Vadodara City Bus Service

VADODARACITYBUSSERVICE
Urban Transport Initiatives in India: Best Practices in PPP
8.0 Vadodara City Bus Service
8.1 Context
Vadodara lies on the Ahmedabad-Mumbai route which is known as the Golden Corridor. As
per census 2001, the population in the Vadodara Mahanagar Seva Sadan (VMSS or the
Vadodara Municipal Corporation) jurisdiction is 14.11 lakhs which in 2009 has grown to
15.8 lakhs as per projections.
8.2 Situation before Implementation of the Project
8.2.1 Existing System of Bus Service

The City Bus Service was primarily run by the Gujarat State Road Transport Corporation
(GSRTC). The bus fleet operating within the city declined from 200 in 2003 to 85 in 2005.
The frequency of buses also reduced to hourly during the daytime. Buses were inefficient and
used diesel fuel. The operation had inadequate coverage and hence the consumers suffered.
There was high non-revenue component due to wastage, pilferage, and ticket-less riders and
thus suffered from unaccounted-for losses. There were no plans to increase the fleet or plans
to hand over the city-bus operations to VMSS, as it was initiated in other cities of Gujarat.
On the other hand, the private vehicle ownership was increasing at a high rate of 8 to 9 % per
year. The modal split of the populace shows a dependence on motorcycles (60%) followed by
private four wheelers (25%) and auto rickshaws (15%). There was a high demand of efficient
public transport system from local councilors, citizens, media and students of schools.
VMSS took up the initiative of organizing a city bus service on the basis of public private
partnership. They felt that an efficient mass transportation system was needed for
sustainability of not only the economy of the city but also for reducing pollution stress on the
environment.
8.2.2 Problems and Needs Addressed by the Project
The City Bus Service was intended to overcome the following issues.
National Institute of Urban Affairs
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Increasing vehicular pollution;
Growing number of vehicle ownership;
Increasing number of private vehicles (e.g. auto rickshaws, two wheelers and cars) on
the roads;
Lack of affordable and reliable city buses; and
Lack of public transport system.

8.2.3 Reason for Adoption of City Bus Service
VMSS adapted public-private partnership initiative since it promised to generate revenues for
the city without any investments or expenditure. Additionally, all the buses run on CNG
(Compressed Natural Gas) which is an environment friendly fuel.
8.2.4 Preparation of Feasibility Study
VMSS studied the models of Surat, Bhavnagar, Rajkot and other City Bus Services of India
and accordingly selected the best model for VMSS City Bus Service privatization. The
private contractor also conducted a feasibility study based on the routes and bus stops
provided by the VMSS, before floating the tender. A feasibility study of any public service
agency should conduct cost benefit analysis. This is done to evaluate and match the
additional / differential costs against not only revenues but social benefits, like benefits to of
passengers and increase in the routes etc.
The study assessed the financial viability of the proposed bus system for first five years, and
identified the fleet requirements, ticketing rates, maintenance etc.
8.3
Description of the Project
8.3.1 Project Description

As per the directives of the State Govt. Dated: 22/09/2006, Municipal Commissioner
proposed the privatization of City Bus Service which was approved by the Standing
Committee Resolution 538 / dated: 24-03-2005 and General Board Resolution 34 / dated :
16-05-2005 with the following highlights:
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It was decided that VMSS does not have to bear any economic load with the
privatization of the City Bus Service;
VMSS has to follow guidelines for City Bus Service as per Urban Development and
Urban Housing Development Department;
VMSS had to take NOC from Divisional Controller, GSRTC for stoppage of current
transport services and starting of privatization;
VMSS had to send commitment to RTA for private route; and
Private operator selection and stage carriage, rent, etc. should be handled by RTA.
VMSS studied the model of Surat, Bhavnagar, Rajkot and other City Bus Services of India
and accordingly selected the best model for VMSS City Bus Service privatization.
Figure8.1:VadodaraCityBusandPickupstand/Qshelter
Pick up stands / Q- shade: It was quite necessary to have sufficient numbers of pick up
stands to provide adequate access to citizens. Therefore VMSS decided to incorporate
advertising based revenue generation model in the tenders for the Pick-up stands/queueshades. VMSS invited tenders for designing and maintaining 124 pick-up stands without any
financial load on the corporation. The contract was awarded to the contractor M/s.
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Proactive In & Out Advertise Pvt. Ltd., Bombay on a BOT basis. The maintenance would be
under the scope of work of the contractor for a period of five years.
Initialization of the Service: The City Bus service was started from 18th May, 2008 by
initially 25 CNG buses after completion of all standard requisite approvals. The rate was kept
at ` 2/- per route initially for 3 months to attract the citizens to make use of newly introduced
City Bus Service. Gradually the fleet increased and at present 120 CNG buses are plying;
target is to reach 250 buses till March 2010. Passengers traveled by city CNG buses are 1,
50,000 per day which will increase by 3, 50,000 in March 2010.
VMSS has taken care of different classes who make use of City Bus Service in which
students are given 50% concession and handicapped and Service class people get 20% on
prevailing ticket rates. Ticket rate tariff is kept on the basis of GSRTCs Fare Notification
No. GG / 2006 / 19STC / 1099 / 830(1) / GS, Dated: 14 / 07 / 2006. At present 10% of total
population is making use of this service and ticket rates are kept the same since initialization
even after increase in ticket rates by GSRTC. All Buses are CNG fuel based and GPS system
will be implemented for vehicle tracking. There are no complaints due to good frequency of
buses, cheap rates and punctuality.
Benefits To Environment And Users: The buses runs on CNG fuel which is proven
environment friendly and causes no health hazards to the citizens unlike vehicles operated by
diesel fuel. It also makes improvement in ambient air quality, reduced health costs due to
reduction in air pollution & better utilization of natural gas resources.
8.3.2
Goals of the Project
1) PPP module was introduced as proven mechanism with a clear objective to ease the city
government from handling operational and administrative issues to run public transport
system, apart from income generation.
2) PPP is also helping to promote competition, improve efficiency and increase in adequacy
of services. It is also assisting in reduction of administrative and overhead expenses of the
public sector position. The private enterprises have lower operating cost and greater
capacity and freedom to obtain and maintain necessary bus fleet.
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8.3.3
Strategy Used to Achieve the Desired Goals
Use of an innovative PPP model has been thought of to achieve the desired results.
8.3.4
Activities Implemented to Achieve the Desired Goals
The feasibility study conducted included the following sub-activities:

Visit to Anand and Bhavnagar to understand how the city bus service systems is
being operated;
Traffic and transportation survey of Vadodara;
Preparing technical documents such as proposal to put forth before the Standing
Committee and General Body of the Corporation, tenders to invite quotes for
operating city bus service and BOT based pick up stands etc.;
Installation of traffic signals on the road junctions;
Planning routes and deciding pick-up stands;
Designing of pick up stands;
Running the city bus service in PPP basis; and
Developing website http://new.vtcos.com/ to help citizens to download timetable and
bus routes, register the complaints, provide feedback about the service and contact
operator etc.
8.3.5 Challenges / Constraints Encountered
The phenomenal growth in the number of rickshaws and poor traffic orientation of the
citizens have created difficulties in day to day traffic despite efforts towards high standards
of traffic engineering in the city.
8.3.6 Expected Outcome of the Initiatives
The Outcomes of these exercises are the basis for a comprehensive integrated set of transport
sector strategies to transform the city towards sustainability.
Reducing dependency on personal vehicle; encouraging use of Non Motorized
Vehicles and public transit;
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Long term sustainability, strategy development to lessen the burden on public budget
resources through PPP;
Accessibility to all user groups incorporating local economic activities within the
design;
Effective maintenance of traffic island for overall pleasing effect and desired traffic
benefits;
Maintenance and excellence in design of bus stops;
Annual revenue income of ` 18, 55,000/- for the VMSS from the City Bus Service.
Annual revenues of ` 82,58,400/- from the advertising at pickup stands / Q shades
as per BOT; and
Revenue to the Corporation, for the next five years is estimated to be around ` 18,000
per bus per year as premium from operators. Revenue of ` 66,600 per bus stand per
year from advertisement is estimated to be obtained from 214 bus stands in the next
five years.
8.3.7 Role and Activities of the Partner
Public Partner: Vadodara Mahanagar Seva Sadan is the lead implementing agency of the
project. VMSS has defined the bus routes, bus stops and fare structure. It has also defined the
quality of service in terms of frequency and has determined that buses should be run on CNG
fuel. Regional transport authority is responsible for sanction of stage carriage permits under
Motor Vehicles Act for city bus service, providing statutory sanction to these terms. The bus
stands are made by VMSS on BOT basis. In lieu of the rights given to the operators for
collecting fare, VMSS gets a premium on yearly basis from the operators.
Regional Transport Authority: provided technical assistance to VMSS in preparing
proposal and tenders etc.
GSRTC: GSRTC provided route maps where city buses of the GSRTC were plying before
2005. This route map helped VMSS to devise route plan for the present requirement.
Private Partner:
M/S Vtcos Private Limited - procured, owned, operated and maintained the buses;
took care of expenditure on rolling stock and operation and maintenance (including
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cost of driver and conductor, supervision of operations, fuels, repairs and

maintenance);
Provided uniforms (with logos of VMSS and the VTCOS Pvt. Ltd.) to drivers and
conductors; and
M/S Proactive In & Out Advertise Private Limited, Bombay Built and Operate 124
Pick- up stands / Q-shades to give support to the City Bus Service of Vadodara.
8.3.8 Important Stakeholders Involved and Communication / Networking Procedure

for the Project
All buses are provided with vehicle tracking system for monitoring the frequency and timely
operation from the control room, which is currently set up at the concessionaires office and
which will be set at the VMSS main office.
8.4 Factors of Success
The citizens have access to an improved transport facility through the introduction of city
buses. Presently, approximately 101 buses are running on 41 routes. This city bus service
provides cost effective and eco-friendly public transport options for the citizens; innovative
features such as daily passes, students passes and free travel for freedom fighters have been
introduced.
There are a number of benefits to VMSS through Privatization, which are as follows:
Income of VMSS increased with the offer premium of ` 18,55,000/- yearly from City
Bus Service;
Income of VMSS increased with the offer premium of ` 82,58,400/- for pickup stands
/ Q shades as per BOT;
Total income of VMSS increased by ` 1 crore / year with 70 nos. of bus services &
124 nos. of pickup stands / Q shades; and
This amount would be utilized in the infrastructure development of the city.
The highlights of the success in the operation of the City Bus Service System include:
Necessary approvals from Government of Gujarat within short time;
Private investment by operators for buses, infrastructure and operation;
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Sharing of returns with operators against expenditure incurred;
Decision with reference to tariff, routes and frequency of buses reserved to be done by
the VMSS;
Overall monitoring by VMSS;
Transparent methodology for selecting the operator;
Consultation with stakeholders for deciding the modalities (operators / traffic police /
citizens / NGOs); and
VMSS has allotted 2 plots measuring 4000 square meter to the concessionaire for
setting up workshop / fuel stations / depots / daily cleaning system, etc at ` 1/- token
rent / sq m.
A system of weekly review by the traffic department of the corporation has been put in place.
The city bus service has been initiated and covers the entire spread of the city and an initial
three month trial period was given for the citizens to give their feedback about the system and
also to encourage them to use the service.
Citizen of Baroda city have given very good response and are very much pleased with
the city bus services. In connection with this, VTCOS has taken initiative to start instant
response facility i.e. SMS system for information and complains and suggestion from the
citizen. Due to facilities and punctuality of city bus, National Award 2008 was awarded to
VTCOS.
8.5 Budgetary Implications and Sustainability
8.5.1
Total Cost of the Project
Cost involved bus procurement, regular maintenance of buses, staff, office infrastructure.
M/S Proactive Advertising In and Out Ltd, Mumbai Approx ` 2.8 Crore.
M/S Vtcos Private Limited is not willing to share the cost of the project
8.5.2
Source of Finance for Sustainability of the Project
1)
M/s. VTCOS Transportation Private Limited, Bhavnagar;
2)
M/s. Proactive In & Out Advertise Private Limited, Mumbai; and
3)
Vadodara Mahanagar Seva Sadan.
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8.6 Impact of the Initiatives

In consideration of the unmatched efforts of VMSS of providing City Bus Service without
disturbing ecosystem and by generating revenue without investing or spending, the Institute
of Urban Transport, India of Urban Development Department, Government of India
conferred an Award for Excellence in Urban Mobility, in the conference on Urban Mobility
India-2008 at New Delhi. VMSS gained this award by competing with some 50 entries from
various cities of India.
8.7 Summing Up
VMSS took up an initiative of organizing a sustainable city bus service on the basis of public
private partnership since it promised to generate revenues for the city without any
investments or expenditure. Moreover, all buses run on CNG, which reduce pollution stress
on the environment.
The public partner is VMSS and the lead implementing agency to define the bus routes, bus
stops and fare structure, quality of service in terms of frequency. The Regional Transport
Authority is responsible for sanction of stage carriage permits under Motor Vehicles Act for
city bus service, providing statutory sanction to these terms. The bus stands are made by
VMSS on BOT basis. In lieu of the rights given to the operators for collecting fare, VMSS
gets a premium on yearly basis from the operators.
The private partner is M/S Vtcos Private Ltd to procure, own, operate and maintains the
buses; took care of expenditure on rolling stock and operation and maintenance (including
cost of driver and conductor, supervision of operations, fuels, repairs and maintenance). M/S
Proactive In & Out Advertise Private Limited has constructed 124 Pick- up stands / Q-shades
on BOT basis.
The cost of the project is ` 2.8 crore, which involves bus procurement, regular maintenance
of buses, staff, office infrastructure etc. Annual revenue income of ` 18, 55,000/- to VMSS is
from the City Bus Service, while, annual revenue of ` 82, 58,400/- from the advertising is
received at pickup stands / Q shades as per BOT.
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The city bus service of Vadodara is running successfully. Presently, approximately 101 buses
are running on 41 routes providing cost effective and eco-friendly public transport with
innovative features such as daily passes, students passes and free travel for freedom fighters.
On an average, 100,000 passengers travel by bus service. The total income of VMSS has
increased by ` 1 crore per year with 70 nos. of bus services & 124 numbers of pickup stands /
Q shades and this amount would be utilized in the infrastructure development of the city.
VITCOS has initiated SMS system for information, complaints and suggestions. In view of
unmatched efforts of VMSS for providing City Bus Service without disturbing ecosystem and
by generating revenue without investing or spending, the Government of India confer an
Award for Excellence in Urban Mobility, 2008 on 5th December, 2008.
The major reasons for the success of the project are attributed to the necessary approvals
from Government of Gujarat within short time; private investment for buses by operators,
infrastructure and operation; sharing of returns with operators against expenditure incurred;
Decision with reference to tariff, routes and frequency of buses reserved to be done by the
VMSS.
VMSS has encountered challenges like the phenomenal growth in the number of rickshaws
and poor traffic orientation of the citizens, which have created difficulties in day to day traffic
despite efforts towards high standards of traffic engineering in the city.
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JALGAONCITYBUSSERVICE
9.0 Jalgaon City Bus Service
9.1
Context
Jalgaon is a city in western India, to the north of the Maharashtra state in Jalgaon District,
which itself is located on the northern Deccan Plateau. Located within the productive,
irrigated agricultural region of Khandesh, Jalgaon is a municipal corporation. Jalgaon is also
the hometown of the Smt. Pratibha Patil, President of India. Modern Jalgaon now boasts of
vast industrial areas, educational institutes and good hospitals. The city is well developed
with good roads, shopping centres, and residential areas, and also has good communication
and transport infrastructure.
Jalgaon is near the world famous Ajanta Caves and is one of the key attraction places for
tourists all around the World. Jalgaon has a diverse climate. It is exceptionally hot and dry
during summer with temperatures reaching as high as 47 degrees Celsius. Jalgaon receives
about 700 mm rainfall during monsoons, which is followed by pleasant temperature in
winter. The city is served by several major rail lines with routes to Mumbai, Nagpur, Delhi
and Surat. It lies on National Highway-6 connecting it to Surat and Kolkata. The Ajanta
Caves are located about 64 km (about 40 mi) to the south of Jalgaon, and the Yaval Wildlife
Sanctuary is about 32 km (about 20 mi) to the north. As of 2001 India census, Jalgaon had a
population of 3.68 lac.
9.2
SituationbeforeCityBusService
a) Existing System
Before implementation of the eco-bus service in Jalgaon city, the city-bus services were
provided by the Maharashtra State Road Transport Corporation (MSRTC) which was not as
per the increasing demand for transport services. The financial performance of the MSRTC
was not good to cope-up with the citizens demand and could not augment its fleet. As a
result Intermediate Public Transport (IPT) like Auto-Rickshaws, private vehicles, etc. came
on the roads of the city, creating congestions, air and noise pollutions, etc. Traffic situation
became bad and it led to major accidents.
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b) Problems and Needs Addressed by the Project

i)
The number of buses plying on the routes was inadequate and quite old.
ii)
Frequency of buses was inadequate.
iii)
The over-all quality of services provided by MSRTC was extremely poor.
iv)
The MSRTC was not responding to the growth of the city by augmenting services.
On the contrary it declined to start additional services.
c)
Reason for Adoption of City Bus Service

i)
MSRTC has communicated to the Jalgaon Municipal Corporation (JMC) that since
the city bus service provided by them incurred huge losses, they wanted to close
the city bus service.
ii)
JMC was also not in a position to invest huge amount of money required for
purchase of buses, recruitment of staff and providing infrastructure.
iii)
Hence the Municipal Corporation took a conscious decision Vide Resolution No.
40 dated June 2008 to appoint an agency for providing public transport service on
PPP basis.
d) Preparation of Feasibility Study

A detailed feasibility study was not called for as the MSRT Corporation was already
providing city services though they were inadequate. Prasanna Bus Links Private Limited
(PBLPL), as an operator of JMC Unit only continued to operate city services (as a successor
to MSRT Corporation).
9.3 Description of the Project

i) Project Description
PBLPL has partnered with JMC to offer well-maintained, high frequency, and safer services
for meeting the demand of public transport in Jalgaon. The project was launched on 15
August 2009.
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JMC has constituted Transport Committee (TC) under section 25 of the Bombay Provincial
Municipal Corporation Act, 1949. The committee constitutes of 13 members in which 12
member are appointed by the corporation. The committee is headed by the chairperson who is
appointed for tenure of one year. Under chapter XX, section 342, the transport manager shall
manage the transport undertaking and perform all acts necessary for the economical and
efficient maintenance, operation, administration and development of the undertaking.
Figure9.1:FrontandSideViewofJalgaonCityBus
Levy of fares and charges of transport services has been decided by the TC with the approval
of the JMC and Regional Transport Authority Besides, routes, stages of fare (fare structure) is
also done by the TC. The Corporation provides infrastructure and monitors the bus transport
system, whereas the buses are procured, owned, operated and managed by the PBLPL.
However the JMC has transferred the rights to the above mentioned Transport Company, in
lieu of the royalty of 85 Paise per km. The Corporation has also taken ` 25, 000 per vehicle
from the Operator as a guarantee in the form of bank deposit. In case, the operators
withdraws their services it is mandatory to give six-month notice period to the Corporation.
However there is no guarantee for loan repayment from the Corporation.
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It is important to note that escrow account is maintained by the transport agency. The revenue
collected from the tickets, advertisements is deposited in the account and same is used on the
following heads:
1) Government taxes;
2) Salary to the staff;
3) Bank loan installment;
4) Fuel and Maintenance;
5) Accident Insurance (vehicle and employ);
6) Royalty; and
7) Amount of fine (if imposed).
The transport agency is deploying Bharat II
(Euro-II) standard buses which are economically
viable, and support hi-tech IT facilities like the
GPRS system, for real time information on the
display board on the buses and shelters.
These buses have 200 mm ground Clearance and
their turning circle radius is in the range of 7100
to 8000 mm. Besides these salient features,
modern ticketing and pass system would also be
one of the important features of the bus services.
In a nut shell these buses are economical, ecofriendly and electronically sound. The ticket rates
are ` 3/- for first 2 Km and 60 Paise per km
thereafter.
The PBLPL is operating 30 buses on 11 routes.
Figure9.2:GPSFittedinBus,Jalgaon
However 26 routes (15 routes on which the MSRTC was providing services and 11 new
routes have been identified) have been identified to operate the eco-buses. It has been
proposed to increase the number of buses upto 200 as per the CIRT norms i.e. 40 buses per
100, 000 populations.
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The frequency has been increased by providing buses up to 5 minutes where traffic density is
high and after every 10 minutes where the passenger load is moderate. At present new bus
stops and bus shelters are being erected and the IT facilities are being installed.
ii)
To provide the best possible public transport service at affordable rates to the citizens.
iii)
Strategy Used to Achieve the Desired Goals
In order to achieve the above goal it was decided to adopt PPP for the entire project.
iv) Activities Implemented to Achieve the Desired Goals
1) Identification of routes, stages and fixation and fares
and charges.
2) Approval of appropriate authorities.
3) Appointment of an agency after a competitive bidding
process.
4) Procurement of buses
5) Appointment and training of staff.
v) Challenges / Constraints Encountered
Figure9.3:Student
Showinghisbuspass
1) Resistance of local auto-rickshaw operators which was overcome by intervention by

the Police Authorities.
2) Acquisition of land for construction of a depot workshop and bus terminus.
vi) Expected Outcome of the Initiatives
1) Benefits to the commuters
a) Increased frequency
b) Clean and eco friendly buses
c) Fast and safe travel
d) Issue of Student Concession Passes.
e) Issue of monthly and tri-monthly passes to daily commuters.
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f) Concession in fare to senior citizens, freedom fighters and Journalist.

2) Benefits to the Government: Timely payment of government taxes.
3) Benefits to the Corporation: Royalty of J.M.C. @ 85 Paise per K.M.
vii) Role and Activities of the Partner
1) Transport Committee
a) Policy decisions.
b) Levy of fares and charges of transport services has been decided by the transport
committee with approval of the Municipal Corporation and R.T.A.
c) Approval to the Routes Stages and Fare structures.
2) Transport Manager
a) Identification of Routes stages and fares and charges.
b) Submission of proposal to Appropriate Authorities
c) Management of Undertaking.
d) Execution and overall implementation of PPP Model
3) Operator
a) Procurement of buses.
b) Appointment and Training of Staff.
c) Erection of Bus shelters.
viii) Important Stakeholders Involved and Communication / Networking Procedure for the
Project
The Passengers Association in the city is proposed to be involved for improvement of the city
bus services. Passenger information system is proposed to be used in the bus and at the
shelter in order to:
1) Gives information about the routes and schedules.
2) Inside the bus to commuters to alight at the desired bus stop.
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3) About the passenger, especially the school / collage going children to their parents
regarding the boarding and alighting time to ensure safe travel.
4) To communicate any delay or any technical problem to avoid passenger hassle.
9.4
Factors of Success
1) Kind of support given by Transport committee and Municipal Corporation.
2) State support from RTA/RTO.
3) Speedy procurement of buses, appointment and training of staff by the operator.
4) Acceptance by public.
Figure9.4:OverCrowdedJalgaonCityBus
9.5
Budgetary Implications and Sustainability
i) Total Cost of the Project

Total cost of project is ` 15 crores, out of which ` 3 crore have been invested so far (2010).
ii) Sources of Finance for Sustainability of the Project are: (a) PBLPL and (b) HDFC
Bank. The Transport Committee has not provided any finance in the budget. The entire cost
of the project is to be borne by the operator.
9.6
Impact of the Initiatives
The study team of NIUA interacted with the commuters and found that the overall impact of
the introduction of Eco Bus services on general public and daily commuters is positive.
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Commuters using IPT modes earlier were switching over to these buses. Commuters were
satisfied with the buses which are comfortable having good sitting arrangements.
9.7 Summing Up
The Jalgaon city bus service, based on PPP, was launched on 15 August 2009.
The
corporation of Jalgaon has constituted a Transport Committee, which is responsible for

making policy decisions, and levy of fares and charges of transport services with the approval
of the Corporation and R.T.A. The transport manager is responsible for identification of
routes, fares and charges; submission of proposal to appropriate authorities; management of
undertaking; and execution and overall implementation of PPP model.
Buses are procured, owned, operated and managed by the private sector, namely, PBLPL. It
is also responsible for erection of bus shelters.
As on December 2009, it was operating 30 Eco buses (Bharat II) equipped with GPS, PIS,
modern ticketing and pass-system etc. The frequency of these buses is 5 minutes where the
traffic density is high and after 10 minutes where the passenger load is moderate.
It is to be noted that JMC has transferred the right to the private sector, in lieu of the royalty
of 85 Paise per km. JMC has also taken ` 25,000 per bus from the operator as a guarantee in
the form of Bank deposits.
Factors of success of the project / system are attributed to the support given by the Committee
and JMC; State support from RTA / RTO; speedy procurement of buses and acceptance by
the operator. However, challenges / constraints faced during the implementation period are
resistance of local auto-rickshaw operators and delay in acquisition of land for the
construction of depot, workshops and bus terminus. The satisfaction of the commuters is
higher than ever since the introduction of new bus system since IPT.
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KOLKATACARPARKINGSYSTEM
10.0 Kolkata Car Parking System

10.1 Context
Kolkata is the capital of the Indian state of West Bengal. It is located in eastern India on the
east bank of the River Hooghly. As of 2001, Kolkata city had a population of 4,580,544,
while the urban agglomeration had a population of 13,216,546. The Kolkata Municipal
Corporation (KMC) area has registered a growth rate of 4.1% during 2001-11, which is the
lowest among the million-plus cities in India. When referred to as Calcutta, it usually
includes the suburbs, and thus its population exceeds 15 million, making it India's thirdlargest metropolitan area and urban agglomeration as well as the World's 8th largest
agglomeration.

10.2.1
Problems and Needs Addressed by the Project
Central Kolkata, particularly the New Market area near the KMC Head Office, is a very busy
commercial zone with narrow streets and roads. The Lindsay Street, part of this locality and a
very busy place with a market, shops and vegetable vendors around, is one of the most
congested roads in terms of traffic. The problem was further aggravated by haphazard, unruly
parking that led to serious traffic jams sometimes even resulting in brawls.
10.2.2
Reason for Adoption of Particular Parking Project
Parking in central Kolkata, the heart of this mega city, has always been a hassle as is the case
with most inner city areas. The traffic woes are a source of concern, not only for the owners
of vehicles but also the pedestrians. In an attempt to mitigate the situation, the KMC decided
to utilize the rights to the space underground and undertake the parking project as a PPP
(Public-Private Partnership) project on a Build, Own, Operate and Transfer (BOOT) basis.
The project benefited all the stakeholders the KMC, the construction company/contractor
(also known technically as the concessionaire) and most of all, the car owners and the
harassed pedestrians all in a most sustainable manner. The uniqueness of the project lies in
the two direct car lifts for drivers to take their cars to and out of the parking lot.
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i)
Project Description
There are two levels of basement in the system, of which the upper basement (Level-1) has
been utilized for the purpose of commercial development while the lower basement (Level-2)
is exclusively used for the car parking. This was a double-concession BOOT project, one for
Level-1 and the other for Level-2.
Underground Level - 1: Commercial Development
To make the project self-sustaining and as part of BOOT arrangement, the KMC granted
permission to Simplex to construct and lease out the commercial blocks on a long term basis
on mutually agreed terms and conditions. Simplex pays the lease rent as well as basic rent. It
was granted the right to enter into a lease agreement with the prospective trader (lessee) for
an initial period of 60 years during which it will collect the lease rent (the lease agreement is
renewable in blocks of 30 years). The KMC collects the basic rent directly from the lessee for
the period of the lease.
Figure10.1:UndergroundShoppingArcadeSimplesMallonLevel1
Underground Level - 2: Parking Lot

On the basis of entry and exit to the parking area, the mechanics of movement of vehicles
from the surface to the parking bays is of two categories: shuttle dolly system and palette
shifting system. Each palette is 6 meters in length and 2.5 meters in width.
148
Figure10.2:MovementofvehiclesfromsurfacetoLevel2parkingbays
The type of elevator also varies accordingly, blocks 1-3 and 5 have hydraulic elevator, while
block 5 has provision for an electric elevator. The movement of vehicles, from the time it is
set on the palette at the ticketing counter on the surface to being taken to level 2 and placed in
the parking bay is fully automated and works more or less on the principle of a jigsaw puzzle.
The ticketing is also done with the help of SCADA (Supervisory Control and Data
Acquisition) software, where each entry of vehicle is marked with a Unique Identity Number
given in a card to the vehicle owner. Database of every car is maintained by feeding in the car
and license number. This is used daily to check revenue generation.
At the expiry of the concession period of 20 years, the parking system will be handed over to
the KMC. After the expiry of such a period, Simplex may undertake to execute an annual
maintenance and operation contract with the KMC on mutually agreed terms and conditions.
At that point of time, and as per the agreement, Simplex shall train, free of costs, a maximum
of 4 Engineers or qualified personnel nominated by the KMC to manage and maintain the
system. This will be done during the period of 12 months prior to the expiry of stipulated
period (notified in advance to KMC) to enable smooth hand over of the system.
Figure10.3:TypesofParking:a)PaletteShiftingandb)Shuttle
149
To provide multi level underground car parking system at Lindsay Street on BOOT
basis.
To provide commercial complex at same place.
ii) Strategy Used to Achieve the Desired Goals

The PPP parking project was conceptualized as a two-part BOOT project with two
concession periods one for the parking system and the other for the commercial complex
(both underground). The overland portion was converted into a pedestrian plaza.
KMC is the owner of the stretch of land along Lindsay Street Opposite New Market, with all
underground rights thereof. It offered the concessionaire, Simplex projects, the right to
construct the parking system including the shopping complex at that location.
iii) Activities Implemented to Achieve the Desired Goals

The KMC has allowed Simplex to impose and collect the parking charges for all the vehicles
parked within the system on a mutually agreed terms and conditions. Simplex pays the KMC,
5% of the gross annual revenue earned from parking for the concession period of twenty
years.
If Simplex makes any profit after meeting its expenses towards loan servicing, debt
obligations, provision for all liabilities, contingencies, including the operation and
maintenance cost but excluding payment of all dividends, then on availability of cash profit,
the KMC would be given an extra bonus of 10% of the said profit.
Simplex has been given the right to put up advertisements in the form of show-windows,
kiosks and other such formats of advertisement at no extra costs. The KMC has prohibited
on-street parking in the zone of influence around the system and within a radius of 100
meters. This ensures that the people use this parking facility and in order to decongest the
Lindsay Street locality.
150
iv) Role and Activities of the Partner

The KMC and Simplex Projects entered into a BOOT agreement for a period of 20 years for
the parking system. All architectural designs and drawing were approved by the KMC. The
technical design was from Holland from where engineers from Simpark took training.
v) Important Stakeholders Involved and Communication / Networking Procedure for

the Project are
KMC
Simplex Pvt. Ltd.
250 parking slots in the underground parking system at L-2 level.
Market complex at L-1 level with 200 shops on lease; the premium goes to the
Concessionaire as charged by him.
The pedestrian plaza on the ground is a bonus for the pedestrians.
Street parking is no longer allowed on Lindsay Street, the traffic jams have become a
thing of the past.

The Cost of Project is ` 36 crore (approx.) and is to be borne by the Concessionaire (Simplex
Projects).
ii) Source of Finance for Sustainability of the Project
Parking Fee: Rs 10/- per hour (with a provision of discount for long-term parking) to be
collected by Simplex. KMC will get 5% of the parking revenue from Simplex Projects for 20
years until handing over of the project to KMC. This will generate estimated annual revenue
of Rs 5 lakh for KMC. Besides, the KMC will get Secondary Basic Rent @ Rs 60/- per sq m
per quarter (subject to upward revision by 10% after every five years) from the commercial
space. This will generate an annual revenue of Rs 9, 20, 000/-.
151
Figure10.4:UndergroundParkingBaythatcanaccommodate250carsin5blocks

A public-private partnership model on BOOT basis has many advantages. Over a long
concession period, both the BOOT operator and the KMC are bound to earn revenues and
even profits. More importantly, a very sensitive issue of traffic has been resolved on a
particularly busy street.
1) PPP models of partnership in infrastructure development form the most sustainable
approach for a city government that most often has a resource crunch both, in terms of
finance and in terms of engineering staff.
2) Public service provided by a local government can also become an alternative source of
additional revenue.
3) Underground development can be an alternative where ground level space is scarce,
especially in all mega cities.
152
10.7 Summing Up
In order to solve haphazard, unruly parking of vehicles at the Lindsay Street of Central
Kolkata, KMC decided to utilize the rights to the space underground and undertake the
parking project as a PPP (Public-Private Partnership) project on a BOOT (Build, Own,
Operate and Transfer) basis.
There are two levels of basement in the system, of which the upper basement (Level-1) has
been utilized for the purpose of commercial development while the lower basement (Level-2)
is exclusively used for the car parking. This was a double-concession BOOT project, one for
level 1 and the other for level 2. The overland portion was converted into a pedestrian plaza.
To construct and lease out the commercial blocks on a long term basis, KMC has granted the
right to Simplex Pvt. Ltd (private sector) to enter into a lease agreement with the prospective
trader (lessee) for an initial period of 60 years. During this period, it will collect the lease
rent (the lease agreement is renewable in blocks of 30 years). The KMC collects the basic
rent directly from the lessee for the period of the lease.
The KMC and Simplex Projects entered into a BOOT agreement for a period of 20 years for
the parking system. KMC has allowed Simplex to impose and collect the parking charges for
all the vehicles parked within the system on a mutually agreed terms and conditions. Simplex
pays the KMC, 5% of the gross annual revenue earned from parking for the concession
period of twenty years.
The aforesaid PPP based model has many advantages as over a long concession period, both
the BOOT operator and the KMC are bound to earn revenues and even profits. It may be
treated as most sustainable approach for a local government that has a resource crunch both,
in terms of finances and in terms of technical / engineering means. Moreover, underground
parking can be one of the alternatives where ground level space is scares, especially in
megacities.
153
VISAKHAPATNAMBUSRAPIDTRANSITSYSTEM
11.0 Visakhapatnam Bus Rapid Transit System

11.1
Context
Visakhapatnam (Vizag) is second largest city of Andhra Pradesh with an area of 550 km. It
is primarily an industrial city, apart from being a port city. It is also home to the Eastern
Naval Command. Vizag is a cosmopolitan mix of people from various parts of the country.
From a population of a few thousand locals during the 18th century and early 19th century
the population grew steadily every decade. The city doubled its population from 19902000
owing to a large migrant population from surrounding areas and other parts of the country
coming to the city to work in its heavy industries. As of 2001 India census, Visakhapatnam
had a population of 1, 329, 472.
Currently, about 4.5 lakh registered vehicles ply on the city roads in Vizag City, 90% of
which are cars and motorized two-wheel vehicles (MTWVs). The present travel demand in
the City is about 12 lakh trips per day; a significant 65% of these trips are catered by private
modes. The current modal split studies indicate that only 20% favour public transport.
According to the NUTP, cities with one million-plus population must target a minimum
public transport mode split of 50%. The demand for travel is predicted to grow to 16 and 28
lakh trips per day by 2011 and 2021 respectively.
Therefore, a higher modal split of above 50% has been recommended for Vizag to be
achieved in phases. This can be attained by giving impetus to public transport to arrest the
trend of personal modes. Equally, NMT modes and pedestrian traffic management has to be
accorded due priority for integration and accessibility by keeping in view the safety aspects
identified by the National Urban Transport Policy (NUT). The salient features of travel
demand in the city are illustrated below:
11.2.1
Problems and Needs Addressed by the Project
Similar to other UAs, in the near-future road capacity is going to be a major constraint for
mobility in Visakhapatnam. Transport network in the city will not only require expansion but
157
widening and strengthening of the existing road network. The citys transport master plan has
identified and planned a phase-wise implementation of mass public transport systems.
As a precursor to the detailed corridor design effort, a Detailed Project Report (DPR) was
prepared which identified eight corridors of about 100 km for BRTS implementation. Given
the rate at which the city is growing as a commercial, industry, and tourism hub set along the
coastline of the Bay of Bengal, the proposal to develop and implement a comprehensive BRT
system is justified.
The available travel trends from the past studies and the Feasibility Study of BRTS in Vizag
convened by ASCI has been studied. The trends suggest that the traffic volume on roads has
been growing at the rate of about 5% p.a. It is expected that the traffic will, generally,
continue to increase at the same rate for the next 20 years.
The maximum motorized vehicles volume expected in 2021 is 2800 PCU/hour/direction. The
capacity for two lanes (one way) is over 4000 PCU/hour, after the buses and slow vehicles
are segregated from the mixed traffic. There is provision of two lanes for motorized vehicles
in each direction along the BRT corridor.
The volume capacity ratio will be less than 0.8 and therefore, we can expect level of service
C most desirable in urban conditions. The extraction / separation of buses and motorized
vehicles will improve the capacity of MV lanes. The provision of 2.5 m non-motorized
vehicles (NMV) lane is quite sufficient to handle 2000 bicycles per hour in both directions.
The maximum passenger loads on the bus stops along PTC and STC corridor have been
found to be approximately 200 inclusive of boarding and alighting. The bus stops along PTC
and STC corridor have been designed with sizes 20 X 3.4 meter (for low passenger volume)
and 30 X 3.4 meter (for high passenger volume). These platforms can handle the passenger
loads of 240 (4 passengers per square meter) and 360 passengers respectively.
11.2.2 Reason for Adoption of BRTS
While several mass transport options are available, BRT systems are chosen with the specific
intent to balance the cost aspect with the appropriate method of delivering quality public
transport services in the city. Amongst the domain of high capacity public transport systems
available world-over, it has been concluded that the transport demand forecast on the major
158
travel corridors in Visakhapatnam can be managed by a medium capacity public transport

system such as a Light Rail Transit System (LRTS) or BRTS with dedicated bus lanes.
Market estimates peg LRTS costs at about Rs 200 crore per km as compared to BRT systems
costing about ` 20 crore per km. LRTS or MRTS projects being capital intensive are
considered financially unviable. BRTS has been recommended considering the following key
drivers:
i) BRT promotes high-quality transit services on a cost-effective basis and will allow the
management of Vizag city to develop a high-quality mass transport with affordable
infrastructure cost and ability to operate without subsidies. The internal rate of return
for BRTS in Vizag is fairly high and sustainable / achievable by public funds even
after considering expenses to be incurred for procurement and operation of rolling
stock.
ii) BRTS can be implemented within shorter periods (1-3 years after conception) a
significant advantage over rail based mass transport in addition to the cost
effectiveness.
11.2.2 Preparation of Feasibility Study
i) Greater Vishakhapatnam Municipal Corporation (GVMC) has all possible efforts to
address the development of public transport in Vishakhapatnam. A detailed feasibility
study was convened by GVMC through Administrative Staff College in India (ASCI)
in 2007. This study appraised a BRTS network of 100 km consisting of 6 BRTS
corridors. It was recommended to take 2 corridors between RTC complex to
Pendurthi (20.00 km) and Simhachalem (18.50 km) in the 1st Phase. The study was
approved by MOUD and aid was granted through JNNURM programme.
ii) Subsequently, Srei Infrastructure Finance Limited in association with CRAPHTS
Consultant (I) Private Limited and McCormick Rankin International, Canada (MRIC)
were deputed as DEPR consultants to prepare detailed designs and ensure quality
supervision and assurance for the project. The implementation of the project
commenced in Dec 2008 and till date progress on providing fixed infrastructure has
been going on with 2 separate contractors assigned with 1 corridor each.
159

Given the rapid growth of the country and increasing urbanization of UAs, strengthening of
traffic and transportation systems in the nation and especially UAs will be a key challenge.
Visakhapatnam is also experiencing immense growth and is on the horizon of launching itself
as a major economic and commercial centre in the state and the nation. Keenly aware of the
growth aspects, GVMC have been proactively addressing the needs of the city by adopting a
comprehensive approach to plan, augment and streamline transport demand and supply.
Consistent with its philosophy to develop a viable and sustainable transport system for the
city, GVMC has endeavoured to augment the supply of mass transport services at an
affordable cost, and provide impetus to riding on public transport thereby encouraging
personalized vehicles to shift modes. The city has been actively working towards creating a
sustainable inter-modal transportation system.
Figure11.1:BRTCorridorsinVisakhapatnam
160
i) Goals of the Project

a) To provide all possible options to plan the system with the commuters perspective a
decision has been made not to compromise with space requirements for dedicated bus,
MV, NMV lanes and safety aspects of pedestrian traffic.
b) To augment transport supply at an affordable cost to the citizens.
c) To prepare a comprehensive parking plan in place and will be implemented with
control on demand and fiscal measures.
ii) Strategy Used to Achieve the Desired Goals
Project design features are detailed below:
Min 30 m section at mid-block section;
36 section at stations / junctions;
Dedicated bus lane, 7.0 m (2 x 3.5 m);
3.4 m. wide passenger platform with shelter;
2 x 3.25 m motorised vehicle lane (MV), 2 x 2.5 m non-motorised vehicle lane
(NMV), minimum 2.0 m wide sidewalk on both sides;
Placement of stations mostly near side junctions, few at mid block sections based on
demand and spaced at a distance of 500 to 700 m;
Additional right turning (MV) lane at junctions;
Provision of bus passing lane at some stations;
Safe crossing facilities of bus passengers along zebra crossings and foot-over-bridges;
Adequate depot and terminal facilities; and
Safe dispersal and integration measures.
161
Cross Sections of the Corridor including Flyover
NMV
NMV
CARRIAGEWAY
BUS SHELTER
CARRIAGEWAY
BUS BAY
FOOTPATH/
DRAIN
GRATING
2.5%
PROPOSED
CARRIAGEWAY
PROPOSED
NMV LANE
PROPOSED
BUS SHELTER
BRTS LANE
2.5%
PROPOSED BC 40MM
CARRIAGEWAYDBM 115MM
PROPOSED BRTS
CORRIDOR
PROPOSED
BUS BAY
6.50
2.25
3.40
DRAIN
PROPOSED
NMV LANE
WMM 250MM
BC OVERLAY 40MM (MIN)
GSB 230MM
0.40
7.50
3.00
FOOTPATH/
DRAIN
2.5%
2.5%
DBM 115MM (MIN) (INCLUSIVE OF

)
0.10
2.00
2.5%
2.5%
2.5%
UTILITY
0.10
6.50
2.25
2.00
36.00M ROW
Figure11.2:TypicalCrossSectionat36.0MRow(WithBusBay)
NMV
GRATING
2.5%
CARRIAGEWAY
2.5%
2.5%
BRTS LANE
CARRIAGEWAY
2.5%
2.5%
FOOTPATH/
DRAIN
NMV
2.5%
0.90
FOOTPATH/
DRAIN
PROPOSED
CARRIAGEWAY
DRAIN
UTILITY
PROPOSED
NMV LANE
2.25
PROPOSED
CARRIAGEWAY
DBM 115MM (MIN) (INCLUSIVE OF

)
0.10
2.00
PROPOSED BRTS
CORRIDOR
BC OVERLAY 40MM (MIN)
6.50
0.40
7.50
BC 40MM
DRAIN
DBM 115MM
WMM 250MM
PROPOSED
NMV LANE
GSB 230MM
0.40
6.50
0.10
2.25
30.00M ROW
Figure11.3:TypicalCrossSectionat30.0MRow
162
UTILITY
2.00
Figure11.4:TypicalCrossSectionat60.0MRow
Flyover
Figure11.5:TypicalCrossSectionofFlyover,PierLocation
163
U
Urban
Transp
port Initiativves in India: B
Best Practicees in PPP
The keey aspects of

o the bus rolling
r
stocck and technology feeatures aree outlined below:
b
Standard 600 seat low floor
f
urban bus (12 m length) is recommende
r
ed to be inttroduced
gradually and
a initially existing fleeet of APSR
RTC will bee utilized.
To save cosst, partial loow floor busses may be introduced.
dentified
Outline of Informationn Technologgy and Auttomatic Faree Collectionn System id
and is plannned to be inntroduced laater after suffficient trialls are conduucted.
Figurre11.6:BusttobeoperatedonBRTScorridors
First Phase,
P
2 corrridors weere prioritised i.e. PT
TC & STC.
Thhe Combinedd cost of priioritized 2 corridors
c
(P
PTC & STC, Tunnel) iss ` 452.93 Crores.
C
Thhe Project was
w approvved by thee Central Sanctioning
S
g and Monnitoring Committee
(CS
SMC), MoU
UD, GoI onn 18-05-2007.
Thhe Detailed feasibility
f
r
report
was proposed
p
as per the guiidelines of N
NUTP, MoU
UD, and
GooI.
Addministrative Sanction was accordded by the Govt.
G
of AP
P vide G.O N
No: 1390 MA&UD
M
(UB
BS) Dept. DT:
D 22-11-22007.
GV
VMC inviteed Project Managemen
M
nt Consultaant (PMC) for BRTS exclusively
y in two
phaases in Junee, 2007: Phaase 1: Detaiiled Engineering reportt along withh the tenderr process
i.e.. bid proceess manageement; andd Phase 2: Constructtion supervvision and Quality
Assurance.
164
National In
nstitute of Urban Affaiirs
Consultancy for PMC was finalized on 29-08-07 with M/s. SREI Infrastructure Finance
Limited (Lead Consultant), and LOA was issued with M/s McCormick Rankin
International, Canada and M/s CRAPHTS Consultant (India) Pvt. Ltd, Haryana.
The consultant submitted the Estimates, BOQ and Tender Documents for the prioritized
corridors (PTC & STC) for getting approval of NIT from the Committee headed by the
Engineer-in-Chief.
The tenders were floated for the above corridors under EPC system with 2 years defect
liability period. The tenders for the above corridors were finalized in Committee headed
by the Principal Secretary MA&UD.
PTC corridor was approved by the Govt. of AP. vide G.O.Rt.No:1384 MA&UD(UBS)
Dept. dt:01-10-2008 for the M/s. Sadbhav Engineering Ltd with GKC Projects Ltd (JV)
and STC Corridor was approved vide G.O. Rt.No:1397 MA&UD(K1) Dept. dt:03-102008 for the M/s.GVR Infra Projects Ltd, Hyderabad. Agreements were concluded with
GVMC by the said firms.
Field Surveys, Investigations, Designs have been completed and construction work is in
progress for 10 km segments each on PTC and STC.
iii) Activities Implemented to Achieve the Desired Goals

Right from conceptualisation and detail design of the BRTS in Vizag, GVMC has been proactively considering and promoting all important aspects for successful completion of the
project. Be it the stakeholder consultations, public advisory and quality assurance all
aspects have been dealt with in detail. GVMC has BRTS cell in place and consultants,
engineers, contractors all work in a healthy atmosphere to find the best possible solutions for
achieving the ultimate objective of producing a world class mass transport system.
165
Figure11.7:PendurthiTransitCorridoratVisakhapatnam
The EPC contract modes has paved the way for PMC consultants to have a close look at the
design offered by the contractors and these are being debated, discussed, fine tuned to be
more useful in terms of implementation, operational ease and practicality. The design process
is vetted through quality assurance procedures embedded in the design and built contracts
through clearly demarcated deliverables and timelines.
Figure11.8:SimhachalemTransitCorridoratVisakhapatnam
166
The GVMC has laid emphasis on project quality and plans have been made to make the
project a true success as perceived by the riding community and the general public. The city
is best suited for BRTS. The services of Project Management Consultants have been taken to
ensure successful implementation. Quality Assurance and Quality Control of all aspects (road
design, BRT elements, construction, integration & operations) including management of
project construction and execution are being perceived with great detail. A qualified team of
professionals is in place to serve as GVMCs extended arm in ensuring project success.
Figure11.9:FlyoverinProgressatVisakhapatnam
iii) Challenges / constraints encountered and how it was conquered:

The key concerns in the project are the land and property acquisitions required to produce a
ROW of 30 m especially on PTC. At the bus stations along the PTC and STC we will require
about 36 m ROW to construct bus bays. Therefore, primary issue is to availability of
minimum ROW to achieve segregation of traffic on the corridors. Nature of compensation
and re-settlement issues have been finalised first in consultation with affected public and their
representatives. The co-ordination of various civic agencies and departments including
GVMC, Vishakhapatnam Urban Development Authority (VUDA), APSRTC, BSNL, Traffic
Police etc. is essential for effective implementation. The major issues to be reckoned are
utility diversions and addressing the drainage. The traffic management and diversion during
construction will need the services of Local Traffic Police in Vizag. The major constraints on
167
STC are the strategic locations of village settlements at Simhachalem, where property
acquisition is rather difficult. Alternatives will need to be addressed and frozen.
These concerns have been addressed with minutes details at the ground zero level.
Environmental and social issues have been addressed in the detail. Promotion of public
understanding and fruitful solutions of developmental problems such as local needs and those
of road users were discussed. In addition to discussing problems and prospects of
resettlement, several stakeholders were consulted through focused group discussions and
individual interviews.
Discussions were also held to understand their local transport needs and to achieve speedy
implementation of the project with involvement of people. Nature and loss of structures,
which are likely to be affected, were identified. It was this effort that took the project forward
towards successful implementation. The main reason being the minimum land availability
was ensured for bus lanes, MV, NMV and pedestrian sidewalks.
Experts from a wide spectrum of the society began discussing the concerns of some BRTS
implementations in the country. While every new project is expected to experience some
level of friction during initial stages, adequate efforts are underway to mitigate any adverse
effects from the implementation of Vishakhapatnam BRT system for the following reasons:
In a majority of instances across the world, project success or failure can quickly
begin as a perception and soon turn into a reality. Such a perception is created due to
the ability of the implementing agency to properly and adequately publicize
information about on-going projects. Technically better projects have failed in many
instances due to not providing adequate project information to the general public.
It is anticipated that Vishakhapatnam, BRTS will not experience concerns because
GVMC has been actively engaging the public through the social assessment study and
wide publication in the news media.
A second issue is with regard to proper planning of projects such as BRTS.
Vishakhapatnam has been actively conceptualising, planning, and designing the
project for over 2 years and is pursuing the implementation aspect with diligence. It is
recommended that GVMC continue to brief the elected representatives and provide
168
information that the project had been thoroughly planned by taking into consideration
the current and projected travel demand in the city.
Projects that have take-away lanes from the general purpose traffic, i.e., from the
existing lane geometry for BRTS dedication mostly 7 meters are considered an
inappropriate strategy. Such an action is considered not only negative in terms of
further constraining currently depleted capacity but also invites public anger.
Vishakhapatnam BRTS does the opposite by not only widening the roadway for
dedicating two lanes to BRTS but also improving opportunities for pedestrianisation
and junction improvements. It is suggested that GVMC use this as a reason for
seeking added right-of-way, thereby not taking away lanes from the general public but
adding to public convenience, while removing buses out of general purpose lanes.
Projects where the proposed BRT systems are for short lengths / short segments
experience concerns. Any BRT system should be a multimodal effort with several
interchange points to feeder services. Vishakhapatnam BRTS is proposed along 20km
and 18km continuous stretches and therefore, provides a viable length of road
segment for effective implementation. It is recommended that GVMC mention this
key aspect since such a proposition is not only financially sustainable but also
physically implementable.
Systems that have developed in a very short duration may have caught the people by
surprise thus adding to the syndrome we did not hear or know about this problem.
Vishakhapatnam BRTS is likely to not experience this problem because GVMC has
already been informing the media and the general public about project progress; and
social assessments have been educating the directly impacted citizens about project
issues including seeking feedback and opinion; and above all, construction activity
will invariably raise public awareness about project aspect.
iv) Expected Outcome of the Initiative / Project / Best Practice:
The progress of the implementation can be deemed satisfactory since its inception. The
construction of BRTS infra commenced by Dec 2008 and since then we have been able to
complete about 10 km each on PTC and STC corridor.
169
Development of Modern Bus Shelters and Foot Over Bridges on the BRT Corridors
As part of development essential infrastructure facilities on the corridors, GVMC proposes to
develop about 25 Foot-over Bridges integrated with modern Bus Shelters (a total of 76
shelters) for the safe movement of commuters at crossings, interchanges, boarding and
alighting.
Development under PPP
In order to leverage limited resource of GVMC it is proposed to develop the above Fobs and
Bus Shelters on Public Private Partnership (PPP) Model dividing them in to three to four bid
packages. The other advantages of the PPP model include:
i)
The development under PPP model will provide a quality infrastructure with state of
the art facilities and bring substantial saving in the capital investment of Government /
GVMC.
ii)
Construction, operation and maintenance risks will be transferred to the selected

developers.
iii)
GVMC would get the revenue share from the selected developers during concession
period, in case a particular bid package works out to be commercially viable
proposition.
Proposed Methodology for PPP

i) As per the PPP model, the scope for the selected developer(s) would include the
following major project components/activities:
a) Implementing (financing, designing and executing) the proposed Modern Bus
Shelter and Foot Over Bridges on BRTS Corridor on BOOT model,
Vishakhapatnam
b) Operating and maintaining the facilities for the given Concession Period.
c) Transferring the facilities to GVMC after Concession Period.
ii) The selected developer(s) will have advertisement rights on the project facilities they
create during the entire concession period. Capital cost (debt servicing) and O&M costs
would be met from the revenues they receive from the advertisement.
170
iii) Based on requirement, locations of the Bus Shelters and Foot Over Bridges are
finalised.
iv) Based on the traffic intensity including pedestrian movement, the project components of
the facilities (i.e. with lift or without lift) are decided.
v) Based on advertisement potential, the facilities (locations) are grouped in to individual
bid packages.
vi) Request for Proposals (RFP) would be invited from short-listed bidders for selection on
competitive basis. The bid parameter for selection would be concession period quoted.
Present Status of RFQ

i) Request for Qualifications (RFQ) invited from the prospective leading business houses,
entrepreneurs, advertising agencies, media houses, developers.
ii) Seven firms submitted their applications and based on evaluation of their credentials vis-vis the stipulated financial and experiential qualification criteria, these firms would be
short listed for issue of RFP documents.
iii) Draft RFP documents are under discussion.
iv) Typical design of Bus Shelter and FOB is being done for inclusion in the RFP document.
Roles / activities of the partners at each stage of the Initiative / Project / Best Practice:
GVMC has been very active in pursuing the goals and objectives with which the project was
conceptualised. Being the main civic agency in Vizag, GVMC has discussed the project with
elected representatives, multi-political party and public forums. With the formation of SPV,
the final shape of the project is being formalised on operational, ITS and maintenance issues.
v) Important Stakeholders Involved and Communication / Networking Procedure for the
Project
The project will be implemented by a Special Purpose Vehicles (SPV) with equity stakes
through GVMC, APSRTC & VUDA. Working group has been constituted with Local
Government Representatives. Government have already approved the formation of Special
Purpose Vehicle (SPV) named Visakhapatnam Urban Transport Company Limited and
company has been registered with the Registrar of Companies for registration of the SPV
171
under name VUTCL for implementation and operationalisation of the BRTS. As per the
Government approval APSRTC will be the major stakeholder with 51% equity and the
Greater Visakhapatnam Municipal Corporation with 25 % equity & VUDA with 24% equity
as other stakeholders.
OBJECTIVES OF SPV
The main objectives of proposed SPV Company are as follows:
To provide bus rapid transit system to public by way of planning, designing,
financing, developing constructing, maintaining, marketing operating and enabling

BRTS.
To provide and/or facilitate provision of multi model transport services including
owing, licensing and operating bus routes, passengers and other modes of
transportation.
To serve as a single agency which will facilitate, coordinate, control and monitor the
activities of various public and private partners that are an integral part of the BRTS
planning, implementation and operational functions.
To engage in and/or to facilitate development and operation of mass transit system.
Status of SPV
Formed as per G.O.Ms.No.817 of MA&UD Dated: 26 November 2008.
th
VUTCL name registered with Ministry of Corporate Affairs.

DIN (Directors Identification Number) for 6 Directors out of 7 including Chairman &
CEO Obtained. DIN of ED RTC is to be obtained.

APSRTC - 51% equity, GVMC equity -25% and VUDA equity - 24%.
Authorized share Capital ` 2.50 Cr. - ` 10 /- per equity share.
GVMC Body adopted by G.O. on 29-12-2008
MoA and AoA finalised
Co-ordination committee for implementation / execution of BRT project vides G.O.
Rt. N. 1808 of MA&UD Dated: 19-12-2008.

Revised order issued vides G.O Ms. No. 77 MA & UD (H Dept ) Dt17.02.2010
forming VUTCL with 7 Board of Directors with Collector , Vsp as Chairman ,
172
Commissioner GVMC as CEO and Executive Director APSRTC as Managing

Director.
The success of public transport initiative in Vizag will result in large number benefits
accruing to public directly or indirectly, when the project is made operational in about one
years time. In all cities in India supply effective public transport has been a forgone and
travel and mobility needs are exclusive in the hands of private vehicles and para-transit
services. We are largely unprepared to tackle severe traffic congestion, air pollution,
accidents and loss of sense of community.
BRTS Vizag will create a high quality public transport to enhance the mobility pattern and
demonstrate that people and community come first. It will increase the modal split in favour
of public transport being the ultimate strategy of the Government of India (MOUD) to
promote public transport in the country. The other benefits can quantified at a later date when
the system is operational. BRTS will reorganise road space with the segregated MV, NMV
and dedicated bus lanes and will enhance road capacity utilisation factors. Dedicated bus
lanes will promote public transport & discourage use of private vehicles.
BRTS corridor will cater to all modes of road transport. Also systematic movement of traffic
in dedicated lanes ensures smooth flow, frictionless travel, and savings in travel time / cost,
minimise accidents & enhances safety. The provision of exclusive segregated NMV lane will
promote safety to slow moving vehicles and planned & protected sidewalk facilities will
guide the pedestrian safely. The key sustainability indicators will be protection of
environmental conditions, energy savings, readiness of people to shift to PT, reduction in
road accidents etc.
The BRTS corridors PTC & STC has been planned for the various improvements /
enhancements needed to construct dedicated bus lanes, segregated MV and NMV lanes
including footpaths and foot over bridges at different locations. Accordingly, construction
packages were devised by GVMC for various sections of the project corridors.
173
It is envisaged that the project would involve widening of project road, construction of new
pavements for bus transit, MV lanes, NMV lanes, construction of cross and longitudinal
drainage, footpaths and foot over bridges, street lighting, traffic signs and road markings etc.
The detailed cost estimate has been worked out using detailed quantities of different items of
works derived from the detailed design, drawings and unit rates.
The estimated cost for providing fixed infrastructure for civil and electrical infrastructure
is estimated at ` 339 crore which has provision of ` 1.5 crore as contingencies. The cost
shifting of utilities has been estimated at ` 26.5 crore.
The specification of Automatic Vehicle Tracking System and Passenger Information
System has been outlined for the project. The cost estimate for producing ITS related
facilities for 300 buses, 50 bus stops, 8 terminals, 3 depots and a Control Centre has been
provisioned. The total cost is estimated at INR 6 crore. The O&M cost shall be about 15%
of capital cost.
Financial partners involved:
The funding is given partly by Government of India (Funding through JNNURM initiative),
partly Government of Andhra Pradesh and GVMC in the ratio of 50%, 20% and 20%
respectively. GVMC is planning to achieve its share by accessing loans form FI / Bank up to
50% of its contribution in the project.
ii) Source of Finance for Sustainability of the Project
The annual operational and maintenance cost of the system per annum will be about Rs 25
crore by year 2011 and 39 crore for year 2021. The expected ridership on the PTC and STC
corridor will 1.85 lakh by year 2011 & 3.15 lakh by year 2031 passengers daily. The
estimated bare box revenue will be about 73 crore per annum by year 2011 and will increase
to 125 crore by year 2021. In addition to this about Rs 5 crore per annum can be generated
through advertisement rights. Being the Government funded capital intensive project, the
operational viability is expected to be sound as the project IRR comes to healthy 41%. This
implies that project is operationally quite viable and not only the rolling stock (buses), but
other systems (fare collection system and intelligent transportation systems) can also be
financed from the fare box revenue and even after that there will be enough in the kitty of
SPV - VUTCL to maintain the fixed infrastructure efficiently.
174
Since an IRR of 15% is considered a reasonable proposition to attract investors for financing
rolling stocks, a proportion of total revenue is enough to give this kind of return for
successful rolling stock concession and maintaining the BRTS infrastructure in efficient
conditions.
The profitability of the project was critically analysed based on variation in the rolling stock
cost impact of +20% and the variation in the project revenue (on account of ridership, fare
level and other incomes) of the project. The operational would not be effected even with
negatively side sensitivity of key variables under reasonable scenario. The project IRR will
off course be very sensitive to the revenue fluctuations. GVMC has taken advance actions on
implementing the part of BRT infra like bus stations; grade separated pedestrian facilities,
off-street parking on PPP mode.
The project has been discussed in the MOUD progress review meetings and seminars
many times. The project was presented in the international seminar conducted by IndoGerman Institute of Advance Technology (IGIAT) and Gayatri College of Engineering,
Vizag - promoted and sponsored by;
Federal Transit Administration (FTA), Washington;
German Technology for Technology Cooperation (GTZ);
Since the venue was Vizag, the delegates visited the BRTS corridors and showed keen
interest in the project. The project was discussed in many forums in the seminar and received
wide publicity and attention.
11.7 Summing Up
As feasibility study, convened by GVMC, appraised a BRTS network of 100Km consisting
of 6 BRTS corridors. In first phase, 2 corridors between RTC complex to Pendurthi (20.00
Km) and Simhachalem (18.50 Km) were recommended. The study was approved by MoUD
and aid was granted through JNNURM programme. Visakhapatnam BRTS is also a PPP
based project. Public is represented by a SPV named Visakhapatnam Urban Transport
175
Company Limited (VUTCL). The project will be implemented by a Special Purpose

Vehicles (SPV) with equity stakes through GVMC (25% equity), APSRTC (51 % equity) and
VUDA (24 % equity).
The main objectives of SPV are to provide BRTS by way of planning, designing, financing,
developing and constructing etc.; facilitate multi modal transport services including owing,
licensing and operating bus routes; and serve as single agency to facilitate, coordinate,
control and monitor the activities of various public and private partners.
As per PPP model, the scope for developer (private sector) would include implementing bus
shelters, foot over bridge on BOOT, operating, maintaining and transferring the facilities to
GVMC after concession period; having advertisement rights etc.
Challenges / constraints faced during the construction of corridors are related to land and
property acquisition for RoW, utility diversions and addressing the drainage, traffic
management and diversion of traffic, strategic location of village settlements, environment
and social, problems and prospects of resettlements etc.
The projects are progressing as per the schedule. The construction of BRTS infrastructure had
commenced by December 2008. About 10 km of BRT corridors, on PTC as well as STC,
have been completed.
176
Summary&Conclusion
12.0 Summary and Conclusions

As mentioned in the Introduction chapter, the present study documents ten urban transport
initiatives/projects undertaken in ten cities of India. It covers four BRTS projects of
Ahmedabad, Pimpri-Chinchwad, Visakhapatnam, Jaipur; five Modern City Bus Services
(MCBS) of Jalandhar, Jabalpur, Surat, Vadodara and Jalgaon; and multilevel underground
parking project of Kolkata. Apart from Jaipur Public Transport (through BRT and Modern
City Bus Service) project, the remaining are PPP based projects. For each the study
documents mainly description of the project including situation before implementation of the
initiative, factors of success, budgetary implications, performance and impact of the project.
Besides, it also identifies challenges / constraints, lessons learnt, and provide suggestions.
12.1 PPP in Case studies

PPP is the method in which public and private sector cooperate and partner with each other to
provide infrastructure and / or improved public services. Public is represented by SPV in
the projects of Ahmedabad, Pimpri-Chinchwad, Jaipur, Visakhapatnam, Jalandhar, Jabalpur;
Municipal Corporation in case of Surat, Vadodara, Kolkata; and Transport Committee in
Jalgaon. Private is represented by Private Sector Organizations / Companies involved in
financing the project or for technical / engineering means or for management purposes. There
are many PPP models available in which public and private sectors enter into the partnership
such as Service Contract, Management Contract, Concession and Lease, BOT, BOOT,
DBFOT etc.
12.1.1 BRTS Projects in Selected Cities
Ahmedabad Janmarg Limited is a SPV, constituted by the Ahmedabad Municipal
Corporation, to manage the BRT project. It is responsible for planning, selection of operators,
monitoring of service quality, fare revisions, future BRTS expansion plan etc. There are nine
PPP arrangements (contracts), for bus procurement, operation and maintenance; ITS on BOT,
development foot over bridges on DBFOT; supply and service of bus stations, sliding doors;
management of pay and park facility; lease of advertisement rights; housekeeping and
cleaning of buses; development and maintenance of landscape; and maintenance contract of
bus stations (civil works), etc.
179

Table12.1A:HighlightsofPublicPrivatePartnershipinBRTSProjectsofSelectedCities
Public-Private Partnership
Cities
Public Sector
Ahmedabad Janmarg Limited, a SPV, for:
Ahmedabad
Pimpri -Chinchwad
1.
2.
1.
Jaipur
2.
3.
4.
Planning of services;
Selection of operators;
Monitoring of service quality;
Fare revisions;
Coordination with relevant departments; and
Future BRTS expansion plan.
PPP Arrangements(Contracts):
Bus Procurement, Operations and

Maintenance;
Integrated Information System including

Automatic Ticketing and Vehicle Tracking
System(BOT);
Supply & Service Contracts for Bus Station

Sliding Doors, Turnstiles;
House Keeping & Cleaning of Bus Stations;
Management of Pay & Park facilities;
Lease of Advertisement Rights;
Development of Foot Over Bridges on

DBFOT;
Development & Maintenance of Landscape;

and
Maintenance Contracts for Bus Stations (Civil
Works), Lighting of Bus Stations & Corridor,
Monitoring and Maintenance of BRTS Corridor
(Civil works), Signage.
Pune Mahanagar Parivahan Mahamandal Ltd.

Private Sector for Road Furniture:
(PMPML) responsible for managing facilities and
services (operating buses).
Bus stops;
PCMC Infrastructure Company, a SPV, to:
Public toilets;
Plan, construct, operate and maintain the BRT
Landscaping;
corridor through funds generated by the Urban
General maintenance; and

Transport Fund. Premium on loading of Transfer
Advertisement rights offered on Mumbai

of Development Right (TDR) is a robust source of
Pune road of 12Kms.
revenue.
Jaipur Development Authority responsible for:
Development of BRT infrastructure; and
Supervision of construction works of BRT

corridors.
Jaipur City Transport Services Ltd., a SPV to:
Look after overall BRT projects;
Procurement of bus operators, collection

agencies, ITS agency; and
Regulate, control and monitor BRT

operation.
Unified Metropolitan Transport Authority deals with
the policy level decisions, which are related to land
use and transport.
PDCOR Ltd and STUP Consultant Ltd. are
responsible for infrastructure designing, bus
operation and supervision of Engineering works.
Visakhapatnam Urban Transport Company Limited, a

SPV, (with equity stakes through GVMC, APSRTC
&VUDA) responsible for:
Planning, designing, financing, developing

constructing, maintaining, marketing operating;
Providing multi model transport services including

owing, licensing and operating bus routes,
passengers and other modes of transportation; and
Serving as a single agency which will facilitate,

coordinate, control and monitor the activities of
various public and private partners.
Visakhapatnam
Private Sector
No private sector involved.

In future, JDA would construct bus stops /
shelters / stations in the city through PPP.
Private Sector is for:
Implementing (financing, designing and

executing) the bus shelters and foot over
bridges on the corridors on BOOT model;
Operating and maintaining facilities for given
Concession period; and
Transferring facilities to GVMC after
Concession period.
180
In Pimpri-Chinchwad BRTS project, PCMC Infrastructure Company is a SPV to plan,

construct, operate and maintain BRT corridor through funds generated by UTF. Premium on
loading TDR is a robust source of revenue. Private sector is being involved for road furniture,
viz. bus stops, public toilets, landscaping, general maintenance etc. Advertisement rights have
been offered on Mumbai Pune road of 12 Km.
Visakhapatnam Urban Transport Company Limited has been constituted as a SPV, along
with equity stakes through GVMC, APSRTC and VUDA, for implementation and
operationalisation of the Visakhapatnam BRTS. Private sector is being involved for
implementing bus shelters and foot over bridges on BOOT; operating and maintaining
facilities on given concession period.
In case of Jaipur public transport (through BRT and modern city bus service), JDA is
responsible for development of BRT infrastructure and supervision of construction works on
BRT corridor. JCTSL is a SPV to look after BRT projects; procurement of bus operators,
collection agencies, ITS agencies; and to regulate, control and monitor BRT operations.
However, UMTA deals with policy level decisions. No private sector has been involved. It
was reported that the private sector would be involved for constructing bus stops/shelters in
the city areas (Table 12.1A).
12.1.2 Modern City Bus Services in Selected Cities
Surat and Vadodara are the two cities of Gujarat in which the Municipal Corporations
represent the public sector and are responsible for identifying routes, bus stops, fixing up of
fare structure and ensuring the quality of service. Private sectors are involved for procuring,
owning, operating and maintaining buses; constructing bus stops / pick-up stands / queue
shades on BOT, taking care of expenditure on rolling stocks etc.
In case of Jalandhar and Jabalpur, public sector is represented by SPVs to operate and
manage public transport system. The SPV of Jalandhar city bus service provides
differentially priced services and the Municipal Corporation of Jalandhar provides space for
city bus depots and bus queue shelters on lease basis. In both the cities, private sectors are
involved for operating buses, construction of bus queue shelters / bus stops on BOT; ITS
system (GPS and PIS) etc.
181

Table12.1B:MajorHighlightsofPublicPrivatePartnershipinModernCityBusservicesofSelectedCities
Public Private Partnership
Jalandhar
Cities
Public Sector
Private Sector
1. Jalandhar City Transport Service Limited, a SPV, to:

Operate and manage Public Transport system;
Provide differentially priced services; and

Bus Queue shelters on BOT;
GPS on BOOT;
Monthly bus passes;
2. Municipal Corporation of Jalandhar to provide space for City Electronic ticketing machine;
Five bus operators; and
Bus Depot and bus queue shelters on lease basis.
Public Information System (PIS).
Surat
Jabalpur City Transport Services Limited, a SPV, to operate and Private Sector is for:
manage the public transport system in a PPP model.
Procuring and operating buses;
Making passes;
Constructing bus stops on BOT; and
On line Vehicle Tracking System GPS and PIS.
Vadodara

Procuring, owning, operating and maintaining
Identify routes, bus stops and fixing up fare structure; and
buses;
Quality of service in terms of frequency and CNG fuel.
Expenditure on rolling stock;
Construction of bus stops on BOT; and
2. Regional Transport Authority for sanctioning carriage stage
Rights given to operators by SMC for collecting
permits providing statutory sanctions to these terms.
fares.
Jabalpur
1. The Surat Municipal Corporation is to:
1.Vadodara Mahanagar Seva Sadan is the lead implementing

agency to:
Private Sector is to:
Identify bus routes, bus stops and fixing of fare structure; Procure, own, operate and maintain the buses;
Define quality of service in terms of frequency
Take care of expenditure on rolling stock and
operation and maintenance;
Determine the buses should run on CNG
Provided uniforms (with logos of VMSS and the
2.Regional Transport Authority for:
VTCOS Pvt Ltd) to drivers and conductors; and
Sanctioning stage carriage permits providing statutory
Construct Pick- up stands / Queue shades on
sanctions to these terms.
BOT.
Providing technical assistance to VMSS in preparing
proposal and tenders etc.
3.
Gujarat State Road Transport Corporation for providing

route map.
1. A Transport Committee, constituted by Jalgaon Municipal

Corporation, for:
Private Sector is to:
Procure, own, operate and manage buses;

Policy decisions;
Erection of Bus shelters;
Levy of fares and charges of transport services has been
Appointment and Training ;
decided by the transport committee with approval of the
Municipal Corporation and R.T.A.; and
Approval to the Routes Stages and Fare structures.
Note: Municipal Corporation of Jalgaon has
transferred the rights to the above mentioned
2. Transport Manager for:
transport company, in lieu of the royalty of ` 0.85 per
km. The Corporation has also taken ` 25,000 per
vehicle from the Operator as a guarantee in the form
Identification of routes stages and fares and charges;
of bank deposit.
Submission of proposal to Appropriate Authorities;
Management of Undertaking; and
Execution and overall implementation of PPP Model.
Jalgaon
182
In Jalgaon, a Transport Committee represents public sector and is responsible for policy
decisions, levy / fixing of fares / fare structure, identification of routes, execution and over all
implementation. Private sector is to procure, own, operate and manage buses; erection of bus
shelters, providing ITS etc. It is to be noted in this context that the Municipal Corporation has
transferred the aforesaid rights to the transport company and in lieu of the royalty of ` 0.85
per Km. Moreover; the Municipal Corporation has also taken ` 25,000 per vehicle from the
Operator as a guarantee in the form of bank deposit (Table 12.1B).
In Kolkata Multilevel Underground Parking Project, the Kolkata Municipal Corporation is
representing Public and has land rights but it may not have sufficient finance and
engineering means to develop the project. It involved private sector, Simplex Private Limited
to construct and lease out the commercial blocks (at Level-1) and car parking system on a
double - concession BOOT basis (Table 12.1 C).
Table12.1C:MajorHighlightsofPPPforKolkataMultilevelUndergroundParkingatLindsayStreet
Public Private Partnership
Public Sector
Private Sector
Kolkata Municipal Corporation to:
Private Sector to:
Offer the concessionaire, Simplex Pvt. Ltd.

(private sector), the right to construct the
parking system and commercial complex.
Architectural designs and drawings were
approved by the Corporation; and
Collect the basic rent directly from the lessee
Construct commercial complex (at Level -1)

on BOOT;
Construct underground car
parking
(at
Level-2) on BOOT; and
Impose and collect parking charges and pay
the Corporation.
After going through the above mentioned analysis, one can infer that public and private
sectors enter into Public-Private Partnership through various types of agreements, contracts or
concessions to meet their requirements. Public sector (SPV, ULBs, TC) usually do not have
sufficient finances or technical expertise / means due to which they have to depend upon
private sector for procuring, operating and maintaining of buses; erection of bus shelters / bus
stops; providing ITS and other infrastructures.
However, the role of public sector, as mentioned above, is planning, designing, identification
of routes, fixing of fares, over all supervision and monitoring of the project. In nutshell, this
is all done for providing efficient and better quality services to the citizens.
183
It is expected that the PPP arrangements may help in making the project successful in terms
of operational performance. As mentioned earlier, the operational performance largely
depends upon financial performance, which itself is subject to management efficiency and
fare structure. The system should initially recover its operating cost from its fare box
(achieving breakeven point).
Capital cost is recovered in a fixed period of time either from fare box or revenue from other
sources, like revenue from advertisements, rents etc. The following section of this chapter
tries to identify success stories best practices by evaluating overall performance of the case
projects with the available data / information on the projects.
12.2
Success Stories Best Practices
Out of ten urban transport projects, eight have been implemented and running successfully.
However, Jalgaon City Bus Service has recently been started. Amongst eight implemented
projects, two are the BRTS of Ahmedabad and Jaipur; five are City bus services of Jalandhar,
Surat, Jabalpur, Vadodara, Jalgaon; and Kolkata Multilevel Underground Parking Project.
Following case studies may be treated as success stories in terms of their overall performance
and impacts of the project:
Ahmedabad BRTS with new technological applications / innovations has been in operation
for the past one year. It carries about 90,000 passengers daily with deployment of 45 diesel
buses (30 AC buses out of 45, 12 meter long, 900mm floor height), with commercial speeds
greater than 24 Kms per hour. A review of the two months progress of the Ahmedabad BRTS
project, in terms of various parameters, indicates that the system is running successfully.
Average passengers per day, average collection per day, average passenger per bus per day,
average collection per bus per day have increased considerably during two months period.
During the period, average rating giving to BRTS by users is 8.61 out of 10.
Besides the above, the operation 23 buses during first four month , reflects positive impacts,
such as an increase in ridership (from 17,315 in first month to 69,759 passengers per day in
eleventh month), increase in revenue (from ` 4,500 to ` 8,700 per bus per day), modal shift
(shift of passengers from motor cycles, cars and 3-wheelers, which is about 50% of the total
BRTS users), dependable service / reliability (95% departures are on time, 65% of arrivals
were on time), improvement in travel speed (peak hour speed-24Kmph against 16-18 Kmph
184
of AMTS), improvement in the level of air pollution due to CNG buses, decrease in accidents
rates etc.
The major reasons for the success (factors of success) of Ahmedabad BRTS may be
attributed mainly to its good institutional structure, which maximize the quality of service,
minimize the cost of service, and cost sharing using a PPP model. The project has been awarded
by MoUD as the Best Mass Transit Project under JNNURM in the year 2008-2009. It was
given 2010 Sustainable Transport Award for visionary achievements in sustainable
transportation and urban livability in a function held at Washington.
Table12.2:OverallPerformance/ImpactsoftheProjectsofSelectedCities
Performance / Impacts of the Projects
Cities /
Projects
Increase
in
Ridership
Ahmedabad
BRTS
Jaipur
Public
Transport
Vadodara
City Bus
service
Surat City
Bus Service
Jalandhar
City Bus
Service
Jabalpur
City Bus
Service
Jalgaon City
Bus Service
Increase
in
Revenue
Improvement
in service
frequency
Information
Availability
(ITS)
NA
NA
NA
NA
NA
NA
NA
9
9
Reduction
in
Pollution
9
9
9
9
Reduction
in
Accidents
Users
Satisfaction
NA
NA
NA
NA
NA
NA
NA
NA
NA
NA
NANotavailable
Jaipur Public Transport Service through BRT and modern city bus service is not a PPP
based project. However, it may be treated as success story due to some changes, viz.
improvement in travel speed (17 kms in 18 minutes at 25 Km / hr), increase in ridership
(from 55,000 to 2,00,000), reduction in accidents (reduced by 12.65%), reduction in green
house gas emission (complying with BS-III emission norms), reduction in air and noise
pollution (complying with BS-III norms and engine is fitted at rear of buses), increase in
185
service frequency (7 to 15 minutes), more geographical coverage (grid system for route
designing), reduction in energy consumption etc.
The reasons for the success of this project are attributed to planning and design: technical
inputs like, low floor buses, AC buses, next vehicle display board / system, GPS, on board
stop announcement, signal priority on specific signals, ticket system-prepaid / automated.
The City Bus of Vadodara is running successfully. Presently, approximately 101 buses are
running on 41 routes providing cost effective and eco-friendly public transport with
innovative features such as daily passes, students passes and free travel for freedom fighters.
The buses runs on CNG fuel which is proven environment friendly and makes improvement
in ambient air quality leading to reduction in air pollution & better utilization of natural gas
resources.
Passengers traveled by city CNG buses are 1, 50,000 per day which will be increased by 3,
50,000 in March 2010. There are a number of benefits to VMSS by Privatization, viz. income
of VMSS increased with the offer premium of ` 18,55,000/- yearly from City Bus Service;
income of VMSS increased with the offer premium of ` 82,58,400/- for pickup stands / Q
shades as per BOT; and the total income of VMSS has increased by ` 1 crore / year with 70
numbers of bus services and 124 nos. of pickup stands / Q shades and this amount would be
utilized in the infrastructure development of the city.
The major reasons for the success of the project are attributed to private investment by
operators for buses, infrastructure and operation and sharing of returns with operators against
expenditure incurred. The Government of India has conferred an Award for Excellence in
Urban Mobility on 5th December, 2008.
The City Bus Service of Surat is having a fleet of 116 buses, which are operating on 41
routes. These buses are efficient (in terms of frequency), cost effective and eco-friendly.
Around 50,000 commuters travel by these buses daily. It issues daily passes, students passes
and allow free travel to freedom fighters. Besides, a system of weekly review by the traffic
department of the corporation has been put in place to make the system more effective and
efficient. Its success is attributed to the PPP model used for providing the service. It has
received Best PPP Initiatives in Urban Transport award, by MoUD in the year 2008.
186
Jalandhar City Transport Service Limited (JCTSL), a SPV, to operate and manage the
public transport system and provide differentially priced services. In the first phase, JCTSL
have 16 buses having GPS and PIS system, which will expand very soon. Since it has started
recently in the beginning of 2009, the operational as well as financial performance was not
available.
However, the study team of the Institute interacted with the officials of JCTSL to know about
its performance. They mentioned that the operating cost is being covered by fare revenue
(from fair box). The team also interacted with the commuters who were traveling by these
buses. It was found that the commuters, who were using Intermediate Public Transport (IPT)
modes earlier, have switched over to these buses. The commuters were found satisfied with
the services of these buses.
The City Bus Service of Jabalpur is running 28 Metro and 9 Mini Metro buses on 6 and 4
routes (July 2009) successfully. The financial performance of it is up to mark. Revenue is
being collected as ` 26 per Km against operating cost of ` 24 per Km thus proving that Metro
bus operation in Jabalpur is profitable under the PPP mode. Moreover, commuters were
found to be satisfied with the service.
In Jalgaon City, around 30 Eco buses (Bharat II), equipped with GPS, PIS, modern ticketing
and pass-system were being operated by Prassan Bus links Pvt Ltd under the overall
supervision of Transport Committee constituted by Jalgaon Municipal Corporation (as on
December 2009). The frequency of these buses is 5 minutes where the traffic density is high
and after 10 minutes where the passenger load is moderate.
It was reported by the authorities that the ridership was increasing as it was attracting
commuters who were travelling earlier by other modes of transport. Most of the commuters
found quite satisfied with services in terms of frequencies and quality of the service (NIUAs
study team interviewed with the commuters).
Kolkata Multilevel Underground Parking Project, having 250 parking slots in
underground parking system at Level 2 and market complex at Level 1 with 200 shops on
lease, may also be treated as successful project. The pedestrian plaza on the ground is a bonus
for the pedestrians. Street parking is no longer allowed on Lindsay Street, the traffic jams
have become a thing of past. This project is being replicated in many cities such as Mumbai,
Pune etc. In this case also, the success of the project is attributed to PPP models used in it.
187
Performance parameters / assessment indicators of aforesaid projects are given in Table 12.2
for ready reference.
12.3 Major Challenges / Constraints and Lessons Learnt

It is to be mentioned that the aforesaid case studies are success stories in many respect but
these have encountered many challenges or constraints, either at the time of planning or at the
time of implementation. Challenges / constraints indicated in the case studies may be
classified in following categories:
1) Related to Finance
Financial constraints due to cost escalation (Pimpri-Chinchwad);
Financial sustainability of overall operation (Jaipur).
Lesson Learnt: Financial viability of the project should be worked out keeping in view the
trend of inflation rate.
2) Related to Planning
Inadequate RoW in some areas (Jaipur);
Availability of minimum ROW to achieve segregation of traffic on the corridors

(Vishakhapatnam);
Land acquisition of properties to produce RoW (Visakhapatnam);
Acquisition of land for construction of depot, workshop and bus terminals

(Jalgaon);
Unavailability of lands for provision of parking near bus stops (Jaipur);
Land acquisition delays the implementation process & land acquisition issues
(Jaipur);
Lack of interagency coordination (Jaipur and Vishakhapatnam); and
Shifting of utility services (Jaipur) addressing drainage (Visakhapatnam).
Lesson Learnt: Land use planning should be integrated with transport planning in newly
developing areas. NUTP also suggests the same.
3) Related to Operation of Buses
Low frequency of buses (Jabalpur);
188
Buses are time efficient but the frequencies of these buses are very low
(Jalandhar); and
Existing routes are not viable for profit to the Bus Operators (Jalandhar).
Lesson Learnt: Travel demand on different routes should be reviewed periodically.

4) Related to Technical Issues
Problem of driving buses as the engine fitted at the rear side of bus and there is no
automatic transmission system (Jabalpur); and
Buses are big in size, operation on narrow road is not smooth having inadequate
turning radius (Jalandhar);
Lessons Learnt:
Automatic transmission is must not only to improve maneuvering but also to reduce
the wear and tear of the buses; and
Minibuses should be operated on such roads where widening of roads is not possible.
5) Socio-Economic Issues
Agitation by auto rickshaws drivers;
Poor knowledge of traffic sense of the citizens have created difficulties in day to
day traffic despite efforts towards high standards of traffic engineering in the city
(Surat and Vadodara); and
Strategic locations of village settlements at Simhachalem, where property

acquisition is rather difficult (Vishakhapatnam).
Lesson Learnt: Awareness Campaign should be organized to provide knowledge about the
project as well as traffic rules.
12.4 Suggestions
Keeping in view the review of the case studies / projects, in terms of overall performance and
impacts of the projects, PPP arrangements / models used, challenges / constraints encountered
at the time of planning or implementation of the project and lessons learnt, some suggestions
can be given to improve future planning and implementation of the urban transport projects:
189
1)
The analysis of various case projects reveals that PPP is one of the factors, which is
responsible for making the project successful. In the case projects, public sector has
been represented by Municipal Corporation (Surat, Vadodara and Kolkata), SPV
(Ahmedabad, Pimpri-Chinchwad, Jaipur, Visakhapatnam and Jabalpur) and Transport
Committee (Jalgaon). The aforesaid Municipal Corporations have been performing their
roles efficiently, however, it may be suggested that there should be a dedicated body,
like SPV or TC, which could concentrate only on transport activities to make the
project more successful.
2)
The public sector should be responsible for planning, designing, identifying routes and
locations of bus stops / bus queue shelters, fixing of fares etc (as indicated in many case
projects). Moreover, it should be responsible for monitoring the operation of buses to
ascertain as to whether the operators are operating buses as per the schedule or time
table. It has been pointed in case of Jalandhar that the operators were operating their
buses only on profit making routes and avoided operations on uneconomic routes. In
such cases, the public authority should assess the commuters volumes on uneconomic
routes and fix up the frequency of buses accordingly.
3)
As indicated earlier, the revenue from the fares or fare box is the major source of
revenue, therefore, fixation of fares or preparing fare structure should be done by the
public authorities. It is one of the important responsibilities of the public sectors as
indicated in case studies also. In this contact, it may be suggested that the fares should
not be pegged at levels lower than that required to cover the cost. Moreover, the fares
should be revised periodically to meet the operating cost. It has been reported that the
operators in the some case projects provide concessional passes to certain sections of
the citizens. In this regard, it may be suggested that the operator should not be forced to
provide concessions. If special fares or concessions are given, the departments / local
bodies concerned should compensate the operators. For example, the revenue loss as a
result of issuing passes to students should fully be reimbursed by the Ministry of
Education or any other concerned departments.
4)
The authorities should explore alternative ways to generate revenues besides the fare
box. PCMC has developed an innovative financial model (Annex VII of the study) to
create a new revenue stream to UTF to construct, operate and maintain BRT corridors.
It has allowed TDR from other zones to BRT corridor on payment of premium, which
190
makes 59% of the total income potential of BRT corridor. The same model may be
replicated in the BRT projects of other cities.
5)
The analysis of various PPP arrangements / models, used in the case studies, reveals
that the PPP depends upon the requirements of the public sector. The financial health
of most of the Municipal Corporations / Municipalities or Urban Transport
Undertakings is not sound to provide urban mass transport services as per increasing
demand. In such cases, public sector should enter into PPP and engage the private
sector (private companies) through service contract to procure, operate and maintain the
buses (as in case of Ahmedabad, Jalandhar, Vadodara, Surat, Jalgaon, etc).
6)
If a public sector does not have technical and engineering means, it may involve the
private sector for specific purposes, viz. construction of bus queue shelters / bus stops
on BOT (as in case of Jalandhar, Surat, Jabalpur, Vadodara and Jalgaon), construction
of foot over bridges on DBFOT (Ahmedabad) or on BOOT (Visakhapatnam); and ITS GPS, PIS etc on BOT (as in Jabalpur, Surat, Vadodara, Jalandhar, Ahmedabad). The
Ahmedabad BRT project has introduced latest technological applications, which are
classified in three broad areas, viz. wireless station and bus door operations by driver,
RFID based Docking System; Integrated Transit Management System; and Area Traffic
Control System. This system is operating successfully and may be replicated in other
BRT projects of other cities.
7)
In order to make the BRTS more successful, it may be suggested to identify nodal
points at BRT corridors and provide feeder services from these nodal points to
important city areas. The alternative modes of transport, viz. mini buses, battery vans,
tempos etc. may be used to provide feeder service. This practice is being done in case of
Ahmedabad BRTS.
8)
As indicated in some case studies, land acquisition for providing RoW in city area had
become one of the major constraints. In such cases, the government should take a quick
decision to release the land by giving appropriate compensations to the property
owners. In newly developing areas of the cities, land use planning should be integrated
with the transport planning (NUTP also suggests the same). The selection of public
transport modes should be done keeping in view the characteristics of the city. For large
cities metro is advisable while BRTS suits for medium size cities. Modern city bus
service, equipped with ITS, is also one of the alternative modes for medium sized cities.
191
9)
In case of Jaipur and Visakhapatnam, coordination problems have been faced with the
agencies involved. In this regard, it may be suggested that the public body- SPV or
transport committee should intervene to solve the coordination problem with the
relevant departments or agencies involved. The NUTP has suggested constituting
Unified Mass Transit Authority (UMTA) for the purpose.
10) As in case of Jalandhar, drivers are not driving buses smoothly as they find difficulty in
changing the gears (from lower to higher or from higher to lower) because of the rear
side fitted engine in the buses. Generally, the gears are changed by hearing the sound of
engine, which is not possible in the aforesaid buses. It may be suggested that these
buses should have automatic transmission not only to improve the maneuvering but also
to reduce the wear and tear of the buses;
11) Technically sound projects are not successful unavailability of in many instances due to
not providing adequate project information for the general public. As indicated in
Visakhapatnam BRT project, it is imperative to engage the public through the social
assessment study and wide publication in the news media. In other words, the cooperation of citizens is imperative to make the project successful in real sense.
Awareness Campaign should be organized to provide knowledge about the project.
Moreover, citizens should be consulted at the time of planning of the project for seeking
their feedback and opinion. They should be aware about transport service, which is to
be given to them. Peoples participation in implementation of the project should also be
encouraged.
192
Reference&Annexures
References
Agrarwal Anjalee Low Floor Bus Shelter: Mobility for All [Conference] // I.T.S. &
Sustainable Mobility under JNNURM Initiatives in India. - New Delhi : Institute of Urban
Transport (India), December 3-5, 2007.
Ahmed Farhan PPP in Metro Project [Journal]. - New Delhi : Indian Infrastructure, June, 2009. 11 : Vol. 11.
Bus Rapid Transit (BRT): Toolkit for Feasibility Studies "Module 2" [Report]. - New Delhi :
Asian Development Bank, May, 2009.
Bus Rapid Transit Developments in India: A Comprehensive Documents of the Status of BRT
in Ten Cities of India [Report]. - [s.l.] : Ministry of Urban Development, Government of India.
Chandra, Rajesh National Urban Transport Policy and its Implication [Journal]. - New Delhi :
National Institute of Urban Affairs, July-December 2006. - 2 : Vol. 26.
Chandra, Rajesh Privatisation of Public Transport in India [Journal]. - New Delhi : Corporate &
Economic News Service, May, 1996. - 13 : Vol. 3.
Guidelines for Bus Service Improvement: Policy and Option "Module 3" [Report]. - New
Delhi : Asian Development Bank, May, 2009.
Kansal Piyush and Nagi Abhay Planning and Design of Bus Rapid Transit System Delhi
experience [Journal]. - Delhi : Institute of Urban Transport (India), December, 2007. - 2 : Vol. 8.
National Urban Transport Policy [Report]. - [s.l.] : Ministry of Urban Development,
Government of India, April, 2006.
Policy Circulars/Advisory Letters Issued to All States / UTs on the Matters Pertaining to
Urban Transport [Report]. - New Delhi : Ministry of Urban Development, Government of
India, 2006-2008.
Ramanujam S. R. toolkit for PPP in Urban Bus Transport [Conference] // Conference &
Exhibition on Urban Mobility India. - New Delhi : Institute of Urban Transport (India),
December 3-5, 2008.
Sharma R. C. National Urban Transport Policy - The Road Ahead [Journal]. - Delhi : Institute of
Urban Transport (India), December, 2009. - 1 : Vol. 7.
Thamizh Arasan M. V. A. Justifying Provision of Exclusive Lanes for Buses [Conference] //
I.T.S. & Sustainable Mobility under JNNURM Initiative in India. - New Delhi : Institute of
Urban Transport (India), December 3-5, 2007.
Urban Transportation Financing: A Strong Case for Public- Private Partnership [Report]. [s.l.] : Price Water House Coopers.
195
ANNEXURE
AnnexI
ListofMetrorailProjectsapprovedbytheGovernmentofIndiaandthose
underprocess/consideration(AsonJuly1,2009)
197
198
199
Source:MinistryofUrbandevelopment,GovernmentofIndia
200
AnnexII
MetroRailProjectsthroughPublicPrivatePartnership(PPP)
A.II.1 Mumbai Metro Rail Project

Mumbai Metro Master Plan has identified a 146.5 kms network to provide a rail based mass
transit connectivity to people within an approach distance of 1 to 2Km; to serve the areas not
connected by existing Suburban Rail System and to provide proper inter change facilities for
connectivity for neighbouring areas like Thane, Navi Mumbai and Vasai - Virar etc.
TableII.1:MumbaiMetroRailProject
Phases
Length (in Km)

Phase I
Varsova Andheri Ghatkopar
11.07
Charkop Bandra Mankhurd
31.871
Colaba Bandra
19.75
Total
62.69
Phase II
Charkop Dahisar
7.50
Ghatkopar Mulund
12.50
Phase III
BKC Kanjur Marg Via Airport
20.50
Andheri (East) Dahisar (east)
18.00
Hutatma Chowk Ghatkopar
21.8
Sewri Prabhadevi
3.5
Total Length
146.50
Source:MumbaiMetropolitanRegionalDevelopmentAuthority
In Phase I, Varsova-Andheri-Ghatkopar corridor (Line I) of 11.07 km will be commissioning by

2010-2011. The cost of the project is ` 2356.00 crore. The Viability Gap Funding (VGF) grant
201
from the Central Government is ` 471 crore (Special Central assistance), while the VGF from the
government of Maharashtra is ` 179 crore.
The Charkop Bandra Mankhurd corridor (Line- II) is planned as an elevated corridor for its
entire length of 31.871 kms. The completion cost of the project is ` 7660 crore. VGF grant from
the central Government is ` 1, 532 crore. The Corridor has 27 stations, all stations are elevated.
Depot and stabling facilities have been planned at both ends of corridor at Charkop and
Mankhurd. The concession agreement was signed on 21st January 2010 and expected to be
commissioned by the year 2013-14.
TableII.2:AFundingPatternofMetroRailProjectofMumbai
Project
1)
Mumbai Metro Line-I

Varsova-AndheriGhatkopar
2)
Mumbai Metro Line-2

Charkop-BandraMankhurd
3)
Length
(kms)
Commissioning
Schedule
11.07
Commissioning
By 2010-11
31.87
Concession
Agreement signed
On 21.01.2010
Commissioning
by 2013-14
Cost (`
in crore)
Funding Plan
(` in crore)
2356.00
Equity Concessionaire -379 (74%)

Equity MMRDA - 134 (26%)
Debt - 1194
VGF grant GoI - 471 (SCA*)
VGF GoM - 179
7660.00
Equity Concessionaire- 1609

Equity of MMRDA-NIL
Debt 3753 (*DE Ratio=70:30)
VGF GoI- 1532
VGF GoM- 766
Mumbai Metro Line-3

Approval
20
Not applicable.
Colaba -Bandra
awaited
Source:MinistryofUrbanDevelopment(MoUD)[*SPASpecialCentralAssistance;*DEDebtEquity]
The Government of Maharashtra has designated Mumbai Metropolitan Region Development

Authority as the project implementing authority. The project is being implemented on Build,
Operate and Transfer (BOT) through Public Private Partnership (PPP). The Concessionaries of
the project implementation is the SPV comprising M/s Reliance Infrastructure LTD, SNC Laval
in (Canada) and Reliance Communications.
A.II.3 Hyderabad Metro Rail Project

The Hyderabad Metro Rail Project covers three high density traffic corridors of the city, viz.
Miyapur-LB Nagar (28.87 Km, 27 stations); JBS- Falaknuma (14.78 Km16 stations) and
202
Nagole-Shilparamam (27.51 km, 23 stations). Thus, the total length is 71.16 km with 66 stations.
The project is in PPP mode on Design, Build, Finance, Operate and Transfer (DBFOT) basis.
Cost of the project, as approved by the Government of India is ` 12, 132 crore. Up to 40 % of the
project cost, i.e., a maximum of ` 4, 853 crore can be given as VGF by the Central and State
Governments together, subject to competitive bidding. The Government of India has sanctioned
` 2, 363 crore as its share under the VGF scheme for this purpose. This amount forms 20% of
the estimated cost of the project of ` 12, 132 crore minus the State taxes component of ` 318
crore.
The previous Concessionaire M/s. Maytas Metro Ltd. failed to achieve financial closure by the
due date, the Concession Agreement with them was terminated by the Government in July 2009.
Their bid security of ` 60 crore along with ` 11 crore paid by them was forfeited and the
Government of Andhra Pradesh invited global bids though fresh pre-qualification. Financial
bids for the Project were opened on July 14, 2010. Three of the six pre-qualified firms
participated in the bids.
TableII.3:FirmsParticipatedintheBids
1.
2.
3.
Firms
Amount (` in crore)
Percentage of Project Cost
Larsen & Toubro Ltd
1,458
12
2, 200
18
2, 991
25
Transstroy India-OJSC Transstroy

Russia-CR 18G Consortium
Reliance Infrastructure
Consortium
Source:MoUD
The Government of Andhra Pradesh has selected the successful lowest bidder M/s Larsen &
Turbo Ltd as the Concessionaire for the Hyderabad Metro Rail Project at their quoted grant
amount of ` 1458 crore (12% of Total Project Cost) and awarded the Project to them. The Mo
UD facilitated sanctioning of the VGF grant of ` 2,363 crore for the Project.
203
A.II.4 High Speed Express Link from New Delhi Railway Station to IGI Airport and
Extension from IGI Airport to Dwarka Sector 21
(A) Link form New Delhi Railway Station to IGI Airport
In order to address the growing road traffic congestions and need for fast evacuation of
passengers and visitors at the Airport, the Delhi Metro Rail Corporation Ltd. (DMRC) had
submitted a proposal to the Government of India to provide a High Speed Express Link from
New Delhi Railway Station to IGI Airport. The Government of India (GoI) gave sanction to
implement the High Speed Express Link from New Delhi Railway Station to IGI Airport of
length 19.2 Km. at a total estimated completion cost of ` 3076 crore including taxes on 17 May
2007. The details of the sanction are given below:
i) Alignment
The alignment will be from New Delhi Railway Station via Baba Kharak Singh Marg, Ram
Manohar Lohia Hospital, Mother Teresa Crescent, Sardar Patel Marg, Dhaula Kuan and National
Highway No.8 to IGI Airport.
ii) Length
The length of the alignment shall be as under:
Underground length
Elevated length
Switchover ramp
Total
5.5 km
11.6 km
2.1 km
9.2 km
iii) Stations
The stations will be located at New Delhi City Terminal, Shivaji Stadium (Baba Kharak Singh
Marg), Dhaula Kuan and IGI Airport Terminal.
iv) Gauge
The Express link has been approved on standard gauge. The coaches with proven designs are
available worldwide on standard gauge. Adoption of standard gauge has been accepted as ii will
204
be more economical and will also need lesser time in supplying and commissioning to suit the
completion of the link before Common Wealth Games i.e. by June, 2010.
v) Rolling Stock
The rolling stock required for the Express link will be of different design than normal metro due
to higher speed (135 kmph or more), different sitting arrangements, luggage carrying
arrangements, etc. The link shall, therefore, be a standalone system.
vi) Train Maintenance Depot
Train maintenance depot is proposed to be located at T-Junction where NH-8 and road to
domestic airport meets. Approximately, 5 hectare land is required for this purpose, which is
under occupation of the Defence Authorities, but at present lying vacant.
vii) Land Requirement
The land belonging to various Ministries / Departments as well as autonomous / statutory bodies
/ agencies of the GoI / GNCTD, which is required for the project, will be taken over by GOI /
GNCTD at inter-departmental transfer rates notified by the MoUD, while the Railway land
required, if any, will be made available on lease rates based on the market price of the land to be
agreed upon between the MoUD and the Ministry of Railways (MoR).
viii) Cost Estimates
The overall capital cost for the line at March 2006 price level comes to ` 2541.81 crore
(including taxes and duties). The completion cost is ` 3, 076 crore (including taxes and duties).
ix) Financing Plan
Under Concessionaire approach approved, the civil works outside the Airport i.e., cost of land,
alignment, stations are to be shared by Government of India (GoI) and GNCTD equally as equity
contribution. The cost of civil works within the airport will be borne by Airport Operator (Rs.350
205
crore) as grant to DMRC. The balance cost including rolling stock is to be borne by the
concessionaire. The break-up of the financing plan is given below:
TableII.4:FundingArrangementsforHighSpeedExpressLinkformNewDelhiRailwayStationtoIGIAirport
Particulars
1.
2.
3.
4.
5.
Grant by Airport Operator to DMRC towards civil jobs

inside the airport (To be provided upfront)
Equity by the Government of India (GOT) towards civil
jobs outside airport
Equity by GNCTD towards Civil Jobs outside airport
Equity by Concessionaire to maintain debt to equity ratio
of 7:3
Domestic Debt @10% by Concessionaire
Total
` (in crore)
Percentage
350
12
599
19
599
19
461
15
1067
35
3076
100
Source:MoUD
x) Additional Investment to be made by the Concessionaries as traffic increases

Additional investment cost ` 768.00 Crore with taxes at completion cost has been provided in the
year 2021-2022 to be provided by the concessionaire. These costs have been provided to take
care of increased requirement of rolling stock and related equipment on account of the increased
traffic since the existing rolling stock would be insufficient to carry out the traffic estimates in
these years. This cost shall be fully borne by the concessionaries.
xi) Operation & Maintenance Costs
The total O&M cost shall be borne by the concessionaries.
xii) Taxes
Taxes and duties livable for this project have been incorporated in the total completion cost of `
3, 076 crore.
206
xiii) Implementation of the Project

The civil works of the project shall be executed by Delhi Metro Rail Corporation Ltd. as per
detailed project report (DPR) and revised project profile on PPP mode. Concessionaire shall also
be fixed by DMRC and concessionaire agreement to be finalized in consultation with Ministry of
Urban Development.
This project shall be part of an Integrated Transport Master Plan (ITMP), which will also include
the plan for the feeder routes, etc. check-in facilities for passengers by all airlines at New Delhi
Terminal, Shivaji Stadium (Baba Kharak Singh Marg) and Dhaula Kuan and baggage handling at
New Delhi terminal and Shivaji Stadium shall be planned and provided by DMRC Ltd., Ministry
of Civil Aviation and its affiliated agencies. Feeder / Intermodular transport and adequate
parking facilities at all the stations shall be provided by Government of National Capital
Territory of Delhi (GNCTD) and DMRC Ltd. The project shall be completed by June 2010.
(B) Extension Metro Rail from IGI Airport to Dwarka Sector 21
In continuation of the afore said order, GoI has considered the need for extension of this Express
Link form IGI Airport to Dwarka Sector-21, which is being developed as a big transport hub
having Metro line, Integrated Rail-cum-Bus Transport (IRBT) and Inter State Bus Terminal
(ISBT). The sanction, for implementing the above mentioned extension, was given on 29 January
2009 through Order No. L-14011/1/2002-MRTS. The details of the above sanction are given
below:
i) Alignment
The alignment from IGI Airport to Dwarka Sector-21 of length 3.5 km approx. will be
completely underground.
ii) System
All the system / sub-systems (i.e. traction, signaling, telecommunication, automatic fare
collection, air-conditioning and tunnel ventilation system), including standard gauge, will be the
same as that of High Speed Express Link from New Delhi Railway Station to IGI Airport. At
207
Dwarka Sector-21, there will be facility of passenger interchange with Dwarka Metro line. No
check in facility for air Travellers is proposed at Dwarka Sector-21 Station.
iii) Train Maintenance Depot
No separate depot will be necessary.
iv) Land Requirement
The land belonging to various Ministries / Departments as well as autonomous / statutory
bodies/agencies of the GoI / GNCTD, which is required for the project, will be taken over by
GoI / GNCTD at inter- departmental transfer rates notified by the MoUD, while the Railway
land required, if any, will be made available on lease, the charges of which will be worked out on
the basis of commercial market prices available for that area, as fixed by L&DO of Ministry of
Urban Development, in case the land so given is commercially exploited / proposed to be
exploited by Delhi Metro Rail Corporation (DMRC) Ltd.
This will be applicable for only that part of the land commercially exploited/proposed, In case
the Railway land given to DMRC is not used / proposed not to be used for commercial
exploitation, the land rate applicable for the surrounding land based on the existing use will be
considered for working out lease charges.
v) Cost Estimates
The overall completion cost of the project is estimated at ` 793 crore (including taxes and duties)
as under: Cost of civil works - ` 534.64 crore; Cost of system - ` 258.36 crore
vi) Financing Plan
The extension of Airport Express line from the Airport to Sector-21 will also be funded on
Public Private Partnership (PPP) basis with the civil works alone to be completed by DMRC and
the systems and rolling stock being provided by the Concessionaire. The cost of civil works will
be shared by Government of India (GoI), Government of National Capital Territory of Delhi
(GNCTD) and Delhi Development Authority (DDA). the latter's contribution being as a grant
208
and the contribution of GoI and GNCT as equity to DMRC. The funding arrangement will be as
under:
Table II.5: Funding Arrangement for Extension of the HighSpeed Express Link from IGI Airport to
DwarkaSec21
S.No.
Particulars
Rs. (in crore)
Percentage
1.
Equity by Govt. of India towards civil works
158.60
20.00
2.
Equity by GNCTD towards civil works
158.60
20.00
3.
Grant by DDA
217.40
27.42
4.
Concessionaires investment
77.50
9.77
5.
Domestic debt by Concessionaire
180.90
22.81
793.00
100.00
Total
Source:MoUD
vii) Implementation of the Project

The implementation of the project shall be on PPP basis with the civil works alone to be
completed by DMRC as per detailed project report (DPR) and the system and rolling stock being
provided by the Concessionaire. The project is targeted for completion by September 2010, in
time for the Commonwealth Games in 2010. Civil works within the Airport premises have to be
completed for this link early to enable the Airport Operator to complete their works. This project
shall be part of an Integrated Transport Master Plan, which will also include the plan for the
feeder routes, etc. Feeder / Inter-modular transport and adequate parking facilities at all the
stations shall be provided by Government of Notional Capital Territory of Delhi (GNCTD) /
DDA and DMRC Ltd.
209
U
Urban
Transpport Initiativess in India: Beest Practices inn PPP
A
AnnexIII
B
BRTSProje
ectsSanctiionedUnd
derJNNURM(AsonJ
January31
1,2009)
Source:MiinistryofUrbanDevelopmen
nt,GovernmentofIndia
National In
nstitute of Urban Affairs
211
AnnexIV
Initiatives/BestPracticesFormat
FORM I
General information about your Organisation
(Fill the following queries and provide one page write up about your organisation and project as well)
Project Contact Person:
Submitter (if different from above) and
submitter's affiliation:
Detailed Address of the
Organization/Agency
Office:
Residential:
Telephone No.
Fax:
E-mail:
Type of the OrganizationGovernment
Individual
NGO
Co-operatives
Other
Partnering Agencies/Individuals
INFORMATION ABOUT INITIATIVE/PROJECT / BEST PRACTICE (Illustrative)
A: Context
1.Title of the Initiative/ Project / Best Practice:
2. Geographic Location:
3. Focus Area:
B: Situation before implementation of the Initiative/ Project/ Best Practice
1. Describe in brief (not more than 200 words), the situation as it was before the start of the project: (Describe in
narrative form rather than in bullet form-( no. of vehicles or p.c.u )
2. What were the problems/needs addressed by the best practice?
3. Reason for the adoption of particular system?
4. Preparation of feasibility report?
C. Description of the Initiative/ Project/ Best Practice
1. Describe the Initiative/ Project/Best Practice in narrative form (in 500 words)
2. Goals of the Initiative/ Project/ Best Practice
213
3. Strategy used to achieve the desired goals

4. Activities implemented to achieve the above goals
5.Challenges/constraints encountered and how it was conquered
6. Outcome of the Initiative /project/ best practice
7. Roles/ activities of the partners at each stage of the initiative/ project/ best practice
8. Important stakeholders involved and communication/networking procedure for the initiative/project/ best practice
D. Factors of Success
1. Describe the main successful (positive and sustainable) results/factors/conditions for the initiative/project/ best
practice
E. Budgetary Implications and Sustainability
1. Approximate total cost for the initiative/project/ best practice
2. Financial partners involved
3. Source of Finance for the sustainability of the initiative/ project/ best practice
F: Impact of the Initiatives / Best Practice
1. Have the best practice been disseminated in any forum and have received any recognition
2. Documentation and Research work/References for the best practice, if any
3. Please enclose any photographs and resource products, paper clippings along with the entry.
4. Has the project achieved the set targets/objective?
PLEASE SEND THIS FORM AS AN ATTACHMENT TO:

[email protected] or [email protected]
OR Post / Fax A Copy to:
Coordinator Transport Project
National Institute of Urban Affairs (NIUA)
I & II Floor, Core 4B, India Habitat Center, Lodhi Road, New Delhi 110003, India
Telephone: +91-11-24643576(Director), 24617517, 24617543, 24617769, 24643284
Fax: +91-11-24617513, Website:www.niua.org
214
AnnexV
ThaneRailwayStationAreaTrafficImprovementScheme
V.1 Context
Thane City is located about 19 m inland from the coast on the north-eastern edge of Greater
Mumbai and about 34 kms from Central Business District (CBD) of Mumbai. It serves
primarily as dormitory town. Thane has been experiencing a rapid growth. Thanes present
(2009) population is about 1.8 to 2.0 million, which is expected to grow to about 3.4 millions by
the year 2031.
Thane Municipal Corporation is one of the largest municipal corporations in Mumbai
Metropolitan Region (MMR). Per Capita income of Thane City is Rs. 58,22,400. It is about
140% of per capita income of Maharashtra (Rs. 41,331) The Thane City contributes about 19%
of employment among the employments in MMR excluding MCGM. Thane, till the last decade,
was an industrial town. However, due to its proximity and connectivity with Mumbai and
excellent civic facilities provided by Thane Municipal Corporation (TMC), people are opting to
stay in Thane. This has increased the demand for housing and basic infrastructure.
Thane city is socially vibrant and culturally very balanced. The City is witnessing big growth all
around. The physical development of Thane is circular, as the city has grown around the CBD in
western area adjoining the Railway station. Thane Railway Station is one of the Railway stations
on the very first rail link in Indian subcontinent. Presently it is one of the major stations on
suburban section of Central Railway.
V.2 Situation before Implementation of the Scheme

V.2.1 Existing System
The major mode of intra-city transport is Railways. The Thane Municipal Corporation has four
suburban railway stations within its limits. Major modes of inter city traffic are Public Transport
215
Urbann Transport Initiatives

I
inn India: Bestt Practices inn PPP
FigureV
V.1:ModalspliitupoftrafficatThaneRailw
wayStation
Buses (T
Thane Municcipal Transpport, State Transport,
T
Company busses), other IPT modes (Auto
(
Rickshaw
w, Taxi etc.), Two wheellers and by walk.
w
The buus mode acts as a major feeder serviice to
the sub-uurban trains.
Out of thhe four Raillway Stationns in TMC limits,

l
Thanne Railway Station is thhe busiest sttation
handling about six laakhs of com
mmuters per day. The CBD
C
of Munnicipal limitss are also located
a destinatiion of majorr portion off inter
around thhe Thane Railway Statiion. Hence, the origin and
city trips is Thane Raailway Statioon.
i
re in Thane Station Areaa was inadeqquate to cater to tremenndous
Availablee transport infrastructur
traffic deemands. It iss pertinent too mention here
h
that; buss mode acts as a major feeder serviice to
the sub-uurban train. The Thane Municipal Transport
T
aloone had beeen operatingg 4000 daily trips
from Thaane Railway
y Station. Inn addition, thhe State Traansport Corpporation opeerates about 1500
trips.
Owing too tremendou
us overload on availablle transport infrastructurre, the commuters had been
facing grreat distress due to freqquent traffic jams, delayys in travel time, risingg pollution levels
l
216
National Institute
I
of Urban Affairrs
while reaching in and out of Railway Station. The situation had been causing arterial block in the
mobility of the City.
Congestions outside most of the Railway Stations in major metropolitan cities in India are well
known. The Thane Municipal Corporation had therefore undertaken Thane Railway Station Area
Traffic Improvement scheme by splitting various modes of IPT traffic.
V.2.2 Problems and Needs Addressed by the Scheme
The Thane Railway station is one of the Stations on first Rail link in Indian subcontinent.
The station came into existence in 1853. Since, then the area outside station had developed in
non-planned manner. The available circulation area, about 8000 sq m is inadequate to cater to
cater to present traffic demands.
The commuters travelling from Thane Railway station are facing great distress owing to
following reasons:
Congested Station Area with frequent traffic jams;
No safe passage for pedestrians (about 3 lac travelers prefer to walk to and from station);
Haphazard and crisscross movement of vehicles and pedestrians;
No proper and adequate pickup points for autos, taxis and buses;
Queuing of buses in approach road network because of lack of space in front of Station;
No streamlined movement of traffic;
Inadequacy of space for traffic movement;
Demands for Additional Space as well as Segregation of traffic; and
Need for planning for effective traffic dispersal.
V.2.3 Reason for Adoption of Particular System

a) Pedestrian: - Pedestrian form about 49% of the total commuters. Due to particular
arrangement of suburban Railway Station, Railway commuters from eight out of ten
platforms have to use Railway Foot Over Bridges. Hence, by extending these FOB by
217
175 m and 225 m respectively on North and South side of Railway Station, the pedestrian
are provided with safe and unobstructed path to disperse out of busy Railway Station
Area. Thereby about 80% of the pedestrian will now disperse without entering already
inadequate circulation area.
b) Low Level Deck and Flyover for buses: - The buses contribute about 34% of the
IPT mode. Low level deck for bus stops and connecting flyovers has been constructed in
front of railway station for buses. As seen above, about 80% of the Rail commuters at
Thane Station have to use Railway FoBs. By connecting these FoBs to the Low Level
Deck for buses in front of Railway Station and by provision of dedicated corridor to
buses, the Public Transport system has been prioritised.
c) Other IPT modes: - Proper pick up points for other IPT modes (Autos/ Taxis, Private
vehicles) have been provided at ground level below deck.
FigureV.2:TrafficconditionatThanerailwaystationbeforeSATIS
218
V.3 Description of the Scheme
V.3.1 Project Description

Thane Railway Station is the origin and destination of around six Lakhs of commuters each day.
Hence, all the modes of inter city traffic viz. TMT, ST buses, auto rickshaws, taxis, private
vehicles and pedestrians approach the railway station simultaneously. Previously, this resulted in
high intensity of mixed traffic in front of Thane Railway Station as well as the approaching road
network. The approaching road network and the limited circulation area in front of Thane
Railway station were inadequate to handle such huge flow of mixed traffic. Mixed flow of traffic
crisscrossing each others right of ways resulted in frequent and very high traffic congestion. In
addition to this, the over saturation at pick-up points for different inter city modes of
transport aggravated the problems.
There has been no proper pedestrian facility to almost half of the commuters who walk on
foot to and from Railway Station. The approaching road network could not be augmented simply
by widening of roads due to the restrictions of Row as per Development Plan. Hence, the
improvement proposal had to be envisaged considering the available road widths only. The
present scheme has been envisaged accordingly.
FigureV.3:TransitionthroughStationAreatrafficImprovementScheme
219
V.4 Major Components

a) Low Level Deck and connecting Flyover: Low Level deck admeasuring about
2700 sq m has been provided in front of Thane Railway Station with clear height of 4.0
m. Well-planned bus stops for IPT Public Transport Buses have been erected on the deck.
An exclusive flyover for buses of about 860m in length having two down ramps on
different roads in station area connects the low level deck. Thus the buses can
disperse out of station area over this flyover quickly.
b) Concourse Area: A concourse area admeasuring 1200 sq. m. connects the Railway
FoBs, new extended skywalks and the low level deck for buses. This area shall also
be used for Railway ticket counters and additional commuter facilities viz. food court etc.
FigureV.4:Majorcomponentsofthescheme
c) Extension of Foot Over Bridges on North and south side of Railway Station:
two skywalks of length 225 m and 175 m have been constructed respectively on
south and north side of Thane Railway station. This helps in dispersing the pedestrian
commuters from crowded station area safely and quickly without crisscrossing any
motorized modes of traffic.
d) Area below Low Level Deck in front of station: The area below the low level
deck has been exclusively provided for pick-up points of other IPT modes viz. Auto
Rickshaw and Taxis. The pick-up points for Auto-Rickshaws towards different part of
city have been separated.
220
As seen earlier from the modal split-up of commuters travelling from Thane Railway Station,
49% of the commuters prefer to walk on foot. Hence, to provide excellent pedestrian facility, two
skywalks of length 225 m and 175 m have been constructed respectively on south and north
side of Thane Railway station. This helps in dispersing the pedestrian commuters from crowded
station area safely and quickly without crisscrossing any motorized modes of traffic. Next
important IPT mode is Public Transport buses. About 34% of the commuters use public transport
buses. Other IPT modes of traffic viz. Auto Rickshaw and Taxi and private vehicles ply below
the Low Level Deck in front of Railway Station. Proper segregation has been made for different
modes at ground level also. Exclusive Space has been provided for emergency vehicles in front
of Railway Station.
Before implementation of the scheme, the circulation area in front of Railway Station had been
limited to 8000.00 sq m only. All the modes of traffic collectively used the same area. After
implementation of SATIS, the available circulation area at two different grades has increased to
12150.00 sq m. Thus an additional circulation area of about 4150.00 Sq m has been created
through the scheme in addition to segregating the different modes of traffic. By construction of
flyover, the area of approaching network has been augmented by about 3500 Sq m will help in
streamlining traffic flow on approach road network.
V.4.1 Goals of the Project
1) Elimination of crisscross movement of traffic in station area, grade separation of various
modes of traffic and thereby improvement in travel speed.
2) Considerable savings through VoT and VoC [The calculated EIRR (Economic Internal
Rate of Return) tunes to 29.60%]
3) Providing dedicated passage to pedestrian movement to encourage Non-Motorized
mode of transport (in conformity to NUTP-2006)
4) Providing dedicated passage to public transport to improve functioning and thereby
encouraging use of public transport system (in conformity to NUTP-2006)
5) Providing additional space for traffic in Station Area
6) Avoiding conflicting movements at junctions
7) Bringing down the pollution levels in Thane Railway Station Area.
221
V.4.2 Strategy Used to Achieve the Desired Goals

The desired goals have been tried to be achieved through provision of additional circulation area
by constructing infrastructures in the form of flyover, Foot Over Bridges and concourse area.
V.4.3 Activities Implemented to Achieve the Desired Goals
a) Identification of the reasons behind the problem
In order to find the reasons behind the persistent traffic hassles in the Thane Railway Station
area, the TMC carried out Traffic Studies in the central zone of Thane City in Year 2004
b) Evolving suitable alternative measures to eliminate the problem and selecting the
best suited alternative: Based on the findings through the traffic studies, various
alternative measures were evolved to eliminate the traffic problems in Station Area. The
feasibility of the alternatives was verified and best suited option was decided on the
following considerations:
Technical feasibility;
Financial feasibility;
Commercial viability;
Environmental compatibility;
Social and political acceptability; and
Legal and regulatory feasibility.
c) Getting approval from competent authorities: The proposed best suited option was put
forth in the General Body (G.B.) of TMC, the authority competent to accord
administrative approval Honble G.B. approved the proposal vide Resolution no. 14 dated
16.06.2004
d) Public Hearing: The proposal was given large local publicity and suggestion and
objections of the citizens of Thane were invited.
e) Getting approvals from the other stakeholders: Since, the project had to be
implemented partly on the land belonging to Central Railways; the proposal was
222
submitted to them for approval. A memorandum of Understanding was signed between

Central Railways and Thane Municipal Corporation on 08.02.2006 regarding
implementation of the Project.
The proposal was then submitted to Central and State government for funding under the
Jawaharlal Nehru National Urban Renewal Mission. The Central Sanctioning and Monitoring
Committee sanctioned the project on 8th December 2006:
a) Getting statutory approvals from Heritage committee: Part of the project was to be
implemented near Kopineshwar Mandir, a heritage structure. Hence, necessary statutory
approval from the Heritage Committee was taken.
b) Appointment of agency: Lump sum Tenders on Design-Build basis had been called for
the project. Work order to commence the work has been placed on contractor on 9th
March 2007.
c) Public Interest Litigation (PIL): After the issue of work order, some citizens had filed
Public Interest Litigation No. 20 / 2007 in Honble High Court of judicature at Mumbai.
The petitioners had raised various objections regarding the General Arrangement
Drawing and usefulness of the project. The Thane Municipal Corporation successfully
vindicated the project and Honble High Court dismissed the PIL on 20th September
2007.
d) Shifting of monuments: A statue of Bharat Ratna Dr. Baba Saheb Ambedkar infringed
the construction activities of foundation of Flyover Bridge. Hence, shifting of the same
was necessary. Since, the issue had been socially sensitive and could have caused threat
to the law and order situation, the shifting was arranged after proper coordination with
concerned groups, political parties, individuals, local administration and Police. Number
of common meetings, hearings etc. were arranged in the effort and finally the statue was
shifted peacefully to the better location on 22nd March 2009.
e) Completion of the project: The project was completed on 22nd August 2009.
223
V.5 Challenges / Constraints Encountered and how it was overcome

a) Handing over land from Railways: About 33% of the worksite under the project
belongs to Central Railways. Hence, Memorandum of Understanding including plans of
the project had been signed with Railways well in advance. However, at the time of
execution of work, the Central Railway insisted upon getting the General Arrangement
Drawings approved from them. The approval procedures took around ten months.
Persistent follow-up had to be kept with Railway for the same and then after for removal
of infringing structures.
b) Restrictions on working hours due to traffic: Being in the busiest area of the city,
there have been huge flow of traffic at the work site and it hadnt been possible to
divert the same. Hence, the work had to be carried out within the moving traffic.
Additional safety measures had to be taken for the same.
c) Problems of local residents: Due to the heavy traffic during day hours, the work had to
be planned during nights. However, the local residents used to stop the work after
10 pm due to sounds of working machinery. The problem was addressed through regular
coordination with the local residents and with the help of pollution control department to
convince the noise compliance of machinery as per CPCB / MPCB norms.
d) Shifting of monument: A statue of Dr. Baba Saheb Ambedkar was infringing the
construction of flyover. Being socially sensitive issue involving law and order situation,
the issue of shifting the same was tackled through coordination with the concerned
groups, political parties, individuals and the local administration and police department.
V.6 Outcome of the Initiatives
a) Improvement in travel speed
Traffic flow in Thane Railway Station Area has been streamlined. The crisscross movements of
different IPT modes of traffic have been eliminated by grade separation. The travel time of buses
from Thane Station to Talaopali (about 1 Km from Thane Station) has reduced to about two
minutes as compared to earlier 15-20 minutes.
224
b) Reduction in accidents
Pedestrian Traffic: With the provision of two skywalks, the pedestrian traffic has been provided
guarded and exclusive path. Hence, the vulnerability of pedestrians to accidents with moving
vehicular traffic has been minimized.
Vehicular traffic: The vehicular traffic flow has been streamlined by defining corridors and
eliminating crisscross movements. Hence, the possibility of accidents has also been minimized.
c) Reduction in green house gas emission
With the tremendous traffic flow and frequent traffic jams and idling of vehicles in Railway
Station area, the pollution levels have been rising alarmingly. With the implementation of
project, the traffic jams and idling of vehicles in the area shall be avoided. This will help in
bringing down the green house emission and air and noise pollution levels in the area.
d) Reduction in energy consumption
There will be high savings in energy consumption due to elimination of frequent traffic jams and
idling of vehicles in Railway Station area due to implementation of Scheme.
e) Other benefits:
Encouragement of non-motorized modes of transport by provision of dedicated
corridors to pedestrian (FOBs).
Dedicated bus corridor will help in encouraging mass transport of passengers from
Station to rest of city. Thereby encouraging economic mode of public transport by bus.
This is the need of the city and the country.
Large savings on account of VoT and VoC. The estimated EIRR of the project is
29.60%, which is far more than the acceptance norms of funding agencies like World
Bank, ADB etc.
Before the implementation of scheme, there had been no earmarked space for
emergency vehicles and private vehicles in the station Area. Now, proper space for
225
emergency vehicles has been earmarked. The private vehicles have been provided
exclusive lane for drop down and pick-ups.
The project is pro-economical, pro-environmental and pro-poor and conforms to
National Urban Transport Policy-2006.
V.7 Role and Activities of the Partner
Funding the project as per the limits specified under Jawaharlal Nehru National Urban
Renewal Mission (JNNURM).
Taking regular review of the progress of work.
V.8 Important Stakeholders Involved and Communication / Networking Procedure for the
Project
The project was implemented under Jawaharlal Nehru National Urban Renewal Mission. The
Central Government and Government of Maharashtra were the stakeholders other than Thane
Municipal Corporation. Both the Governments took regular periodic review of the progress of
work through the nodal agency M/s Mumbai Metropolitan Region Development Authority.
V.9 Factors of Success
The yield from the project shall be through:
Saving in the travel time for vehicular traffic and pedestrian traffic, i.e., Value of Time
(VoT).
Saving in the vehicle operating costs due to improvements, i.e., Vehicle Operating Costs
(VOC).
Economic Analysis has been carried out for an analysis period of 25 years. The benefit stream in
the analysis is through the savings on account of VoT and VOC as seen above.
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TableV.1:EconomicAnalysis
S. No.
Parameter
Nature of variation
EIRR (In %)
1)
Base case
2)
Cost of Construction
Increase by 20%
24.90%
3)
Benefits
Decrease by 20%
23.84%
4)
Combined effect of Sr. No. 2 and 3
Cost of construction increase by

20% and benefits decrease by 20%
19.99%
29.60%
Source:ThaneMunicipalCorporation,Thane
It may be seen from the Economic Analysis that the EIRR for critical case is 19.99% which is far
above the acceptable limits (12%) for infrastructure projects as per the policies of funding
agencies like World Bank/ Multilateral Development Banks etc.
V.10 Budgetary Implications and Sustainability
The Total Cost of the Project is ` 2936.00 Lakhs.
V.10.1 Financial Partners Involved
The project has been approved under Jawaharlal Nehru National Urban Renewal Mission.
Approved DPR cost under JNNURM is ` 2325.00 Lakhs. Equity Share contribution:
Central Govt.: - 35%
State Govt.: - 15%
ULB: - 50%
V.11 Impact of the Initiatives

This is first of its kind project implemented outside major metropolitan Railway Station area in
country. This will prove to be a pilot project for many other busy stations. All the transport
departments in the country will have role model for observing its benefits and efficiency before
the model will be taken-up elsewhere. It has been one of the most challenging projects
undertaken by the Thane Municipal Corporation.
227
AnnexVI
IndoreCityBusServiceProfile*
VI. 1 Context
Indore, the largest metropolitan city of the state of Madhya Pradesh, is fast emerging as a centre
of trade and commerce. Indore has a population of 2.72 million in 2001. There was an increase
of almost 50 percent during the period 1991-2001. It has estimated 3.30 lakh workers in 1991
with 63.4% of the workforce in the tertiary sector. The workforce has increased at a growth rate
of 3.64% per annum during the period 1961-91. The workforce participation rate was 28.9% in
1991. A population size of 42 lakh is estimated for the city by the year 2025. For employment, it
was estimated that 13.44 lakh workers would comprise the workforce in the study area by 2025
giving a work force participation rate of 32%. Further, it is assumed that by the year 2025, nearly
63% of the total workforce would be in the tertiary sector while the secondary sector will
account for 33%.
VI. 2 Situation before Implementation of the Project
VI. 2.1 Existing Transportation System
It had a registered vehicle population of 0.48 million in 2000 increasing at an average annual rate
of 8.8 percent. Currently total vehicle population is 732893. The intra-city public transport
system is essentially road based with an estimated 550 private minibuses and 500 tempos and
10000 auto rickshaws.
An estimated 62, 85,950, passenger trips have been forecasted, for the year 2025, comprising 55,
03,000 intra-city trips while the rest comprise of inter-city passengers. An estimated 27, 51,825
trips by public transport have been forecasted for the horizon year.
*BasedoninformationgatheredfromInternetandPowerPointpresentationonBusServiceOperationinIndore
byMr.AmitBhatt,CentreforSustainableTransport.
229
By year 2025, at modal split of 50% and with an estimated average trip length of 6.02 km, it is
estimated that 16.5 million passenger km would be performed daily by public transport.
According to traffic estimates, a total of 5.5 million person trips would be generated every day
by 2025, of which the share of public transport trips would be 2.75 million trips.
Travel Demand: The passenger demand per day, on the Bus System, in 2025, has been estimated
as under:
Direct Service: 5, 97,330
Feeder Service: 6, 25,580
Total: 12, 22,910
The average trip length by bus is 5 kms. In order to overcome the traffic problem of future, it
was decided to introduce a better public transport system in the city.
VI. 2.2 Problems and Needs Addressed by the Project
In the context of rapid growth of the city, increasing mobility, high travel demand, increasing
intensity of traffic, congestion, delays, accidents and other such problems, public mass transport
system of the city stands out as the most critical issue.
VI. 3 Description of the Project
A special purpose vehicle in the form of public limited company Indore City Transport Services
Limited (ICTSL) was set up to operate and manage the public transport system in Indore on 1st
December 2005 with private sector participation to overcome financial constraints. The new SPV
is ideally constituted as a Public Limited Company incorporated under the Companies Act, 1956.
This is the first Public-Private Partnership (PPP) model in India. ICTSL is carrying 1 lakh
passengers trip per day after its incorporation.
ICTSL is responsible for planning, infrastructure, management control and monitoring. There are
four operators, namely, Dayajeet Nimay Logistics Pvt. Ltd, M/s Rama Jyoti Travels, M/s Anam
Travels and M/s Priyadarshani Transport Service. These are responsible for operation and fare
collection. Giriraj Adverting & Marketing Services is the agency authorized by ICTSL for the
230
purpose of booking Advertisement Space on the City Buses. The company has already started
operation of its 37 ultra-modern low floor buses. These city buses with 2 broad doors are
allowing passengers to board and alight quickly and easily, save time and fuel, and give better
run-times and improved economy to the bus operators. Real time vehicle tracking and fully
computerized ticket vending system are some other highlights. Operations and Management
(O&M) and other regulatory measures are being exercised by the company.
The city bus route network system has been planned and designed in a scientific manner.
Direction oriented Hub and Spoke pattern of routing has been adopted. Routes have been
planned to ensure that besides the regular city transport users, office goers, students and
employees should also avail the services. It has been ensured that proposed routes caters to the
requirement of places of residence as well as places of job. Eighteen high travel demand routes
have been identified.
Company has taken permit for these routes from R.T.A. After due testing of routes and time
scheduling ICTSL has initially started operation of 37 buses on these identified routes and later
on add to its fleet of coaches to improve the frequency of buses at particular bus stop or
intersection. Colour coding of routes and buses and their numbering has been carried out in such
a manner that a commuter may easily identify the bus stop and intersection for convenient
commuting. All routes follow these general principles:
All Blue buses move towards

Rajwada and will definitely
touch MG Road at any
moment of time.
All Magenta buses move along

the AB Road and will definitely
touch AB Road at any moment
of time.
All Orange buses move towards

Airport along the Bond Road and
will definitely reach Bada Ganpati
Square.
231
FigureVI.1:RouteMapofICTSL
The main sources of revenue for the system are the fare box collection, advertising, passes
revenue, monthly premium by operators, revenue from bus stops, revenue from PIS display
screens and bidding amount by private participants. Around 60% of the advertisement revenue
and 80% pass revenue goes to operators. Fare collection fully remains with the operators.
The optimum fare structure is decided to meet twin objective of Equity access to poor and
incentive for upper middle class to prefer these buses over their own vehicles. The fares are kept
reasonable to give healthy competition to existing minibuses and tempos, low enough to secure
fullest utilization and high enough to ensure viability of the system within the government
232
norms. System of monthly, weekly, employee and student passes ensure the fullest utilisation of
the new system.
Financial evaluation of the project is carried out with the objective of determining its financial
viability and assessing its potential for implementation on a commercial format. At this stage,
projected financial analysis estimates the likely returns to the operators, company and people at
large.
VI. 3.1 Online GPS Based Bus Monitoring & PIS Solution
A fully automated vehicle tracking system will ensure that the city buses reach the stop at fVIed
time. Any deviation from timing would be corrected and controlled using GPS and real time
tracking solutions. The very purpose for this city bus service is to offer better civic facilities and
ICTSL is determined to ascertain that the service level is duly monitored.
GPS based On Line Bus Tracking System (OLBTS) is identified as a tool to ascertain the service
levels. For this ICTSL plans to establish a control room for OLBTS and every bus will be fitted
with GPS based tracking device with online data transfer facility. ICTSL provides Passenger
Information System (PIS) for the convenience of the commuters at all bus stops which shows on
a LED monitor the exact time of arrival of the next bus.
ICTSL desires to avail following advantages by implementing OLBTS:
Estimated time of arrival that could be flashed on display screens at bus stops;
Schedule & itinerary adherence;
Log of exact kilometre travelled by bus ;
Punctuality and improvement in driving pattern;
Control over unauthorized and unscheduled stoppages;
Better KMPL & EPKM;
Better analysis; and
Migration to Passenger Information system including IVRS.
In the first phase the OLBTS will have 37 buses, which will expand to 100 buses in 6 to 8
months. Development of vehicle tracking system solutions will help us monitor our own
233
performance against people expectations. This would help our team to give better services to
people and enable the buses in reaching the stops at scheduled times. ICTSL has already
tendered for GPS system on BOT Basis.
In order to ensure tracking of city buses a detailed GPS-enabled digital mapping of the city is
being done which will enables the staff at central control room to direct the driver to maintain the
schedule and timings.
VI.3.2 Ticket Vending System
Fully computerized Electronic Ticketing Machines are used for issuing daily passenger tickets.
Ticketing system has been finalized by company to ensure the common ticketing system for all
operators. The software used in these machines is owned by ICTSL. This eliminates the risk of
passengers being ever charged more than the specified fares by the operators. The computerized
ticketing system also helps in effective monitoring and control of conductors and management of
ticketing data. With the hi-tech Electronic Ticket Issuing Machines, it is easy for the conductor
to issue tickets generated through the machine and to collect the money from passengers.
The stages on the route and respective fares are fed to the machine. For example, if a passenger
boards the bus at stop number four and intends to get down at 10, the driver will press the
buttons 4 and 10. A ticket will come out and the corresponding fare will be displayed on the
machine and the ticket, for which the money will be collected by the conductor.
VI.3.3 Management of Passes
One of the important sources of revenue to the company and the operators is system of various
kinds of passes. Project envisages sharing of pass revenue in the ratio of 80:20. Operators will
get 80% i.e. 200 Rs against the denomination of 250 Rs monthly pass. ICTSL will save an
amount Rs.30.50 on new pass and Rs.42.50 on renewed passes. Remaining amount will go to the
vender for processing, marketing and delivery of passes.
System of issuing passes is being done through 15 instant pass centers and a network of
distributors and retailers. Company has taken a minimum guarantee of issuing at least 15000
234
passes every month from the agency. This minimum guarantee of passes ensures an assured
income of Rs.40 lakhs per month to be shared between the ICTSL and operators.
Our Pass system is complete modular, web based solution specially designed for Public
Transport Systems. It aims at reducing the strenuous workload involved in managing passes by
seamlessly integrating the various aspects of running a large system.
System is based on Client-Server architecture. It provides central database which can be updated
from several clients simultaneously. This system reduces the error / faults of manual system by
providing bar code (which reduces duplicity), pass centre number, shift number, date and pass
number are encoded in the barcode. It also has a specially designed hologram to root out any
scope of duplicity. The centralized server located at the ICTSL Head Quarters and is attached
with several clients at different locations.
VI.3.4 Management
The management of the company will be entrusted with the Board of Directors. There are sVI
members on Board of Directors with Collector District Indore as its Executive Director who has
been entitled to exercise all powers for effective management of the new transport system under
Public Private Partnership model.
VI.3.5 Goals of the Project
The main objects of the company are:
a) To create specialized and effective regulatory agency to monitor cost effective and good
public transport services within the city of Indore with private partnership;
b) To establish and maintain line of passenger coaches to transport passengers and;
c) To develop support system for improving transport infrastructure.
VI.3.6 Strategy Used to Achieve the Desired Goals

A SPV incorporated to provide quality service.
235
Public Private Partnership (PPP) concept introduced.
VI.3.7 Total Cost of the Project

The authorized capital of the company is Rs 25 lacs divided into 2.50 lacs equity shares of Rs.
10/- each. The initial paid up capital of Rs. 25 lacs is being held by the Indore Municipal
Corporation and Indore Development Authority in equal proportion.
VI.3.8 Procurement of Buses under JNNURM

JNNURM approved procurement of 175 buses (standard buses 125 and low floor buses- 50)
for city operations. The central Government funds cover 50% of the bus cost, the State
Government share is 20% and ICTSL has to pay remaining 30%.
VI.3.9 Impact of the Initiatives
ICTSL is carrying 1 lakh passenger trips per day. ICTSL having limited infrastructure and fleet
size has increased the public transport share from 16.4% to 21% within a short span of one year
since its incorporation in January 2006. Indore city has been benefitted by the operation of
ICTSL in following terms:
(a) Considerable change in travel pattern within the city;
(b) Savings in travel time for ICTSL users;
(c) Reduced congestion on roads;
(d) Reduction in road accidents; and
(e) Reduction in environmental pollution.
236
AnnexVII
TechnologicalInnovations/ApplicationsinAhmedabadJanmargBRTS
Janmarg is the first full BRTS system in India operated as a closed system. With technology
applications, Janmarg emulates Metro experience without compromising on the advantages of
bus in terms of flexibility, cost and convenience. Comprehensive planning of the usage and type
of technology has ensured the system to be successful in providing rapid mobility for the people
of Ahmedabad. Technology applications are in three broad areas:
A) Wireless station and bus door operations by driver, RFID (Radio-Frequency
Identification) based docking system;
B) Integrated Transit Management System; and
C) Area Traffic Control System.
The three technology applications in detail are:
A) Wireless Station and Bus Door Operations by Driver, RFID Based Docking System
There are 62 bus stations located on the median with an average spacing is of 600 meters apart.
The stations have been provided for external ticketing, display, audio systems and other support
infrastructure. The stations are accessed at-grade through signalised zebra crossing. They are
accessible to the physically challenged. Off-board ticketing system is in place.
i) The stations have facility for docking 4 numbers of buses (2 up and 2 down). The bus
stations are designed such that docking is perfect with the gap between bus and station is
minimal (less than 4 inches). This has been achieved through design of a projection near
the station doors.
ii) Identification of the stop line for bus is achieved through aligning the bus front side with
the RFID Sensing System on the station. The RFID system ensures safe distance
alignment with station doors and once the bus is aligned with the tag placed on the driver
237
door, audio-visual indicators through beeps and red light enables driver with the decision
to operate door.
iii) A switch connected with RFID based controller to the bus door and station door is placed
on the dash board of the bus. The station doors are synchronised with bus doors and are
operated through a switch under the control of bus operator (driver). RFID based signal
enables driver to locate the stop line and through RFID based controller the bus and bus
stations are opened by the driver by pressing the button inside the bus.
Buses stop at all the stations. Bus deceleration, docking, opening of the bus door, then the station
door and the steps repeated in reverse order takes about 12-15 seconds depending on the number
of passengers.
RFID and RF based Remote Door Docking And Operations Mechanism, implemented for the
first time in any system in India is an innovative solution which allows bus docking / alignment,
operated by a driver only in event of safe to open door for operations brings in safest mechanism
for station service operations. The system has built in service redundancy and in case of one
system failing the other allows the service continuity.
Additionally RFID as a technology allows multiple end use by way of assigning priority to buses
at junctions in future, bus maintenance data check in future etc. The system is highly scalable
and shall lead to a highly sustainable operating environment. While it took some time to develop
the technology application, the impact both as a safety and security feature and also as an
identity of a modern transit has gone a long way in building Janmarg image.
B) Intelligent Transit Management System

ITMS allows transit managers to operate transit system in a highly productive manner by
providing real-time analytics and decision support system by way of alerts and in-line analytics.
The system intelligently prompts the managers to take quick and accurate decision based on the
pre-set operational parameters and threshold limits. The system offers analysis services based on
the legacy data and allows transit managers to perform service requirement analysis which leads
to better understanding of operational parameters and allows insight into improvement
opportunities within the system. This approach brings in a factor of long term sustainability
238
factor based on scientific methods and allows to bridge service gaps and requirements in an ever
changing urban environment.
Ahmedabad Janmarg Limited (AJL) with its aim to provide world class transit experience
embarked on the project to implement Integrated Transit Management System which would
provide stakeholders and operations with a system to bring in world class operational efficiency
and automation for its transit operations. ITMS is expected to meet the corporate objectives of
enhancing service standards, bring in commuter market approaches, better organization of
planning and operations; integration of Para-transit, capital improvements, marketing, and
automate collection and payment of transit fares.
ITMS is aimed at enabling AJL to automate its Financial Characteristics, Operational
Characteristics, and better insight into Passenger profiles, Route Analysis to optimize on
operational efficiency, Service Consumption, functional area productivity analysis and thereby
creating AJL Bus service a user choice. The ITMS solution landscape consists of the following
components:
i)
Automated Fare Collection System (AFCS):
AFCS is an automated revenue collection system which facilitates purchase of pre-paid tickets
and their subsequent use through electronic systems to permit access to/ from the transit stations
and buses. Integration with parking is also planned.
Ticket counters are located at both the ends of the 62 bus stations operational today, facilitating
easy access to transit services. Station area is a closed area and only passengers with valid travel
credentials are allowed to access the secure area and the travel amenities. Currently paper tickets
are issued by Station Operators at the stations, however the implementation of electronic travel
card system is in progress and the same shall allow travellers to access transit system using smart
card.
The infrastructure includes POS machines, station server and network connectivity to control
room. Additional equipments include turnstiles which control entry and exit at the stations.
Smart card based system shall be made operational in December 2010. In addition to bus
239
stations, the provisions are being made to dispense smart cards and related services like top-up
etc through city civic centres. The system will have payment options that suit passenger needs
and to further facilitate travel for all types of travellers, single journey tickets through RFID
tokens and 2-D bar codes as options are being considered by Janmarg.
The system provides rich information dissemination capabilities like, information on passenger
flows by each station, time wise ticket type wise is available instantly as this information is
collected in real-time by the central server located at the control centre. Passenger origindestination data is being used for assessing and modifying schedules from time to time. Fare
stage wise information is a useful input in altering fares. As ticketing is automated, revenue
leakages is totally avoided. This is also an easy way of revenue collection.
The Operations Plan developed not only provides route structure for BRT operations but also the
rationalised routing plan for AMTS operations. This is necessary so that the two systems
complement each other rather than compete with each other. In terms of routes following three
types of routes are structured to operate transit services. Three types of services are planned.
BRTS Trunk Routes;
AMTS Complimentary Routes; and
BRT Feeder Routes.
Fare Integration with AMTS and also with parking have been planned and to be undertaken in
the next phase (March 2011).
ii)
Passenger Information System: Advance information on arrivals, departures, next

vehicle, next station display announcements are integral part of Janmarg operations. All
the bus stations are equipped with two LED (Light-Emitting Diode) panels providing
route and next bus information. Similarly buses are equipped with LED and audio
systems and announcements on current station, next station and other operations
information including warning messages are announced. Next bus information is
obtained from AVL system.
iii)
Automated Vehicle Location System: Specially designed buses equipped with GPS
device and GPRS technology allows the vehicles to be tracked while in operations. This
240
enables operations of PIS, vehicle kilometer count and speed monitoring. Control centre
monitors all the buses on time and instructions are given to slow down/go fast depending
on the status of bus schedule.
iv)
Other ITS information sub-systems include:
Vehicle Scheduling and Dispatch System
Bus Depot and Terminal Management System
Financial Management and Central Clearing House System: Partially operational
Incident Management System: Operational at basic level
Infrastructure Landscape of ITS includes Data Centre, Disaster Recovery Site, Control Centre,
Training Centre, Bus Station Infrastructure, Bus Infrastructure, Communication Infrastructure,
Operations, Management & Maintenance Services, Ticket Operators, Control Centre operators,
Depot Management System. Depot management system is being implemented.
The integrated systems allow transit managers to plan and manage transit services in a highly
efficient manner. This is primarily achieved by the analysis of data carried out at central control
centre through specialized reporting structures which analyses data in multiple dimensions
leading to feedback and decision support capabilities extended to transit management.
C) Area Traffic Control System

Encumbrance free operation of BRTS buses in exclusive lanes is a predominant feature of this
system. Physical barriers of BRTS lanes by means of median, railing and landscaping is
providing necessary segregation but faster mobility is possible through advance engineering
technology.
For this purpose BRTS corridors and specially intersections are managed by Traffic Signals. All
the bus shelters and pedestrian crossings are also having similar signal system to increase safety
of bus commuters and pedestrian. All installed signals differ with customary traffic signals as it
has intelligent system for operation and it is known as AREA TRAFFIC CONTROL SYSTEM
241
ATCS. Ahmedabad Municipal Corporation has introduced such system for 93 (65 BRTS and 28
non BRTS) intersections.
i) Intersection Management
Geometrics of all intersections of BRTS corridor are designed based on traffic pattern, available
RoW, location of intersections in overall road network and phase-wise execution of BRTS
corridors. As mentioned above all have traffic signals to control and manage BRTS Buses and
mix traffic too.
Principal aspects of designing these traffic signals system are to increase mobility and reduce
delay at intersection. This is possible only if number of phases in each signal cycle are
minimised. For the same purpose segregated phase of BRTS buses in signal cycle has been
eliminated for the intersections having BRTS for two arms only (i.e. Intersections where two
BRTS corridors are meeting each other, separate signal phase for BRTS buses will be there).
This will also provide lesser delay for mix traffic. For each intersection signal cycle length, nos.
of phases is designed by using state of the art technology SYNCHRO 6.0.
ii) Components of ATCS
Model use in operation of ATCS is simpler. Each individual intersection is provided with loop
detectors, which are installed beneath pavement layers on each arm. These detect the traffic
plying on them with a gap time of 3 seconds only. All detectors are connected with traffic
controller located on one corner of the intersection. Each individual traffic controllers are
connected with master control centre (Located at Victoria Garden) through Managed Lease Line
(MLL) of BSNL. These MLL lines of BSNL play vital role for collection of data, signal
coordination, connectivity with server.
There are 93 BRTS (65) and NON- BRTS (28) junctions covered with intelligent traffic signal
system. All major junctions under the ATCS enable better control and vigilance and monitoring
through the control room (operational). The complete installation of a comprehensive Area
Traffic Control System (ATCS) has led to an improved traffic movement and decreased junction
delay.
242
The components of ATCS are:
Traffic Signal Controller
Vehicle Detectors (Through Embedded sensors)
Communication Network
ATCS Application Software
Central Control System (operational)
iii) Signal Synchronization

Signal Synchronization is defined as a coordination of signals at junctions to reduce the junction
delay and to improve the level of service for a system as a whole. Generally, synchronization is
done for the main corridor of the city where the maximum traffic can run with minimum delay.
The affecting parameter for the co-ordination is average speed of a vehicle on that stretch and
proportion of various vehicle mixes. However the green time is the important parameter at the
junction to prefix the efficient co ordination.
In co ordination of signals for BRTS corridor it has been considered that traffic platoon is
running at an average speed and that platoon of vehicle when released from one junction must
have minimum red on the next junction. Special features have been introduced in BRTS Signal
Co-Ordination in Bus Shelters and pedestrian crossings. As all bus shelters located near to the
intersections, pedestrian movement at nearby shelter and intersections will be very high. Safety
of pedestrian and reduce delay for vehicles approaching intersections is possible through such
co-ordination only. All pedestrian crossing of Bus shelters have separate signals for pedestrian
and some are co-ordinate with nearby signals of intersections in such a way both have same
signal phase (i.e. red or green) which provides continuous movement of traffic platoon and safety
of pedestrian too.
243
AnnexVIII
InnovativeFundingModelofPimpriChinchwadMunicipalCorporation
Pimpri Chinchwad Municipal Corporation (PCMC) is developing 130 km of bus-based mass

transit road corridors across Pimpri-Chinchwad city, based on its comprehensive mobility
plan. These ten roads will have dedicated corridors for a bus rapid transit system (BRT), for
pedestrians and cyclists along with infrastructure amenities to support high population
densities. PCMC will catalyse spatial development of the city through this project and
planned investments in improving mobility, rather than catch up with rapid-city development.
Urban Transport Fund to Capture New and Incremental Revenues

PCMC has set up an Urban Transport Fund (UTF) to fund this ` 1,500 crore project. The
fund will be managed by a wholly-owned Special Purpose Vehicle (SPV) of PCMC, named
PCMC Infrastructure Company. The UTF has been structured to capture the incremental
benefits arising from the development of the BRTS corridors, as a long-term means of
financing.
The UTF has identified 100 m on either side of the BRT corridors as BRT influence zone.
The zone will be densified as per the Ministry of Urban Developments policy of corridor
densification. PCMC provides 80% higher Floor Space Index (FSI) of 1.80 in the BRT
influence zone. The UTF has been assigned revenues viz., premium for loading Transfer of
Development Rights (TDR), development charges for building permission, incremental
property tax, advertisement rights, lease on utilities ducts, etc. This funding model for the
UTF is dedicated and secure through an escrow-like arrangement that ensures that the BRTS
project is sustainable on a stand-alone basis with limited recourse to the PCMC budget.
PCMC has leveraged this UTF to raise debt funds from The World Bank, ADB and other
lending agencies. Four project corridors have been supported by JNNURM. PCMC has also
requested lesser grants from JNNURM as against permissible norms for the latter two
corridors due to UTFs mode of project structuring.
245
Premium on Loading of TDR is a Robust Source of Revenue

The model for densification of PCMC is unique and very different from the FSI bank or sale
of incremental FSI schemes of other cities in the country. PCMCs model allows loading of
Transfer of Development Right (TDR) into the BRT influence zone. TDR is a development
right given to a land / property owner in lieu of land that is acquired from him for municipal
purposes. Previously, whenever TDR was generated, the TDR could only be used in outer
city areas. This resulted in lower income to the TDR holder and many issues related to
acquiring land for developmental purposes were faced by PCMC. This also increased the
urban sprawl and had its impact on provision of infrastructure services.
The TDR loading concept followed by PCMC allows the TDR to be loaded onto the BRT
corridor, thereby increasing density along the high capacity zones. PCMC charges a TDR
loading premium to the property developer in the BRT corridor as a source of income for the
UTF. This model ensures that additional FSI is not released in the market (which is the case
in incremental FSI or the FSI bank model) but only realigns the FSI in the city into highdensity corridors.
Attractive rates for TDR are also assured as there is no excess supply of FSI in the market.
PCMC benefits by planning high-end services infrastructure in the BRT influence zone with
excellent connectivity to these zones and at the same time ensures that land acquisition is not
a bottleneck for its development activities elsewhere in the city.
Diversifying Incomes to the UTF

The other incomes accorded to the UTF include building permission development charges,
incremental property taxes, advertisement revenues, lease rentals on utilities ducts, etc.
PCMC also regulates advertisement rights on its BRT corridors and leverages the same on
PPP basis. Through this regulation it has been able to substantially increase its advertisement
incomes to fund the UTF.
PCMC is developing a Central Business District in one of the land parcels owned by TDR
holders. This land parcel is on the intersection of two BRT corridors. The development is
structured on PPP basis. PCMC has received offers from leading real estate developers of the
246
country for the development of the Central Business District on PPP basis and will generate
cash income for the UTF.
Aligning Other Infrastructure Making BRTS Corridors Attractive

Along with efforts to densify the BRT corridors, PCMC has already increased capacities for
water, sewerage and other municipal services to cater to the high demand. PCMC is
marketing these corridors, offering 24 hours of water supply, availability of high capacity
mass transit and amenities for conducting business as well as for residential usage. These
efforts will build demand for real estate, thereby increasing the demand for TDR and
improving the financial viability of the UTF.
Implementing BRTS Corridor Projects

PCMCs BRTS project comprises 10 trunk BRT corridors recommended by the
comprehensive mobility plan. Of the ten corridors, five corridors are under development in
the first phase. Four corridors, viz., Old NH4, Aundh-Ravet, Kalewadi to Dehu Alandi Road
and Nashik Phatak to Moshi are being supported by JNNURM and the fifth corridor, Telco
road, is being funded through PCMCs sources. The World Bank and the proposed ADB
funding will ensure that the mobility needs of PCMC for the next 10 years are catered to.
The first phase BRTS corridors will provide mobility to the citizens of PCMC and also
provide important linkages to fast-developing areas and will substantially optimize the traffic
flow in the city.
Ensuring Success through Holistic Approach to Development

The success of the development model hinges on the timely construction of the corridors. The
PCIC will be responsible for construction and syndication of funds for the projects. The SPV
will be managed by a Board of Directors comprising elected representatives and key officials
of PCMC. Professional staff, either nominated from PCMC or appointed from external
sources, will manage the day-to-day operations of the company relating to the construction,
operations and maintenance of the BRT corridors, financial management and management of
UTF. PCMC will provide a good level of autonomy to the PCIC to help it discharge its
obligations.
247
Potential to Scale up the Model

In the future, PCMC will also explore the option of developing one or more corridor on PPP
basis after the UTF model matures. This PPP may be designed in a manner that a PPP
developer will be assigned/ given the right to collect and retain the revenues from a particular
corridor in lieu of development of the BRT corridor. Alternatively, roads in the outskirts or
new city areas can also be developed through a PPP by offering TDR earned from the road
corridors to fund the construction. The models envisage transfer of market / real estate risk to
a PPP developer, these models are possible only after PCMC stabilizes and operates the UTF
structure successfully.
The key challenge for PCMC is to manage cash flows and timing mismatches as the incomes
to the UTF are linked to vibrancy in the real estate markets. Grant support from JNNURM,
debt funding from multilaterals and banks, and recourse to PCMCs budget in the event of
shortfall of funds will ensure success of the model.
248
Urbann Transport Initiatives

I
inn India: Bestt Practices inn PPP
A
AnnexIX
M
MediaRepo
ortonthe
eVisitofNIUAStudy
yTeamtoJ
JalgaonMunicipal
C
Corporatio
on
249
National Institute
I
of Urban
U
Affairrs
AnnexX
GeneralInformationoftheOrganizationdealingwithUrbanTransportProject
Ahmedabad
(Fill the following queries and provide one page write up
about your organisation and project as well)
Municipal Commissioner, Ahmedabad Municipal
Corporation; Pr. H. M. Shivanand Swamy, Director
Centre of Excellence in Urban Transport
Information Contributed by:
Ms. Swapna Ann Wilson

Organization/Agency
Centre of Excellence in Urban Transport,

CEPT University, Ahmedabad
Mob:
Telephone No.
Fax:
Type of the Organization
CEPT University (BRTS Consultancy), Supported

By Ahmedabad Municipal Corporation
Partnering
Agencies/Individuals
----------------------------------------
251
Jaipur
Ms. Preeti Mathur (Dy. Commissioner, BRTS, J.D.A)
Mr. Ashok Chaudhary (Zonal Engineer, J.D.A)

Organization/Agency
Jaipur Development Authority (JDA), Near Lal Kothi,

Jaipur, Rajasthan.
Mob: 9460186538 and 9829017473
Telephone No.
Fax: 0181 5053070

Company Registered with shares under Company Act,

1956 with the name of Jaipur City Transport Service
Limited (JCTSL).
1)
2)
3)
4)
5)
Jaipur Development authority (JDA);

Jaipur City Transport Services Limited (JCTSL);
STUP Consultant Limited, Jaipur;
Unified Metropolitan Transport Authority (UMTA);
Rajasthan State Road Transport Corporation
(RSRTC);and
6) PDCOR LTD.
252
Jalandhar
Sh. Vinay Bublani, PCS, Executive Director cum

Commissioner, Jalandhar City Transport Services Limited
Manish Agrawal, Project Manager, Jalandhar City

Transport Services Limited.

Organization/Agency
R.O.: Municipal Corporation, Nehru Garden, Jalandhar.

Office: 0181 2227015
Fax: 0181 5053070
Telephone No.
E-mail: [email protected]
Company Registered with shares under Company Act,

1956 with the name of Jalandhar City Transport Services
Limited.
Two Partners of Jalandhar City Transport Services
Limited:
1) Municipal Corporation, Jalandhar.

2) Punjab Infrastructure Development Board, Punjab.
253
Thane
Project Contact Person: Sh. K. D. Lalla, City

Engineer, Thane Municipal Corporation, Thane

Organization / Agency
Mahapalika Bhawan, Dr. Almeida Road,

Chandanwadi, Panchpakhadi, Thane (W) 400 602
Office: +91 22 2534 77 14
Telephone No.
Fax: +91 22 2534 77 14

Urban Local Body
Govt. of Maharashtra, Govt. of India
254
Jabalpur
Mr. Hari Ranjan Rao, Executive Director

Organization/Agency
Jabalpur City Transport Services Ltd (JCTSL)

1st Floor, Red cross Building, Collectorate campus
Jabalpur- 482 001
Office: 0761-4014501,4082786
Telephone No.
A Company, supported by Jabalpur Municipal

Corporation and Jabalpur Development Authority
Jabalpur Municipal Corporation and Jabalpur

Development Authority
255
Surat
Ms. S. Aparna, IAS, Municipal Commissioner, Surat

Municipal Corporation

Organization/Agency
Surat Municipal Corporation

Mahanagar Seva Sadan, Mughalsarai,
Surat-395003
Office: 0261-2423750-56
Telephone No.
Fax: 0261-2422110
[email protected] /
[email protected]
ULB
256
Jalgaon
Mr. R. K. Sonawane, Municipal Commissioner
Mr. Prasanna Patwardhan, MD, PBLPL

Organization / Agency
Jalgaon Municipal Corporation, Jalgaon

Mobile: +91 9967 440 222
Telephone No.
Fax: +91 257 2222260

Email: [email protected]
ULB
Partnering Agencies / Individuals
Prasanna Bus Link Pvt. Ltd.
257
Kolkata
Mr. Arnab Roy, Municipal Commissioner
Mr. Md. Salidul Islam, Joint Commissioner

Organization/Agency
Kolkata Municipal Corporation, Kolkata

Website: www.kolkatamycity.com
Telephone No.
Phone: +91 33 2286 1234, 2286 1034, 2286 1000

Fax: +91 33 2286 1334/1434
Email: [email protected] / [email protected]
Urban Local Body
Partnering agencies/individuals
Simplex Pvt. Ltd.
258
Pimpri-Chinchwad
Mr. Ashish Sharma, Municipal commissioner
Mr. Dilip Kudale, JNNURM Coordinator, PCMC

Mr. B. Gaikewad, Ex. Engineer

Organization/Agency
Pimpri-Chinchwad Municipal Corporation

Mobile: +91 9922 501 502
Phone: +91 20 2742 6331
Telephone No.
Fax: +91 20 2742 5600

Email: [email protected], [email protected],
[email protected]
ULB
Partnering agencies/individuals
----------------------------------------------------
259

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VADODARACITYBUSSERVICE

Urban Transport Initiatives in India: Best Practices in PPP

8.0 Vadodara City Bus Service

8.2.1 Existing System of Bus Service

National Institute of Urban Affairs

Urban Transport Initiatives in India: Best Practices in PPP

Increasing vehicular pollution;

Growing number of vehicle ownership;

Lack of affordable and reliable city buses; and

Lack of public transport system.

Description of the Project

8.3.1 Project Description

National Institute of Urban Affairs

Urban Transport Initiatives in India: Best Practices in PPP

VMSS had to send commitment to RTA for private route; and

National Institute of Urban Affairs

Urban Transport Initiatives in India: Best Practices in PPP

Goals of the Project

National Institute of Urban Affairs

Urban Transport Initiatives in India: Best Practices in PPP

Strategy Used to Achieve the Desired Goals

Activities Implemented to Achieve the Desired Goals

The feasibility study conducted included the following sub-activities:

National Institute of Urban Affairs

Urban Transport Initiatives in India: Best Practices in PPP

National Institute of Urban Affairs

Urban Transport Initiatives in India: Best Practices in PPP

cost of driver and conductor, supervision of operations, fuels, repairs and

8.3.8 Important Stakeholders Involved and Communication / Networking Procedure

This amount would be utilized in the infrastructure development of the city.

Necessary approvals from Government of Gujarat within short time;

Private investment by operators for buses, infrastructure and operation;

National Institute of Urban Affairs

Urban Transport Initiatives in India: Best Practices in PPP

Sharing of returns with operators against expenditure incurred;

Overall monitoring by VMSS;

Transparent methodology for selecting the operator;

Total Cost of the Project

Source of Finance for Sustainability of the Project

M/s. VTCOS Transportation Private Limited, Bhavnagar;

M/s. Proactive In & Out Advertise Private Limited, Mumbai; and

Vadodara Mahanagar Seva Sadan.

National Institute of Urban Affairs

Urban Transport Initiatives in India: Best Practices in PPP

8.6 Impact of the Initiatives

National Institute of Urban Affairs

Urban Transport Initiatives in India: Best Practices in PPP

National Institute of Urban Affairs

Urban Transport Initiatives in India: Best Practices in PPP

9.0 Jalgaon City Bus Service

National Institute of Urban Affairs

Urban Transport Initiatives in India: Best Practices in PPP

b) Problems and Needs Addressed by the Project

Frequency of buses was inadequate.

The over-all quality of services provided by MSRTC was extremely poor.

Reason for Adoption of City Bus Service

d) Preparation of Feasibility Study

9.3 Description of the Project