Softwares: Integration of the system

Request Order Awarded: When the order is given

10% 2017

Operational Stability: 12 Months Auto triggered component

12.5% 2020

40% 2019

25% 2018

12.5% 2019

Delivery of Materials: Hardwares & Softwares

Operational Stability: 6 Months Auto triggered component

Fig.6.2 Timeline of project

6.1.1 ITMS Implementation Benefits

6.2 System Description

The main objective of implementing the ITMS project was to bring automation to public transports’ operations capability & to bring & enhance best class operation efficiency in order to ensure real time services & delivery of the same to meet the objectives of public transport systems. And also, in order to meet the objectives to enhance the service standards of the city bus service, bring about paradigm shift in service quality and availability, the following objectives were laid for ITMS project:

The system implemented acts as a city foundation framework for integrating objectives of diverse set of other services of stakeholders within the city bus service. Municipal Corporation provides several other services than transportation to its citizens like emergency services, engineering services etc. and hence all such services within the scope utilizes common ITS infrastructure like tracking and GIS systems to deliver its desirable end objectives. The system architecture for ITMS project implementation is designed with a view to integrate the different hardware & software components essential for the city bus service.

• Making travel within city seamless and more efficient better informed travel – increased public transport usage.

• Improving access to public transit system by augmenting easier access to service & information

6.2.1 Software Components

• Deliver accurate real time information about services.

For integrating the city bus service system, there are various software’s designed by contractor A. These softwares form an essential part of integrated transit management system.

• Aid policy decision by availability of analytics platform.

6.2.1.1 Automatic Vehicle Location System

• Faster and efficient management of incidents within the city.

Primarily using the GPS based tracking location equipments mounted on the city buses is the automatic vehicorder, enlarge, shrink, open, and close visual elements with intuitive interaction.

• Improved and scientific decision making.

• Higher economics within transport service by increased use of electronic fare services.

• Amounts of data easily and quickly by time periods •

85

AMTS, BRTS, EMERGENCY & SECURITY Automatic Fare Collection System

Vehicle Monitoring Services

Passenger Information Services

Common GIS Platform

Scheduling & Dispatch Services

Depot Management

Incident Management Services

Fare Collection Devices & Integration

Enterprise Communication Services

Business Intelligence System Enterprise Security & Management Services Fig.6.3 System architecture

6.2.1.2Business Intelligence platform for reporting Provided user guidance for searching & filtering through data and generate reports from the current view in different electronic formats including at least MS-Word, MS-Excel, PDF, and Web formats and that are printer-friendly. The software doesnâ&#x20AC;&#x2122;t require programming knowledge or knowledge of SQL or databases to perform searches, queries, and filters & reports are sent directly to a network printer. â&#x20AC;˘ Reporting: The system generates reports based on predefined report templates or by manually selecting the data and the corresponding visual elements. The system provides a GUI with drag-and-drop functionality for creating custom formatted reports that include visual elements, objects, and formulas. The ability to display the list of available report templates, saved reports, and recently used report templates when the user logs in. â&#x20AC;˘ Data Retrieval & Management: This sub component provides fast, secure, reliable, and easy mechanisms to retrieve information and data from the different data sources to meet the dashboard KPI requirements. Also provides different mechanisms for retrieving data from 86

different data sources including ETL, File Transfer, and Real-time integration & also logs in all received information from entities.

6.2.1.3 Enterprise Management System Enterprise Management Solution provides fault and performance management of the network infrastructure that various services operate in. It provides Network Discovery & Reporting, Fault Analysis, Configuration Management, Advance IP Services Management, Service Management and Integrations with other modules. EMS is a comprehensive end-to-end performance management across key parts of the IT infrastructure. It allows identifying trends in performance in order to avert possible service problems. The Network Performance Management consoles provides a consistent report generation interface from a single central console. This central console also provides all the required network performance reports (including latency, threshold violations, packet errors, availability, bandwidth utilization etc.) for the network infrastructure. The EMS for the city bus service has 4 core modules:

& also logs in all information from

mechanisms retrieve different data sourcestoto meet the information and data from the different data sources to meet the



received entities.



Fig. 6. 6 Excel Report Generation

Fig.6.4 report generation Fig. 6.Excel 6 Excel Report Generation

Integrated Application Network Fault Integrated Performance Performance Management Helpdesk Management Management Integrated Application System Fault Solution Network Integrated System System Performance Performance Management Helpdesk Management Management Fig.6.5 EMS components System Solution impacting on passenger’s safety, comfort System System 6.2.1.4 Incident Management System 6.2.1.4 Incident Management System 6.2.1.5 Vehicle Planning, Scheduling & Dispatch Fig. 6. 7 EMS Components & other factors. Incident management Incident management system is the Incident management system an is the process of resolving The system hasisability to optimize the complete service system mainly handled through process of resolving incident with the identifying trends in performance in order 6.2.1.3with Enterprise System an incident the usageManagement of latest technologies &Fig. with by developing the route network and publish fi6. 7 EMS delivery Components vehicle location system . usage ofcontrol latest technologies & provides with the toautomatic avert possible service problems.

The the command centre in place.

Efficient managenal timetables & rosters, generate informative statistical Enterprise Management Solution identifying trends performance in order ment &6. coordination would reduce the adverse effects summaries andPerformance MIS frominthe system, handle multiple Emergency/incidents cover the following Network Management command control centre in place.

Efficient 2.1.3 Management System fault andEnterprise performance management of & disruptions impacting on passenger’s safety, comfort vehicle type like AC buses, ordinary buses, long route to avert possible service problems.

The scenarios:provides a consistent report consoles management & coordination would Solution provides theEnterprise network Management infrastructure that various & other factors. Incident management system is mainfault and performance management reduce the adverse & disruptions ly handled through automatic location system of . services operate in. effects Itvehicle provides Network Emergency/incidents the following scenarios: the networkcover infrastructure that various

buses etc. The VPSD provide feature for creating vehiNetwork Performance Management generation interface from single central cles in one depot and process foratransferring vehicles to consoles provides a consistent report other depots including features to capture trip/schedule console.

This central console also provides

Discovery & Reporting, Fault Analysis, interface from aperformance single central allgeneration the required network services operate in. It provides Network Configuration Management, Advance IP Collision or breakdown of city bus, requiring replacement or technical assistance console.(including This centrallatency, console also provides reports threshold Discovery &Management, Reporting, Fault Service Analysis, Services all the required performance violations, packet network errors, availability, Configuration Advance Management andManagement, Integrations with other IP reports (includingetc.) latency, threshold bandwidth utilization for the network Weather-related & events ServicesEMS is Management, Servicerestrictions modules. a comprehensive end-toviolations, packet infrastructure.

The EMSerrors, for the availability, city bus Management Integrationsacross with key other end performanceand management bandwidth etc.) network service hasutilization 4 core for the modules: modules.

EMS isinfrastructure. a comprehensive end-to- incidents Medical parts of the IT It bus, allows Collision or breakdown of city requiring replacement or technical assistance infrastructure. The EMS for the city bus end performance management across key service has 4 core modules: parts of the IT infrastructure.

It allows Driver behaviour incidents

Weather-related restrictions & events Medical incidents Assault, aggressive or security incident, requiring police/security response

7

Driver behaviour incidents Pre-advised diversion or restriction due to road construction/repairs or other cause 7 Pre-advised diversion or restriction due to road construction/repairs or other cause

Unplanned restriction or diversion Assault, aggressive or security incident, requiring police/security response Fig.6.6 Incident management components

wise revenue kilometre. Capability to capture dead kilothe system, make changes in routes and bus stop locametres in the solution, Define and create Charter trips tions due to traffic management (traffic police) changes Pre-advised diversion or restriction construction/repairs or other cause into the system, the charter trips should be reflected due into to road (one way streets, construction, etc.), Create users in the 6. 6 Incident Management Dashboard Example Unplanned restriction theFig. operation module for rostering and System dispatch,Software Capsystem, Assign roles, access and user permission in the ture requirements from customer for chartered trips into system.

Pre-advised diversion or restriction due to road construction/repairs or other cause or diversion 87

6.2.1.6 Depot Management System

6.2.2.1 Command Control Centre

Depot management plays a very important role in ensuring availability and safety of the transit system buses. Depot resources are required to carry out day-to-day maintenance of vehicles preventive& predictive maintenance schedules. Depot management system primarily manages crew required for bus operations, vehicles, routes, schedule management etc. The operations & maintenance processes with respect to buses is captured by the system. DMS for city bus service has 3 major modules; Roster Management, HR Management, Stores & Inventory.

The central control centre represents the operational centre of the transport service where AVLS application system is used to manage inputs from the field devices, the schedule system, bus-stop database and radio system for general operational control, including vehicle dispatch and dynamic scheduling. CCC of city bus service is fully functional since 2018 with a team of 25 employees working in 2 shifts headed a control room processor analyst. Controllers are responsible for ensuring safe and effective delivery of transit services to passengers through responsible supervision and communication with Bus Operators. Controllers are responsible for direct supervision, prudent communications and support of operations service transit staff with regards to safety, service, scheduling and detailed documentation. Goals are to ensure a high quality transit service to customers, while maintaining a safety-first environment and cost effective system. Some of the common functions carried out at CCC are monitoring and maintaining electronic & software systems, processing and organizing data, responding to incident, preparing for operations, monitoring security activities, maintaining systems and information & the operations of on time scheduling, instant revenue updates for all schedules routes & track location of buses & shift wise efficiency.

Roster Management: The rostering module plans, optimizes and generates the rostering automatically for month to one year. It allows the expert user to create and view the planning for a defined period of time.

The Rostering module interfaces with HR system to update crew absence, holidays, etc. In event schedule deviations, rostering updates crew’s operation hours, ideal hours, etc., for day to improve the operation. Rostering system has optimization technique to minimize and identify the underperforming crew. The system also provides individual or group wise performance in graphical user interface including working, non-working hours, holiday, leave, over time, etc. For using the software, 2 time keepers at each depot are trained to use the DMS software for roster management during each shift. In total there are 26 such time keepers who re-allocate/ de-allocate drivers/conductors in case there’s a need. schedules. Depot management system primarily manages crew required for bus operations, vehicles, routes, schedule management etc. The operations & maintenance processes with respect to buses is captured by the system. DMS for city bus service has 3 major modules: •

Roster Management: The rostering module plans, optimizes and generates the rostering automatically for month to one year. It allows the expert user to create and view the planning for a defined period of time. The Rostering module interfaces with HR system to update crew absence, holidays, etc. In event schedule deviations, rostering updates crew’s operation hours, ideal hours, etc., for day to improve the operation. Rostering system has optimization technique to minimize and identify the underperforming crew. The system also provide individual or group wise performance in graphical user interface including working, non-working hours, holiday, leave, over time, etc. For using the software, 2 time keepers at each depot are trained to use the DMS software for roster management during each shift. In total there are 26 such time keepers who re-allocate/de-allocate drivers/conductors in case there’s a need.

Re-Allocate

Re-Allocate

Fig.6.7 Roster management

Figure 6. 9: DMS Software: Roster Management •

6.2.2 Hardware Components

HR & Personnel Management: This module covers the various processes related to Payroll and HR activities of Personnel working at Central Units, Divisions, Depots and Workshops. It offers centralized system for better control as well as employee satisfaction. The application stores employee related master details without any limitation.

Stores & Inventory System: This module enables automation of stores and inventory for various items at each depot, workshop, and division and so on. The module also covers purchase and procurement processes right from sampling to evaluation of products to tendering to purchases to consumption. It also enables to exchange the information across the depots, divisions and workshops for products availability and requisitions. The application shall have features to generate purchase orders, maintenance contractor details, previous quotes, etc.

There are various in-bus & station hardware components installed various points by contractor A. All hardware & software components are integrated together in order to make the ITMS project for city bus service implementable.

•

6.2.2.2 On-Board Computer Unit The on-bard computer unit is the main processing unit (CPU) for ITS equipment installed in city buses & acts as the sole management console for devices on board like in Bus PIS systems, announcement systems, Two way communications etc. The unit also delivers real-time information to drivers with respect to route information, trip selection messages from control centre. In 629 city buses of city bus service, OBU’s are installed & are operational and the command control centre, AVLS dashboard shows the number device details for all in bus units. The OBU acquires data related to the bus real-time scenarios and transmit it to the control centre & also fetches driver demands to the control centre and send them through Data Centre Data Recovery Centre

Command Control Centre

Network

GPS Satellite

P a g e 11 | 23

GPRS

DDU

Two way communication between control centre & driver

52/8 XXX via

Electronic Ticketing Machine

On-board Computer Unit

Pole Validator

Rear Display

Next Station is LED based PIS displays, Speaker System, Panic Alarm

Fig.6.8 City bus ITS equipments

88

52/8 XXX Front Display

nit is the main equipment as the sole ces on board nouncement cations etc. real-time respect to on messages ity buses of talled & are and control shows the n bus units. d to the bus mit it to the ches driver re and send munications essages and m the CCC

buses

them through the communications system. With this, receives messages and voice communications the messagCCC the communications system. Withfrom this, receives es and voice communications from the CCC controllers. controllers.

announcements informing passengers of next bus station on route. The voice PIS interfaces with the on-bus GPS module to gather location information and making the appropriate next station announcement. On 46 city bus stops, LED based PIS have been installed by the contractor A, on a pilot basis. In 182 city buses, 4 LED based PIS displays & in 456 buses, 3 LED based PIS displays have been installed. With this, there are announcement speakers inside the buses in all 629 city buses. The web portal & mobile application for the city bus service is still under construction which would give passengers information about route, real time information, tracking of buses, citizen complaint section, etc.

Fig. 6. 12 Driver Display Unit installed in City Bus

6.2.2.4 Passenger Information Systems Passenger Information System hardware consists of LED based display system for bus stations, Terminals and Buses Passenger information system on bus LED based PIS system and is functions as Fig.6.11 an independent 6.3 Analysis 6.2.2.4 Passenger Information Systems making the appropriate next station announcement.

On not be directly dependent on the CCS. Passenger Information System hardware of LED basedLED display system for have bus stations, 46consists city bus stops, based PIS beenTerminals installedandby Buses Passenger information system on bus functionsreceive as an independent system and information is not be directly dependent They display the A, on a pilot basis. In 182 city buses, 4and LED 6.3.1contractor Roster Management (DMS): on the CCS. They receive display information and voice announcement commands from the onboard GPS vehicle voice announcement commands from the based PISbus displays & PIS in 456 3 LEDpre-recorded based PISvoice discontrol module based on stored memory on the . The voice playsbuses, clearly audible announcements informing passengers of next bus station on route.

The voice PISthis, interfaces withare theannounceon-bus GPS plays have been installed.

With there onboard GPS next vehicle controlOn 46 module module to gather location informationment and making the appropriate station announcement. city bus speakers inside the buses in all 629 city buses.

The stops, LED based PIS have been installed by the contractor A, on a pilot basis.

In 182 city buses, 4 LED basedThe PIS based on stored memory on the bus. web portal & mobile application for the city bus service displays & in 456 buses, 3 LED based PIS displays have been installed. With this, there are announcement speakers is voice still give passengers inside the buses in all 629 city buses. The web under portal PIS & construction mobileplays applicationwhich for the would city busaudible service is still under clearly preconstruction which would give passengers information about route, real time information, tracking of buses, citizen information about route, real time information, tracking recorded voice announcements informing complaint section, etc. of buses, citizen complaint section, etc.

OBU installed busbuses passengers of next bus station on route.

Fig. 6.Fig.6.9 11 OBU installed in in city 6.3 Analysis 6.2.2.3 Driver Display Unit The voice PIS interfaces with the on-bus 6.2.2.3 Driver Display Unit This section includes theto process flow & major issues GPS module gather location The driver display unit installed in city buses is a part of The driver display unit installed in city identified in the current system highlighting four such the GPS module and principally act as a selection device information and making the appropriate sections as follows: for route is selection andof tripthe selection the drivers.

The buses a part GPSformodule and next station announcement. On 46 city device has the capability to send predefined messages 6.3.1 Roster Management (DMS): principally act as a selection device for to back end & is utilized for two-way communication. bus stops, LED based PIS have been operational. linked with the route selection andare selection for In 629 city buses,DDU’s DDU’s aretrip installed operational.

Figure&6. are 13: LED basedthe PIS & announcement speakers Every monthin bus the is prepared A, by the exinstalled by schedule the contractor on VPSD a pilot passenger information system information & hence system DDU’s are linked with the passenger pert in consultation with the planning department & drivers.

The device has the capability to 6.3 Analysis whenwhen the driver reaches a particular stop,stop, PIS is basis.ofIntraffic 182&city based PIS & hence the driver reaches a particular director this buses, schedule 4is LED updated on DMS. send & flow & The Thisto section includes the process major issues identified in the current system highlighting four such sections PIS predefined is automatically updated asback the end automatically updatedmessages as the coming bus stops are dismain purpose the buses, software 3 was to eliminate the displays & in of456 LED based PIS as follows: coming bus stops are displayed on DDU. played on DDU. is utilized for two-way communication.

In manual data record keeping but still after one year of imdisplays have been installed. With this, plementation of the software, manual records are being Roster Management 629 city buses, DDU’s are6.3.1 installed & are (DMS): Figure 6. 13: LED based PIS & announcement speakers in bus

This section includes the process flow & major issues identified in the current system highlighting four such sections as follows:

Every month the schedule is prepared by the VPSD expert in consultation with the planning department & director of traffic & this schedule is updated on DMS. The main purpose of the software was to eliminate the manual data record keeping but still after one year of implementation of the software, manual records are being maintained on daily basis. In case of deviations as per the schedule prepared by the VPSD expert, time-keeper is responsible to update the same on the DMS software on daily basis.

Working hours have increased from 2 hours to 5 hours per shift Manual data record keeping: Wastage of resources Non-utilisation of the DMS software

High number of deviations in comparison with schedule prepared

P a g e 14 | 23

Every month the schedule is prepared by the VPSD expert consultation the planning departmentas & director maintained onindaily basis.with In case of deviations per the of traffic & this schedule is updated on DMS. The main purpose ofby the the software was to eliminatetime-keeper the manual datais schedule prepared VPSD expert, record keeping but still after one year of implementation of the software, manual records are being maintained on responsible to update the same on the DMS software on daily basis. In case of deviations as per the schedule prepared by the VPSD expert, time-keeper is responsible to daily update the same on the DMS software on dailybasis. basis.

11

Working hours have increased from 2 hours to 5 hours per shift Manual data record keeping: Wastage of resources Non-utilisation of the DMS software High number of deviations in comparison with schedule prepared

Fig.6.10 DDU busBus Fig. 6. 12 Driver Display Unitinstalled installed ininCity

6.2.2.4 Passenger Information Systems 6.2.2.4 Passenger Information Systems Passenger Information System hardware consists of Passenger Information System hardware LEDconsists based display for bussystem stations, of LED system based display for Terminals and bus Busesstations, PassengerTerminals informationand system on bus funcBuses tionsPassenger as an independent system and is not information system on busbe directly dependent on the They receive display functions as anCCS. independent system and information is and not voicebeannouncement commands from the onboard directly dependent on the CCS. GPS vehicle control module based on stored memory on They receive display information and the bus. The voice PIS plays clearly audible pre-recordvoice announcement commands from the ed voice announcements informing passengers of next control module bus onboard station onGPS route.vehicle The voice PIS interfaces with the based on stored memory the bus.

The on-bus GPS module to gatheron location information and voice PIS plays clearly audible prerecorded voice announcements informing passengers of next bus station on route.

Fig.6.12 Issues in roster management P a g e 14 | 23

The graph indicates high number of deviations in comparison with the schedule prepared by the expert. This is one of the major issue which needs to be addressed. The schedule should be prepared in consultation with the private operator every month as there are high number of deviations seen on a daily basis at each depot. Hence, to avoid such situations, consultation with the operators becomes necessary. Process flow for roster management is shown below where the major problems are increased time for re-allocation & de-allocation of drivers & conductors in case of high number of deviations.

89

1 month

VPSD Expert

10 mins

5 hours per shift

Preparation of the schedule

Planning department

Report generation

Verification of the schedule

Updation & automatic report generation

Updation of the schedule in DMS

DMS

Re-

TimeKeeper

Driver/ Conductor

The graph indicates high number of Manual operator every month as thereallocation/Deare high Issuing of trip Allocation on allocation of card deviations in comparison with the Sheets number of deviations seen on a daily basis Driver, Conductor, Bus schedule prepared by the expert. This is at each depot. Hence, to avoid such depot to be Trip card one of the major issue whichVisits needs situations, consultation with the operators for received & start of the addressed. The schedule attendance should be becomes necessary. & trip card

trip

SCHEDULE AT X DEPOT Fig.6.13DEVIATIONS Swimlane for roster management Shift 2

25

28

29

31

36

38

41

44

Shift 1

10TH OCT'19

11TH OCT'19

12TH OCT'19

13TH OCT'19

Schedule deviation at X Depot prepared in consultation with Fig.6.14 the private PLANNING

DESCRIPTION Process

VPSDroster EXPERT management is flow for DEPARTMENT shown below where the major problems Preparationare of the increased time for re-allocation & de-

schedule

Updation in DMS

R

A

R

A

DEPOT DRIVER/ TIME-KEEPER allocation of drivers & conductors in case SUPERINTENDENT CONDUCTOR

of

high

number

of

DMS

deviations:

C

I

I

A

R

I

Manual allocation

Issuing of trip card

Re-allocation/De-allocation on DMS Report Generation

R

I

I

I

R

A

R

A

I

I C

I

R

Fig.6.15 Raci matrix for roster management Fig. 6. 8 Graph showing number of schedule deviations at X depot

90 Fig. 6. 9 Real time journey information for city bus serviceFig. 6. 10 Graph showing number of schedule deviations at14 X

R

A

The RACI matrix for roster management process is as follows where: R-Responsible, A-Accountable, C-Consulted, I-Informed.

6.3.2 Driver Display Unit 6.3.2 Driver During theDisplay site Unit inspection,

it is observed that driver units are hanging up &disDuring the sitedisplay inspection, it is observed that driver play are hanging up & this is very common problem thisunits is very common problem for most of for most of the buses. This is one of the major reasons thenon-working buses. This is one ofinformation the majorsystem. reasons for of passenger Field team & driver’s feedback concluded asinformation DDU hang up at for non-working of passenger any moment during the trip & in next trip it gets working system. team Whole & driver’s without anyField rectifications. system offeedback KMS calculations is based onas the feedback from DDU much concluded DDU hang up& isatveryany vital part of the whole system. One of the other issue is moment during the trip & in next trip it language; only gujarati language is displayed on DDU

6.3.3 In bus PIS & PAS: Even number without of reminders, is no visible imgetsafter working anythere rectifications. provement onto the working of passenger information Wholeinstalled system system in theofcityKMS buses. calculations It is noticed thatisso many PISon arethe notfeedback working continuously. major based from DDUThis & is is avery issue affecting passengers & revenue loss to city bus sermuch vital of the system.

One vice.

Many PIS part have come outwhole of fixtures & haven’t been re-installed.

Also from city bus team survey, of the other issue is service language; only it is observed that most of the passenger announcement gujarati language onpoints DDUthe system are not working inisthedisplayed buses. At some pre-recorded messagedifficult is wrong,for for some example; in route which becomes drivers 501 it says “Next stop is X” when bus was near Y location, to understand. there is no such stop in route number 501.

which becomes difficult for some drivers to understand.

Non-working DDU 120 100 80 60 40 20 0 28th Oct'19

29th Oct'19 Error

30th Oct'19

31st Oct'19

No data

Fig.6.16 Trend of non-working DDU Fig. 6. 14 Graph showing trend of non-working DDU

re-installed.

6.3.3 In bus PIS & PAS: In bus non-working PISAlso from city bus service team survey, it is observed that most of Even after number of reminders, there is 140 the passenger announcement system are no visible improvement onto the working 120 not working in the buses.117 At some points of passenger information system installed 100 the pre-recorded message is wrong, for in the city buses. It is noticed that so many 87 80 example; in route 501 it says “Next stop is 71continuously. This is a PIS are not working 60 52 bus was near Y location, there is X” when major issue affecting passengers & 40 no such stop in route number 501. revenue loss to city bus service. Many PIS 20

have come out of fixtures & haven’t been 0

PIS Inner

PIS Front

PIS Side

PIS Rear

Error Fig.6.17 Trends of non-working PIS

Fig. 6. 15 Graph showing non-working in bus PIS

6.3.4 Operations & Maintenance of ITS equipments

91

6.3.4 Operation and maintenance of ITS equipments There should be a preventive maintenance provision for all the ITS equipments installed in the city buses as these equipments are the major components for the two-way communication to & from the back end. As & when the field team of contractor A & city bus service inspects there are faults or defects in any of the unit inside the bus, updation of the same with a picture is done on the WhatsApp group of city bus service. Daily report is gen-

erated for hardware components & device status details in order to analyse how many devices arenâ&#x20AC;&#x2122;t working.

There are 19 engineers who visit each depot every night in order to rectify & address the issues as discussed on the group. 3 supervisors inspect the operation & maintenance procedure carried out at 13 depots by these engineers. This activity is carried out between 10:00PM to 4:00AM & updation is done the group is done after fault being addressed.

6 Hours

12 hours

CCC

Daily Report Generation of Devices Status

Updating in the WhatsApp group with pictures & reports

WhatsApp Group (AMTS) Field Team (AMTS & NEC)

A

Issue identification by visiting & inspecting buses on field

No

Engineers (NEC)

Visiting each depot & attending issues as per the list

Is the category of fault Low/ Medium?

Yes

Attending the fault & undertake rectifying measures on report issues

Supervisors (NEC)

2 days Report updation of device status

CCC

WhatsApp Group (AMTS)

Updating of status with pictures

Field Team (AMTS & NEC) A Engineers (NEC)

Supervisors (NEC)

Replacement of consumables or any capital asset

Faults re-addressed & rectified

No Inspection carried out

Are the faults rectified?

Yes

VISHWA SHAH | PG181204

Fig.6.18 Trends of non-working PIS

92

3 of 482

6.4 Suggestions

driver/conductor re-allocations, it would take 12 mins for the time keeper to update all allocations on the software 6.4.1 Removal of Manual Record-Keeping (DMS) at the same time. This kind of enforcement will reduce the working hours of time-keepers from 5 hours per shift Suggestions The6.4 initial purpose of depot management system softto 30 mins per shift. Also, a better net speed connectivity ware was to eliminate the manual data record keeping shall be provided as constant updates have to be made 6.4.1AsRemoval of Manual system Record-Keeping (DMS) system. the roster management on DMS is by the time-keepers at each depot. fullyThe operational for cityof busdepot services, there is no need to software was to eliminate the manual data record keeping initial purpose management system maintain theAsmanual paper work. Thesesystem reportson canDMS be is fully 6.4.2 Add-on Features: Driver Display Unitis no need to system. the roster management operational for city bus services, there used for further analysis by the experts. maintain the manual paper work. All the reports can be generated by drivers, usage ofthe theDDU software efficiently as & when For the bus should a user-friendly inThese reports can be furtheralso analysis experts.

The need for issuing manual trip card Theneeded. need for issuing manual tripused cardforshould be by the terface available in Hindi & Gujarati, and aids themshould with eliminated as the trip as information can be generated on also be eliminated the trip information can be generated on the software.

Asby majority of the deviations schedule adherence displaying theschedule scheduled arrival theare software.

As majority of the schedule deviations timeby at the eachVPSD bus stop andinon-time performance from the operators side, the schedule should be prepared expert consultation with thepromiprivate are from the operator’s side, the schedule should be nently.

The driver navigation feature aids drivers with litoperators so that once the schedule is updated on the software, minimal deviations are to be seen. This would prepared by the VPSD expert in consultation with the tle knowledge of the bus route. s. For the bus operators, reduce 75% theso work time-keepers & the human resource & resource time can be utilized in other activities private operators thatofonce the schedule is same updated the Common Fleet Management System (CFMS) proin ansoftware, effectiveminimal way. Penalty should from the operators case of system more than schedule deviation.

For on the deviations arebe tolevied be seen.

This vides a in common that10% enables real-time tracking, example, driver/conductor on the software takes nearly 1min 30 secs & at X depot, would reducere-allocating/de-allocating 75% the work of time-keepers & the same oncemonitoring and management of public bus fleets on a human resource & resource&time can in oth- re-allocations, 88 buses are scheduled there arebe8 utilized driver/conductor it would 12 mins the time single platform, whiletake allowing the for individual buskeeper serviceto er activities inallocations an effectiveon way. should levied operators maintain their existingthe bus management update all thePenalty software at thebesame time. This kind of to enforcement will reduce working hours of from the operators in case of more than 10% schedule tools.a As the DDU installed currently is citybe buses is fullyas time-keepers from 5 hours per shift to 30 mins per shift. Also, better net speed connectivity shall provided deviation. For example, re-allocating/de-allocating drivoperational, these features can be added on to it hence constant updates to be made bynearly the time-keepers at each depot. er/conductor once onhave the software takes 1min 30 making it more efficient as AVLS software is already in secs & at X depot, 88 buses are scheduled & there are 8 place.

6.4.2 Add-on Features: Driver Display Unit Status Information & Route Adherence Feature

Description

① Time & Status

Displays the time in 24-hour format. Green background indicates all good. Alerts show up as round icons inside the box

② Excess Wait Time & Schedule adherence

Displays schedule block number – Vertical bar with numbers = Excess Wait Time (Deviation in minutes) – Horizontal bar with numbers = Schedule adherence (Deviation in minutes)

③ Distance to rear bus & Rear bus loading level

Only appears near bus stops Displays distance to rear bus, in number of minutes.

Icon within the white bus indicates loading level of rear bus – Green man sitting = Seats available – Green man standing = Standing space available – Red man standing = Limited standing space available

P a g e 19 | 23 93

– Grey question mark = Status unknown Route Information Panel ① Current and subsequent bus stops

Centre panel that shows the current bus stop and next two bus stops along the route, along with the scheduled arrival times for all bus stops.

Scrolls through the list of bus stops while the bus is on the move, without driver input

② Terminating stop

Shows the terminating stop on, scheduled arrival time, and is shaded in grey.

Command Buttons ① Language

Toggles between Gujarati & Hindi

② Microphone

Manual message broadcast to commuters by the driver

③ Message box

Sends & receives messages to CCC and View previously displayed messages – Blue message box = Messages yet to be cleared – Red message box = Messages timed out

④ Information

System information and help

⑤ Home

Return to home screen

⑥ Speaker

Volume control

Map Replay

also with efficiency &Route lesserMap complaints & Satellite in Navigationthe category of fault is giv future. The checklist for identification for

Table 6. 2: Driver Display Unit Features 6.4.3 Real-time Journey Information (Web Portal & For the bus drivers, the DDU should a user-friendly interface available in Hindi & Gujarati, and aids them with Application) Real time schedule adherence by displaying the scheduled arrival time at each bus stop and on-time performance arrivals Addition of expert personnel at CCC i.e. Real time officer: prominently.

The driver navigation feature aids drivers with little knowledge of the bus route. Furthermore, drivers Updating website & sending messages to countdown Favorite Realable time to broadcast communicate at about any time data links, while also signsand at vehicles bus stopscan to warn passengers anywith diver-the CCC via voice and trips alerts CCCs to allthe drivers.

For the bus operators, the Common Fleet Management System (CFMS) provides sionmessages or delays.from To strengthen passenger information system for city bus services it becomes essential to pro- monitoring and management Key a common system that enables real-time tracking, of public bus fleets on a single Features videplatform, the userswhile real time information regarding the bus-operators to maintain their existing allowing the individual bus service bus management tools. This es. For the regular Janmitra card passengers, once the will enable more effective and efficient planning and managementMobile of bus service operations, Live optimizing bus passenger enters the card details on portal or the applinavigation payment networks and resources.

As the DDU installed currently is city buses is fully operational, these features can be added cation, one can plan his journey on the application & in Digital it hence making it more efficient one as AVLS software is already in place. caseon ofto delays or early arrivals, application, can plan display of map his journey on the application & in case of delays or early P a g e 20 | 23 arrivals, passenger can be notified through push notifications.

Fig.6.19 Key features of real time information

94

navigation

payment Digital display of map

Customer Representative in accordance with the Fault designations set out in Table 1 above. The Customer should notify ITMS Service Provider’s Customer Fig. 6.18 Real time journeyfor information for city bus service Fig.6.20 Example real time information on Mobile Services Manager by telephone if it app

disagrees with the allocated priority.

Lastly, will record the date and time at which ITMS Service Provider notifies the Customer of any Fault and the other details.

6.4.4 Preventive maintenance schedule for in bus equipments

Mechanism for notification of progress, escalations and resolution

As per the analysis, itITMS is observedService that regularly many of The Providers the in-bus equipments are not working.

Hence, a prevenRepresentative will ask Municipal tive maintenance module & a checklist to identify the for category ofCorporation the fault is requiredRepresentative both for the ITMS service about the not Faultonly to help obtain a provider & information the officials. This would to reclearondescription of with its nature and the solve the issues time but also efficiency & lesser complaints circumstances in future. The checklist for in whichforit identification occurred and the category of fault is given below: confirm eligibility or non-eligibility of support for the Fault. ITMS Service

General Assistance Provider will notify the Customer Mechanism for notification of progress, and resolution Representative, either by escalations e-mail, Closing a Fault telephone other identified methods, Fig. 8.or 1 City bus transport systemGeneral Assistance Guaranteeing a Fault Duration Time within a reasonable period of time of any Closing a Fault Fault of which it is aware, unless that Fault Recurring and intermittent faults is cleared before it can abe notified the Guaranteeing Fault Duration to Time Progress of a fault Customer Fig.6.21 Representative & recording will allocate a Recurring and intermittent faults priority to any Fault notified by the

Support Category

Criteria

Resolution

Max Response Time

Critical

The system is unable to be used for normal business activities. There is certainty of financial loss or operational inefficiency

90 Minutes Escalated after this period to –Stage 15 Minutes 21 2 Escalated after 1 hour (cumulative) to - Stage 3 Escalated after 2 hours (cumulative) to - Stage 4

Urgent

There is a problem with part of the system, which impacts on AMC’s decision making. No viable Work around is available. There is a likelihood of financial or operational loss.

3 Hours Escalated after this period to - Stage 2 Escalated after 4 hour (cumulative) to - Stage 3 Escalated after 5 hours (cumulative) to - Stage 4

1 hour

High

The efficiency of users is being impacted, but has a viable workaround.

6 hours Escalated after this period to - Stage 2 Escalated after 8 hours (cumulative) to - Stage 3 Escalated after 9 hours (cumulative) to - Stage 4

2 hours

Medium

A low impact problem that affects the efficiency of users but has a simple workaround

12 Hours Escalated after this period to - Stage 2 Escalated after 14 hours (cumulative) to - Stage 3 Escalated after 16 hours (cumulative) to - Stage 4

8 hours

Low

A fault, which has no particular impact on processing of normal business activities.

One Week

8 hours

Fig.6.22 Categories of Faults

The ITMS Service Providers Representative will ask Municipal Corporation Representative for information about the Fault to obtain a clear description of its nature

and the circumstances in which it occurred and confirm eligibility or non-eligibility of support for the Fault.

22

95

6.1 Introduction An advanced application aiming facilitate services relating to varied modes of traffic management & transportation which enables passengers to become better informed & in order to make more coordinated, safer & ‘smarter’ advantage of public transport networks is integrated transit management system also known as intelligent transit management system (ITMS). In the case city, municipal corporation has a set goal for increasing & enhancing passenger’s satisfaction, stabilising the operations, & delivering on time services to the citizens of the city by offering different public transport systems. Hence, the services are aimed at making the management of city buses more efficient which will increase the daily ridership within the city. Different range of technologies like usage of cameras to enforce transport signs or laws or calling directly to emergency services in case of accidents or any other incident depending on the conditions. With the concept of smart city in India, making services digital friendly is one of the key objective & hence integrated transit management system becomes a very component among all.

Mobility being a key concern in the case city, be it going to college or office or school or different purposes, commuters of the city use the public transport system.

For saving citizens’ time & increasing the efficiency, integrated transport system is implemented in order to make the city bus service smarter. An integrated transit management system aiming to minimize traffic & transport problems & achieving traffic efficiency is implemented in the case city. This helps in enriching users with proper information about local convenience, real time information, traffic, seat usage & availability, etc. which at the end reduces the travel time of passengers along with enhancing their comfort & safety.

Different software & hardware components are used to make this system implementable. Under the Pan City Proposal of Case Smart City Development Limited, Integrated Transit Management System was initiated in 2018 for city bus services in order to provide effective public transport service to the citizens. The total project cost for implementing ITMS for the city bus ser96

vice is 186 crores which includes the capital expenditure of 120 crore & operating expenditure of 66 crores.

6.1.1 ITMS Implementation Benefits The main objective of implementing the ITMS project was to bring automation to public transports’ operations capability & to bring & enhance best class operation efficiency in order to ensure real time services & delivery of the same to meet the objectives of public transport systems. And also, in order to meet the objectives to enhance the service standards of the city bus service, bring about paradigm shift in service quality and availability, the following objectives were laid for ITMS project: • Making travel within city seamless and more efficient better informed travel – increased public transport usage.

• Improving access to public transit system by augmenting easier access to service & information • Improved and scientific decision making.

• Deliver accurate real time information about services.

• Aid policy decision by availability of analytics platform.

• Faster and efficient management of incidents within the city.

• Higher economics within transport service by increased use of electronic fare services.

• Enhanced and easier service platform for emergency and engineering services.

• Optimized fleet management for higher availability.

• Safe fleet availability by implementing controls of operations and SLA’s.

• Improved communication between operations staff and management resulting in coordinated and managed service environment.

- Divyanshi Srivastava 6.2 System Description The system implemented acts as a city foundation framework for integrating objectives of diverse set of

7

Depot & Terminal Management 97

Depot & Terminal Management 7.1 Introduction A depot is any transport systemâ&#x20AC;&#x2122;s operating base which provides facilities like parking accommodation, servicing and maintenance facilities for the vehicles and storage facilities for the vehicle spare parts. It also serves the administrative services for the bus facilities staff and the users. Mostly the head offices of the transport operators are also located in one of the depots. The principle operational tasks carried out a bus depot are allocating the buses and the crew to their respective duties, dispatch the buses according to their respective schedules and process the cash paid by the conductor in the administration office. The depot can also function like a terminal if the bust stands are present inside the terminal for the passengers to wait for the bus. So, the operations and functions which may happen inside a depot are parking, maintenance, workshop and stores, cash cabin and duty allocation for the drivers and conductors and at the terminal passenger boarding and de-boarding takes place.

On the other hand bus terminals serve as the point where the buses start or end their schedule. It is the designated place where the timetable is timed for the buses. The terminals can be located at the bus stations, depots and garages. Since terminals and depots play a vital role in start and termination of the city bus service, they need to be managed and maintained to provide good service to the passengers and give the ease of working to the bus drivers, conductors and other employees of the city bus service.

7.1.1 Methodology As city bus depots and terminals play a major role in defining the start and terminating points for the city buses, their operations and service delivery should be satisfactory for the passengers. So to focus on increasing the efficiency and effectiveness of the service delivery to the customers, the study focuses on the functions carried on in the city bus depot D1 which also acts as the only workshop for the city municipal corporation buses. The major processes which happen inside the city bus depot are highlighted and areas of improvement are identified. Similarly, in case of the city bus terminals, terminal T1 is taken under consideration to study the daily procedures happening inside the city bus 98

terminal. For this study only the passenger and staff movement and vehicular movements are taken under consideration. Areas of improvement are identified so as to enhance the passenger experience and decrease congestion happening inside the city bus terminal.

7.2 System Description Bus Activity Management is one of the main functions to be carried out in a bus depot. This includes the process of transferring the buses to various activities and locations in the depot for different functions. The principle bus management tasks carried out starts with In-shedding process at the entry of the bus depot. Parking is followed by the In-shedding process. The buses are then washed and cleaned by the cleaning staff. Bus maintenance staff is then responsible for the maintenance of the buses as per the set schedule. The storage also plays an important role as it helps in spare tyres, spare parts, scrap, etc. The other infrastructural operations include allocation of buses and crew for their duties and managing the parking facilities for the buses, visitors and depot staff. Now, depot operations can be broadly classified into Bus related operations and crew related operations. The principle operational tasks carried out in a bus depot are allocating the buses and the crew to their respective duties, dispatch the buses according to their respective schedules and process the cash paid by the conductor in the administration office. The components integral to a bus depot are as entry/ exit to the site, internal parking bays for the buses, parking for private vehicles, fuelling area, workshop area for the buses, storage and administrative blocks. The crew operations mainly consist of In-shedding and Out-shedding processes.

The bus driver plays a vital role in these processes. The In-shedding process starts when the bus driver registers the bus at the entry gate. Here the driver also registers her/his entry in the compliant register stating the problems encountered while driving the bus. Then the bus is parked in the assigned parking bay and the bus driver deposits the bus memo to the memorandum office.

Whereas the Out-shedding process for the bus driver starts in the morning so she/he has to arrive at the depot 30 minutes in advance in order to collect the memo from the memorandum office. After getting assigned

the duty for a particular bus, the driver inspects the bus and registers it at the exit gate. On the other hand, the bus conductorâ&#x20AC;&#x2122;s role during the In-shedding process is to withdraw the final receipt of the Electronic Ticketing Machine (ETM) at the entry gate and surrender it to the ETM room. Then the conductor reports to the bill office where she/he submits the cash, the ETM receipt and the way bill. During the Out-shedding process the bus conductor is required to report at the depot 30 minutes in advance of the scheduled duty to collect the way bill and the duty assignment from the waybill office and the collect ETM and standby paper tickets from the ETM room.

7.2.1 Literature Study In Madurai all the parameters currently present in the bus depots are compared with the basis of the 7.5 Norms. The 7.5 Norms is a set of rules which are followed by the Government of Tamil Nadu regarding the maintenance and operations of the bus depots. Below are the descriptions and the nominal values decided by the Government of Tamil Nadu.

management for the buses. The case city taken for the study has 6 depots, 11 terminals amongst which 3 depots/ 3 terminals are used for parking by the municipal corporation buses. These municipal corporation buses are operated from different depots. The depot is responsible for duty allocation of around 44 buses in the morning shift and around 30 buses in the afternoon shift. The terminal acts as the spots for the buses to start and terminate their shift. Cash cabins for fare collection and deposition are also situated at the depots and terminals where the bus conductors take their duty sheet before starting the shift and deposit the fare collected in the cash cabin after terminating the shift.

Depot Management System (DMS) is a technical solution which is adopted by the municipal corporation buses of the case city. DMS can be used for the following functions1. HR Management 2. Roster Management 3. Inventory Management

Description

Nominal Values

Land size

Not less than 35,000 sq m

4. Maintenance

Average buses

45-80

Water supply per day

35-40 cubic m

5. Report generation

Washing a bus

0.35 cubic m

Employees per depot

200-350

Space needed for a bus

12m X 5m

Spare drivers and conductors

10/10

Spare bus per depot

3-4

Recovery van per depot

1-2

Diesel per bus to be filled in workshops

130 lit

Safety

Fencing, gates

Service limits

10-12 m diameter of depot

Trips per day

8 singles, 16 doubles

Fig.7.1 Desciption of 4.5 Norms of Government of Tamil Nadu Panvel Bus Stop and Uttam Nagar Depot, MSRTC also acting as the depot and terminal, serves for the local, intercity and interstate buses. In depots like these the circulation of the passengers and the vehicles need to be managed in order to omit chaos. The narrow exit here leads to congestion due to the entry of private vehicles into the bus circulation area. Areas of concern were the intersections happening due to the unavailability of connectivity between the bus bays and footpaths. Availability of ramps on the passenger platforms could help in easy movement of passengers those carrying heavy luggage.

7.2.2 City Bus Depot Management System The study deals with a city bus service and the depot

The HR Management portal deals with the organization details of the several departments. It also captures the employee details, leaves issued, recruitment details, performance of the employees and their payroll. Roster Management portal in the DMS deals with duty allocation details for the drivers and the conductors, detailed crew reports and trip cancellation reports. Inventory Management portal deals with the handling of the depot stock items which has the item wise stock, monthly stock consumption reports, inventory control report, stock transfer report and the return history. Maintenance portal deals with the bus maintenance reports, schedules, service alerts, vehicle breakdown reports, fuel consumption reports and service renewals. Currently the Inventory Management is done in only one depot D1 which has 40 workshop and the stores for the owned buses. Here the Inventory details are not yet integrated with the DMS. Below are the listed components of each of the functions carried out in DMS. 7.2.3 City Bus Terminal Management The terminal T1 taken under consideration is heart of the municipal corporation buses of the city bus service as most of the buses originate or terminate at this point.

This is probably the largest terminal in city bus service.

The peak time at the terminal at which there are maximum number of passengers and staff present is at 8:00 am, 1:30 pm and 6:30 pm. The terminal also consists of the administrative block which comprises of the cash cabins and the cabins of the accident inspectors. The terminal consists of five platforms for the bus stand. Every platform consists of four bus stand bays. The average 99

number of passengers present at each bus stand bay is 13 and that at the peak time is 20. Therefore, the average number of passengers at the terminal are around 260 whereas it is 400 during the peak hours. Every platform also consists of atleast four vendors seating on it.

Also the average number of staff personnel present on each platform is equal to 5. The figure given below shows the vehicular and pedestrian circulation inside the terminal. A single entry for the buses to the terminal helps in maintaining the unidirectional circulation of the buses. Private vehicles or the autos enter inside the terminal to pick and drop the passengers which leads to crowding of the passengers at the bus bays.

The passengers tend to collect information regarding the bus timings from various points like the duty allocation booth situated on each platform, the cabins of the accident inspectors and also consult the co-passengers.

7.3 Analysis To understand the processes happening in the city bus depots and the terminals a thorough analysis was done.

The city bus depot D1 was taken under consideration for the study of the depots in the case city. Several process were studied with respect to the Depot Management System (DMS) to understand the functions of the DMS in easing the processes of the depot. This helped in identifying the areas of improvement in the processes. Similarly, to understand the functions in the city bus terminals, terminal T1 was taken under consideration.

Aspects like crowd management and vehicular movement management were focused to understand the passenger behaviour and vehicular movement inside the terminal. Points of congestions were identified by using spaghetti diagram and the reasons due to which they are

formed were identified by using the ISHIKAWA diagram.

7.3.1 Depot Management System Inventory is defined as the stock of the materials/ items used that are used during bus repair and maintenance.

The needs for the service parts arises in case of component failure or replacement. Thus the components need to be held in stock so that they are present when a need arises. Therefore, the management of these components in the stock is an important task. Inventory utilization is generally used for corrective maintenance rather than for preventive maintenance. Thus to use the materials in stock and to replenish the stock, material forecast is importantly to be done. Depot D1 is the functional depot which takes charge of the maintenance and inventory management for the materials used during maintenance/ repair of the municipal corporation owned buses. There are mainly two departments inside the depot â&#x20AC;&#x201C; Workshop department and the other is the Stores Department. The figure below shows the division of departments in D1 depot. The inventory management is done in the data centre of the stores department of the depot. The Stores Department consists of a Stores Manager, Clerical Staff, Inspection Officers, Bill Section Officers and store keepers. The Purchase Department is responsible for preparing the list of the materials required. The materials may include batteries, tyre tubes, tyre retract, lubricants, etc. The Follow-up Department is involved in the purchase process and release of the Purchase Order with the sanction the competent authority â&#x20AC;&#x201C; Transport Manager/ Transport Committee. Once the purchase order is prepared the Follow-up Department negotiated with the vendors on a common platform, ASRTU. There are three types of vendors from where the

Fig.7.2 Terminal layout

Fig. 7. 2 Layout of Terminal T1

100

7.3 Analysis

7.3.1 Depot Management System

materials are purchased; OE suppliers, manufacturers through ASRTU and the local dealers. It is stated that the sanction powers for the purchase order costing less than or equal to Rs. 50,000 is under the responsibility of the Transport Manager. Whereas the sanction power for the purchase order costing more than Rs. 50,000 is under the responsibility of the Transport Committee.

There are mainly three processes that take place in the Stores Department â&#x20AC;&#x201C; 1. Material purchase This process starts when there is a requirement from the workshop department for a particular material.

Once the requirement is raised by the workshop department, the Store department takes up the work of the preparation of the purchase order which is not done according to the material forecast. Currently as and when purchase is done which leads to unsatisfactory material availability in the stock. Once the purchase order is prepared, quotations are taken from the vendors for each material. It depends on the type of material for the type of vendor. The vendors can be from the OE suppliers like ZF steering for steeringâ&#x20AC;&#x2122;s, WAPCO for breaks, Wheels India for wheels, Unipech Rubber for tyre tubes. Once the quotations are received from the vendors, the purchase order is released against the competent authority which is either the Transport Manager or the Transport Committee depending on the cost of the purchase order. The Audit Section is accountable to audit the purchase order. Once the audit is done, the purchase order is sanctioned by the competent authority.

Fig.7.4 Preventive maintenance for themaintenance buses Fig.regime 7. 4 Preventive regime for the therefore, it is important to keep track of the consumption and purchase patterns to have a forecasted material purchase. The swim lane diagram shown below shows the process of an item purchase by the stores department.

The issues observed during mapping the process of the Material purchase is thatmaintenance for the case of ma- therefore, it According to the preventive terials like lubricants which always need to be in regime reports shown above, evident com- the consum stock due to availability of only it3 is government paniesthe is necessary.

This generally to mate- to have a f that need for lubricantsleadsand rial run outs if the materials are not prior stocked.

components for tyre re-treading needs to The swim 2. Inventory updation addressed.

As for lubricants only three shows the p government recognized companies like Inventory updation happens when new set of materials the are delivered to the Stores Department.

Once the maHPCL, BPCL and IUCL provide quotations

According to the preventive maintenance regime reports terial is delivered, the validation is done by the security shown above, it is evident that the need for lubricants and guard of the stores department. If the delivery slip is vercomponents for tyre re-treading needs to be addressed. ified, then the guard allows the delivery person to enter As for lubricants only three government recognized Organisational structure in Jamalpur Depot the receipt cell. On arrival of the materials, counting is companies like HPCL, BPCL and IUCL provide quotations

DEPOT MANAGEMENT

Depot + Workshop

Depot Management System HR Management Roster Management Inventory Management Maintenance

Workshop Department

Stores Department

Maintenance Department

Purchase Department

Auto Purchase

Miscellaneous

Follow-up Department

Bill Section

Contingency

Fig.7.3 Organisation structure in the depot D1 DIVYANSHI SRIVASTAVA| PG180280 | SOM_2019 | FACULTY OF MANAGEMENT | CEPT UNIVERSITY

6

101

Stores Manager

Enquires the materials requireme nt

Purchase requirement

Purchase Department Staff

Revises the Purchase Order Prepare Purchase Order

Prepares list of items to be purchased

Approach vendors for Quotations

Follow-up Department Staff

Sanctions Purchase Order

Transport Committee / Transport Manager (Competent Authority)

Give quotations for the materials

No Yes

Dealers

Audit Section

Audits the PO

1 day

Fig.7.5 Process of item purchase 5 days

done by the inspection authority of the stores department. Once the material counting is completed then the data about the material details are entered in the current stock. This is done to update the inventory. Later a list of the updated materials in the current stock along with their allocated racks for storage is produced in the data centre. This is done by the data enterer seating at the data centre of the stores department. Then a store keeper is assigned to place the materials at the allocated racks.

3. Material issuance Material issuance is the process of issuing the set of materials required by the workshop department for repair or maintenance of the buses in the workshop area. once the material requirement slip is generated from the workshop department, it is verified at the data centre of the stores department. At this point the materials and the bus numbers against which those materials would be used are registered in the system. Thus the system is updated with the number of materials to be issued leaving the balance stock in the inventory. Then the issuance slip is generated from the data centre and handed over to the employee from the workshop department who had brought the material requirement slip. The issuance slip is then to be submitted to the issuance staff at the store house. The issuance staff tallies the materials mentioned on the issuance slip with the materials deducted from the current stock to result in the balance stock. Once the details are verified, a store keeper is assigned who takes out the required materials from the allocated racks and thus the mate102

Release Purchase Order

2 days

7 days

Feasible?

7 days

rials are issued to the workshop department for repair works or maintenance of the buses. Below is the swimlane diagram depicting the above described process of the issuance of the materials by the stores department.

The issue observed during mapping the process of the material issuance to the workshop department is that once the employee from the workshop department arrives, no records are maintained at the security cabin of the employee coming to get the materials issued.

7.3.2 City Bus Terminal Management â&#x20AC;&#x201C; Crowd Management Passengers, city bus drivers, conductors and other employees at the terminal are present inside the terminal.

The city bus drivers, conductors and other employees serve the passengers for good service. It is important to have a smooth functioning of the city bus terminal to give the passengers a good experience and the employees an ease of working by having basic amenities inside the terminal. The focus of the study is to find the reasons of crowding happening inside the terminal T1 by analysing two scenarios. The first scenario is crowding happening when the private vehicles and the autos enter the terminal to pick and drop the passengers. The second scenario is of the crowd happening when the passengers board/ de-board from the city municipal corporation buses.

These two scenarios help in understanding the two major processes taking place inside the terminal which lead to crowding and which decreases the efficiency of the service delivery at the terminal. To analyse the passenger behaviours and the reason behind them, a survey of sam-

Swimlane (As Is Scenario) Workshop Department employee

Give the requirement slip

Data enterer

Gets the Slip stamped

Registers the materials required

Stock Verification Checks the slip and Stock

Issuance Staff

Assigns Store keeper

Store Keeper

Transfer stock

1 min

1 min

5 mins - 15 mins

2 mins

2 mins

5 mins - 15 mins

10 mins - 30 mins

Fig.7.6 Process of material issuance ple size was conducted at the terminal T1. The results of the surveys help in identifying the areas of improvement.

7.3.2.1 Crowd during passenger drop-off and pick-up (Private vehicle/autos) The scenario considered here is when the private vehicle/ autos enters inside the terminal T1 to pick-up and dropoff the passengers/ employees. Crowd happens when the passengers enter inside the terminal from the same lane assigned for the buses. The figure given below shows the flow of passengers and the points of congestion. The ISHIKAWA diagram below brings out the reasons causing the crowding of the passengers and the bus drivers and conductors inside the terminal during drop off and pick up service done by the private vehicles and autos.

7.3.2.2 Crowd during passenger hop-on/ hop-off (buses) The scenario considered here is when the passengers board and de-board from the city buses. Generally, in this scenario crowding happens when the passengers board the bus from the bus parking area instead of boarding from the assigned platform bay. This could be due to unavailability of the bus driver or when the driver refuses to park the bus at the assigned platform. While de-boarding when the driver stops the bus on the road before reaching the assigned platform, it causes crowding of the passengers on the middle of the road. The ISHIKAWA diagram below brings out the reasons causing the crowding of the passengers and the bus drivers and conductors inside the terminal during the passengers hop-on and hop-off the bus.

Fig.7.7 Crowd during passenger drop off and pick up at T1 103

Personnel

Space/ planning No assigned lanes for drop-off/ pick-up

No personnel to manage the crowd

Haphazard movement thus obstructing the bus circulation Lack of information about the bus

No guidelines and no personnel to monitor or to restrict private vehicle movement inside the terminal

Lack of staff for this job

Unavailability of a common information centre

Haphazard parking on the platforms

No assigned places for vendors No regulations to restrict vendors inside the terminal

Passengers

No personnel to monitor the parking

Unavailability of staff parking

Vendors

Haphazard movement

No monitoring of the vehicles entering the terminal

Terminal Staff Vehicles

Crowding at the terminal during passenger drop-off & pick-up

No assigned entry/exit lanes

Private vehicles/Autos

Fig.7.8 ISHIKAWA diagram for crowding during passenger drop off and pick up at T1

A survey was conducted to understand the behaviour of fifty passengers regarding the place from where they generally board and de-board the bus. According to the results of the survey it is seen that 46% of the passengerâ&#x20AC;&#x2122;s board and de-board the buses from the bus parking areas instead of the designated platform bays. Thus it results in crowding of the passengers at the bus parking areas.

According to the results of the survey 44% passengers preferred consulting their co-passengers, 26% consulted from the ticket booth which was used as the duty allocation booths for the conductors, 16% of the passengers collected bus details from the administrative blocks and the rest 14% passengers felt lost and did not know where to consult. This survey led to the understanding that a designated information centre inside the terminal would decrease the crowding of the passengers near the duty allocation booths.

The survey also helped in understanding whether the information centre is required at the terminal. The question was that to whom did the passengers ask for assistance in case they are unaware of the bus details.

7.3.2.3 Vehicular Movement Management at Terminal

Way to Nehru bridge

AMTS bus Ola/ Uber/ Auto Private vehicles

Boo th

Way to Teen Darwaja

Boo th

Main Road X

X

X

Staff Private vehicles

X

X

Cabs Passengers Staff (drivers & conductors

X

HP

HP

Passenger movement Points of Congestion

Boo th

Boo th

Boo th

Boo th

Boo th

Boo th

â&#x2014;? Crowd during Passenger

A

C P5

Bus Parking

P4

P3

SBM Toilet

P2

P1

Main Road

A

Boo th

HP

Drop-off/ Pick-up

â&#x2014;? Crowd during Passenger

11

Fig.7.9 Crowd during passenger hop on and hop off at T1

104

Hop-on/Hop-off MUDA of MOTION for the passengers

Personnel No personnel to restrict crowd in the bus parking

Passengers Haphazard movement thus obstructing the bus circulation

Bus location Bus is not present at the allocated platform Bus driver stops the bus before arriving at the platform

Bus does not stop at the platform

Passengers roam on the platforms to get the information about the bus No signage to lead to Booth for duty allocation

No personnel incharge to make sure the bus is present at the platform

Haphazard movement

No monitoring of the vehicles entering the terminal

No assigned entry/exit lanes

Crowding at the terminal during passenger hop-on/ hop-off from the bus

Signage

Private vehicles/Autos Fig. 7. 10 ISHIKAWA diagram for crowding during passenger during hop-on and hop-off at T1

Fig.7.10 ISHIKAWA diagram for crowding during passenger hop on and hop off at T1

T1

leads to congestion, three scenarios are taken. The first scenario is of the vehicular movement during passenIt is important to regulate the vehicular movement inger drop-off and pick-up by the private vehicles and side the terminal to avoid congestion. To understand autos. The second scenario is of vehicular movement the circulation of the various types of vehicles like busduring passenger hop-on and hop-off from the buses. es, private vehicles/ autos for the passengers and the The third scenario is of the vehicular movement of the staff vehicles a layout ofISHIKAWA the terminal showing the cir-during passenger staff vehicles.

1:hop-off Vehicular Fig. 7. 10 diagram for crowding duringScenario hop-on and at T1Movement during culation is shown below. For understanding the role of passenger drop-off and pick-up (Private vehicle/autos) each kind of vehicle movement inside the terminal which The private vehicles/ autos enter the bus platform bays which obstruct the way of the buses which result in MUDA of Time for the buses as there is delay in clearance of the way for the bus to arrive at the platform.

The of board/ crowding werethe observed near the bus Fig. 7. 11 Survey of sample size 50 at T1 regarding from where the points passengers de-board buses platform bays due to no restriction on the movement private vehicles and autos A survey was conducted to understand andof the de-board the buses frominside the the busterminal.

the behaviour of fifty passengers parking areas instead of theduring designated Scenario 2: Vehicular Movement passenger hopregarding the place from where they platform bays. from Thusthe it results on and hop-off buses in crowding generally board and de-board the bus. of the passengers at the bus parking The buses stop near the parking on the road instead According to the results of the survey it is areas. of stopping at the platform which causes the passeen Fig.7.11 thatFig.46% of the passengerâ&#x20AC;&#x2122;s board Survey of smaple size 50 at T1 sengers to de-board onde-board the road which obstructs 7. 11 Survey of sample size 50 at T1 regarding from where the passengers board/ the buses

A survey was conducted to understand the behaviour of fifty passengers regarding the place from where they generally board and de-board the bus.

According to the results of the survey it is seen that 46% of the passengerâ&#x20AC;&#x2122;s board

the movement of the other buses. The points of crowding were observed Near the parking/ and de-board the buses from the on busroad due to no monitoring was done for the bus to stop parking areas instead of the designated at the platform only boarding and de-boarding.

platform bays. Thus it results in crowding

Scenario Vehicular Movement during staffparking vehicles of the 3:passengers at the bus entering the terminal areas.

The staff vehicles enter the terminal obstructing the way of the buses. Also there are haphazard parking where the staff park their vehicles. The points of crowding were observed on the platform number 1 & 6 as there was no provision for designated staff parking. The private vehicles/ autos/ staff vehicles en-

Fig.7.12 of smaple sizesize 5050 at at T1T1 regarding from where do the passengers collect bus details Fig. Survey 7. 12 Survey of sample

34

105

ter the platform bays restricting bus movements.

Also randomly parked vehicles cause obstruction in the movement of the buses inside the terminal.

manager is important so as to submit the material consumption pattern which could be tallied with the material purchase patter. This would help in performing material forecast for the materials like lubricants and the components for tyre retreading. Once the material forecast is done, the final list of the materials to be purchased needs to be prepared by the purchase department. Later the follow-up department approaches the dealers and vendors for quotations against the listed materials. Purchase order is prepared by the stores department. The audit section from the department audits the purchase order.

Later the competent authorities like transport committee and transport officer sanction the purchase order.

7.4 Suggestion According to the identified areas of improvement in the processes happening in the city bus depot D1 and the city bus terminal T1, certain suggestions are mentioned below in order to increase the efficiency of the service delivery. The suggestions are based on the analysis of the depots and terminals under consideration. For the city bus depot, the process of the material purchase and the issuance of the materials by the stores department is thoroughly studied and the suggestions are mentioned in the RACI matrix showing the transfer of powers from one department to another.

The issue observed during mapping the process of the material issuance to the workshop department is that once the employee from the workshop department arrives, no records are maintained at the security cab-

Way to Nehru bridge

AMTS bus UNIDIRECTIONAL FLOW

Boo th

Way to Teen Darwaja

Boo th

Main Road X

X

X

X

X

X

HP

Boo th

Boo th

Boo th

Boo th

Boo th

Boo th

Boo th

A

C P5

Bus Parking

P4

P3

SBM Toilet

P2

P1

Main Road

A

HP

HP

E

Ola/ Uber/ Auto UNRESTRICTED ENTRY Private vehicles of the Passenger for Drop/pick-up UNRESTRICTED ENTRY Staff Private vehicles HAPHAZARD PARKING inside the terminal Cabs DO NOT ENTER INSIDE THE TERMINAL Points of Congestion

MUDA of Time for the buses

Fig.7.13 Vehicular movement at terminal T1 7.4.1 City Bus Depot Management System The issues observed during mapping the process of the Material purchase is that for the case of materials like lubricants which always need to be in stock due to availability of only 3 government companies is necessary. This generally leads to material run outs if the materials are not prior stocked. The proposal is to have a mechanism for material forecast for the materials like lubricants by the help of the past yearâ&#x20AC;&#x2122;s consumption and purchase patterns. The RACI matrix below shows the assignment of the duties and responsibilities while carrying out material forecast before purchasing the materials. According to the RACI matrix it is suggested that the workshop manager and the storeâ&#x20AC;&#x2122;s manager perform the stock verification. In this process the involvement of the workshop 106

in of the employee coming to get the materials issued.

Also once the data centre staff of the stores department receives the material requirement slip, the workshop department should be consulted before issuing the materials to validate the purpose of the issuance of the materials. The RACI matrix below shows the assignment of the responsibilities divided to the workshop department employees and the security guard of the stores department before issuing any material.

7.4.2 City Bus Terminal Management According to the identified areas of improvement for the city bus terminal T1, suggestions are listed below.

Two aspects were taken under consideration for study.

First aspect is the crowd during passenger drop-off and

Stores Manager

Raise requirement & Store verification

R

Material forecast

Purchase Department

I

A

I

Preparation of the list of the required materials

A I

A

Purchase Order Release Sanction of Purchase Order

R

Should be Responsible

A

C

Consulted

C

Should be Consulted

I

Follow-up Department

Competent Authority

Dealers

Accountable

Informed

A

Should be Accountable

I

Should be Informed

Audit Section

Workshop Department

C

I

R

C

C

I

C

Approach the vendors to get quotations

Purchase order

Responsible

C

R

R

R

I

C

A

R

I

C

A

R

I

C

R

A

I

C

I

C

R

A

Fig.7.14 Proposed RACI matrix for material purchase process

Workshop Manager Stores Manager Purchase Department Staff

Follow-up Department Staff Competent Authority

Dealers Audit Section

Revises the Purchase Order

Raise requirement & Store verification Material Forecast

Prepare Purchase Order

Release Purchase Order

Prepares list of items to be purchased Approach vendors for Quotations

Sanctions Purchase Order

Give quotations for the materials

No Yes

Audits the PO

Feasible?

Fig.7.15 Proposed Swumlane for sugeestion on material purchase process

107

7.4.2.2 Vehicular Movement Management at Terminal T1

pick-up by the private vehicles and autos. Second aspect is the vehicular movements of the private vehicles/ autos, buses and the staff vehicles. The suggestions are based on analysing the points of congestion due the entry of the private vehicles/ autos and staff vehicles.

The private vehicles/ autos/ staff vehicles enter the platform bays restricting bus movements. Also randomly parked vehicles cause obstruction in the movement of the buses inside the terminal. The private vehicles/ autos enter the bus platform bays which obstruct the way of the buses which result in MUDA of Time for the buses as there is delay in clearance of the way for the bus to arrive at the platform. The buses stop near the parking on the road instead of stopping at the platform which causes the passengers to de-board on the road which obstructs the movement of the other buses. The staff vehicles enter the terminal obstructing the way of the buses. Also there are haphazard parking where the staff park their vehicles. The points of crowding were observed on the platform number 1 & 6 as there was no provision for designated staff parking. The challenge of reducing the intersections of the bus movements inside the terminal with the private vehicles/ autos could be addressed by assigning a designated drop-off and pick-up point for the terminal which is situated outside the bus platform bays so it does not interrupt the movement of the bus. A lane could be specified for the staff entry and exit to the terminal. This would help in maintaining the unidirectional flow of the staff vehicles. An information centre could be proposed inside the terminal to decentralize the crowd of the passengers looking for the bus details. This would also help in decreasing the concentration of passengers around the duty allocation booths. An area near the dropoff and pick-up points could be proposed as the area for paid parking for the passengers coming with their private vehicles. Below shown is the layout of the terminal T1 where a separate entry/exit for staff is proposed along with an information centre with pick-up and drop-off points for the passengers by the private vehicles or autos.

7.4.2.1 Crowd during passenger drop-off and pick-up (Private vehicle/autos) The points of crowding of the passengers were observed near the booths for duty allocation, near the haphazard parking done by the passengers / staff and on the road/ bus platform bays when the private vehicles/ autos drop or pick up the passengers obstructing the way of the buses due to unavailability of a common information centre, unavailability of staff parking and unavailability of assigned lanes for drop-off/ pick-up. The issue of unavailability of personnel to restrict crowd in the bus parking could be addressed if the bus conductor is made responsible to make sure that the boarding and de-boarding from the bus happens only at the bus platform bay and not on the road or at the parking. Conductor is also responsible to restrict the entry of the passengers in the bus parking area. In case the bus driver does not parks the bus at the designated bus bay, the conductor needs to report to the Terminal In-charge. The other challenge is that there is no monitoring of the private vehicles/ autos entering the terminal which could be addressed by assigning a parking attendant and signage could be used to manage the entry of the private vehicle/ autos. These vehicles will not be allowed inside the terminal beyond the proposed drop-off and pick-up points. The third challenge is the formation of crowd of the passengers due to unavailability of a common information centre. For addressing this challenge, a common information centre could be made to help the passengers in way finding and this will reduce the MUDA of Motion of the passengers. This information centre could also cater as the ETM charging area where the conductors could charge their ETMs shift wise.

Workshop Department Requirement slip presentation Verification of the slip

Registered of materials against the bus no.

R I

C

C

I

Verify issuance slip Assign store keeper Issuance of materials

I

I I

I I

Security guard

I

Data enterer

I

C

R

A

C

R

A

C

R

A

R

A

A

Stock verification

Generating issuance slip

Stores Manager

Store Keeper

R

R

C R

Fig.7.16 Proposed RACI matrix for material issuance 108

Workshop Clerk

C

I I

Issuance Staff

A

A

I

passengers looking for the bus details.

This would also help in decreasing the concentration of passengers around the

off points for the passengers by the private vehicles or autos.

Fig. Proposed 7. 17 Proposed layout of the terminalT1 T1 Fig.7.17 layout of the terminal

7.5 Conclusions 7.5 It Conclusions is important for the city bus depots and It terminals is importanttoforfunction the city bus depots in andorder terminals properly to to function properly in order to provide good service to provide good service to the passengers. In the passengers. In this study of city municipal corporathis cityimportant municipal corporation tion busstudy serviceof it was to improve the points ofbus concerns to increase the efficiency of the processes service it was important to improve taking place at the depot D1 and terminal T1. Processes the points of concerns to increase the of material purchase and issuance by the stores departefficiency of thefor processes placetoatcarry ment.

It is advisable the storestaking department out the process of material forecast for the materials the depot D1 and terminal T1. Processes like lubricants and products needed for tyre retreadof material purchase and issuance by the ing. Also, responsibility sharing between the workshop stores department.

It is advisable for the the department and stores department for preparing

stores department to carry out the process of material forecast for the materials like lubricants and products

needed for tyre retreading. Also, list of required material for purchase and during responsibility sharing between the the issuance of the materials to the workshop employees workshop department and stores would be useful. Suggestion of having a common indepartment for forpreparing the list of formation centre the terminal T1 under consideration would decrease the crowding of passengers required material for purchase and during near the duty allocation booths present on each platform. A the issuance the would materials toin the designated staff of parking also help decreasing the congestion on the road inside be the terminal workshop employees would useful. due to presence of unattended staff vehicles.

Two areas at the Suggestion of having a common terminal are also suggested to be marked as the pickinformation centre the passengers terminal coming T1 up and drop-off pointsfor of the by privateconsideration vehicles or autos.would This would restrict the the private under decrease vehicles and the autos from entering the terminal thus, crowding of passengers near the duty the circulation of the buses would not be interrupted. allocation booths present on each platform. A designated staff parking would also help in decreasing the congestion on the road inside the terminal 40

109

- Amrendra Bharati THIS PAGE HAS BEEN INTENTIONALLY LEFT BLANK

8

Terminus & Bus Stop Management 111

Terminus & Bus Stop Management 8.1 Introduction

a bus service running in mixed traffic and the bus rapid transport system, which is operated by the SPV; BRTS, “A failure to investing in our public transportation and and runs on dedicated corridors (except junctions and a public life, I think, is a scandal and shame and it should few other links). Both city bus service and BRTS are fully be a national embarrassment.”- Mark Shields owned subsidiaries of case city’s municipal corporation.

A metro rail system connecting satellite town to case After industrialization, the world entered into the phase city has been proposed and is in the advanced stages of rapid growth of urban areas and its infrastructure. With of planning. The bus systems are complemented by the the fast development of the country especially in the urintermediate public transport systems (auto-rickshaws ban sector, the lifestyle has been changed drastically, as and shared auto rickshaws) and in some cases they comit has become faster and comfort oriented. Economy pete. City bus service buses are run on nearly 155 routes is undoubtedly rising but this rise has been occurred at across the city and still carry nearly 7 times the number some cost. With growth of economy; the need for transof passengers carried by the new BRTS system. Its wide portation is increasing and the people like to have freecoverage and affordable fares are the main reasons of dom for their mobility in urban areas. People have been this loyalty by the passengers and people of case city. looking for more variety of choices in transportation as a However, unreliable frequency, behaviour of bus staff, Terminus andareBus stop Management result 8. more and more people buying their own vehiand overcrowding in buses are some concerns raised by cles. In result; traffic congestion, air pollution and many the passenger. However, new buses were introduced on more such issues related to environment and social consome routes in 2008 which has improved the situation cerns have arise. In such situation, Public transportation slightly. The new buses have spacious and more comfort8.1 Introduction is the answer for sustainability for the economy and as able seats as compared to the old city bus service buses. well as the environment also. The selected case city has This study focus on the infrastructure used for the transtwo major public “A transport systems: theincity service; failure to investing our bus public transportation public I think, is a scandal portand system tolife, provide services to theand passengers. shame and it should be a national embarrassment.”- Mark Shields

Fig.8.1 Fig. 8. 1City CityBus busTransport transportSystem system

112

AfterFig.industrialization, world entered 8. 2 City bus transportthe system

concerns have arises. In such situation,

Assessing the present scenario of bus terminus and bus stops, few tools like, visual assessment, user surveys, quality rating, factors analysis, importance-satisfaction analysis were used to represent the data analysed.

8.2 System Description

down pockets.

8.2.1.2 Bus terminus In transportation system, terminus is an establishment where the routes of buses either start or pass. The main functions of terminus are cash-cabin, parking bay, control cabins, information centre and platforms for buses.

In city bus service there are 10 bus terminuses.

In general, public transport system have been categorized in three basic components; first is Infrastructure, which comprises of all the machinery or built properties 8.2.1.3 Bus stop which are fabricated for the service delivery operations.

The second component is service delivery operations In City bus service, there are total 5357 stops mandated processes; like for transportation system, it might not all over case city currently. Bus stops are not only for the only be the commuting by the bus but also it will be getpassengers but can also generate income for the corpoting the pass from ticket-office and use it while commutration as out of 5357 bus stops, 780 stops have been desing. Third one is the human resources which make any ignated by the corporation for advertisement boards. In service delivery provider alive. It works as the fuel for case city there are two types of bus stop whole organization. This component of the system is 8.2.2 Service delivery processesthe physical built fabric of the system. In case of the bus transportation system, generally its comprises from bus City bus service is a service provider for the citizen of the to bus-stop, from terminus to parking, from cash cabins case city since decades. Since then, it has evolved in many to administrative office. Particularly if we talk about the aspects. From general ticketing to automated pass, full city bus service, it has different level of infrastructure. fare system to concession schemes. It has evolved with From on road infrastructure to the administrative level, many schemes for enhancing passenger convenience. it has different built hardware for the system. For operThere are lot of schemes for different types of commutational, those are bus stops, bus terminus, bus depots, ers. As these are monthly pass scheme, quarterly pass parking for buses and parking for private operatorsâ&#x20AC;&#x2122; busscheme, pass for students, ladies foralso senior citizens.

BusBus stopstop passengers passengers but but canand can also generate generate income income es. There8.2.1.3 are8.2.1.3 5357 designated bus stops in city bus serThere are concession schemes for blind, deaf & dumb, vice, 10 In terminuses, 5 depots, 3 parking for corporation City In City busbus service, service, there there areare total total 5357 5357 for for thethe corporation corporation as as outout of their 5357 of 5357 busbus handicapped, mentally challenged children and owned buses and 3 parking spots for private operator for senior citizens.

Although there are stops stopsmandated mandatedall alloverovercasecasecitywards, city concession stops, stops, 780 780 stops stops have have been been designated designated by by owned buses. various steps to avail these services in city bus service. currently. currently.

Busbus Bus stops stops areare notnot onlyonly for for theThere the are the the corporation corporation for for advertisement advertisement boards. boards. forums for raising complaints and there is a de8.2.1 Bus terminus and stop partment to address service delivery improvement.

Bus-terminus and Bus stop are the key infrastructure in 8.2.3 Human resourcesa transport system. Terminus is a nodal point for providing the service and the bus stops act as pick up and drop In case In case citycity there there twotwo types types of bus of bus stop. stop.The organization structure of city bus service is divided in

Fig.8.2 Bus stop type 1 in the case city without shelter

Fig. Fig. 8. 3 8. bus 3 stop bus stop type-2 type-2 in case in case city without city without shelter shelter

Fig.8.3 Bus stop type 2 in the case city with shelter and railings Fig. Fig. 8. 2 Bus 8. 2 stop Bus stop type-1 type-1 in case in case city with city with shelter shelter and railings and railings 113

Fig. Fig. 8. 5 Bus 8. 5 stop Bus stop type-1 type-1 in case in case city with city with shelter shelter and railings and railings

to basic three level. First is strategic level, second is tactic level and third is operational level. Following of some post in city bus service; general manager, traffic manager, works manager, secretary, advertising assistant, accountant, head cashier, chief inspector, traffic inspector, drivers, conductors, controller, stores superintendent, fuel superintendent, storekeeper and maintenance manager.

8.3 Analysis For analyzing the infrastructure quality of different terminuses in the case city, 5 different terminuses are selected.

8.3.1 Bus Terminus 8.3.1.1 Case bus terminus 1 There are 6 platforms and each platform have one control cabin. These control cabins are for issuing the timetable to the buses and assigning their routes. This terminus has one entry and one exit for buses. As the terminus compound is not closed so all the feeder taxis and autos

Fig.8.4 Waiting sheds at platform no. 3

Fig.8.5Waiting sheds at platform no. 6

Fig.8.6 Information dispaly board for bus nos. and routes.at platform

and even the private vehicles enter and trigger traffic concerns in the terminus. Other amenities like toilet, canteen and parking for bikes are all insufficient for the floating crowd per day.

Fig.8.7 Case City bus Terminus layout 114

8.3.1.2 Case bus terminus 2

Fig. 8. 8 Case bus terminus 2 site layout

City bus terminus 2 is also working as being used by BRTS bus station. For depot for private operators. There is one advertisement, there is one Fig. 8. 30 Charging deck for ETMFig. 8. 31 Case bus terminus 2 site layout office building which has one staff room, advertisement board - size of 30 ft. x 20 ft. toilet, concession offices, charging deck This terminus has a closed boundary, for 8. 32 the electronic hence better in terms of security Fig. Charging deck for ETM ticketing machine, conductors rest room. There are almost compared to other terminus of city bus 30 bus night bus parking, which are mostly service.

Fig. 8. 33 Control cabins in terminusFig. 8. 34 Charging deck for ETMFig. 8. 35 Case bus terminus 2 site layout of private operators. This terminus is also Fig.8.8 Case city bus terminus 2 site layout Fig. 8. 36 Charging deck for ETMFig. 8. 37 Case bus terminus 2 site layout

Fig. 8. 8 Case bus terminus 2 site layout

City bus terminus 2 is also working as being used by BRTS bus station. For depot for private operators. There is one advertisement, there is one Fig. 8. 30 Charging deck for ETMFig. 8. 31 Case bus terminus 2 site layout office building which has one staff room, advertisement board - size of 30 ft. x 20 ft. toilet, concession offices, charging deck This terminus has a closed boundary, for 8. 32 the electronic hence better in terms of security Fig. Charging deck for ETM ticketing machine, conductors rest room. There are almost compared to other terminus of city bus Fig. 8.Fig.8.11 11 Charging deck for ETM Fig. 8.

10 Control cabins in terminus Fig. 8. 9 Terminus administration building Fig.8.9 administration building which Fig.8.10 cabin in terminus Charging deck for ETM 30Terminus bus night bus parking, areControl mostly service.

Fig. 8. 33 Control cabins in terminusFig. 8. 34 Charging deck for ETMFig. 8. 35 Case bus terminus 2 site layout of Case private operators.

This terminus is also 8.3.1.2 bus terminus 2 City bus terminus 2 is also working as depot for private 8.3.1.4 Importance-Satisfaction survey operators. There is one office building which has one Fig. 8. 36 Charging deck for offices, ETMFig.charging 8. 37 Casedeck bus terminus 2 site On layout the basis of above information gathered about the staff room, toilet, concession for three different terminuses, the comparison has been the electronic ticketing machine, conductors rest room. done for these terminuses. These parameters are ease There are almost 30 bus night bus parking, which are of getting to terminus, safety, location finding, waiting mostly of private operators. This terminus is also being time, punctuality of buses, wait comfort, pre-trip 46 inforused by BRTS bus station. For advertisement, there is mation, availability of timetable and signboards for desone advertisement board - size of 30 ft. x 20 ft. This tertination.

All these parameters have been ranked on the minus has a closed boundary, hence better in terms of basis of a primary survey with a sample size of 50 citizens. security compared to other terminus of city bus service.

8.3.1.3 Case bus terminus 3 City bus terminus 3 is one of the bus terminuses in the case city which is centrally located. This terminus also 36% serves Fig. as a8. boarding for interstate Fig.from 8. 10 Control cabins in terminus 9 Terminusstation administration building buses 64% the case city. It has combined offices for city bus service as well as state road transport corporation. There is one control cabin, one information display board, one platform, one waiting area, one toilet and one drinking water Male Female facility.

Business Students man 11% 12%

Senior Citizens 15%

Office Fig. 8. employee 11 Charging deck for ETM 35%

Labourer 27% Students

Senior Citizens

Offi ce employee

Business man

Labourer

Fig.8.12 Graphs showing population category surveyed 115

8.3.1.3 Case Casebus busterminus terminus33 8.3.1.3

Fig.8.13 Case city bus terminus site layout Fig.8.8.62 62Bus Bus terminus terminus33site sitelayout layout Fig.

Distribution of different groups are as:

system. For better service delivery, it is very important that this particular set of assets of system must be in City bussurvey terminus one of the the bus gathered about the threeaspects different After doing and analysis terminus has bus City bus terminus 33 isiseach one of gathered about the three different adequate condition not only in physical but also been ranked out of ten for every parameter.

From the Fig. 8.

63 Drinking water booth in terminusFig. 8.

64 Case terminus 3 site layout terminuses in the case city which is terminuses, the comparison has been city are of two type as stated earlier Fig. 8.

63 Drinking water booth in terminusFig. 8.

64 Case terminus 3 site layout terminuses in the case city which is terminuses, the comparison has been rankings, an analysis is done to show which terminus is centrally located.

This terminus terminus also also done for these these terminuses. terminuses. These These centrally located.

This done for better and has got highest ranking.

8.3.2 Bus stop

serves as a boarding station for interstate

parameters are ease of getting to

parameters ease For assessment ofare bus stop in Caseofcity,getting two routes to were parameters, safety, location finding, selected and a visual assessment was done with site parameters, safety, location finding,surveys of all bustime, stops covering the selected routes. wait All the waiting Punctuality buses, offices for city bus service as well as state waiting time, Punctuality ofofbuses, wait bus stops have been ranked on the basis of two parameThe parameters have three dimensions: road transport corporation.

There is one comfort, pre-trip information, availability road transport corporation.

There one comfort, pre-trip availability ters, infrastructure andinformation, user experience.

Fig.8.8.66 66Toilet Toiletblock blockin interminusFig. terminusFig.8.8.67 67 Drinkingis water boothininterminusFig. terminusFig. Caseterminus terminus site layout Fig. Drinking water booth 8.8.6868Case 3 3site layout as a terminus boarding station forranking interstate Inserves this analysis, 2 has got least whereFig.8.

8.65 65Drinking Drinkingwater waterbooth booth terminus Fig. ininterminus buses from the case city.

It has combined asbuses Case terminus 3 has got highest ranking for these from the case city. It has combined parameters. offices for city bus service as well as state

one information information display display timetable and and signboards signboards for for one ofof timetable 8.3.2.1 Infrastructure Assessment board,atone one platform, one one waiting waiting area, area, destination. All All these these parameters parameters have have board, platform, destination. â&#x20AC;˘ Comfort terminus The parameters for infrastructure assessment: Fig.8.8.

69Drinking Drinking water booth terminusFig. 70Case Caseterminus terminus3 3site sitebeen layout ranked Fig. 69 ininterminusFig. 8.8.facility.

70 layout one toilet andwater onebooth drinking water facility. been ranked on on the thebasis basisofofa aprimary primary one toilet and one drinking water â&#x20AC;˘ Information about the trip and routes Each infrastructure has been rated out of 5 points. So tosurveywith withaasample samplesize sizeofof5050citizens. citizens. survey tal points are 30 on which all the infrastructure will fall. control cabin, control cabin, â&#x20AC;˘ Access to terminus

These are the areas where almost every terminus is lacking for service delivery. After the assessment of terminus, Bus stops are important assets for the transpor8.3.1.4 Importance-Satisfaction survey 8.3.1.4 Importance-Satisfaction survey tation system for service delivery for passenger. This is On the basis information On thepoint basis of above above information the contact where of passenger get in touch with the

Fig. cabin ininterminus Fig.8.

8.13 13Control Control cabin terminus Fig.8.14 Control cabin in terminus

116

This matrix shows the rating of condition of bus stops.

1-very bad, 2-Poor, 3-Good, 4- Very good, 5-excellent.

: bus stop gets above 15 for all the 6 different paIf: any

Fig. 8.8.14 block ininterminus Toilet block interminus terminus Fig.Fig.8.15 14Toilet Toilet block

Fig. Drinking water booth inin terminus Fig.8.16 water booth terminus Fig.8.8.1515Drinking Drinking water booth in terminus

4747

Case bus terminus 1

Case bus terminus 2 Terminus

Case bus terminus 3

Population category

After doing survey and analysis each These are the areas where almost every terminus has been ranked out of ten for terminus is lacking for service delivery.

Graph 16 Bar graph showing the different terminus every parameter. From the rankings, ancomparisonGraph After 17the assessment of terminus, Bus Population category analysis is done to show which terminus is stops are important assets for the better and has got highest ranking. In this transportation system for service delivery Graph 18 Bar graph showing the different terminus analysis, terminus 2 has got least rankingcomparisonfor passenger. This is the contact point for the assessment for bus stop survey get in touch with the whereas Case terminusFig.8.17 3 hasInfrastructure got highest where passenger C O M PA R I S OGraph N O19FDifferent T E Rcommunities M I N U Sparticipation in surveyGraph

Ranking

10 5

20 Bar graph showing the different terminus comparisonGraph Location Finding 21 Population category

Ease of getting to terminus

Safety

Waiting time

Punctuality of buses

Wait Comfort

Pre trip Information

Availibility of timetable

Signboards for destination

7

8

7

5

6

Graph 22 Bar graph showing the different terminus 9 comparisonGraph 23 Population category 8 8

5

4 4 4

6 6 6

7

4

6

5

7

6 6

5

7

6

7

8

0 Case bus terminus 1

Case bus terminus 2

Distribution of different groups are as such

Case bus terminus 3

Terminus

Fig.8.18 Comparison of diffferent terminus on the based of factors

Bar graph showing the different terminus comparison

Ranking

ranking for these parameters.

AV E R A G E S C O R E O Nsystem.

PA R AFor M E better T E R S service delivery, it is very important that this particular set of Students The parameters have dimensions: Case busthree terminus 1 Case bus terminus Business Case bus terminus 3 assets 2of adequate 11% must be in mansystem Students 12% 10 Access to terminus condition not onlySenior in physical aspects but Male Senior Citizens Citizens 36% also city are of two15% type as stated earlier 8 Comfort at terminus Office Labourer Female employee  Information about the trip and 7.5 6 64% Office employee 35% routes 5.75 4

5.25

Labourer 27%

2

Business man

0 Case bus terminus 1

Case bus terminus 2 Terminus

Case bus terminus 3

48

Population category

Fig.8.19 Ranking of diffferent terminus on the based of factors

After doing survey and analysis each These are the areas where almost every Second routeisis from Bus stop to Bus stop ‘R’. After terminus been ranked ten for terminus lacking for ‘J’service delivery. rameters ofhas its infrastructure, thenout it’s inof good condition. this assessment, three bus stops are considered and asGraph 16 Bar graph showing the different terminus Otherwise urgent action is to be taken further. Survey every parameter. From the rankings, ancomparisonGraph After 17according the assessment of terminus, Bus Population category sessed to the user perspectives.

This survey has been done for two routes; first is from Bus stop ‘A’ to was a sample conductedassets on 50 people. analysis done to show is ‘R’. stops are survey important for People the Bus Stopis ‘I’ and second is fromwhich Bus stopterminus ‘J’ to Bus stop were asked to rate bus stops within a range of 1 to 10. better and transportation system for service delivery For route Bushas stopgot A to highest Bus stop H:ranking. In this Those factors are: finding, Visual appeal, InforGraph 18 Bar showing theLocation different terminus analysis, terminus 2 has got least ranking forgraph passenger.

Thiscomfort, is theWaiting contact mation display, waiting time,point Safety, By the primary site survey, following are the ranking comparison for the infrastructure of these bus3stop. thehighest primary site whereas Case terminus hasBygot where passenger get in touch with the Cleanliness, Handicap accessibility. survey, following are the ranking for the infrastructure of these bus stop.

8.4 Suggestions

C O M PA R I S OGraph N O19FDifferent T E Rcommunities M I N U Sparticipation in surveyGraph

Ease of getting to terminus

Safety

20 Bar graph showing the different terminus comparisonGraph Location Finding 21 Population category

117

urgents action is to be taken further.

Graph 30 Quality survey ranking for bus stop

Handrail Lightin Advertisement R astop t i n g‘J’oto f bBus uss s t o p People ( i ngs f r a swere t r u c tasked uboards. r e ) to rate bus stops Second route is from Bus R a t R ai tn ig

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Graph 31 Rating Ranking for bus stop in route 2Graph 32 Quality 11 9 survey ranking for bus 13

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Bus stop Fig.8.20 Quality survey ranking for bus stop in case city for route 1

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Second route Jis from Bus stop L‘J’ toQuality BusM survey ranking People were asked to rate bus stops K N for bus stop O P Q R Bus stop Rating of bus stop (infrastructure)

Graph 33 Quality Ranking for30 bus stop in route 2 survey

Graph 34 Ranking for bus stop in route 2Graph 35 Quality survey ranking for bus stop

ranking for stop ‘R’ within a range of 1 to 10. bus R 25 stopSign Aftera42this stops are factors 20 assessment, Graph Importancesatisfaction three survey ofbus bus stopsGraph 43 Ranking forThose bus stop in route 2 are: Location finding, Visual 49 Graph 36 Ranking for bus stop in route 2 ages considered and assessed according to the appeal, Information waiting t 14 display, 13 13 15 12 12 12 useri perspectives. This survey11 was a10 comfort, Waiting time, Safety, 10 10survey satisfaction Graph survey on of bus50 stopspeople. sample conducted Cleanliness, Handicap accessibility. n44 Importance-

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stop ‘R’

within a range of 1 to 10.

Assessment of bus stop

Ranking for Parameters

After assessment, three stops are factors finding, Graph 42this Importancesatisfactionfinding survey ofbus bus stopsGraph 43 Visual RankingAppeal forThose bus stop in route 2 are: Location Location Information Display Visual considered and assessed according to the appeal, Information display, waiting Waiting Comfort Waiting time Safety user 10 perspectives. This survey was a comfort, Waiting time, Safety, Graph 44 Importancesatisfaction survey of bus stops 7 7 50 7 people.

7 7 7 sample8 survey conducted on Cleanliness, Handicap accessibility.

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Graph 45 Importance- satisfaction survey of bus stopsGraph 46 Ranking for bus stop in route 2

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Y stop in route 2 Graph 47 Importance- satisfaction X survey of bus stopsGraph 48 Ranking for bus

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Bus Stop

Assessment of bus stop Fig.8.22 Importance-satisfaction survey of bus stop 118

ters

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10 8

Waiting Comfort

Importance- satisfaction survey of bus stops

Visual Appeal

Information Display

Waiting time

Safety

Graph 49 Importance- satisfaction survey of bus 7stops7 7 7

7

7

8.4.1 Bus terminus On the basis of findings from various surveys and analysis, some suggestions are made to improve the infrastructure: 8.4.1.1 Access to terminus Comfortable, clean, safe environment and adequate waiting and access at the terminus • Easy and safe access to the terminus: For this, there must be proper signage at the corners of all terminus. There must be light poles on the passages and at the waiting area for the passengers. As the bus service is available till 11 pm, there should be better street light and hence light poles are essential.

• Availability of next service on time - there should be adequate timetable for bus routes and its bus numbers.

8.4.1.2 Information system on terminus Adequate, accurate information on routes, services, platforms etc.

• Information on routes and services- Every platform must be equipped with electronic boards, so that passenger must be feed with live information for their journey. This information system will be controlled by ITMS department.

• Shaded pathways and waiting facilities:

• Adequate signboards and maps- For the services like, toilet, waiting hall, cafeteria etc. must be visible on signboards so that passenger feel good while they are waiting at platforms.

Currently all the shades are not in adequate condition to serve the passengers for shaded and comfortable walking and waiting experience in the terminus campus is definitely not so great. So all passages as well as waiting

• Presence of adequate helpdesks- There must be a helpdesk and complaint redressal system in terminus, so the in any kind of emergency passenger get the way what they want.

The terminuses need to be equipped with better information systems, providing adequate information about

Fig.8.23 ETA board prposed at bus terminus

sheds on the platform must be refurbished for better service delivery experience for passenger • Maintenance of cleanliness at the terminus: There are issues with the waste disposal and cleaning at almost every terminus. So there must be a provision of dustbin at the nodes in terminus.

Fig.8.24 Bus terminus parking for buses

• Safe adequate waiting areas: From the primary survey, it’s very clear that there is a lack of seating area in most of the bus terminuses. So waiting areas need to be increased and it should be with safety parameters like, CCTV, security guards, toilet and charging points at terminus.

8.4.1.2 Reliability of services Integration of services and maintaining the reliability of these services • Less time to wait for next service - waiting time at terminus should be as minimum as possible or it should be communicated well between passengers and system.

Fig.8.25 Bus terminus building with terminus name

119

• Every stop should be marked on the adjacent bus stop: The information about the previous and upcoming bus stop should be marked on every bus stop. This will helpful for short distance passenger as well as small vendors.

• Bus stop should be pinned on map: Bus stop location should be marked on transport system application as well as Google map also.

8.4.2.2 Service reliability • Comfortable seating should be provided at stop:

Fig.8.26 Bus terminus building with control cabin

Bus seating should be enough comfortable for access to special passenger like, senior citizen, pregnant women etc.

bus routes, bus number, estimated time available for net bus and the platforms on which the bus will come next could help. It should be at least one at every terminus. It will be controlled by the ITMS division of city bus service through GPS and navigation system.

• Cleanliness is important:

Network system for this Electronic Information board with Estimated time available: 8.4.2 Bus Stop

• Lighting is important for better visibility and safety, so the lighting bulbs must be placed at every stop immediately. Many bus stops have lightings, but the exact audit report is missing for them

There are some suggestions in the bus stops which have been found after these surveys and analysis.

• Better security in terms of CCTV and emergency alarm services are required.

8.4.2.1 Location finding

8.4.2.3 Information system on bus stop

The provision of dustbin should be there for better up keeping of cleanliness of stop and daily collection of waste will be done by AMC.

• Bus stop should have visible boards mentioning bus numbers route and timing- Currently the signboards of the schedule of buses is not available at any bus-stops.

It should be consisting of clear mentioning of bus routes and the bus numbers and Important thing is the timing

Fig.8.27 Information panel at bus stop mentioning bus route no. and timings and bus stop name

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Fig.8.28 Information panel at bus stop mentioning bus route no. and timings

of the buses stops there, so that the muda of time can be saved for passengers. â&#x20AC;˘ Bus transport network map should be there for better area understanding- On the side panel of every bus stop should having the bus-network map either zone wise or city wise.

8.5 Conclusions It is important for the city bus depots and terminals to function properly in order to provide good service to their passengers. From the study, it is understood that the efficiency of the processes taking place at depot D1 and terminal T1 needs to be looked into. Processes of material purchase and issuance by the stores department also needs improvement. It is advisable for the stores department to carry out the process of material forecast for the materials like lubricants and products

needed for tyre re-treading. Also, responsibility sharing between the workshop department and stores department for preparing the list of required material for purchase and during the issuance of the materials to the workshop employees would be useful. Suggestion of having a common information centre for the terminal T1 would decrease the crowding of passengers near duty allocation booths that are present on each platform. A designated staff parking would also help in decreasing the congestion on the road inside the terminals, due to presence of unattended staff vehicles. Marked designated areas are suggested for pick-up and drop-off points of passengers who come by private vehicles or autos. This would restrict the entry of private vehicles from entering the terminals, so that the circulation of the buses would not be interrupted.

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Incident Management & Bus Maintenance 123

Incident Management & Bus Maintenance 9. Incident Management System & Maintenance 9.1 Introduction Incident management and maintenance are two important sectors in a bus transit 9.1 Introduction system. Any type of incidents can have a Incident management and maintenance are two importdirect or indirect effect in the operations ant sectors in a bus transit system. Any type of incidents and they are effect not in the looked into can have aifdirect or indirect operations and if they are not looked intolead immediately, could with lead to immediately, could to damages damages with serious consequences. Some incidents serious incidents cause physicalconsequences. damages to the busSome and its parts, which is looked into by the maintenance department.

The study cause physical damages to the bus and its was focussed to improve the existing system through parts, which is looked into by the the lens of operations and management services pracmaintenance department.

The study was tised within the system by understanding the processes, roles and responsibilities contractual focussed to improveandthe existingagreements system that regulate the functioning of these two sectors. From through the lens were of noted, operations data analysis observations to find ifand there aremanagement any gaps for improvement, and then suggestions services practised within the were made accordingly. system by understanding the processes, Incident roles Management and responsibilities and contractual agreements that system regulate functioning Incident management IMS,the a part of ITMS look into major and minor incidents.

In major incidents, of these two sectors. From data analysisaccidents and breakdown are considered while in minor observations were noted, to findwhich if there incidents it looks into driver misbehaviour, is over speeding, harsh acceleration skip are anyharsh gapsbreaking, for improvement, and and then stops. suggestions were made accordingly.

There’s an accident department that look into the major bus accidents or incidents of city buses, that happens on

Incident Management Incident systemthat IMS, a part road.

There management are Accident Inspector’s reach the accident spot and look into the situation.

In city bus there of ITMS look into major and minor are four Accident Inspector’s stationed at their main termiincidents. In major incidents, accidents nal. and breakdown are considered while in minor incidents it looks into driver With the help of fishwhich bone diagram, the speeding, reasons or facmisbehaviour, is over tors leading to these incidents are explained. For major harsh breaking, harsh andover incident-accident, factors suchacceleration as careless driving, speeding, maintenance issues and other external factors skip stops.

Root cause analysis of incidents - Accidents

could lead to accidents on road.

There's accident department that look Root causean analysis of incidents - Break down into the major bus accidents or incidents

The main factors that could lead to a breakdown are tire of city buses, that happens on road.airThere puncture, brake issues, heating problem, leakage, clutch problem, fuel stoppage, gear problem etc. are Accident Inspector's that reach the Root cause analysis of incidents – Driver accident spot and look into the Behaviour situation.

In city bus there are driver fourmisbehaviour Accident as Some parameters to regulate recorded in IMS are, over-speeding, harsh Inspector's stationed at theiracceleration, main harsh breaking and skip stops. And the reasons that terminal. could lead to these parameters are mentioned below: Bus Maintenance Transit bus maintenance is by nature a highly complicated and irregular activity that often is scheduled around,

Fig. 9. 1 Organogram - Accident Department Fig. 9. 1 Organogram - Accident Department

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Fig. 9. 2 Ishikawa diagram to analyse root cause for accidents

Fig. 9. 3 Ishikawa diagram to analyse root cause for breakdown

and determined by, the needs of the entire organization.

• Monitoring and Evaluation

Maintenance function is defined as a set of eight component activities:

9.2 System

• Work Assignment • Maintenance Scheduling • Workforce Development • Labour Allocation • Inventory Management • Equipment Management • Information Systems

Now to understand how they function on ground the system needs to be understood. As each sectors have their own departments to ensure the effective functioning of them, both for incident management and for maintenance management, their respective departments are responsible.

To understand the process and incident management process identification and process profile is used as a method.

Process in incident management 125

Fig. 9. 4 Process and profileand forprofile accidents Fig. 9.identification 5 Process identification for accidents

With the help of swim lane diagram, processes involved in bus incident management is explained below. The department and the employees involved in the entire process is mentioned on the Vertical axis, while the steps and stages of processes are horizontally mentioned.

Process in incident management

the help of driver swiminforms lanethediagram, When anWith accident occurs the bus accident inspector or the CCC operator.

The inspector comes processes involved in bus incident to the location and inspect the event. If police verificamanagement explainedandbelow. tion is required, then they is are contacted they veri-The fy the event and if no police intervention is required the accident inspector analyses the event and informs the accident department. The accident department takes the required action and then it is informed to the CCC operator who is at the depot who contacts the CCC office where the incident is recorded and then the incident is closed at the accident department. RACI matrix helps in 126

understanding the roles and responsibilities in the process of accident management and who is accountable and who gets informed during the process here during an accident as well.

department and the employees involved

It is the responsibility of the Accident Inspector to be in the entire process is mentioned on the at the site where the driver is accountable for accident, and then the accident inspector is consulted with the of Vertical axis, while the steps and stages police while ccc operator and incident department are processes horizontally mentioned. informed.

Intimating are the accident is the responsibility of the driver and ccc operator and the accident inspector is accountable at receiving the end. The inspector is responsible and accountable for on spot verification, the police is informed and consulted, while passengers are consulted alongside. Incident department is consulted and informed about the event as well.

58

Fig. 9. 6 Swim lane diagram to understand the process in accident management Fig. 9. 6 Swim lane diagram to understand the process in accident management

Fig. 9. 5 Swim lane diagram to understand the process in accident management

When an accident occurs the bus driver When an accident occurs the bus driver informs the accident inspector or the CCC informs the accident inspector and or the CCC Incident recording is the accountability responsibiloperator.

The inspector comes to thefor ityoperator. of the inspector consults police The who inspector comesandtodriver the location and inspect If police details.

Information is passedthe to cccevent. office where the oplocation and inspect the event.

If policethe erator is responsible it. The event closed by verification is about required, then is they are verification is required, they are inspector who informs and consultsthen the police regarding contacted and they verify the event and if the same and informs ccc operator.

Theevent incident departcontacted and they verify the and if ment accountable for the closing the event. the no ispolice intervention isofrequired no police intervention is required the accident inspector Maintenance departmentanalyses the event and accident inspector analyses the event and informs the accident The Thereâ&#x20AC;&#x2122;s a Workshop departmentdepartment. in the main depot that informs the accident department.

The accident department takes the required accident department takes the required

action and then it is informed to the CCC action and then it is informed to the CCC operator who is at the depot who operator who bus is incidents at thesuchdepot whoand look into the major as accidents contacts the CCC office where the incident breakdowns, of city owned and operated buses, that contacts the CCCbus office where the incident is recorded and then the incident is closed happens on road. is recorded and then the incident is closed at the accident department.

RACI matrix or Apart from the maintenance works for a breakdown at the accident department.

RACI matrix accident there are few works are performed helps hit in bus, understanding thethat roles and helps understanding the and in order toinprevent the bus for such shortroles comings. responsibilities in the process of accident responsibilities in the process of accident The processes involved whenisaaccountable bus reaches the workmanagement and who and management and are who is accountable shop for maintenance explained below with and the help who gets during process of a swim lane informed diagram. Once the busthe reaches the workwho gets informed during the process here during an accident as well. here during an accident as well. . .

Fig. 9. 6 RACI matrix for roles in bus maitenance

Fig. 9. 7 RACI matrix to understand the roles and responsibilities in accident management Fig. 9. 7 RACI matrix to understand the roles and responsibilities in accident management

59 59

127

about the event as well.

breakdowns, of city bus owned and operated buses, that happens on road.

Fig. 9. 7 Organogram - Maintenance Department Fig. 9. 8 Organogram - Maintenance Department

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Fig. 9. 8 Services for preventive maintenance shop, itâ&#x20AC;&#x2122;s expected to make an entry at the log book, further which the workshop manager assigns the duty as required. The maintenance staffs inspect the issue and directs further to the concerned sub-department such as mechanical, electrical depending on the type of work need to be done. If any new parts are to be purchased the manager approves for the same and its purchased from the stock department. The maintenance records are maintained at the department which is overlooked by the workshop manager.

For any maintenance issue while subjecting at the workshop, the driver is accountable for it and the entry counter is accountable for entering the entry of bus for maintenance. Maintenance department is responsible and accountable for the work inspected and further co128

ordination with the sub-departments. The work done is recorded and maintained at the department for any further reviewing by the workshop manager.

9.3 Analysis Overlap between DMS (Depot Management System) and IMS (Incident Management System) softwares used in ITMS. DMS records the maintenance work reports while IMS is used to manage all details in incident management. Breakdown of buses are considered as an incident in IMS, which is the root cause for most of the maintenance issues in buses. Its observed that DMS and IMS perform separately and no data is shared or overlapped between the two. For an accident/breakdown its first reported to the accident inspector by the respective

Fig. 9. 9 Swim lane diagram to understand the process in bus maintenance

driver of that bus. Itâ&#x20AC;&#x2122;s upon the availability of the inspector, he reaches the location for inspection. He further contacts the CCC office for updating the incident which is then updated by them on IMS. Here, the driver directly contacts the inspector and is observed that it is not an efficient way of handling the situation. And the incident details remain within the accident department until the

bus reaches the workshop for maintenance.

Collaboration between Accident department and Maintenance department It is proposed that once a major incident occurs, the driv-

Fig. 9.10 RACI matrix to understand the roles and responsibilities in bus maintenance 129

Its observed that DMS and IMS perform separately and no data is shared or overlapped between the two. For an

department until the bus reaches the workshop for maintenance

Fig. 9. 11 Parameters in DMS and IMS application Fig. 9.12 Parameters in DMS and IMS application

62

Fig. 9. 12 Swim lane diagram to understand the gaps in the process in bus maintenance er should contact the CCC operator at the depot, who in turn shall get in touch with the inspectors on ground according to their accessibility. This also enable the information to be locked at one point of contact, which is the CCC operator at depot. Once the inspector verifies the event at spot, he shall intimate the details to the maintenance department and CCC operator at depot,

who shall convey the details to the operator at CCC office who then shall updates the same on IMS as well as DMS. Further coordination is performed by the accident inspector who shall close the event once its settled. The suggested change in roles and responsibilities is for the CCC operator at depot who shall be the nodal point of contact for major incidents. The involvement of mainte-

Fig. 9. 13 Swim lane diagram to understand the change in the process in bus maintenance

130

Fig. 9. 14 RACI matrix to understand the change in roles and responsibilities in bus maintenance

owned buses though more in accident numbers, escape the consequences.

large number which is to be taken seriously.

Preventive Maintenance Regime From the above data, its observed that city bus owned buses though small in number in comparison to private owned buses have accidents and breakdowns in a

A preventive maintenance regime is suggested to ensure no such breakdowns occur due to though improper owned buses moresupervision. in accident Thislarge number numbers, escape the in consequences. regime could help keeping track of theseriously. buses onMaintenance day Regime to day basis.A preventive Preventive

which is t

maintenance From the above data, its observed that suggested to ensure no such owned buses small in occur due to improper sup Fig. 9. 15 Number of accidents occurredcity frombus 2005-2018: City busthough & Private Operators number in comparison to private owned regime could help in keepin nance department could enable a faster performance in busesA have preventive maintenance regimeinisasuggested to ensure accidents and breakdowns buses on day to

scheduling the maintenance works as well is in updating the DMS if the bus is not in condition to go on road the next day.

no such breakdowns occur due to improper supervision.

This regime could help in keeping track of the buses on

From the above figure itâ&#x20AC;&#x2122;s understood that the city buses (around 110 in city bus service) when compared to private operatorâ&#x20AC;&#x2122;s buses (around 600 in SPV) have more percentage of accident cases. When the corporation is strict about the private bus operators and that huge penalties are laid down for them, the corporation owned buses though more in accident numbers, escape the consequences.

Preventive Maintenance Regime From the above data, its observed that city bus owned buses though small in number in comparison to private owned buses have accidents and breakdowns in a large number which is to be taken seriously.

17 Maintenance issues faced Fig. 9.Fig. 169.Maintenance issues faced in in general general

Fig. 9. 17 Maintena

131

Fig. 9. 17 Maintenance issues faced in general

Fig. 9. 17 Preventive maintenance regime suggested for minimalizing breakdown incidents

Fig. 9. 18 Preventive maintenance regime suggested for minimalizing breakdown incidents

User Survey A survey was done, to understand the perception of the passengers about city bus operations and maintenance. A sample of 100 passengers were surveyed and their responses are analyzed below.

Fig. 9. 18 How would you rate the quality of city bus maintenance?

Fig. 9. 20 Does city bus look safe to you? day to day basis.

A survey was done, to understand the perception of the passengers about city bus operations and maintenance.

A sample of 100 passengers were surveyed .

9.4 Suggestions From the above survey analysis, few suggestions are made to improve the existing operations within the system. City buses are inevitable in public transport system and they need to be passenger friendly and engaging to ensure good ridership. The proposal is focussed to facilitate the same.

Feedback Box From the survey its observed that the passengers have concerns regarding driver behaviours more and have 132

Fig. 9. 19 Does the neatness in bus bother you?

65

Fig. 9. 21 Are you satisfied with the driver's driving behaviour? reached through certain mediums to complaint regarding the same. The below showed images are complaints raised on a volunteered site, and many of the complaints are on driver behaviours. It is suggested that a feedback box in the bus could be a solution to this concern. It not only allows passengers to directly raise their complaints to the concerned authority, but also engages them to be active in the improvement of city bus.

Skill Training Existing training process in city bus for the drivers is explained below using the swim lane diagram. The training officer decides when to conduct the session and that is 66 the opinformed to the accident inspector who66contacts erator and informs the same. The operator reaches to the drivers who then coordinate shift wise and attends the session. This is added in record at the training centre

Fig. 9. 22 Have you ever made a complaint regarding maintenance?

could be a solution to this concern. It not only allows passengers to directly raise their complaints to the concerned authority, but also engages them to be active in the improvement of city bus.

Fig. 9. 23 Have you experienced any of these during your city bus travel?

to give training to all drivers according to their performances.

Skill Training Existing training process in city bus for the Fig. 9. 24 Have you experienced any accidents during city Fig. 9. 25 Have you ever made a complaint regarding bus drivers travel? is explained below using the swim driver behaviour? lane diagram. The training officer decides when to conduct the session and that is informed to the accident inspector who Fig. 9. 29 Driver assessment parameters in feedback bo contacts the operator and informs the same. The operator reaches to the drivers who then coordinate shift wise and attends the session. Fig. This added 9. 26isWhat amonginthese could change the driver behaviour? record the training itself.

Usually to give training to all drivers according to could be a at solution to thiscentre concern.

It not is given to tofresh drivers. onlytraining allows passengers directly raiseIt is their performances. suggested their complaints to the concerned Feedback Box 9.4 Suggestions authority, but also engages them to be Feedback Box 9.4 Suggestions From theBox survey its observed that the Feedback From the improvement above survey analysis, few 9.4 Suggestions active in the of city bus.

From the survey its observed that the From the above survey analysis, few passengers have itsconcerns From the survey observed regarding that the suggestions are made improve few the From the above surveyto analysis, passengers have concerns regarding suggestions are made to improve the Skill Training driver behaviours more and have reached passengers have concerns regarding existing operations withintotheimprove system. City suggestions are made the driver behaviours more and have reached existing operations within the system.

City through certain mediums Existing training process in public city for the driver behaviours more and to havecomplaint reached buses are inevitable in transport existing operations within the bus system.

City through certain mediums to complaint buses are inevitable in public transport regardingcertain the same.

The below showed drivers explained using swim through mediums to complaint system andinevitable they below need be the passenger busesisare in to public transport regarding the same. The below showed system and they need to be passenger lane diagram. training decides images are raised showed on a regarding the complaints same. The below friendly andThe engaging ensure good system and they need toofficer be passenger images are complaints raised on a friendly and engaging to ensure good when to conduct the session and that is volunteered and many images are site, complaints raised ofon thea ridership.

Theengaging proposal tois ensure focussed to friendly and good Fig. 9. 28 Driversite, assessment box volunteered and parameters many ofin feedback the 9. Feedback 28 Feedback boxmodel model Fig.Fig. 9. to 27 box ridership.

The proposal is focussed to informed the accident inspector who complaints are on driver behaviours.

It is volunteered site, and many of the facilitate the same. ridership. The proposal is focussed to Fig. 9. 29 Driverare assessment parameters in feedback complaints on driver behaviours.

It bo is facilitatethe the operator same. contacts and informs the suggested that a feedback box in the complaints are on driver behaviours.

Itbus is facilitate the same. suggested that a feedback box in the bus same. The operator reaches to the drivers suggested that a feedback box in the bus itself. Usually training is given to fresh drivers. It is sugperformances. who then coordinate shift wise and gested to give training to all drivers according to their 67 attends the session. This is added in 67 67 record at the training centre itself. Usually training is given to fresh drivers. It is

133

Fig. 9. 29 Swim lane to understand the existing skill training process The training officer is accountable and responsible for conducting the session and the accident inspector needs to confirm the same. It is the inspector’s responsibility to convey the same to the drivers, who then is responsible training officer is arrange accountable and toThe coordinate among them and for the session.

Operators are responsible for ensuring the attendance responsible for conducting the session of their drivers. The conducted session is recorded at the and office the and accident inspector needs to training is the responsibility of the officer there and he shall be accountable as well. confirm the same. It is the inspector’s

responsibility convey Process in analysingto feedback

the same to the drivers, who then is responsible to As proposed, the feedback received in the feedback box coordinate them end andwho arrange forcity is collected at theamong CCC operator’s sits at the bus main depot. He transfers the data to the DMS oper-

ator at depot who would analyse the records and bring it to the depot managers attention. It’s on him to decide whether a fine or training session has to be implied according to the intensity of the feedback.

the session. Operators are responsible for

The training officer decides when to conduct the training ensuring the attendance of their drivers. session, and it is confirmed with the accident inspector, Theconsulting conducted is recorded at the after withsession the operators.

The operators inform the same to the drivers who then coordinates among training office and is the responsibility of them according to their shifts. The training takes place at thetraining officer and he be the centrethere and the session recordshall is maintained by the officer in charge. accountable as well.

Performance Assessment From the feedback received the variants can be marked

Fig. 9. 30 RACI matrix to understand the roles and responsibilities in training sessions Fig. 9. 31RACI matrix to understand the roles and responsibilities in training sessions

134

Process in analysing feedback

analyse the records and bring it to the

Fig. 9. 31 Swim lane to understand the process in analysing the feedback responses Fig. 9. 32 Swim lane to understand the process in analysing the feedback responses

These suggestions could help in improving passengers to improve the driver the maintenance department, by behaviour, is an active way to increase better coordination of work ridership ininanalysis well.

Fig. Fig. 9. 329.facilitating RACI matrix to understand the roles and responsibilities the 33 RACI matrix to understand the roles and responsibilities analysisas thefeedback feedbackresponses responses and efficient output from staff. Engaging

in points and then drivers shall be graded accordingly. According to the grades, the actions can be decided upon reviewing the case.

These help indecides improving the mainteThesuggestions training could officer when to

nance department, by facilitating better coordination of work and efficient output from staff. Engaging passengers to improve the driver behaviour, is an active way to increase ridership as well.

session record is maintained by the officer in charge.

conduct the training session, and it is confirmed with the accident inspector, Performance Assessment after consulting with the operators. The From the feedback received the variants operators inform the same to the drivers can be marked in points and then drivers who then coordinates among them shall be graded accordingly. According to according to their shifts.

The training assessment Fig. 9. 33 Performance form Fig. 9. 34 Performance assessment form the grades, the actions can be decided takes place at the training centre and the upon reviewing the case.

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Revenue Management 137

Revenue Management

10.1 Introduction Revenue management is a tool with the objective of increasing revenues by manipulating the prices at which fixed products are made available for sale. This aims to sell the right product, to the right customer, at the right time, for the right price, through the right channel. With the aim of maximizing revenue under variable conditions. It is a management approach that has the objective of increasing revenues by optimizing resources.

In city bus transport services there are two types of costs involved, that is the fixed cost that entails procurement of the vehicle, while costs depend on the type of vehicle to be procured. Second is the variable (operating) cost that is operation and maintenance (O&M) costs are related to the (annual) maintenance and operation expenditure on the infrastructure or assets.

On the other hand, for revenue streams there are basically two channels, that are the fare box which includes revenue received on account of sale of tickets, passes, and concession to the passengers and another is nonfare box which includes revenue from non-ticket sales and may include revenue from advertisement, commercial development, cross-subsidy, land value capture.

For funding and financing, there are certain grants and policies that enable the municipalities and states to mobilize resources to generate revenue like Urban Transport Funds and National Urban Transport Policy which encourages to adapt of innovating models to finance public transport.

The methodology followed for the overall study for ticketing and fare collection was done in stages and is as follows.

First is the collection of data collection and surveys to understand the existing methods of revenue collection and expenditure and to build an understanding of system description. Second, is the quantitative and qualitative analysis of data to identify gaps, threats, opportunities after which certain areas of improvement were identified to formulate the right strategy. Third, the recommendations based on the inferences are conducted with SWOC 138

analysis, formulating business model, followed by comparative and quantitative analysis of the options with finally assessing financial feasibility and financial modeling with recommendations.

10.2 System Description The system involves two main components that are the expenditures and revenues. In the expenditure, there is majorly capital expenditure which includes buses, buildings, furniture, plants and machine and operational expenditure involving expenses like establishment costs, fuel, maintenance, rate and taxes, insurance.

In revenue we have two types the revenue in city bus service the fare-box another bonus non-fare box revenue.

Fare box revenue comprises passenger tickets, seasonal tickets, student concession, and tourism vardhi whereas under non-fare box revenues incomes there are advertisements, useless items, accidental recovery, interest income, rental, miscellaneous income, and scrap sales.

10.3 Analysis The primary and secondary data is collected for the quantitative and qualitative assessmentand on the basis of it, the inferences have been done and on that basis, the inferences have been drawn out in terms of deficit.

Furthermore, as per the inferences, the strategy is designed in detail to conclude out feasibility and project revenue growth.

10.3.1 Expenses The expenditure could be for the purchase of an asset, a reduction of a liability, a distribution to the owners, or it could be paid in the same accounting period as the amount becomes an expense.

Capital Expenditure Capital expenditure includes buses, buildings, furniture, plants and machine and operational expenditure involving expenses like establishment costs, fuel, maintenance, rate and taxes, insurance.

As shown in the table above we can clearly see that

out feasibility growth.

and

project

revenue

maintenance, rate and taxes, insurance.

Table 10.1 Capital expenditure 2014-19

Cost Parameter Bus Building Furniture Plant and Machine Total

CAPEX (in Cr.) Financial Year FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 ₹ 0.00 ₹ 0.00 ₹ 8.64 ₹ 2.47 ₹ 0.00 ₹ 7.90 ₹ 10.75 ₹ 7.33 ₹ 4.36 ₹ 2.71 ₹ 0.01 ₹ 0.01 ₹ 0.01 ₹ 0.01 ₹ 0.00 ₹ 0.20 ₹ 0.37 ₹ 0.94 ₹ 0.12 ₹ 0.18 ₹ 8.11 ₹ 11.13 ₹ 16.92 ₹ 6.96 ₹ 2.89

most capital expenditure has been spent in financial year penditure is contributed to buildings, followed by 24% 10.1. 1:STUDIO: Capital Expenditure 2014-19 SERVICE OPERATIONS ANDTable MANAGEMENT REVENUE MANAGEMENT 16.92 Crore. on buses. The bar graph below shows that there is a gradual uptrend in expenditure in buildings from the Operational In the pie chart below, we canExpenditure see that 72% of the exIn operational expenditure, we have establishment cost fuel maintenance rate and taxes & insurance.

As shown in the table above we can clearly In the pie chart below, we can see that see that most capital expenditure has OPEX (in Cr.) 72% of the expenditure is contributed to Financial Year been spent in financial year 16.92 Crore. buildings, followed by 24% on buses.

Cost Parameter FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 Establishment Fuel Maintenance Rate and Taxes Insurance Total

₹ 118.24 ₹ 120.37 ₹ 124.31 ₹ 128.89 ₹ 137.72 ₹ 54.28 ₹ 30.09 ₹ 18.78 ₹ 12.98 ₹ 19.90 ₹ 3.96 ₹ 9.28 ₹ 7.07 ₹ 4.35 ₹ 2.48 ₹ 1.79 ₹ 8.18 ₹ 14.87 ₹ 0.97 ₹ 1.29 ₹ 2.15 ₹ 1.72 ₹ 1.85 ₹ 1.31 ₹ 0.95 ₹ 180.42 ₹ 169.64 ₹ 166.88 ₹ 148.50 ₹ 162.34

Table XX.2 Operational Expenditure 2014-19

The bar graph shows that there is a slight uptrend in establishment cost per year and there is a drop cost over the years rest the insurance charges remained low and, rate & taxes are mostly spent in the financial year 2015-

Fig. 10.1 Cost allocation for Capital Expenditure 2014-19

bar graph 16 andThe 2016-17.

below shows that there is a

The bar graph below there is ain gradual uptrendshows in that expenditure gradual uptrend in financial expenditure in buildings from the year 2014-15 to 2016-17 andfinancial then downtrend in 2016buildings from the year 2014-15 to 2016-17 and then downtrend in 2016-

17, also a part of the expenditure is been

17, a part of the expenditure is been add also up by the bus in the financial year add up by the bus 2016-17 and in the financial 2017-18.year 2016-17 and 2017-18.

73

Fig. 10. 1 Consolidated capital expenditure 2014-19

Fig. 10.2 consolidated Capital Expenditure 2014-19 Figure XX.2: Capital Expenditure Fig. 10.Consolidated 1 Consolidated capital expenditure2014-2019 2014-19 139 FACULTY OF MANAGEMENT | CEPT UNIVERSITY

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74

salaries, pensions, gratuity which is 68% followed by the fuel expense that is 15% followed by insurance which is 11%.

financial year 2014-15 to 2016-17 and then downtrend in 2016-17, also a part of the expenditure is been add up by the bus in the financial year 2016-17 and 2017-18.

Operational Expenditure - In operational expenditure, we have establishment cost fuel maintenance rate and taxes & insurance.

The bar graph shows that there is a slight uptrend in establishment cost per year and there is a drop cost over the years rest the insurance charges remained low and, rate & taxes are mostly spent in the financial year 201516 and 2016-17.

We can clearly observe in the pie chart that most of the contribution is in the establishment cost that includes salaries, pensions, gratuity which is 68% followed by the fuel expense that is 15% followed by insurance which is 11%.

10.3.2 Revenue In revenue, there are two types the revenue in city bus

Figure XX.3: Cost Allocation for Operational Expenditure 2014-2019

XX.3.2 Revenue In revenue, there are two types the revenue in case city bus service, one is the farebox and another is non-

Fig. 10.3 Cost allocation for operational expenditure 2014-19

farebox revenue streams.

Fig. 10. 3 Cost Allocation for Operational Expenditure 2014-2019

We can clearly observe in the pie chart that most of the contribution is in the establishment cost that includes salaries, pensions, gratuity which is 68% followed by the fuel expense that is REVENUE 15% followed by insurance FAREBOX which is 11%.

Fare Box Revenues

Fig. 10.4 Types of revenue

box and another is non-fare box reve streams.

Fare Box Revenues

Fare box revenue comprises passe tickets, seasonal tickets, stu NON-FAREBOX concessions, and tourism va

SERVICE OPERATIONSSERVICE ANDOPERATIONS MANAGEMENT STUDIO: REVENUE MANAGEMENT Farebox revenue Revenue comprises passenger tickets, seasonal tickets, student concessions, and tourism vardhi.

10.3.2 AND MANAGEMENT STUDIO: REVENUE MANAGEMENT Table 10.2 Traffic revenue In revenue, there are two types the Traffic Revenue (in Cr.) revenue Financial

in city bus service, one is the fare

Traffic Revenue (in Cr.) Parameters FY 14-15 FY15-16 FY 16-17 FY 17-18 FY18-19 Fare ₹ 94.12 ₹ 91.76 FACULTY ₹ 86.48 ₹ 79.84 ₹ | CEPT 81.97UNIVERSITY OF MANAGEMENT Financial Seasonal Ticket ₹ 11.38 ₹ 7.10 ₹ 6.12 ₹ 5.27 ₹ 8.51 Student Concession ₹ 12.16 ₹FY15-16 10.75 ₹ 9.37 FY ₹ 16-17 7.85 ₹ 2.71 Parameters FY 14-15 FY 17-18 Tourism Vardhi ₹ 1.17 ₹ 0.85 ₹ 0.50 ₹ 1.05 ₹ 1.18 Total ₹ 118.83 ₹ ₹ 110.4691.76 ₹ 102.47 ₹ ₹ 94.01 ₹ 94.37₹ Fare ₹ 94.12 86.48 79.84 Seasonal Ticket ₹ Table 11.38 ₹ Revenue 7.10 6.12 ₹ 5.27 XX.3: Traffic 2014-19₹ Student Concession ₹ 12.16 ₹ 10.75 ₹ 9.37 ₹ 7.85 Tourism There Vardhi ₹ 1.17 ₹ 0.85 ₹ 0.50 ₹ 1.05 is a drop in ridership because there is a drop in ticket collection and with that consolidated revenue also FARE BOX drops down from the financial year 2014-15 to 2017-18. It could be also possible that there are revenue leakages Total ₹ 118.83 ₹ 110.46 ₹ 102.47 ₹ 94.01 in the system.

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FY18-19 ₹ 81.97 ₹ 8.51 ₹ REVENUE 2.71 ₹ 1.18 ₹ 94.37

Table XX.3: Traffic Revenue 2014-19

There is a drop in ridership because there is a drop in ticket collection and with that consolidated revenue also drops down from the financial year 2014-15 to 2017-18. It could be also possible that there are revenue leakages in the system.

Fig. 10.5 Consolidated traffic revenue 2014-19 Figure XX.4: Consolidated Traffic Revenue 2014-2019

140

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NON-FARE BOX

There is a drop in ridership because there is a drop in ticket collection and with that consolidated revenue also drops down from the financial year 2014-15 to 2017-18. It could be also possible that there are revenue leakages in the system.

SERVICE OPERATIONS AND MANAGEMENT STUDIO: REVENUE MANAGEMENT

Table 10.3 Non-traffic Revenue 2014-19

Parameters Advertisement Useless Items Accidental Recovery Interest Income Rental Misc. Income Scrap Sales Total

SERVICE OPERATIONS AND MANAGEMENT STUDIO: REVENUE MANAGEMENT

Under fare box revenues, the fare ticket collection is 84% which makes the majority of it, followed by 8% from the SERVICE OPERATIONS MANAGEMENT REVENUE MANAGEMENT Under farebox AND revenues, the fare ticketSTUDIO: collection is 84% which majority of it, followed by 8% from student concessions and 7% frommakes thetheseasonal ticket. the student concessions and 7% from the seasonal ticket.

Under farebox revenues, the fare ticket collection is 84% which makes the majority of it, followed by 8% from the student concessions and 7% from the seasonal ticket.

Non Traffic Revenue (in Cr.) Financial Year FY 14-15 FY15-16 FY 16-17 FY 17-18 ₹ 5.48 ₹ 8.07 ₹ 1.94 ₹ 7.27 ₹ 0.21 ₹ 1.99 ₹ 0.60 ₹ 1.27 ₹ 0.01 ₹ 0.02 ₹ 0.02 ₹ 0.01 ₹ 0.68 ₹ 1.04 ₹ 1.11 ₹ 0.65 ₹ 0.38 ₹ 0.27 ₹ 0.40 ₹ 0.33 ₹ 2.19 ₹ 7.08 ₹ 7.20 ₹ 7.90 ₹ 1.73 ₹ 0.04 ₹ 0.48 ₹ 1.35 ₹ 10.68 ₹ 18.51 ₹ 11.75 ₹ 18.78

FY18-19 ₹ 17.90 ₹ 0.65 ₹ 0.01 ₹ 6.69 ₹ 0.31 ₹ 6.94 ₹ ₹ 32.50

Table XX.4: Non-Traffic Revenue 2014-19

This consolidated graph non-farebox income shows that there is an uptrend in farebox income from the

SERVICE OPERATIONS AND MANAGEMENT STUDIO: REVENUE MANAGEMENT

financial year 2016-17 to 2018-19 the most is made up of the advertisement in the financial year 2018-19.

Under farebox revenues, the fare ticket collection is 84% which makes the majority of it, followed by 8% from the student concessions and 7% from the seasonal ticket.

Figure XX.5: Traffic Revenue Allocation 2014-2019

Fig. 10.6 Traffic Revenue allocation 2014-19 Non-Fare Box Revenues

Non-Fare Box Revenues

Under non-farebox revenues incomes, there are advertisements, useless items, accidental recovery, interest income, rental, miscellaneous income, and scrap sales. Mostly the box income is made up of advertisement that

Under non-fare box revenues incomes, there are advertisements, useless items, accidental recovery, interestRevenues income, rental, miscellaneous income, and scrap Non-Fare Box Figure XX.5:box Trafficincome Revenue Allocation 2014-2019 sales.

Mostly the is made up of advertiseUnder non-farebox revenues incomes, there are advertisements, useless items, accidental recovery, interest ment that is 44%, followed by miscellaneous income income,Non-Fare rental, miscellaneous income, and scrap sales.

Mostly the box income is made up of advertisement that Box Revenues that is 33%, followed by interest income that is 11%. is 44%, Under followed by miscellaneous income that is 33%, followed by interest income that is 11%. non-farebox revenues incomes, there are advertisements, useless items, accidental recovery, interest is 44%, followed by miscellaneous income that isRevenue 33%, followed by interest income that is 11%.

Figure XX.5: Traffic Allocation 2014-2019

Fig. 10.8 Standalone Non-traffic Rvenue 2014-19

income, rental, miscellaneous income, and scrap sales. Mostly the box income is made up of advertisement that

This consolidated graph non-fare box income shows that there is an uptrend in fare box income from the financial year 2016-17 to 2018-19 the most is made up of the advertisement in the financial year 2018-19. When comparFigure XX.7: Standalone Non-Traffic Revenue 2014-2019 ing both the incomes and the expenses we can clearly SERVICE OPERATIONS AND MANAGEMENT STUDIO: REVENUE MANAGEMENT see that there is a large viability gap in case of city bus Figure XX.6: Non-Traffic Revenue Allocation 2014-2019 service revenues andgapexpenditures.

This gap has been FACULTY MANAGEMENT | CEPT UNIVERSITY Page 11 of 21 When comparing both the incomes and the expenses we can clearly seeOF that there is a large viability in case increasing over time in -236% in the financial year 2011of city bus service revenues and expenditures. This gap has been increasing over time in -236% in the financial year 2011-12 which rises to -374% in the financial year 2017-18. In this the expenditure was-374% 421.35 Crore 12year which rises to ininthe financial year 2017-18. In FACULTY OF MANAGEMENT | CEPT UNIVERSITY Pageis10 of 21 Crore.this year the expenditure was 421.35 Crore in contrast to contrast to the revenue which was much lower that 112.81 the revenue which was much lower that is 112.81 Crore.

is 44%, followed by miscellaneous income that is 33%, followed by interest income that is 11%.

Fig. Figure 10.7 Non-Traffic allocation XX.6: Non-Traffic Revenue Revenue Allocation 2014-20192014-19 Figure XX.6: Non-Traffic Revenue Allocation 2014-2019

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Fig. 10.9 Consolidated Expenditure vs Revenue Comparison 2014-19 Figure XX.8: Consolidated Expenditure vs Revenue Comparison 2014-2019

XX.3.3 Inferences

141

SERVICE OPERATIONS AND MANAGEMENT STUDIO: REVENUEInMANAGEMENT 10.3.3 Inferences identifying and priorities, the non-fare box revenue channels have been identified, after that, the potential SERVICE OPERATIONS MANAGEMENT MANAGEMENT After the analysis, it wasAND found out that thereSTUDIO: are cer-REVENUE growth of each of the channels with action risk involved tain threats like an increase in establishment costs since XX.3.4 Strategy capital expenditure and operational expenditure to be salaries and already registered pensions will add up with put market of that particular channel then return on XX.3.4 Strategy time.

Unutilized non-current assets like spaces at termiinvestment being done. on these Theand strategy for proposal is comprised four most stagesout first identifying and is prioritizing theBased potential areas,parameters thennals advertisement spaces could beof made the priorities have been set to identify the right channel ofcurrent it, high fuel costs over timeisdue international mar- firstfollowed scenario analysis of to the area identified, byandproposal and The strategy for proposal comprised of four stages identifying prioritizing the recommendation. potential areas, thento intervene. kets and revenue leakage due to recurring maintenance current analysis of the area there identified, by channels proposal has andbeen recommendation. costs in tyresscenario and batteries.

In contrast to that, is Afollowed total of six identified namely a tremendous scope of resource optimization for the property leasing, advertising, Consultancy Services,

Figure XX.9: Stages of the strategic approach.

Fig. 10.10 Stages of strategic approach

Figure XX.9:toStages strategic approach. utilized non-current assets and a huge potential gener- of thenaming rights, land value capture and merchandising. ate revenue under the Urban Transport Fund but collectOut of these based on the parameters the advertising ing green taxesand and betterment charges from the public.

Identifying Prioritising and naming rights are given the most priority and among 10.3.4 Strategy these the advertisement out to be the right choice.

InIdentifying identifying and priorities the non-farebox revenue channels haveare been identified, that, the There already assetsafter available andpotential there is a huge and Prioritising The strategy for proposal is comprised of four stagpotential in leveraging the existing advertising growth of each of the channels with action risk involved capital expenditure and operational expenditure to bechannel es first identifying and prioritizing the potential arand the scope optimization the city bus service.

In identifying and priorities the non-farebox revenue channels have beenofidentified, afterinthat, the potential put then-current market of thatscenario particular channelofthen investment is being done. Based on these parameters the eas, analysis thereturn area on idengrowth of eachby of the channels with action risk involved capital expenditure operational expenditure to be tified, followed proposal and recommendation.

Current Scenario and analysis priorities have been set to identify the right channel to intervene. put market ofPrioritising that particular then return on investment is being Based these parameters thesceIdentifying and - channel Coming down done. to the secondon process of the current A total of six channels has been identified namely property leasing, advertising, Consultancy Services, naming nario and analysis which includes the policies that are inpriorities have been set to identify the right channel to intervene. rights, land value capture and merchandising.

Table 10.4 Channel prioritizing matrix A total of six channels has been identified namely property leasing, advertising, Consultancy Services, naming rights, value capture and merchandising.

Sr. No. landCHANNEL CAPEX OPEX RISK 1 Property Leasing Sr. No. CHANNEL 2 3 4 5

1

Advertising Property Leasing

2

Counsultancy Advertising

3

Naming Rights Counsultancy

4

Land Value Capture Naming Rights

6

142

5

Merchandising Land Value Capture

6

Merchandising

High Low High CAPEX OPEX RISK

ACTION Investment ACTION

GROWTH POTENTIAL

MARKET

ROI

PRIORITY

Moderate Moderate GROWTH Mass MARKET ROI POTENTIAL

Low High

Low Low

Low High

Optimization Investment

Moderate Low

High Low

High Low

Optimization Moderate Optimization High

Mass Moderate Niche High

Mid

Low Low Moderate High

Low High

Optimization Optimization

High Moderate

Niche Mass

High

High Low

High Moderate Low Low

Investment Optimization

High High

Mass Moderate Niche High

Low

Low High

Low High

Low High

Mass Mass

Low

High Optimization Moderate Investment

High Moderate

Table XX.5: Channel Prioritizing Matrix

Low

Low

High

Optimization

Low

Table XX.5: Channel Prioritizing Matrix

Niche Mass

Mass

High Moderate

Low PRIORITY

High Moderate

Low Moderate

Low

High

Low High Mid High Low Low

volved in the advertisement the assets and the revenue generated.

Policies On the policy level, the case city follows the general development control regulations by the government of Gujarat. Schedule 18 describes the documents and fees required with application for advertising display and communication infrastructure. This policy includes a list of documents to be submitted forthe penalty as per violations.

Physical Assets Under physical assets, there are basically three types of assets one the buses, second the bus shelters, third the terminals and the deposit used for advertisement. In buses, there is a total of 742 buses it is under the advertisement category which can have an advertisement on three sides, the left, the right and the rear. There is a total of 780 bus Shelters with each having backlit Board of size 20 feet x 6 feet. These backlit boards are leased to the private operator for the tenure of 3 years at license fee 12 Crores per annum with percent appreciation in license fee per year. There are total 13 bus depots and terminals make a total of 24 holdings of size 30 feet x 15 feet. The bus shelters have also been leased out to the private operators for the tenure of 3 years. It was found out that the high season for advertisement is from August to December and the low season is from February to June.

Processes involved Advertisement licensing There is various department involved in advertisement licensing process that is the Works Department, Transport department, AdVision, and Private Operators.

The tender for advertisement license is made by the Works Department which is transferred to the transport department for review and approval. The transport department approves the tender then it is transferred to the vision for E tendering for the auction process. If there is any revision for the tender itâ&#x20AC;&#x2122;s again transferred to the Works Department, it is forwarded for E-auction. This process usually takes 8 to 10 days.

Further, the AdVision which is from the municipal corporation is the E-tender for the auction process. The finalization of the highest bidder is done by the transport department and the preparation of agreement is done by the Works Department. From the tendering process till the finalization of bidder it usually takes 25 days to complete. After the preparation of the agreement, the private operator signs the agreement and receives the license in one to two days.

Advertisement subleasing process

private operator and the Works Department, the further process involves stakeholders like torrent power and city bus service.

After getting the work order, for the light connection, the private operator has to get NOC from Torrent Power with safety agreement and further connection approval is filed in the city bus authority provider which usually consumes 1-2 days along with the advance payment which usually takes 15 days.

When forecasting the advertisement revenue it is observed that there was an uptrend in the financial year 2014-15 to 2015-16 and downtown trends in the financial year 2016-17 after that there was a gradual uptrend in revenue from the financial year 2016-17 to 18-19 that is 17. 90 crores.

10.4 Suggestions A detailed simulation based on the inferences is conducted with SWOC analysis, formulating a business model, followed by comparative and quantitative analysis. Finally, financial feasibility and financial modelling are done with recommendations.

10.4.1 SWOC Assessment In this assessment of advertisement business and its market dynamics, there are various strengths identified like the prime location of properties, then the rate of return is high and there is strong free cash flow over the long term. In terms of weakness, there could be a possibility of investments in new technologies in the advertisement to stay ahead of competitions. When looking at the opportunities there is tremendous growth potential in the advertisement market with a scope of expansion over the other physical assets available. Also since itâ&#x20AC;&#x2122;s a growing market there could be competitiveness from other players. All also when it comes down to payment there could be the possibility of issues related to payment of license fee. Also, the business could be hurt by unpredictable policy reforms which are some of the challenges.

10.4.2 Business Model Canvas The Business Model Canvas is a strategic management tool to quickly and easily define and communicate a business idea or concept. It is a method that works through the fundamental elements of a business or product, structuring an idea in a coherent way. In these, the cusservice, one is the fare box and another is non-fare box revenue streams.

This consolidated graph non-fare box income shows that there is an uptrend in fare box income from the financial year 2016-17 to 2018-19 the most is made up of the advertisement in the financial year 2018-19.

When there is an agreement being made between the 143

to formulate in-depth insights and design return there is strong free Firstof is theis high LEDanddigital displays and a second business layout. the new installing cash flow over the long term. In terms of are weakness, the scroller boards.

In LED displays there could be a possibility of it was found out th one can have dynamic advertising and this boards over co can have a live feed for advertising. Also in +1388% and +2 contrast to the conventional system, this system. can accommodate more advertisements.

There is also a reduction in lead time.

KEY PARTNERS

KEY ACTIVITIES

•Advertisement Leasing Platform •Contract Monitoring •Physical Asset •Ahmedabad Municipal Management Corporation

VALUE PROPOSITION

CUSTOMER RELATIONSHIPS

CUSTOMER SEGMENT

•Self Service

•Prime Locations •Mobile Advertisement

KEY RESOURCES •Human Resource •Bus Shelters, Terminals, Depots

COST STRUCTURE

•Advertisement Operators

CHANNELS •Partner/ Direct/ Web sales: Online e-Tender

REVENUE STREAMS

•Human Resource •IT Management Fee

•Licencing Fee Fig. 10.11 Business model canvas

Fig. 10. 10 Business Model Canvas

10.4.3 Comparative Analysis Fig. 10.

12 LED Board The next stage is the strategy to adopt which is the comparison of the leveraging options involved, assessment of the growth and planning. So in conventional methods of advertising, there is only backlit boards which are installed over the bus shelters. In contrast to that, there are several other options available to optimize to space Fig. 10. 3 Scroller BoardFig. 10. 4 available.

When talking about the scroller boards, this call accommodates over 6 advertisements at the same time. This Fig. 10.

13 works on a rotary motor which scrolls static flex83 up and down flipping various advertisement in a single board.

LED Board

Fig. 10.14 Scroller board

Fig. 10.12 Backlit board

Fig. 10. 11 Backlit Board

First is the LED digital displays and second are the scroller boards. In LED displays one can have dynamic advertising and this can have a live feed for advertising. Also in contrast to the conventional system, this can accommodate more advertisements. There is also a reduction in lead time.

Fig. 10.13 LED board 144

10.4.4 Quantitative Analysis When comparing both the options with the conventional backlit boards was found out that there is a huge potential in installing the new system. When assessing it was found out the returns of LED display boards over conventional backlit is +1388% and +277% for the scroller system.

10.4.5 Financial Model and Findings It is suggested to replace the bus shelters backlit boards with the scroller type and hoardings from the terminal and depots with the led display boards.

Financial Modelling For the purpose of forecasting revenues, there are various considerations had been taken into account as shown below: Based on these the return from the backlit and other two options have been computed. In this considering 8 months occupancy, the rent from one Bus shelters of the backlit board is INR 1,72,800 to the INR 4,80,000 of the scroller. Another is considering 8 months occupancy, the rent from one hoarding of is INR 6,48,000 to the INR 90,00,000 of LED Displays.

Scroller

Advertisement Mode Advertisement Mode Backlit Board Backlit Board Scroller Scroller

Advertisement Mode Advertisement Mode Backlit Board Backlit Board Digital Display Digital Display

Table 10.5 Comparative analysis of advertisment board Bus Shelter - Backit Panel Bus Shelter - Backit Panel Rate/ Widt Cost/ Board/ Occupancy Rate/ Length Widt Area (in Sqft/ Cost/ Board/ Occupancy Rent per h (in Month (in Rate (in Upside Length Sqft/ Rent(in per (in Ft.) h (in Area SqFt)(in Month Year INR) Upside Month (in Rate (in Ft.) INR) months) (in Ft.) SqFt) (in Month Year (in INR) INR) Ft.) INR) months) (in INR) 20 6 120 180 21,600 8 1,72,800 277.8% 20 120 180 21,600 88 1,72,800 20 66 120 500 60,000 4,80,000 277.8% 20 6 120 500 60,000 8 4,80,000 Bus Terminals - Hoarding Bus Terminals Rate/- Hoarding Widt Cost/ Board/ Occupancy Length Widt Area (in Rate/ Sqft/ Rent per Board/ h (in Area (in Sqft/ Cost/ Month (in Occupancy Rate (in Upside Length Rent(in per (in Ft.) h (in SqFt) Month Month (in Year INR) Upside Rate (in INR) months) Year (in INR) (in Ft.) Ft.) SqFt) Month (in INR) Ft.) INR) months) (in INR) 30 15 450 180 81,000 8 6,48,000 1388.9% 30 15 450 180 81,000 8 6,48,000 30 15 450 2,500 11,25,000 8 90,00,000 1388.9% 30 15 450 2,500 11,25,000 8 90,00,000

Table 10.6: Comparative Analysis of Advertisement Boards Table 10.6 Consideration for advertisement modelBoards Table 10.6: Comparative Analysis of Advertisement

Considerations Considerations Occupany OccupanyRate Rate(in (inMonths) Months) Liscence LiscenceFee Feehike hikeper peryear year Total Number of Staions Total Number of Staions Total TotalNumber Numberof ofHoarding Hoarding Average Rate Backlit Average Rate Backlitper perMonth Month(per (per Sqft) Sqft) Average AverageRate RateHoarding Hoardingper perMonth Month (per (per Sqft) Sqft) Average Rate Scroller per Month (per Sqft) Average Rate Scroller per Month (per Sqft) Average AverageRate RateDigital Digitalper perMonth Month(per (per Sqft) Sqft)

Units Units

88 20% 20% 780 780 24 24 180 180 180 180 500 500 2500 2500

Table for Advertisement Advertisement Model Model Table 10.7: 10.7: Considerations Considerations for

10.4.5 10.4.5Financial FinancialModel Modeland and Findings Findings ItItisissuggested suggestedto to replace replace the the bus bus shelters shelters backlit backlitboards boards with with the the scroller scroller type type and hoardings from from the the terminal terminal and and depots hoardings withthe theled leddisplay displayboards. boards. with FinancialModelling Modelling Financial Forthe thepurpose purpose of of forecasting forecasting revenues, revenues, For thereare arevarious variousconsiderations considerations had had been there takeninto intoaccount accountas asshown shown below: below: taken

When forecasting forecasting the the revenue, revenue, the the bifurcation of advertisement isis bifurcation of advertisement considered. The The bus bus advertising advertising isis being being considered. projected as as itit is. is. In In case case of of Bus Busshelters shelters projected and Bus Bus terminals, terminals, the the revenue revenuefor forFY FY191920 has not not been been considered consideredand andfrom fromthe the preceding preceding year year itit isis been beenprojected projectedasasper per the upside calculated above and from the upside calculated above and from the year onwards onwards FY21-22 FY21-22 itit isis been been compounded compounded 20% 20% over over the the year year asas per per city bus bus service service contract. contract.

Based on on these these the the return return from from the the Based The The consolidated consolidated CAGR CAGR isis computed computed asas backlitand and other other two two options options have have been been backlit 19% 19% from from 2020 2020 to to 2026.

2026.Further, Further,the thetotal total computed. InIn this this considering considering 88 months months computed. revenue is projected considering revenue is projected considering the the occupancy, the rent from one Bus shelters occupancy, the rent from one Bus shelters advertisement forecast (refer Appendix advertisement forecast (refer Appendix thebacklit backlitboard board isis INR INR 1,72,800 1,72,800 to to the the ofofthe 1,2) and itit was Fig. 10.15 Standalone advertising Revenue projection 20181,2) and was found found out out with with total total INR 4,80,000 of the scroller.

Another is Fig. 10.

14 Standalone Advertising Revenue Projection 2018-2023 INR 4,80,000 of the scroller. Another is growth of 13% in revenue the breakeven growth of 13% in revenue the breakeven considering88months months occupancy, occupancy, the the rent rent considering point point is is reached reached in inFY FY2024-25 2024-25followed followedby by from one hoarding of is INR 6,48,000 to profitability from the preceding year from one hoarding of is INR 6,48,000 to profitability from the preceding year. . 145 the INR 90,00,000 of LED Displays. the INR 90,00,000 of LED Displays. Projected Income (in Cr.)

Fig. 10. 14 Standalone Advertising Revenue Projection 2018-2023 Table 10.7 Forecasted advertisement Revenue

Projected Income (in Cr.) Particulars

FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24

FY 24-25 FY 25-26

Buses

₹ 3.82 ₹ 4.58 ₹ 5.50 ₹ 6.60 ₹ 7.92 ₹

Bus Shelters

₹ 12.00 ₹

-

₹ 33.33 ₹ 40.00 ₹ 48.00 ₹ 57.60 ₹ 69.12 ₹ 82.94

Bus Terminals ₹ 2.08 ₹

-

₹ 28.89 ₹ 34.67 ₹ 41.60 ₹ 49.92 ₹ 59.90 ₹ 71.88

Total

9.51 ₹ 11.41 ₹ 13.69

₹ 17.90 ₹ 4.58 ₹ 62.22 ₹ 74.67 ₹ 89.60 ₹ 117.03 ₹ 140.43 ₹ 168.52 Table 10.8: Forecasted Advertisement Revenue

When forecasting the 10.4.6 Conclusion

revenue, the bifurcation of advertisement is considered. The bus advertising is being projected it is. In case of Bus shelters andcan Bus see termiFrom theas above assessment, we nals, the revenue for FY 19-20 has not been considered that there is an opportunity to leverage and from the preceding year it is been projected as per excisions advertising the upside calculated abovechannels. and from theThis year could onwards FY21-22 it is been compounded 20% over the year as per city bus service contract.

The consolidated CAGR is computed as 19% from 2020 to 2026. Further, the total revenue is projected considering the advertisement forecast (refer Appendix 1,2) and

it be was found out withover total growth in revenue the done the of 13% Public-Private breakeven point is reached in FY 2024-25 by Partnership model to mitigate followed the risk. profitability from the preceding year.

The CAGR is 19% after a new advertising model with the consolidated growth rate From the above assessment, we can see that there is an of 13%. opportunity to leverage excisions advertising channels.

10.4.6 Conclusion

This could be done over the Public-Private Partnership model to mitigate the risk. The CAGR is 19% after a new advertising model with the consolidated growth rate of 13%.

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11

Fare Determination 149

Fare Determination

11.1 Introduction A fare is fee paid by a passenger/ traveler for use of public transport system which includes taxi, bus, rail, etc. Fares for public transport have been decided on the assumption that this mode of travel is used by the poor, who have no other means of transport. So, fares have been kept low as a measure of social equity. This results in most public transport services not able to recover their operating costs. Instead it has resulted in poorly operated services that have been financially sustainable only through compromises on the service quality they provide. The other sections of society subsidize the costs of providing public transport (Ministry of Urban Development, 2014).

Fare structure/ determination is the system which is set to determine how much is to be paid by various passengers or travelers using a transit vehicle for example rail, bus, taxi, etc. at any given time. The fare which is paid contributes to the operational costs of transport system involved, partially or totally. Bus and rail systems generally have fixed fare structure where fare is already fixed and requires the payment before boarding (Wikipedia, 2019).

Different stakeholders have different interests from public transport. For a bus service, as an authority the interests from the service are to increase ridership, to have low prices and simple tariff system, to provide high quality service and to achiever break even with the costs incurred and revenue generated. As an operator assigned for the service, interests lie in effectively operating the public transport system, to have appropriate pricing mechanism to achieve break even. As a passenger, interests lie in having minimum travel fare, better quality service, time saving travel experience and easy access to the bus service.

11.2 System Description There are different factors that affect the fare structure.

The factor that affect fare structure is operating cost.

There are costs incurred to run any system and to provide service. There are two types of costs: direct and indirect costs. Direct costs include the operating cost of the service. There direct costs have direct influence on the service and its quality. Indirect costs include the costs that are incurred while providing a better quality of service. The 150

fare is affected based on the level of service the transport authority wants to provide. Level of service means the frequency of service, travel time passenger takes, service network accessibility. The fare depends on the other public transport service provided in the city. The goal is to provide an affordable fare structure, to lower the need for subsidy and to encourage innovation in the field.

As public transport, it needs to be affordable to all segments of the society, so the authority must keep the fare minimal which in turn affects the revenue generated. So, the government provides subsidies in order to encourage transport authorities to provide good quality service.

The factors that affect the fare are income per capita which is average money earned by an individual. It relates to the amount of fare passenger is ready to pay or can afford. Car ownership percentage that is the percentage of people who own cars and travel by private owned vehicles. It relates to the willingness of an individual to use public transport. The type of ticketing system i.e prepaid card or seasonal tickets or online tickets affects the ease of service provided to the passenger. The time taken by passenger to nearest bus stop is walking time spent by the passenger. The time taken by passenger at the bus shelter or stop waiting for the bus is the waiting time. The average amount of time spent by passenger in the transit to reach his/her destination is in-vehicle travel time. The average distance travelled by passenger is average trip length. This is fare elasticity i.e effect of change in fare on change in ridership in different modes of transport (BRTS, metro). This is average amount spent by the authority per km. This amount forms the base of fare to be collected. The number of people travelling through local bus.

There are different types of fares Flat fare: passengers are charged the same fare irrespective of distance travelled.

Distance-based or zonal fare: A fare determined by the distance or number of zones a trip covers.

Time-based fare: A fare that depends on when to start and how long a trip last.

Quality-based fare: A fare related to which service a

passenger receives, e.g. express, short-turn or local services.

(base fare*0.5*change in W.P.I)

Cost-based fare: A fare based on operating cost, e.g. air-conditioning cost or staff wages.

The fare depends on the fuel cost and the wholesale price Index for that year. As of now City bus service base fare has notbeenchangedsince2012andrevisionoffarewasin2015.

Route-based fare: A fare associated with which zones a bus goes through, such as CBD, residential zones, work places, or tourist places.

Journey fare is determined on stage basis. Each stage is of 2 km. So, based on distance travelled stages are determined and on basis of stages fare is decided.

Patron-based fare: A fare that depends on types of passengers, such as students, senior citizens, or disabled passengers.

Journey Fare = Base Fare + stage 1 fare + stage 2 fare + â&#x20AC;Ś Journey Fare = 3 + stage 1 fare + stage 2 fare + â&#x20AC;Ś

Market- or consumer-based fare: A fare that depends on the frequency of use and willingness to pay, such as passes and discounted tickets.

City bus service gives different types of concessions based on patron-based model in which fare depends on type of traveller. The different types of concessions are

City Bus Authority determines fare based on formula.

The fare is revised on yearly basis on April 1st of every year. The formula for fare determination is

Daily pass is available at Rs. 35 per day. Student pass for students from Government institutes is available at Rs. 300 per month. Service pass is available at Rs. 900 per month. Senior citizen passes for person above 65

Formula: Base fare + (base fare*0.5*change in fuel) +

Table 11.1 Fare as on 1/04/2018 Distance (km) 6-8

Charge (Rs) 11 26-32

8-10 0-2

12 32-38

10-14 2-4

13 38-44

Distance (km)

20

Charge (Rs)

22

3 14- 18

15

23

7 18-22

17

City bus service gives different types of concessions based on patron-based model in which 4-6depends on type of traveller. The different 8 22-26 18 fare types of concessions are Daily pass is available at Rs. 35 per day. Student pass for students from Government 6-8 11 26-32 20 institutes is available at Rs. 300 per month. Service pass is available at Rs. 900 per month.

Senior citizen pass for person above 65 years of age @50% off on fare. Deaf and dumb 8-10 12 32-38 people pass @50% off on fare. Blind people pass which allows such people to travel free. 22 Handicapped people pass for people with physical disability is available @base fare.

10-14 13 38-44 23 Table 11.2 Comparison of Local bus service, BRTS, TableMetro 11.1 Fare as on 1/04/2018

Table 11.2 Comparision of local bus service, BRTS and metro City bus service gives different types of Rs. 900 per month. Senior citizen passes Local bus BRTS Metro concessions based on patron-based model for person above 65 years of age at 50% in which fare depends on type of traveller. off on fare. Deaf and dumb people pass at The different types of concessions are 50% off on fare. Blind people pass which Fare Model Stage wise Station + Distance NA allows such people to travel free.

Daily pass is available at Rs. 35 per day.

Handicapped people pass for people with Student Base fare pass for students from Rs. 3 Rs. 4 Rs. 5 physical disability is available at base fare.

Government institutes is available at Rs. 300 per month.

Maximum fare Service pass is available at

Avg km travelled Cost of operation to private operator per km Fare Model Discount on passes

Rs. 23

Rs. 29

Rs. 25

5.02 km

6 km

8 km

Rs. 55-60

Metro NA

Station + Distance % based

NA NA

Local bus BRTS Rs. 40-50 Stage wise Fixed rate

Base fare Rs. 3 Rs. 4 Rs. 5 Comparing the different public transport systems in terms of base fare, maximum fare, average kilometre travelled by passenger, cost of operation and discount on fare.

Maximum fare Rs. 23 Rs. 29 Rs. 25 There are two types of ticketing systems

151

years of age at 50% off on fare. Deaf and dumb people pass at 50% off on fare. Blind people pass which allows such people to travel free. Handicapped people pass for people with physical disability is available at base fare.

Comparing the different public transport systems in terms of base fare, maximum fare, average kilometre travelled

by Comparing passenger, cost operation public and discount on fare. theofdifferent transport

systems terms of basesystems fare, maximum There are twointypes of ticketing

fare, average kilometre travelled by passenger, cost of operation and discount on type fare.of ticketing system, conductor uses the In this 1. Manual ticketing system

paper box to ticket the passenger. Assuming the journey Theretoare twokm. types of ticketing systems distance be 3.4

state board for approval. The state board ensures the minimum pricing for the bus service and revises the fare.

The Statistical department is responsible and accountable in revision of the fare as per formula and present it to the transport committee. The transport committee is responsible and accountable in finalizing the revised and send it to state board for approval. The state 2.fare Machine Ticketing system board is responsible and accountable in ensuring the Inminimum this typepricing of system, ticketing for the electronic bus service and revises the fare.

machines are used. Conductor puts the 11.3 Analysis origin and destination and ticket is Different scenarios are built based on change in fare, generated through the machine. change in factors that affect ridership and the route and

The Statistical revises mode of travel.department A survey has been donethe andfare based on the 1.

Manual ticketing system as per formula and present it to the In this type of system, electronic ticketing machines are used.

Conductor puts the origin anddrawn. assumptions and results of survey, conclusions are Journey fare = Stage 2 fare = Rs. 7 transport committee. The transport destination and is generated through the machine.

In this type of ticket ticketing system, conductor 11.3.1 Survey details 2. Machine Ticketing system committee discusses the revised fare and uses the paper box to ticket the send it tohasstate boardforfor approval.

A survey been taken 134 people in theThe case city.The In this type of system, electronic passenger.

Assuming the ticketing journey machines distance are survey has questions based on basic information of citizen, state board ensures the minimum pricing used. to Conductor be 3.4 km.puts the origin and destination and effect of fare on citizen, opinion of citizen on new fare for the bus service and revises the fare. modticket is generated through the machine. el. 75.4 % of citizen uses local bus as means of transport.

Journey fare = Stage 2 fare = Rs. 7 The Statistical department revises the fare as per formula and present it to the transport committee. The transport committee discusses the revised fare and send it to

37.7 % of users are of age group 26-40 whereas 26.2% of users are of age 18-25. So, accordingly working age

Fig. 11 1 Swimlane for process of fare determination

The Statistical department revises the fare as per formula and present it to the transport committee. The transport committee discusses the revised fare and send it to state board for approval. The state board ensures the minimum pricing for the bus service and revises the fare.

Fig. 11.1 Swimlane for process of fare determination Fig.11. 1 Swimlane for process of fare determination

Fig. 11.2 RACI matrix Fig.11. 2 RACI matrix 152

Fig. 11 2 RACI matrix

results of survey, conclusions are drawn.

11.3.1 Survey details A survey hasbus beenservice taken for 134 than peopleothers in casefolcity. The survey has questions based on basic group uses the local more information of citizen, effect of fare on citizen, opinion of citizen on new fare model. lowed by college going students.

Fig. 11 3 Do you use local bus service?

Fig. 11.3 Do you use local bus service?

11.7 Occupation 75.4 % of citizen uses local bus asFig. means of transport.

50% of users have been living in the case city between Fig. 11 4 Gender Survey

1-3 years.

27.8% of users are salaried employees (driver, electrician, maid) followed scale business owners (vendors, 37.7 %by of small users are of agewho groupaccounts 26-40 shop owners) to 19.6% of total users.

Fig. 11.4 Gender Survey

Fig. 11 5 Age Group Survey

whereas 26.2% of users are of age 1825. So, accordingly 11.3.2 Fare basedage scenario working group uses the local bus The scenario results arethan based on the survey of 100 service more others followed people who use local bus by on regular basis. college going The existing average trip length for local bus is 5.02 km students.

for which the existing fare is Rs. 8 and the ridership is 75.4%.

Scenario 1: If the fare for the average trip length increases from Rs. 8 to Rs. 10, the7ridership decreases from 75.4% to 44%.

Fig. 11.5 Age Group Survey

Scenario 2: If the fare for the average trip length decreases from Rs. 8 to Rs. 7, the ridership increases from 75.4% to 82%.

Scenario 3: If the fare for the average trip length increases with assured improvement in quality of service from Rs. 8 to Rs. 11, the ridership decreases from 75.4% to 70%. As the passengers travelling from local bus use the service on regular basis, fare change affects these passengers on daily basis. The increase in fare may decrease the ridership whereas decrease in fare may increase the ridership. The segment of citizens using the bus service is not affected by the quality of service.

11.3.3 Factor based scenario The existing average walking time is 10 min with average waiting time of 13 min and average in-vehicle time spent by passenger is 25 min. The ridership is 75.4%.

Fig. 11.6 How long have you been in case city?

The scenario results are based on the survey of 61 peo153

Table 11.3 Fare based scenario

Table 11.4 Factor based scenario

ple who use local bus on regular basis.

Scenario 1: If the average walking time reduces from 10 min to 5 min, ridership increases from 75.4% to 82%.

Scenario 2: If the average waiting time reduces from 13 min to 5 min, ridership increases from 75.4% to 98%.

Scenario 4: If the average in-vehicle time reduces from 25 min to 15 min, ridership increases from 75.4% to 85%.

If the walking time 27,350time and 14.5 waiting 10 13 are 15reduced, 0 8there is 85 increase in ridership.

Also.

Passengers are not willing to If the walking time and waiting time are reduced, there is increase in ridership. Also. arecost not willing to payif feeder cost even time if walkingdecreases. time decreases. Decrease in inpayPassengers feeder even walking Decrease vehicle travel time may result in increase in ridership. in in-vehicle travel time may result in increase in ridership.

11.3.4 Route wise fare

Scenario 4

Scenario 3: If the average walking time reduces from 10 min to 1 min with an introduction of feeder system which will cost up to Rs.5, ridership decreases from 75.4% to 57%.

154

Here the assumptions are N1, N3 has both local bus and BRTS stop where as N2 has only local bus stop and the distance between stops (l) is equal.

Scenario 1: Here the assumptions are passenger is travelling only from local bus and distance from origin to destination is 6 km.

11.3.4 Route wise fare

11.4 Suggestions

Here the assumptions are N1, N3 has both local bus and BRTS stop where as N2 has only local bus stop and the distance between stops (l) is equal.

Integration

Scenario 1: Here the assumptions are passenger is travelling only from local bus and distance from origin to destination is 6 km.

of

local

bus

service

and

BRTS

service

In terms of fare determination, integrating both the systems makes the fare determination easy. The funds collected from integrated system goes to one account under city municipal corporation and then funds will be relocated according to cost and ridership of that system.

Surat multimodal integrated system

Journey fare = Rs. 9 (Stage 3 fare) Fare collection is done by two ways either from conductor or two taps on pole validator Scenario 2: Here the assumptions are passenger is travelling only from BRTS and distance from origin to destination is 6 km.

Surat is 8th largest in India as per population with an area of 327 sq.km. Existing city bus network 274 km and additional 430 km by 2046. All roads 18 m and above to be developed as transit streets. The 201 Km of BRTS and 740 Km of City Bus network is expected to cater 24% of road network by rapid transit network and 76% by the city bus network. This will increase the accessibility to transit by 23% thereby predicting a public transit ridership of 36 lakhs per day by 2046.

An Integrated Fare system allows the transfer between multiple public transport modes with a single ticket thereby benefiting the users in terms of reduced travel time, distance, increased comfort while the operators benefit from better fleet utilization and increased ridership.

Journey fare = Rs. 15 Fare collection is done by two taps.

Scenario 3: Here the assumptions are passenger is travelling from Local bus to N1 and then using BRTS from N1 to Scenario 3: Here the assumptions are passenger is travelling from Local bus to N1 and then D. The origin destination 6 and kmtheand thetime using BRTSdistance from N1 to D.from The distance fromto origin to destination isis6 km transfer from one stop to other is considered as 10to min. transfer time from one stop other is considered as 10 min.

Journey Fare = Rs. = 3(Local bus) + Rs. 9bus) (BRTS)+=Rs. Rs. 12 Journey Fare Rs. 3(Local 9 (BRTS) = Rs. 12 Fare collection is done from conductor or four taps.

Fare collection is done from conductor or four Scenario 4: Here the assumptions are passenger is travelling fromtaps.

BRTS to N1 and then using

Local bus from N1 to D. The distance from origin to destination is 6 km and the transfer time

from one stop4: to other as 10 min.

Scenario Hereis considered the assumptions are passenger is travelling from BRTS to N1 and then using Local bus from N1 to D. The distance from origin to destination is 6 km and the transfer time from one stop to other is considered as 10 min.

Surat Municipal Corporation prepared Comprehensive Mobility Plan and Detailed Project Report for city BRTS. SMC operationalized BRTS across the city. An Urban Transport Fund is formed under SMC to collect the revenue at one point of source. Under SMC, Unified Metropolitan Transport Authority will be functional at multi-modal Transit Hub. City Bus Service determines based on stages i.e stagebased model and patron-based model where fare depends on type of passenger (student, senior citizen). BRTS works on distance (station) based where fare is determined based on distance travelled by passenger and market-based model where fare is determined on discount basis.

Proposal consists of three options that is three types of fare model. Based on current fare in city bus service, fare value in each model is decided.

Option 1 - Proposing an integrated model for both the transport system. The model is mixture of flat fare model and market-based model Integrated fare price = Rs. 15

Journey Fare = Rs. 4 (BRTS) + Rs. 7 (Local bus) = Rs. 11 Fare collection is done from conductor or four taps.

Table 11.5 Route wise fare

Journey Fare =Fare Rs. 4 (BRTS) + Rs. 7 (Local bus) = Rs. 11 Time Fare collection Fare is done four Localcollection bus Rs. 9from conductor 18 min Oneor tap/ fromtaps. conductor Concluding the above local BRTS Rs. 15 analysis, 13 min Twobus taps has less fare comparatively, but the time taken to travel is more whereasLocal fare BRTS, but27time taken to travel the same busis - more in Rs. 12 min From conductor/ four tap BRTS distance is less. Integrating both the systems would BRTS â&#x20AC;&#x201C;ease Local the fare Rs. 11 30 min four tap/ increase from conductor help collection process, the riderbus ship, and improve the quality of public transport services.

Concluding the above analysis, local bus has less fare comparatively, but the time taken to travel is more whereas fare is more in BRTS, but time taken to travel the same distance is less.

Integrating both the systems would help ease the fare collection process, increase the

Fare collection would be from conductor/ Two taps (Origin Destination) Permissible taps allowed for a journey would be 4 and ticket would be valid for 2 hours.

Based on survey, current ridership is 75.4% and expected ridership after this model is 79% Pros This model is beneficial for long distance journey and easy to understand pricing system. There is transparency in model and would be an easier fare revision.

Table 11.5 Route wise fare

Table 11.6 Flat Fare Model

Table 11.7 Distance base model Fare

156

Option 2 â&#x20AC;&#x201C; If fare system is distance based If the route has higher load, then fare is 150% of original fare If the route has lower load, then fare is original fare Fare collection would be from conductor/ Two taps (Origin - Destination)

Fig. 11.8 Comparison of 3 models

Permissible taps allowed for a journey would be 4 and ticket would be valid for 2 hours.

Cons

Based on survey, current ridership is 75.4% and expected ridership after this model is 67.3%

This fare model is not efficient for short journey

Pros

Option 2

This model is fair revenue system and constant update for routes is needed which contributes to updating of data frequently.

Proposing an integrated model for both the transport system.

Distance-based fare model + market-based model

Cons

Fare collection would be from conductor/ Two taps (Origin - Destination)

This fare model would be difficult to understand. Also, continuous fare revision will be needed and constant update for routes needed

Permissible taps allowed for a journey would be 4 and ticket would be valid for 2 hours.

5.3.1 Market based model

Based on survey, current ridership is 75.4% and expected ridership after this model is 71.7% Pros This model is fair revenue system for everyone, and it is easy to understand.

Cons This fare model may affect the revenue for both transport systems.

Local bus has fixed price for passes whereas BRTS has discounts.

Integration of fare model will have integrated pass/ discount system across all modes of PT on journey fare.

Daily pass would be available at 10% discount on general fare. Monthly pass would be available at 25 % on general fare. Yearly pass would be available at 40 % on general fare.

Fare is according to load factor in that particular area

As per the results of survey of 100 people, ridership would increase with flat fare model. For the integration, both the transport systems would set new timetable according to the demand for each route. After the integration, revenue generated from both the systems will be transferred to urban transport fund under municipal corporation. A Unified Metropolitan Transport Authority to be formed under municipal corporation and multimodal integrated hub to be constructed by UMTA.

Higher the load in that route, higher the pricing

11.5 Conclusion

Option 1 â&#x20AC;&#x201C; If the fare for overall system is flat fare

Based on scenarios, conclusions made are fare change affects the use of public transport that is ridership. Integration of public transport modes would lead to increase. According to the survey, passengers are ready to pay according to flat fare model.

Option 3 Proposing an integrated model for both the transport system.

Area/ load-based fare model + market-based model

If the route has higher load, then fare is Rs. 20 If the route has lower load, then fare is Rs. 10

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12 Conclusion

159

Conclusion 12. Conclusion City bus transport system comprises of various sectors, such as contracts management, route rationalisation and feeder integration, Automatic Fare Collection System (AFS), Intelligent Transit Management System (ITMS), Depot Management System (DMS), terminal management, bus stop management, incident management, bus maintenance, revenue management, fare determination and most importantly, adoption strategies for enhancing city bus ridership.

SECTOR Adoption strategies and facilitators for outreach of services

Contract Management

Route rationalization and Feeder

Ticketing and Fare Collection

ISSUES  Lack of passenger analysis on a regular basis  Lack of marketing which is required to retain/increase ridership.  Lack of appeal of the services offered by the CBS.  No Pre-bid Meetings held and no assessment of quality of consultation evaluated in marking.  Detailed procedures for measurement not found  Improper complaint record maintenance and adressal.  

  

160

The study done on the case city was focussed on the above sectors, understanding the processes of the concerned departments and their functions. From, learning the processes and responsibilities involved in the operations and management of the services, to analysing the data handled in each sector, the study was comprehensive. Observations were noted to find if there are any gaps in the current system that could be improved, suggestions and recommendations have been put forward with a holistic approach to help the system to perform more efficiently.

PROPOSALS      

Passenger surveys, mobile application and website is proposed.

Identify citizen brand ambassadors for promotion.

Active participation in India Bus Awards and Bus Association.

Pre-Bid Meetings - Help resolve contract related concerns.

Specific criteria for age, experience and registration of drivers to be followed.

Bus related defaults - Assessment report of busses evaluated should be clearly outlined.

Lack of connectivity to the bus stop in the periphery of the city.

Expensive feeder in those areas of the city



Provide connectivity to the bus stop in the periphery areas 2. Suggest routes for the proposed 300 midi buses in the city to provide better connectivity.

No tickets issued due to overcrowding in the bus.

Manual Cash Counting daily of ~ 8 lakh at a terminal in the case city.

Pass receipt issued can’t be used by the conductor to validate on the ETM..



Installation of kiosks at terminals to distribute the crowd in the bus.

Cash counting machines should be used to avoid counting mistakes. easy to operate and install.

Pass data can be validated on PV with the QR code on paper receipts

 

  ITMS

Maintenance of manual data record.

High number of schedule deviations. Major reason for non-working PIS & No GPS display of routes on DDU. Non-working devices on daily basis.





Removal of manual data record keeping & 100% usage of DMS, Penalty levied in case of more than 10% deviations as per the schedule.

Maintenance schedule for in bus equipment.

Real-time journey information to passengers on website & application. Add-on features-Driver Display Unit

 Material forecast and accountability Irregular pattern of shift to other departments for purchase and unrecorded better inventory management. transfer of materials.  Information centre for the  Crowding of passengers passengers.

ISSUES PROPOSALS and staff on the terminals  Designated staff parking, paid  Lack of passenger analysis  Congestion of vehicles on parking for surveys, passengers mobile and  Passenger on a regular basis the terminals regulated entryand and exit points for application website is  Lack of marketing which is the private vehicles at the terminal. proposed. required to retain/increase  Lack of information boards  Identify citizen brand ambassadors ridership. for bus routes, nos. and for promotion.  Lack of appeal of the timings. on terminus and Placement of schedule boardsBus at  Active participation in India services offered by the bus stop platforms terminus and Awards andon Busevery Association.

CBS. bus stop  Lack of sittings on  platforms No Pre-bidon Meetings held  Pre-Bid Meetings - Help resolve terminus and  Installation of electronic Estimated and no assessment contract related concerns. the bus stop atof some time available on every terminus quality of consultation  Specific criteria for age, experience places evaluated in marking. and registration of drivers to be  Lightings on the bus stops  Detailed procedures for followed.  Breakdown incidents are Maintenance regime -isAssessment suggested measurement not found  Bus related defaults more, and preventive for dailyofsupervision.  Improper complaint record report busses evaluated should maintenance is lacking.  be Suggestion for empowering the CCC maintenance and adressal. clearly outlined.  Incident department and operator at the depot as the nodal maintenance department  Lack of connectivity to the  Provide connectivity the busforstop officer, the point of to contact all works in silos and this bus stop in the periphery in the periphery incidents recorded.areas 2. Suggest disables the data being of the city. for thebox proposed  routes A feedback in the300 busmidi is shared and collaborated. buses in thetocitytrigger to provide better  Expensive feeder in those proposed, passenger  Driver performance is a connectivity. areas of the city engagement and can be used for major concern raised driver performance assessment. during survey. 

Depots Management System SECTOR Terminals

&

Adoption strategies and facilitators for outreach of services

Terminus and Bus stop Management Contract Management

Incident Management Route System & rationalization and Maintenance Feeder

Ticketing and Fare Collection

 

Revenue Management





Threat: Increase No tickets issued due to in establishment costs since overcrowding in the bus. salaries and already Manual Cash Counting registered daily of ~ 8pensions lakh at a will add up with time. terminal in the case city.

Unutilized non-current Pass receipt issued can’t be assets likeconductor spaces to at used by the terminals validate on the ETM.. and advertisement spaces Opportunity: Scope of resource optimization for the utilized non-current assets

  

  Fare determination

Local bus and BRTS are operating as Independent systems which is affecting the overall ridership of



Installation of kiosks at terminals to distribute the crowd in the bus.

Fromcounting the above assessment, webe can Cash machines should see that there is an opportunity to used to avoid counting mistakes. leverage excisions easy to operate andadvertising install. channels. This could be done over Pass data can be validated on PV the Public-Private Partnership with the QR code on paper receipts model to mitigate the risk. The CAGR is 19% after a new advertising model with the consolidated growth rate of 13%.

Scenarios are proposed based on current fares, factors that affect ridership, route and mode of transport Integrated fare system for both public transport systems and

161

channels. This could be done over Unutilized non-current the Public-Private Partnership assets like spaces at model to mitigate the risk. The terminals and CAGR is 19% after a new advertising advertisement spaces model with the consolidated growth  Opportunity: Scope of rate of 13%. resource optimization for the utilized non-current SECTOR ISSUES assets PROPOSALS  Lack of passenger analysis Scenarios are surveys, proposed based on  Passenger mobile on a regular basis current fares, factors that affect application and website is Adoption  Lack marketing which are is ridership, route and mode of Localofbus and BRTS proposed. strategies and required retain/increase transport operatingtoas Independent facilitators for  Identify citizen brand ambassadors ridership.

Fare determination systems which is affecting  for Integrated fare system for both outreach of promotion.  Lack of appeal ridership of the the overall of public transport systems and services  Active participation in India Bus services offered by the public transport. models are proposed. Three fare Awards and Bus Association.

CBS. models are worked out with individual's pros and- cons.  No Pre-bid Meetings held  Pre-Bid Meetings Help resolve and no assessment of contract related concerns. quality of consultation  Specific criteria for age, experience Fromittheisstudy, its observed that all these sectors should worktime hand in hand and should bedrivers more insectors marking.

Contract and registration to be From the study, observed thatevaluated all these quality, and efficiency of of urban transport system to flexible and adaptable to the suggested changes.

The suggestions put forward could help in a Management  Detailed procedures followed. should work hand in hand and should be more flexible for perform efficiently and enhance passenger satisfaction, structured change within the system, would improve elements quality, time and efficiency measurement not found increasing Buslikerelated defaults - Assessment and adaptable to the suggested changes.

Thewhich suggesthereby ridership. of urban transport system to perform efficiently and enhance passenger satisfaction, report of bussesthereby evaluated should tions put forward could help in a Improper structuredcomplaint change record increasing ridership. maintenance and adressal. be clearly outlined. within the system, which would improve elements like Revenue Management

Route rationalization and Feeder

Ticketing and Fare Collection



 

  

162

Lack of connectivity to the bus stop in the periphery of the city.

Expensive feeder in those areas of the city



Provide connectivity to the bus stop in the periphery areas 2. Suggest routes for the proposed 300 midi buses in the city to provide better connectivity.

No tickets issued due to overcrowding in the bus.

Manual Cash Counting daily of ~ 8 lakh at a terminal in the case city.

Pass receipt issued can’t be used by the conductor to validate on the ETM..



Installation of kiosks at terminals to distribute the crowd in the bus.

Cash counting machines should be used to avoid counting mistakes. easy to operate and install.

Pass data can be validated on PV with the QR code on paper receipts

 

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Appendix Appendix 10.1: Graph-Projected Consolidated Expenditure and Revenue

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Appendix 10.2 : Projected Consolidated Expenditure and Revenue

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