Executive Diploma in Urban Transportation System

Module 10 : Transit Operations and Service Management

Q1: In planning a transit route what are the objectives you need to achieve so that your transit service will be successful? What are the basic alternative transit route structure and transit network forms? Describe the basic transit routing and service options. Indicate Service Quality measures that you would adopt in the planning and monitoring of the transit route and service. (10 marks)
Objectives in planning a transit routes: To perform maximum transportation work by the number of passenger trip or passenger -km To achieve maximum operation efficiency To create positive impacts such as reduction of highway congestion, desirable land use pattern and sustainability and high quality of life

The transit network forms can be from radial, circumferential, rectangular/grid or ubiquitous. The basic principles of transit routing are: 1. Transit route should be located in such a way as to provide the highest quality service to potential users within the given budget 2. User oriented transit: transit service developed to meet the particular needs of a selected group of travelers. Such a service would provide : Direct linkage between the users origin and destination with no transfers At a time convenient to the user At a cost competitive with the automobile 3. Attempt to minimize out of vehicle time spent in travel (walking to bus, waiting , transferring) 4. Work with parking agency, regulations. Parking policy can be utilized to cause shift to transit for work or school trips and also encourage shopping use. 5. Major changes can occur in urban land use and travel patterns over time.

Transit Operations and Service Management

There are two primary aspects of quality of service to consider. The first is the availability of service, both geographically and by time of day. If service isnt available between the locations where one wants to travel, or isnt provided at the times one wants to travel, transit isnt an option for that trip. In addition, even if service is available, people need to know how to use it (e.g., where to go to catch the bus, what time the bus is scheduled to arrive, what the fare is and how to pay it, etc.). The second aspect is the comfort and convenience of the service. This encompasses a number of factors, for example, the waiting environment at the bus stop, the ability to get a seat on the bus, the overall travel time,

Transit Operations and Service Management

the reliability of the service, passengers perceptions of the safety and security of the trip, and the cost of the trip relative to other choices. Assuming transit is an option for a trip, these factors help influence whether one would choose to use it. There is many other planning and design applications for transit level of service measurement include the following: Transit Development Plans Longrange Transportation Plans Statewide Transportation Planning Transit Service Planning Comprehensive Operational Analysis DemandResponsive Transit Planning Facility Planning and Design Corridor Master Plans/PD&E Studies Premium Transit Alternatives Analysis Service Frequency Service frequency is an indicator of transit service availability. At hourly headways, passengers must plan their trips around the relatively few times per day that service is provided and may be faced with long waits for their return trip. As frequency improves, making a bus trip becomes a more attractive option, and more people choose to ride the bus. From the transit agency perspective, passenger convenience must be balanced against the need to provide costeffective service, matching service levels to the potential demand for service. There may also be policy objectives to considerfor example, given a fixed budget of service hours, a goal to provide service close to as many people as possible will result in greater coverage, but lower frequencies, compared to a goal to maximize system productivity. Service frequency LOS measures passenger satisfaction with the frequency provided. At high levels of service, passengers dont need to consult schedules to make trips and their wait time for a bus is minimized. At low levels of service, transit still provides a mobility option but is unlikely to be attractive to persons who have access to an automobile. Hours of Service Hours of service measures the number of hours during the day when people have an opportunity to travel by transit at least once during that hour. It is different from the NTD service span measure, which simply measures the interval between the first and last trips of the day without regard to whether service is actually provided at all times during that interval. Longer hours of service make transit an option for commuters

Transit Operations and Service Management

who occasionally may need to stay late at work; workers with evening, nighttime, or early morning jobs; students taking evening courses; persons who have been drinking and shouldnt be driving, and others who have a need to travel during the evening or nighttime. For transit agencies, similar to frequency, passenger convenience and community social objectives must be balanced against the need to provide costeffective service. Hours of service LOS measures the ability of transit service to meet a wide variety of travel needs. At high levels of service, transit is a travel option at most times of the day. At low levels of service, transit provides mobility during times when many people need to travel, but focuses on serving only one or two types of trips (e.g., traditional commute trips). Service Coverage The roadway network provides nearuniversal access to locations. In comparison, transit service is only available to areas located close to transit stops and stations. Although the automobile and bicycle modes can be access options under certain circumstances, most people access transit service by walking, and nearly all passengers must walk once transit delivers them to the vicinity of their destination. Because it is unproductive to provide transit service to lowdensity areas, service coverage LOS measures how much of the area capable of supporting at least hourly daytime service is actually served by transit. Higher LOS levels indicate a greater variety of origins and destinations that potential passengers can travel between. Service coverage LOS focuses on the area within walking distance of transit stops (up to mile for local bus routes and up to mile for BRT and rail routes). Optionally, users can adjust the area served by a stop or station to reflect the level of street connectivity in the surrounding neighborhood, and to reflect streetcrossing difficulty. Passenger Loads Passenger loading is a measure of passenger comfort. Similar to many of the other measures, a balance must be struck between the passengers desire to have a seat and the transit agencys desire to provide productive service. Frequently, transit agencies strike this balance by accepting higher loads during peak periods compared to offpeak periods, and by differentiating loading standards among different service types. Higher LOS levels indicate that passengers are able to find a seat, while lower LOS levels indicate the relative levels of crowding that standees experience. When mapped, passenger load LOS can be used to depict the length of a route that experiences standing loads, which is an indicator of how long persons must stand.

Transit Operations and Service Management

Reliability The TCQSM provides two measures of reliability: ontime performance and headway adherence. Ontime performance reflects ones chances of getting to ones destination within 5 minutes of the scheduled time and the amount of extra time one must allow to be reasonably sure of getting to ones destination on time. Headway adherence is a measure of the bus bunching phenomenon and an indicator of the extra amount of time, on average, that passengers must wait at a bus stop. Very high reliability LOS levels are difficult for buses to achieve without a high level of priority (e.g., bus lanes), but low LOS levels are an indication of underlying problemsfor example, traffic congestion, scheduling, or route supervisionthat should be addressed. TransitTransit-Auto Travel Time Transitauto travel time is one measure of the competitiveness of transit with the automobile for a given trip. The longer a trip takes by transit, the less attractive transit is as an option for that trip. Achieving LOS A (transit is faster than the automobile for a given trip) requires rapid service operating in its own rightofway. Where a given route falls within the other possible LOS grades is a function of both service design (particularly stop spacing, route directness, overall route connectivity, and transfer times) and traffic conditions.

http://www.dot.state.fl.us/Transit/Pages/Draft%20FDOT%20TQOS%20App lications%20Guide.pdf Q2: Differentiate between transit vehicle capacity and transit line passenger capacity. What are the factors that can influence transit carrying capacity? If MRT double track line from Sungai Buloh to Kajang is 50 km long with an average speed of 30 kph, each train of 4 cars can carry max of 200 pax per car; what is the line capacity of the MRT at 5 min. train frequency and how many train sets to you need, allowing 10% spares. (10 Marks)
Transit vehicle capacity is determined by the product of transit vehicle capacity and the maximum frequency with which transit vehicles can pass a given location while transit line passenger capacity is the product of the number of vehicles per hour (usually past the busiest stop) and the number of passengers that each vehicle can carry.

Transit Operations and Service Management

For the purposes of this example, the capacity of the freeway lanes is assumed to be 2,300 passenger vehicles per hour per lane (without buses), one bus is assumed to be the equivalent of 2 passenger vehicles, buses are assumed not to stop along the freeway, and buses and passenger vehicles are assumed to have average occupancies of 47 and 1.3, respectively, corresponding to typical major-city vehicle occupancies. It can be seen that, as the number of buses using a freeway lane increases to 300, the person capacity of that lane increases from about 3,000 to more than 16,800, while the vehicle capacity drops only from 2,300 to 2,000 (1,700 passenger vehicles plus 300 buses). Note that this figure only refers to capacity, not to demand or actual use. Under this set of assumptions, a lane serving 60 to 65 buses per hour is carrying as many people as a lane filled to capacity with automobiles, with considerable remaining capacity to add more buses and carry more people. Under these conditions, a bus would pass by a given point along the lane about once per minute on average. One of the challenges in adopting exclusive lanes for buses is the public perception that the lane is virtually empty of vehicles, even when it is carrying a substantial number of people. The factors that can influence transit carrying capacity: Allowable number of vehicles per transit unit (i.e., single unit or bus or several units or cars per train) Vehicle dimensions Seating configuration and capacity Number, location, and width of doors Number and height of steps Maximum speed

Transit Operations and Service Management

Acceleration and deceleration rates Type of door actuation control

Carrying capacity of transit comparison

MRT double track line from Sungai Buloh to Kajang line capacity of the MRT at 5 min with an average speed of 30 kph, each train of 4 cars can carry max of 200 pax per car; allowing 10% spares. MRT double track line :
Total Speed Length (km) (km/h) 50 30 Route Cycle Time(hr) 3.33 Frenquency/ No. of car 5 0.08 42 Total train Capacity / direction 12 4167 18333

Route

Capacity 200 880

SG BULOH - KAJANG

Route cycle time : : 2 * 50 / 30 : 3.33 hr Frequency / headway : 5 minutes : 5 / 60 : 0.08 hr No . Of train: : 3.33 * 0.08 : 42 train in one cycle line capacity :( 200* 4 *1.1 * 42) / 2 : 18333 pphpd

Transit Operations and Service Management

Q3: What is the role of transit ridership prediction and what are the endogenous and exogenous factors that may influence your endogenous exogenous exogenous estimates. Describe how you would use the HPU trip generation data in estimating transit ridership in a route or corridor. Show your understanding with an example showing impact due to transit assess zone and feeder zones within its station/stop catchment area. (10 Marks)
prediction: The role of transit ridership prediction:1. Predicting ridership/revenue as a result of fare changes system wide prediction usually required Fare elasticity calculation Time-series econometric model Best methods use two-stage, market segment model

2. Predicting ridership/revenue for general agency planning and budgeting purposes: System wide prediction required Trend projection Time-series econometric model

3. Predicting ridership/revenue as a result of service changes route-level prediction usually required service changes of interest include changes in: Period(s) of operation Headway Route configuration Stop spacing Service type (e.g., local versus express)

Transit Operations and Service Management

EXOGENOUS (uncontrollable): Auto ownership/availability & operating costs Fuel prices & availability Demographics (age, gender, etc.) Activity system (population & employment distributions, etc.) .Usually can be assumed to be "fixed" in the short-run. Factors Affecting Transit Ridership ENDOGENOUS (controllable): Fare Headway (wait time) Route structure (walk time; ride time) Crowding* Reliability*
* Usually not explicitly accounted for in ridership prediction methods.

Traditional Approach: Exogenous Change: monitor ridership change Endogenous Change: modify system accordingly Reactive -- does not attempt to anticipate impacts prior to the exogenous/endogenous change occurring. Current Practice: Little attention given to the problem in many agencies, except for fare changes and major capital projects

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 Traditional urban transport planning models inappropriate and ineffective (generally not detailed enough and too complex to run repeatedly) Ad-hoc, judgmental methods dominate

APPROACHES TO PREDICTING ROUTE RIDERSHIP 1. Professional judgement 2. Non-committal survey techniques 3. Cross-sectional data models 4 Time-series data models

PROFESIONAL JUDGEMENT Widely used for a variety of changes Based on experience & local knowledge No evidence of accuracy of method (or reproducibility of results) Reflects: -lack of faith in formal models -lack of data and/or technical expertise to support the development of formal models -relative unimportance of topic to many properties (compared to impact of changes on existing passengers) SURVEY BASED METHODS NonA. Non-Committal Surveys 1. Survey potential riders to ask how they would respond to the new service (or service change)

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2. Extrapolate to total population by applying survey responses at the market segment level 3. Adjust for "non-committal bias" by multiplying by an appropriate adjustment factor ((which can range in practice from 0.05 to 0.50). ---> NOT generally recommended. B. Stated Preference Surveys "Stated preference measurement" (conjoint analysis) is emerging as a variable statistical tool f l for assessing likely responses to proposed transportation system changes Involves detailed, rigorous survey designs & data analyses Usually involves a series of tradeoffs that allows planner to rank relative planner to rank relative importance of different types of improvements May be particularly useful f for new services or new service areas

CROSS SECTIONAL MODELS These models use route & demographic data to "explain" route ridership. Many methods, of varying complexity fall into this category. Four main approaches are: "rules of thumb "similar routes" methods Multiple factor trip rate models Aggregate route regression models

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Q4: What is the purpose of marketing in transit business. What are the four Ps in transit marketing?. The role of branding and elaborate in your nonown words the 7 laws of branding a transit service to the users and nonusers. What steps do you take to plan and monitor a typical transit marketing program. (10 Marks)

The purpose of marketing in transit business is forming relationships. Relationship marketing is a strategy that entails forgoing long term partnerships with customers which contributes to their success. The four Ps in transit marketing Price Place Product Promotion :Seven Laws of Branding :1. 2. 3. 4. 5. 6. 7. Branding is building a relationship with the customer The brand is about value : tangible and emotional Brands are about customers perception of the service The smaller your budget is,the stronger your brand must be Brands are built from strengths Awareness is not branding If you cant articulate it,neither can anyone else

Branding defines the personality of your service. It reflects the value of the organization (functional, expressive even philosophical). It personifies the image and identity of the services to form the opinions and attitudes people have of your service and organization. Branding is a promise to your customers. Branding is building a relationship with the customer and a promise to the customer. To the users, they will look up at the brand, as the brand is about value; tangible and emotional. Even though our budget is small, we need to create a stronger brand. Marketing has the assignment to conceive, develop, and maintained an integrated, consistent image for the transit service. Successful branding focuses on the customers needs and wants. At the same time, it must reflect back to into the organization and onto its employees so that every action reinforces the image that is outward manifestation of the brand.

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Situational Analysis

Where weve been , where we are

Goal Setting

A sustainable competitive advantage, where we want to be?

The strategic Plan

How will we get there? Target market, specific marketing goals marketing budget and timelines

Steps to Plan and Monitor A Typical Transit Marketing Program The first step in determining which tactics to implement is an understanding the current mindset of audience. This is accomplished through quantitative (surveys) and qualitative (focus group) market research. :Media Selection :Media is delivery person of your marketing message. It must make a persuasive advertising sales call on the prospective customer. Available types of media include :i) ii) iii) iv) v) vi) vii) Print (newspapers, magazines, directories, newsletters), Broadcast (radio and television including cable), Out of home (billboards, public posters, movie theater ads, skywriting) Direct mail (flyers, postcards, letters, mailed brochures) New media (websites, internet banner ads) Event marketing Public Relations

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The media mix is the combination of media to be used in a marketing program. Industry research reveals that in todays increasingly complex media world, the choice of media can have a major impact and how the audience receives and responds to a commercial message. It is the consumer who controls where, when and under what circumstances he or she pays attention to media advertising. The strengths of each individuals media must be considered in terms of its ability to reach the target audience with the desired impact. The qualities inherent to a type of media can be used to good advantage for the message. The chart below summarizes how effectively various media types achieve certain purpose.

AWARENESS PRINT BROADCAST Weak Satisfactory

INFORMATION Excellent Satisfactory

EXCITEMENT Satisfactory Excellent

INFLUENCE Satisfactory Satisfactory

PRICE Excellent Satisfacto ry Weak Satisfacto ry Satisfacto ry Weak

OUT-OF-HOME DIRECT MAIL

Excellent Excellent

Weak Excellent

Satisfactory Satisfactory

Weak Satisfactory

NEW MEDIA

Weak

Excellent

Weak

Weak

EVENT MARKETING PUBLIB RELATIONS

Satisfactory

Weak

Excellent

Satisfactory

Satisfactory

Excellent

Excellent

Excellent

Weak

MESSAGE DEVELOPMENT Crafting an effective marketing message is cricital to the success of your marketing program. The message can be of both written copy and the visual images. A creative message with impact is often equal to multiplying your frequency. Below are five simple rules to add impact to your marketing message: i. Your message should be consistent throughout all your marketing materials. Having well developed marketing

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strategies will help you maintain a consistent message. Tag lines and slogans can also be effective mechanisms. ii. Your message should focus on the benefit the potential customer will realize. Too often we focus our advertising on what we want the customer to know rather that what the customer wants and needs from his or her perspective. Facts must support the benefits you claim. Do not make unsubstantiated claims. Marketing pieces must be frank, direct, and believable to be effective. The marketing message should be unpredictable. Predictable advertising is boring and will not get your audiences attention. Curiosity and news can stimulate the potential customer to learn more. However, creativity that is not channeled to delivering your message may be entertaining, but it will not increase ridership or public support. Keep it positive. A marketing message that speaks to the fear or discomfort invokes negative images and emotions, which may, in turn, become linked with your service.

iii.

iv.

v.

MARKETING CALENDAR The final step in implementing your marketing plan is to develop a marketing calendar that shoos each campaign and program by time period and allocates your marketing budget accordingly. By using tactics that support and enhance your marketing strategies, you will be able to develop a marketing plan that will have a quantifiable impact on ridership and public support of your transit service.

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Q5: Transit operations planning comprise of 4 basic processes; network route design (ROUTING); Timetable development (SCHEDULING); vehicle scheduling (RUNCUTTING) and ; Crew scheduling (ROSTERING). Please explain your understanding with diagrams and flow charts, all four processes and the data and survey required. Illustrate the process by using a simple transit route. Indicate (10 Marks)
A transit operational planning process includes four basic components performed usually in sequence: (1) network route design; (2) setting timetables; (3) scheduling vehicles to trips; and (4) assignment of drivers. This planning process is extremely cumbersome and complex and often creates confusion in its interrelationships among researchers and practitioners. The purpose of this work is to construct a framework and to provide an overview and examples of certain practical methodologies aimed at solving the transit scheduling problems. In the past 20 years, a considerable amount of effort has been invested in the computerization of the four components mentioned above. This is in order to provide more efficient, controllable, and responsive schedules. Nonetheless, despite the software used, no system is yet able to solve large scheduling problems, and manual intervention is necessary. There is a need to bridge the gap between the software system designers and the transit schedulers via the identification and organization of all the elements involved, including the current availability of data. This work emphasizes certain data needs along with examples for crystalizing and clarifying the transit scheduling undertaking. It is suggested that most of the scheduling tasks can be performed automatically, but it is preferable to undertake some of them through a conversational man-computer mode.

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Practical Lab: (50 Marks) Based on your study area, identify one transit corridor/route corridor/route for the purpose of reviewing its current transit operations performance and plan.
Answer: corridor Step 1: Identify existing or new transit corridor or route. Measure trip offlength (km), stop locations, route cycle time, survey peak and off-peak passenger boardings profile by stops along the route. (If possible carry out peak/off peak OD survey by sampling).

Route Length: 25 KM Avg Speed : 50 Km/h Cycle Time: 120* 25/50= 60 min

One way PD - Seremban Peak Boarding Alighthing 70 0 10 15 10 20 0 55 Off Peak Boarding Alighthing 30 0 3 0 5 10 0 28

PD sentral Springhill Lukut Seremban Sentral

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(peak/offStep 2: Estimate existing ridership (peak/off-peak) and identify maximum loading point. Identify operating speed and route constraints. Forecast future demand (next 1 year) by taking consideration of existing, planned committed and planned development along the route.

Peak Line Cap. (pass/ hr)

Off Peak Line Cap (pass/ hr)

790

370

One way PD - Seremban Peak Boarding PD sentral Springhill Lukut Seremban Sentral 70 10 10 0 Alighthing 0 15 20 55 30 3 5 0 Off Peak Boarding Alighthing 0 0 10 28

Max loading point at PD Sentral. Operating Speed for the existing service varies from 50 km/h at Seremban Port Dickson Highway and 30km/h on the local route at PD town and Seremban Town. Route constraints along the route are as following: Existing traffic light Narrow road Many vehicles Winding road
Pop Seremban PD 2010 445,400 125,000 2011 454,308 127,500 Traffic Demand 2010 2011 35,632 36,345 10,000 10,200

Assumption : Population growth of 2% and traffic demand of 8% of population

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Step 3: Review existing route performance on the basis of service standards set. (ie. coverage, frequency, stopping time, load factor, comfort, safety, etc). Make recommendation for changes for the better. Consideration for route change, expansion or new line based on expected demand changes.
Very Good 5

Bad 1 Coverage Frequency Stopping Time Load Factor Comfort Safety

Recommendation based on table of performance: Wider coverage to cover the town area that was bypass by the Seremban -Port Dickson Expressway Better frequency (eg: 15min interval) Bus need to consider the passenger comfort and safety by changing the seats, regular maintenance, air-condition, courteous driver and etc

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Step 4: Identify route line capacity required based on the expected maximum load along the route. Determine service frequency required during peak and off peak period. Develop route service schedule based frequency on frequency set during peak and off hr. Determine fleet size requirement for the route and vehicle schedule during the 16 hr service period (5am 12 midnight).
Avg Speed (km/h) 50 Cycle Time Peak (min) Off- peak (min) Peak Line Cap. Off Peak Line Cap Bus Capacity (pass/ hr) (pass/ hr) 5 10 (min) 60 70 12 6 840 420 Daily veh. Daily veh. Km Hours 127 6360

Transit Route BRT Seremban Springhill - Port Dickson

Length (km) 25

Route Line Capacity during peak hour = 840 passenger per hour Route Line Capacity during off peak hour = 420 passenger per hour Service frequency:Peak Frequency: 5 min
Peak Hour 5 08:00:00 08:05:00 08:10:00 08:15:00 08:20:00 08:25:00 08:30:00 08:35:00 08:40:00 08:45:00 08:50:00 08:55:00 09:00:00 09:05:00

Off peak Frequency: 10 min

Frequency

Off Peak 10 08:00:00 08:10:00 08:20:00 08:30:00 08:40:00 08:50:00 09:00:00 09:10:00 09:20:00 09:30:00 09:40:00 09:50:00 10:00:00 10:10:00

Sample : Bus Schedule Depart from PD Sentral

Fleet size requirement:Bus capacity = 40 seating , 30 standing Peak hour Vehicle = 12 busses Off Peak hour Vehicle = 6 busses

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Step 5: Estimate revenue from fares to be collected based existing fare structure through out the day and project revenue expected in a month. km(assume 20 working day). Establish route km-run including dead milage per day and per month. Compute Revenue per km operation for the route.

assumption: fare rate =0.25 /km working hours= 16 hrs working day = 20 dead mileage = 10km / direction

revenue per person line capacity passenger/day revenue per day revenue per month

12.5 8400 105000 2,100,000

mileage + dead mileage (daily) monthly revenue per km operation

6440 128800 16.30

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Step 6: Estimate operation and maintenance costs (opex) based on the following assumptions. Item Stage Bus RM (12m) RM 300 per month + 25% commision on Rev No overtime rate; included in above 30%-35% RM 2.02/litre (11 Nov 08) RM 1.68/km @1.2 km/litre RM 0.02 /bus/km @ 2 litres/day;RM6 per litre RM 0.10/bus/km RM 0.25 /bus/km RM 0. 5/bus/km RM 120 per month per bus RM 156,000 per bus per year RM 0.08/bus/km @RM 12,000/bus/yr RM 666/bus @RM 40,000 per month RM 20,000 per month @50% of Rev RM 25,000 per month

Driver's wages : basic/hour Driver's wages : overtime/hour Driver's wages vs Costs (%) Fuel : cost/litre Fuel : cost/bus/km Lube oil : consumed (excluding maintenance oil changes) /bus/km Tyre : cost/bus/km Bus cleaning : cost/bus/km Bus R&Maint : cost/bus/km Charge for garage buildings Bus leasing cost Insurance : avg/bus/km Ticketing : maintenance cost/bus Management & Inspectors cost Other overhead

Opex driver wages asumption num drivers Total drivers wages Fuel Fuel daily vehicle km daily fuel consumption monthy fuel consumption (20days) Lube daily veh km daily lube monthly lube (20days) Tyre daily veh km

375 10 3750 6360 10685 213,696 6360 127.2 2544 6360

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daily tyre usage monthly tyre (20days) Bus cleaning daily veh km daily cleaning service monthly cleaning service (20days) Bus Paint daily veh km daily paint service monthly paint service (20days) Garage Buiding per bus monthly total number bus Bus Leasing per bus monthly total number bus Bus Insurance daily veh km daily bus insurance monthly paint service (20days) Ticketing Maintenance per bus monthly total number bus Management & Inspector Cost monthly Overhead monthly TOTAL OPEX

636 12720 6360 1590 31800 6360 3180 63600 120 480 9600 156000 624000 12,480,000 6360 508.8 10176 666 2664 53,280 20000 25000 12,894,366

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Step 7: Compute route farebox ratio (ie Revenue over Opex) and establish not viability of the route. If farebox ratio is not favorable (less than 1.25), suggest changes to existing route and service quality standards where appropriate.

Total Opex per month Total revenue per month Fare box ratio

12,894,366 2,100,000 0.162861827

Step to be done: 1 increase the headway from 15 min to 5 min 2 increase the number of buses 3 increase the fare rate 4 increase number of passenger through a) TDM Programme b) Introduce P&R c) Introduce feeder bus d) Passenger loyalty programme e) Government assistance

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