001 Ind Tacr 02

Technical Assistance Consultant’s Report
Technical Assistance 7750-IND

September 2013
India: Strengthening Urban Transport Subsector

under ADB-supported Urban Development Projects
− Jodhpur BRT Pre-Feasibility Study
Prepared by Gordon Neilson, Subhajit Lahiri, Boominathan Muthuthevar, R. Viswanathan,

and N. Ramirez, Study Team Members
For the Ministry of Urban Development
This consultant’s report does not necessarily reflect the views of ADB or the Government concerned, and
ADB and the Government cannot be held liable for its contents.
JODHPUR BRT
PRE-FEASIBILITY STUDY
Final Report
TA 7750 – IND
Strengthening Urban Transport Subsector under
ADB-supported Urban Development Projects
JULY 2012
TA 7750-IND Strengthening Urban Transport Subsector under ADB-supported
Urban Development Projects
Jodhpur BRT Pre-Feasibility Study
TABLE OF CONTENTS
1 INTRODUCTION ................................................................................................... 1
1.1 Background ............................................................................................................ 1
1.2 Objectives............................................................................................................... 2
1.3 Report Structure ..................................................................................................... 2
2 SOCIO-ECONOMIC ASPECTS ............................................................................ 3
2.1 Population and Employment .................................................................................. 3
2.2 Private Vehicle Ownership ..................................................................................... 3
2.3 Proposed New Infrastructure.................................................................................. 4
3 SURVEYS ............................................................................................................. 7
3.1 Introduction............................................................................................................. 7
3.2 Methodology for Surveys........................................................................................ 8
3.3 Minibus and Rickshaw Surveys.............................................................................. 8
3.4 Classified Vehicle Counts..................................................................................... 10
3.5 Junction Turning Movement Counts..................................................................... 11
3.6 Analysis of Data ................................................................................................... 15
4 CURRENT PUBLIC TRANSPORT PROVISION ................................................. 17
4.1 Overview .............................................................................................................. 17
4.2 Existing Bus and Minibus Routes ......................................................................... 18
4.3 Tempo Routes ......................................................................................................19
4.4 Current Problems with Existing Public Transport Provision ................................. 19
5 BRT CHARACTERISTICS AND DESIGN OPTIONS .......................................... 21
5.1 Introduction........................................................................................................... 21
5.2 Characteristics of BRT ......................................................................................... 21
5.3 BRT’s Place in the Public Transport Hierarchy .................................................... 22
5.4 BRT Design Options............................................................................................. 22
6 CONCEPTUAL BRT DESIGN FOR JODHPUR .................................................. 25
6.1 Introduction........................................................................................................... 25
6.2 Route Choice........................................................................................................ 25
6.3 BRT Lane and Station Arrangement .................................................................... 27
6.4 Terminal Locations ............................................................................................... 27
6.5 Station Locations .................................................................................................. 27
6.6 Design Standards ................................................................................................. 28
6.7 Options for Treatment of Central Section ............................................................. 34
6.8 Option 3. Widen MG Hospital Road .................................................................... 43
6.9 Options for South and North Radial Sections....................................................... 44
6.10 Preliminary Layout Drawings................................................................................ 45
7 BRT RIDERSHIP, REVENUE AND VEHICLE REQUIREMENT ......................... 46
7.1 Outline BRT Design and Performance ................................................................. 46
7.2 Restructuring of Existing Bus Routes ................................................................... 46
7.3 Fare Structure, Fare Levels and Ticketing ........................................................... 47
7.4 Ridership Forecasts ............................................................................................. 48
7.5 Revenue Forecasts .............................................................................................. 50
7.6 Vehicle Requirement ............................................................................................ 51
8 LAND ACQUISITION AND RESETTLEMENT IMPACTS ................................... 53
8.1 Introduction........................................................................................................... 53
8.2 RoW Information along the Project Corridor ........................................................ 53
8.3 Need for Land Acquisition and Resettlement ....................................................... 53
8.4 Potential Impacts - Land....................................................................................... 54
Pre FS Report (FR 12-7-12) Page No. i

8.5 Potential Impacts - Private Structures .................................................................. 55

8.6 Potential Impacts - Government Lands ................................................................ 56
8.7 Impacts on Cultural Properties ............................................................................. 56
8.8 Resettlement Policy Framework........................................................................... 57
8.9 Preliminary estimates for land acquisition and resettlement ................................ 58
8.10 The Way Forward ................................................................................................. 59
9 ENVIRONMENTAL ASSESSMENT .................................................................... 60
9.1 Introduction........................................................................................................... 60
9.2 Physical Characteristics ....................................................................................... 60
9.3 Biological Features ............................................................................................... 63
9.4 Land Use Pattern ................................................................................................. 64
9.5 Heritage, Cultural, and Religious Sites In and Around Jodhpur City .................... 66
9.6 Potential Impacts .................................................................................................. 67
9.7 Applicable Laws, Regulations and Policies .......................................................... 70
9.8 International Environmental Agreements ............................................................. 72
9.9 Environmental Cost .............................................................................................. 73
10 INSTITUTIONAL ASPECTS................................................................................ 74
10.1 Introduction........................................................................................................... 74
10.2 Current Situation .................................................................................................. 74
10.3 Future Institutional Requirements – the Transport Department ........................... 76
10.4 The BRT “Owner / Operator” ................................................................................ 77
10.5 Summary .............................................................................................................. 78
11 CAPITAL AND OPERATING COSTS ................................................................. 79
11.1 Introduction........................................................................................................... 79
11.2 Capital Costs ........................................................................................................ 79
11.3 Operating Costs ................................................................................................... 79
12 ECONOMIC ASSESSMENT ............................................................................... 83
12.1 Scope and Objectives .......................................................................................... 83
12.2 Rationale for Improved Service Delivery .............................................................. 83
12.3 Purpose of Economic Analysis ............................................................................. 85
12.4 Approach to the Analysis...................................................................................... 85
12.5 Cost Estimates ..................................................................................................... 86
12.6 Project Benefits .................................................................................................... 87
12.7 Economic Analysis ............................................................................................... 88
12.8 Sensitivity Analysis ............................................................................................... 90
12.9 Conclusion............................................................................................................ 91
13 FINANCIAL ASSESSMENT ................................................................................ 92
13.1 Present Financial Condition ................................................................................. 92
13.2 Cost Recovery Analysis ....................................................................................... 93
13.3 Financial Analysis of Project ................................................................................ 94
13.4 Risk Analysis ........................................................................................................ 95
13.5 Conclusion............................................................................................................ 96
14 CONCLUSIONS AND RECOMMENDATIONS ...................................................97
14.1 Conclusions .......................................................................................................... 97
14.2 Recommendations ............................................................................................... 98
ANNEX A Survey Results

ANNEX B 1:1000 BRT Corridor Drawings
ANNEX C Resettlement Framework Entitlement Matrix
ANNEX D Economic and Financial Assessment Details
Pre FS Report (FR 12-7-12) Page No. ii

LIST OF TABLES
Table 2.1 Vehicle Registrations by Type (2003/4 – 2010/11) ....................................3

Table 3.1 Summary of Minibus Ridership ...................................................................9
Table 3.2 Summary of Auto-Rickshaw Ridership......................................................10
Table 3.3 Classified Vehicle Counts on MG Hospital Road (pcu values) .................10
Table 3.4 Classified Vehicle Counts on Pal Road....................................................11
Table 3.5 Peak Hour Traffic at Key Intersections......................................................14
Table 3.6 Peak Hour Traffic, V/C Ratios before and after BRT Augmentation ........15
Table 4.1 Minibus and Bus Route Details .................................................................18
Table 4.2 Details of Tempo Routes...........................................................................19
Table 6.1 Provisional Station Locations ...................................................................28
Table 6.2 Road Cross Sections by Type...................................................................29
Table 7.1 Proposed Adjustments to Minibus Routes ................................................46
Table 7.2 Observed Daily Minibus Passengers by Route and Location (N/b) ..........48
Table 7.3 Observed Daily Minibus Passengers by Route and Location (S/b) ..........48
Table 7.4 Peak Hour Diversion to BRT (Northbound ).............................................49
Table 7.5 Peak Hour Diversion to BRT (Southbound ) .............................................50
Table 7.6 Current Minibus Fare Scale ......................................................................50
Table 8.1 Preliminary Land Acquisition Requirements .............................................55
Table 8.2 Preliminary Assessment of Impacts on Private Structures .......................55
Table 8.3 Assessment of Impacted Government Lands ...........................................56
Table 8.4 Cultural Properties along the BRT Corridor ..............................................57
Table 8.5 DLC Rates (2011) along the BRT Corridor ...............................................58
Table 8.6 Preliminary Land Acquisition and Resettlement Costs ..............................59
Table 9.1 Yearly Variation in Air Pollutants in Jodhpur City.....................................62
Table 9.2 Air Quality Monitoring Data along the Project Corridor ............................62
Table 9.3 Average Yearly Noise Level at Different Areas in Jodhpur City.................63
Table 9.4 ndicative List of Tree Species Along the Project Corridor........................64
Table 9.5 Land Use Pattern Along the Project Corridor.............................................65
Table 9.6 Cultural and Religious Properties Along the Project Corridor ..................67
Table 9.7 Potential Environmental and Social Impacts............................................68
Table 11.1 Capital Costs (US $m) ............................................................................79
Table 11.2 BRT Management Costs.........................................................................81
Table 11.3 Ticketing Agency Costs...........................................................................81
Table 11.4 Bus Operating Costs ...............................................................................82
Table 12.1 Details of Option wise Construction Cost (2012) ....................................87
Table 12.2 Projected BRTS Daily Traffic ...................................................................87
Table 12.3 Economic Cost-Benefit Analysis ............................................................90
Table 12.4 Results of Sensitivity Analysis.................................................................91
Table 13.1 JDA Revenue Expenditure Account (Rs M) ............................................92
Table 13.2: JMC Revenue Expenditure Account (Rs ‘000)........................................93
Table 13.3 Weighted Average Cost of Capital (%) ..................................................94
Table 13.4 Project Capital Cost - Rs Million..............................................................95
Table 13.5 Financial Internal Rates of Return (%) ....................................................96
Pre FS Report (FR 12-7-12) Page No. iii

Study Team
Mr. Gordon Neilson Urban Transport Specialist/Team Leader

Mr. Subhajit Lahiri Urban Transport Specialist
Mr. Boominathan Muthuthevar Financial Analyst/Economist
Mr. R. Viswanathan Social Safeguard Specialist
Ms. N Ramirez Environmental Specialist
Pre FS Report (FR 12-7-12) Page No. iv

1 INTRODUCTION
1.1 Background
1.1.1 Jodhpur is the second largest city of the State of Rajasthan and has been
growing steadily over the past decades. This growth of population has not
been matched by investment in transport infrastructure and especially has not
been matched by investment in public transport. As a result, the proportion of
people travelling by private modes of transport has been increasing which
places increasing strain on the limited transport infrastructure such as roads
and parking facilities.
1.1.2 In 2010, a Comprehensive Mobility Plan (CMP) 1 for Jodhpur was prepared.
One of the key conclusions of this report was that if the growth in private
vehicles such as motorcycles and cars continued at the present rate then
serious congestion would result. The report proposed a number of road
improvements to alleviate this problem but rightly pointed out that unless
there was a significant increase in the use of public transport, congestion
would be inevitable.
1.1.3 The CMP report therefore proposed a substantial increase in the numbers of
buses to be operated in Jodhpur and also indicated that some higher quality
mass transit should be introduced on the busiest corridors. The first corridor
selected for mass transit was the Mandore Road - High Court Road - MG
Hospital Road - Pal Road corridor and the form of mass transit proposed was
Bus Rapid Transit (BRT). The alignment of the corridor is shown in Figure 1.1
together with the limits of the Jodhpur Development Authority (JDA) and the
smaller area of the Jodhpur Municipal Corporation (JMC).
Figure 1-1 CMP Mass Transit Proposals (Phase 1: 2010-2020)
1
Comprehensive Mobility Plan for Jodhpur, Wilbur Smith Associates, May 2010.
Pre FS Report (FR 12-7-12) Page No. 1

1.1.4 This project was discussed between ADB, the Ministry of Urban Development
(MOUD) and the JDA. MOUD has a policy that puts forward a vision for urban
development by focusing on the mobility of people rather than on movement
of vehicles and advocates more efficient spatial development through
densification along major public transport corridors (or so-called Transit-
Oriented Development) as opposed to continuing low density urban sprawl.
Following these discussions, ADB commissioned this Pre-Feasibility Study to
make a preliminary assessment of the BRT proposal.
1.2 Objectives
1.2.1 The objectives of the assignment are to examine how best to implement a
BRT system on the proposed corridor and to undertake all evaluations
necessary for a Pre-Feasibility Study. These include ridership and revenue
forecasts, preliminary assessments of land acquisition and resettlement
costs, institutional arrangements, estimates of capital and operating costs and
economic and financial assessments.
1.2.2 These assessments should provide guidance as to the likely feasibility of the
project and would form the basis of any decision to undertake a full Feasibility
Study.
1.3 Report Structure

1.3.1 This report has a total of 14 chapters. Chapter 2 reviews demographic and
socio-economic trends affecting the transport system. Chapter 3 outlines the
surveys that were carried out and provides a summary of key findings. More
detailed results are provided in Annex A. Chapter 4 reviews the current public
transport provision in Jodhpur and comments on its adequacy.
1.3.2 Chapter 5 discusses generic BRT design issues and Chapter 6 provides an
outline of the proposed BRT designs for Jodhpur. Chapter 7 details the
ridership, revenue and vehicle requirements for the proposed BRT service.
1.3.3 Chapter 8 examines the implications for land acquisition and resettlement due
to the construction of the BRT and Chapter 9 comments on the future need to
examine the environmental aspects. Chapter 10 discusses the institutional
requirements – both in terms of the overall need for more attention to be paid
to transport in Jodhpur and to the specific requirements for the creation and
operation of a BRT.
1.3.4 Chapter 11 discusses the costs of the system and Chapters 12 and 13
examine the economics and financial aspects respectively. Chapter 14
provides some conclusions and recommendations.

2 SOCIO-ECONOMIC ASPECTS
2.1 Population and Employment

2.1.1 In 2011, Jodhpur had population of 3,685,681 which was an increase of
27.7% compared to the population in 2001. In the previous census in 2001,
Jodhpur District recorded an increase of 27.6% to its population compared to
1991. Thus it is clear that Jodhpur has been experiencing an annual growth in
population over the past 20 years of about 2.5% pa and this is expected to
continue.
2.1.2 In addition to the resident population, Jodhpur attracts a large number of
tourists estimated to average about 4,000 per day.
2.2 Private Vehicle Ownership

2.2.1 Vehicle registration data between 2003/04 and 2010/11 was available from
the Regional Transport Authority (RTO). Whilst the RTO categorises vehicles
in a large number of individual types, for the purposes of this study these
have been grouped as follows; car/jeep/taxi, 2-wheeler, auto-rickshaw/tempo,
bus/minibus and goods vehicle. Table 2.1 gives the vehicle registrations by
vehicle group for every year between 2003/4 and 2010/11.
Table 2.1 Vehicle Registrations by Type (2003/4 – 2010/11)

Category 2003/4 2004/5 2005/6 2006/7 2007/8 2008/9 2009/10 2010/11
Car/jeep/taxi 3106 3753 4119 4030 4563 5497 6222 7612
Two-wheeler 12671 24335 23285 28683 28616 28848 31402 40219
Auto-rickshaw/
tempo 566 676 481 590 531 434 259 422
Bus/minibus 421 238 273 249 288 399 432 225
Goods vehicle 4090 3610 3893 5233 4836 5058 5534 6875
2.2.2 Over the seven year period, registrations of new cars have grown at an
average annual rate of about 14% while motorcycles have grown at about
18%. The growth pattern for the two major groups, i.e., motorcycles and cars
is shown graphically in Figure 2.1. It can be seen that the trend remains
upwards for both groups which suggests that the registrations will continue to
grow and at a faster rate than in the past. Since no record is kept of vehicle
scrapping and no annual road tax is levied, it is not possible to have any
accurate figure of total vehicles on the road.

Figure 2-1 Vehicle Registration Growth Rates
2.2.3 These growth rates reinforce the findings of the CMP that traffic growth will be
very significant in coming years and that the growth rate of vehicles far
exceeds any road building program.
2.3 Proposed New Infrastructure

Residential
2.3.1 JDA and JMC are currently undertaking a number of major housing
developments in Jodhpur. Details are given in Figure 2.2.
Figure 2-2 JDA and JMC Housing Projects

2.3.2 The developments include a number of affordable housing projects as well as

major regular housing developments such as Vivek Vihar Colony between
Jailsalmer Bypass, Pali and Basni Roads.
Commercial
2.3.3 A major commercial development is planned on the new road north of the
stadium on High Court Road which would be within walking distance of the
proposed BRT route.
Industrial
2.3.4 In recent years a number of new industrial areas have been developed. One
of the largest is the Boranada Industrial Area which lies in the south of
Jodhpur on Pal Road about 7km beyond the Ring Road.
2.3.5 Another new industrial area is located to the north of Mandore and expansion
of this zone is also currently underway. Other areas include:
 Urban Haat at New Pali Road, Jodhpur
 Bio Tech Agro Park, Boranada, Jodhpur
 Export Promotion Industrial Park, Jodhpur: Export Promotion Industrial
 Stone Park, Jodhpur: The 1st Stone Park of Rajasthan was

Park was established at Boranada, Jodhpur on 21.07.2003.
established at 9 Mile, Mandore, Jodhpur for the promotion of Jodhpuri
 Special Economic Zone (SEZ) : The 2nd Special Economic Zone of

sand stone & stone industries of Jodhpur
Rajasthan was established at Boranada, Jodhpur on 09.09.2003
Education
2.3.6 There are a number of higher education colleges in Jodhpur and a number of
other institutions in the planning stages. These include:
 IIT beyond Mandore
 NIFT beyond Mandore
 Footwear Design and Development Institute
 All India Institute of Medical Science
 Development of International Convention and Habitat Centre in Vivek
Vihar
Transport
2.3.7 Work is underway at present to widen the orbital route from Bhati Circle via
JDA Circle to New Powerhouse Road and from there to Rotary Circle. This
will provide an additional orbital connection to the one offered by Gaurav
Path.
2.3.8 From discussions with JDA, it is understood that there is a proposal to widen
the road parallel and to the north of MG Hospital Road which would connect
Jalori Gate with Nai Sarak. This might be extended via the stadium access
road to Mertia Gate and from there connect with Mandore Road providing an
additional East – West connection. If this road were to be constructed it would
provide an alternative route for traffic between Jalori Gate and Paota Circle
and would relieve the pressure on MG Hospital Road. It would therefore be
beneficial for the BRT proposal as it would provide some compensation for
the road capacity taken by the BRT either in terms of roadspace or in terms of
green time at junctions.

2.3.9 Another project which would have an impact on the BRT is the proposal to
provide a bridge over the railway at Badwasia and thus replace the level
crossing which currently can affect traffic flow. Details of this project are not
as yet available but will have to be studied should a full FS be undertaken.
2.3.10 Other proposals from JDA include:
 Development and beautification of Pal Road
 Rajiv Gandhi Town road development project
 Rotary Circle to New Power House Road development and beautification
 Development of road from Lal Sagar RUB to Gokulji ki Pau.
 Development of Jaipur Road from Badwasia to Mata ki Than
 Proposed ring road from Bhopal Garh to Baner Road and ROB
 Jaipur – Nagaor bypass
 Interchange at RTO level crossing
 Khatarnak Pulia redevelopment to 4-lane
 Widening of underpass up to PWD office
 New International Airport on Nagour road
2.3.11 There are no plans at present for the widening of MG Hospital Road.

3 SURVEYS
3.1 Introduction
3.1.1 The Comprehensive Mobility Plan submitted to JDA in May 2010 contains
some useful data on traffic. In order to get a more detailed representation of
existing traffic situation for this study, the following primary surveys were
conducted in the first half of February 2012.
a. 16 hr. Public transport occupancy surveys at seven locations,
 Mandore Garden
 Lal Sagar intersection
 Paota Circle
 Jalori Gate
 12th Road Crossing
 Ashok Udyan
 Ring Road
b. 16 hr. Classified volume counts
 MG Hospital Road west of Nai Sarak
 Pal Road south of Residency Road Circle
c. 8 hr. Turning movement counts at six locations,
 Paota Circle
 Nai Sarak
 Sajoti Gate
 Station Road-MG Hospital Road
 Jalori Gate
 5th Road CIrcle
3.1.2 The survey locations are shown in Figure 3.1

Figure 3.1Figure 3-1 Survey Locations
3.2 Methodology for Surveys

3.2.1 In all the cases, enumerators were positioned at strategic locations in
sufficient numbers with pre-designed pro forma tables to collect the relevant
information. The duration of each shift was 8 hours and replacements were
made accordingly. This data collected were then converted into soft copy for
further use and analysis.
3.3 Minibus and Rickshaw Surveys

Objectives of Survey
3.3.1 The purpose of the public transport surveys was to obtain full information on
the numbers of people using public transport modes along the proposed BRT
corridor. It is intended that the ridership forecasts will be based on this
information.

Survey Results
3.3.2 Seven locations along the proposed BRT corridor were used to obtain an
assessment of the minibus ridership along the corridor. The number of
minibus trips by route and by direction and their passenger occupancies were
recorded in 15 minute intervals for a 16 hour period. This provided both daily
and peak hour statistics. A summary of the results is given in Table 3.1 and
shows that the outer areas from Mandore to Mahamandir and south of 12th
Road Circle to the Ring Road have much lower demand than the central city
portion as might be expected. The detailed hourly variation has been provided
in Annex-A, Table A-1.
Table 3.1 Summary of Minibus Ridership
Location Northbound Southbound
Daily Peak Hour Daily Peak Hour
No. of No. of No. of No. of No. of No. of No. of No. of
buses pass buses pass buses pass buses pass
Mandore - South of
Mandore Garden 443 4334 38 938 404 3214 35 431
Lal Sagar - South of Lal
Sagar intersection 477 4730 51 521 465 5017 44 587
Paota Circle - North of
Circle 642 11322 52 1067 729 13322 77 1898
Jalori Gate - South of
Circle 596 10221 68 1061 781 14012 68 1616
12th Road -South of
Circle 419 6525 46 702 401 6092 59 847
Ashok Uyan 320 5230 32 754 339 4737 32 546
Ring Road - North of
Ring Road 187 2919 32 438 274 3307 37 628
3.3.3 A similar survey for auto-rickshaws was also carried out and a summary of
the results is given in Table 3.2. It can be seen that the auto-rickshaws carry
a significant number of passengers and come close to the minibus numbers
at some locations. The detailed hourly variation has been provided in
Annex-A, Table A-2.

Table 3.2 Summary of Auto-Rickshaw Ridership

Location North South
Total daily Peak hour Total daily Peak hour
Veh Pass Veh Pass Veh Pass Veh Pass
Mandore 252 1074 44 217 234 1055 55 340
South of Lal Sagar 254 804 36 183 241 671 34 128
Paota Circle 2473 5802 286 701 2419 6167 287 1244
Jalori Gate 3440 7590 282 946 1869 4341 191 505
12th Road Circle 1460 3759 177 613 1705 4826 164 710
New Park 288 805 33 160 374 1295 59 190
Ring Road 279 907 48 162 455 1169 34 133
3.4 Classified Vehicle Counts

MG Hospital Road
3.4.1 MG Hospital Road is a very narrow road passing through the business district
of Jodhpur. Because of the commercial nature of the road, the “morning”
traffic peaks around 2.00-3.00 pm with the highest volume in PCUs observed
as 3,403. The evening peak is between 6.30 – 7.30pm. The traffic flow is
relatively constant all day as can be seen from the detailed hourly variation in
Annex-A, Table A-3. Since the capacity of this link section is around
1500 pcus per hour per direction, the V/C ratio currently exceeds 1.0 at the
peak indicating the link has no reserve capacity and is overloaded. Table 3.3
shows the breakdown of traffic by type at both peak periods. (It should be
noted that official pcu values have been used for motorcycles which my tend
to overestimate the total pcu count to some extent)
Table 3.3 Classified Vehicle Counts on MG Hospital Road (pcu values)

Classified Volume Counts on MG Hospital Road
Date 16 Jan 2012 Location: MG Hospital Road Near Station
Direction Passenger Vehicles Commercial Vehicles Slow Moving Veh. Total

Car Auto M/c Mini Bus Tempo LCV Truck Tractor Hand Cycle Animal PCUs
Rickshaw scooters Bus drawn Drawn
From To
Morning High Court Jalori gate 332 432 693 11 - 155 18 3 - 3 53 18 1,716
Jalori gate High Court 231 775 279 137 - 125 42 9 3 42 45 - 1,687
Total 563 1,207 972 147 - 279 60 12 3 45 98 18 3,403
Direction Passenger Vehicles Commercial Vehicles Slow Moving Veh.

Car Auto M/c Mini Bus Tempo LCV Truck Tractor Hand Cycle Animal PCUs
From To Rickshaw scooters Bus drawn Drawn
Evening High Court Jalori gate 141 447 399 - - 66 21 - - - 18 6 1,098
Jalori gate High Court 232 325 354 101 3 72 36 - 2 24 51 12 1,211

Total 373 772 753 101 3 138 57 - 2 24 69 18 2,309
Pal Road
3.4.2 Pal Road traffic pattern is similar to that on MG Hospital Rd. It was observed
that the “morning” peak hour was between 1.30-2.30pm with traffic of
2900 pcus while the evening peak hour was between 7.00-8.00pm with
similar traffic volume figures. Since the link capacity of this section is around
3600 pcus per hour per direction the V/C ratio is around 0.48. The detailed
hourly variation has been provided in Annex A Table A-4. Table 3.4 shows
the vehicle-wise breakdown of traffic during both the peaks.

Table 3.4 Classified Vehicle Counts on Pal Road

Classified Traffic Volume Count on Pal Road
Date 09 Jan 2012 (Peak Hour in PCUs Location: Pal Road near 12th Road circle
Direction Passenger Vehicles Commercial Vehicles Slow Moving Veh. Total

Car Auto M/c Mini Govt. Bus Tempo LCV Truck Tractor Hand Cycle Animal PCUs
Rickshaw scooters Bus Bus drawn Drawn
From To
Morning Palgaon Jalori Gate 369 364 536 75 9 9 78 21 24 17 - 58 12 1,571
Jalori Gate Palgaon 345 304 487 53 3 15 14 27 9 5 3 61 - 1,324
Total 714 668 1,022 128 12 24 92 48 33 21 3 118 12 2,894
Direction Passenger Vehicles Commercial Vehicles Slow Moving Veh.

Car Auto M/c Mini Govt. Bus Tempo LCV Truck Tractor Hand Cycle Animal PCUs
From To Rickshaw scooters Bus Bus drawn Drawn
Evening Palgaon Jalori Gate 500 532 503 35 3 - 78 36 9 5 3 38 - 1,741
Jalori Gate Palgaon 368 332 321 42 3 6 42 63 9 9 12 17 - 1,224
Total 868 864 824 77 6 6 120 99 18 14 15 55 - 2,965
3.5 Junction Turning Movement Counts

Objectives
3.5.1 The objectives of undertaking these surveys at the major junctions were to
enable estimates to be made of the existing reserve capacity at these
locations and to provide a basis for any proposed changes to facilitate BRT
operation.
Survey Details
3.5.2 Peak period surveys were undertaken at the six busiest intersections /
roundabouts within the central section. Diagrams of the traffic flows at each
intersection are given in Figures 3.2 – 3.7.
Figure 3.2

Figure 3.3
Figure 3.4

Figure 3.5
Figure 3.6

Figure 3.7
3.5.3 The general guideline for roundabout design is that they function without
undue delay up to a total intersection volume of between 5000 to 9000 pcus
per hour depending on the roundabout geometry. After this point queuing and
delay start occurring.
3.5.4 A summary of the survey results is given in Table 3.5 and shows the peak
hour pcus handled by each intersection. (The detailed classified counts by
direction and by 15 minute periods for each intersection are provided in
Annex A, Tables 5-1 to 5-6) As can be seen, Paota Circle and Pal-Chopasani
Circle still have spare capacity while the others appear to be operating well
above capacity. As noted earlier this may be a function of the official pcu
equivalencies.
Table 3.5 Peak Hour Traffic at Key Intersections

Location Type of Peak hour Volume Capacity in PCU
Intersection in PCU with the available
road space
Paota Circle Rotary 11.00-12.00 4745
9000
17.15-18.15 5195
Nai Sarak Signalised 10.00-11.00 7255
6000
17.45-18.45 8130
Sajoti Gate Signalised 10.15-11.15 6704
3750
18.15-19.15 6658
MG Hospital- Un-
Railway Stn Rd.(1) signalized 10.00-11.00 3966 3750
18.30-19.30 5201
Jalori Gate Rotary 10.00-11.00 5679
6000
17.30-18.30 7073
th
5 Rd Circle Rotary 10.30-11.30 5029
6000
17.30-18.30 5014
Note (1) Manned by police during peak hours to divert minibus traffic via Station Rd

3.5.5 From the results in Table 3.5, it can be seen that intersections such as Jalori
Gate and 5th Road Circle have just reached their capacity and consideration
may have to be given to redesign these intersections as a signalised junctions
which should be able to cater to a volume of 10,000-12,000 pcus.
3.5.6 Given the flared stop lines and the subsequent narrowing of the roadwidth,
the capacities of the signalised intersections at Nai Sarak and Sajoti Gate are
difficult to determine.
3.5.7 In fact, no significant delays were observed at any of the junctions
/roundabouts during site visits but with the trend in growth of personalised
modes especially private cars, all the intersections are likely to begin to
experience increasing delays as traffic levels build up.
3.6 Analysis of Data

3.6.1 In the above paragraphs a depiction of the existing situation is given. The
BRT proposal would like to see reserved lanes for BRT operation from
Mandore Gardens to the Ring Road. With the existing traffic and carriageway
widths it is worthwhile to assess the existing volume to capacity ratios (V/C
ratios) and the reserve capacity. The situation at major locations is given
below in Table 3.6.
Table 3.6 Peak Hour Traffic, V/C Ratios before and after BRT Augmentation
Sl. Location From To Existing Capacity V/C ratio Buses Volume‐ BRT Cacapity V/Cratio Remarks
Volume (pcus/hr) (pcus) bus traffic capacity after
(pcus/hr) as per (pcus) (pcus) buses
IRC:86 (pcus)
Mandore Paota Circle 1536 2500 0.61 70.5 1465.5 1200 2400 0.61
1 Paota Circle
Paota Circle Mandore 3058 1500 2.04 126 2932 1200 2400 1.22 Needs widening
Paota Nai sadak 2910 1500 1.94
2 Nai Sadak
Nai Sadak Paota 2726 1500 1.82 Needs immediate
High Court Jalori gate widening or
M. G. Hospital
3 2898 2000 1.45 segregation
Road
Jalori gate High Court
Pal Road 5th rd Circle 1330 2500 0.53 39 1291 1200 2400 0.54
Pal road 5th
4
rd Circle
5th rd Circle Pal Road 903 2500 0.36 18 885 1200 2400 0.37
Palgaon Jalori gate 1741 2500 0.70 35 1706 1200 2400 0.71
Pal rd at 12th
5
road circle
Jalori gate Pal gaon 1324 2500 0.53 53 1271 1200 2400 0.53
3.6.2 Paota Circle: The two arms of the road section north of Paota Circle has two
different characteristics. The south bound section has a three lane
carriageway with a capacity of 2500 pcus while the traffic during peak hour is
1536 pcus. The capacity is reduced because of the road side parking and
uncontrolled access. This section has sufficient reserve capacity as of now.
With the introduction of BRT a 3.5m lanes has to be reserved for the same.
The bus traffic during peak hour is 75 pcus. The residual traffic will be 1465
pcus and will be plying on a two-lane section. This section will have a
capacity of 2400 pcus thus keeping the V/C ratio much below 1.0.
3.6.3 On the other hand the north bound carriageway is two-lane and the V/C ratio
as seen in the table is more than 1.0. Even after removing the roadside
parking and widening to three lanes the V/C ratio is still above 1.0. For the
existing volume traffic will need to be widened further.
3.6.4 With the introduction of BRT on this route the intersection would have to be
redesigned as given in the later chapters.

3.6.5 Nai Sarak and M.G.Hospital Road: The section between Nai Sarak and
Jalori Gate is a narrow section of road varying from 14-17m ROW. The
section does permit a median. At present minibuses are diverted on to Station
Road if the junction becomes too congested. The peak hour traffic ranges
between 2800 and 2900 pcus. As can be seen in the table, for the whole
section the V/C ratio is always above 1.0.
3.6.6 With the introduction of BRT on this route, intersections such as Nai Sarak,
Sajoti Gate, Station Road and Jalori Gate will have to be improved /
redesigned as given in the later chapters. The introduction of separate BRT
lanes is not possible and bus priority signalization would therefore be
essential. The effectiveness of this system would require proper
implementation, strict vigilance by police personnel and enforcement of rules
etc. Options for increasing the road capacity through this central portion
would include either grade separation or widening of the roadwidth.
3.6.7 5th Road Circle and 12th Road Circle: The peak traffic is around 1700 pcus
and road section is six lane divided carriageway with service road on either
side. As can be seen from the table, the V/C ratio before and after separate
lanes for the BRT were introduced would be well below the value of 1.0.

4 CURRENT PUBLIC TRANSPORT PROVISION
4.1 Overview
4.1.1 Fixed route public transport is mainly provided by privately-owned minibuses
which operate on ten routes in Jodhpur. In addition to these minibus routes,
there are two routes using full size 12m semi-low floor buses and another
eleven privately-operated tempo routes (6-8 seat vehicles) which operate in
the periphery of the city. The 12m buses are operated by a private operator
under contract to Jodhpur City Transport Services Ltd (JCTS) which was set
up as a joint venture of Jodhpur Municipal Corporation and the Urban
Improvement Trust, Jodhpur.
4.1.2 In addition to the fixed route bus services, it is estimated that there are about
4000 auto-rickshaws which operate as taxis throughout Jodhpur.
Institutional and Operational Structure
4.1.3 Bus routes must be authorized by the RTO who would normally act on the
recommendation of the Transport Committee of JDA. The buses used on the
routes must be licensed by the RTO. Two licences are involved – the first of
which is required by all vehicles operating on the road and relates to the
roadworthiness of the vehicle. For public service buses, an additional licence
is also required from RTO which specifies the route on which the bus may
operate. The bus may not operate on any other route. The decision as to how
many buses should be licensed on any given route is also the prerogative of
the RTO.
Private Minibus Operation
4.1.4 Each owner of each minibus on any route must join the union of owners for
that route. Each route has a separate union which is responsible for
scheduling the departure pattern of each minibus on the route. It is
understood that the schedules change each day such that within one month
each minibus owner has an equal share of good and bad operating periods /
trips.
4.1.5 There is also an association of bus owners and each route union nominates
three members to sit on the owners association. The association is the body
that negotiates with the STO, RTO, JDA, JMC, etc.
4.1.6 If a union believes an additional minibus should be licensed, then the
association would raise this with the RTO. Usually it is the RTO who accept a
proposal from an owner to licence a minibus on a route rather than the RTO
initiating a request for more capacity on a route due to the demand being
higher than the supply can meet.
4.1.7 There is a total of 579 minibuses licensed to operate on the 10 routes in
Jodhpur. It is reported that almost all minibuses are owned individually and
very few owners own more than one bus.
4.1.8 Information from the Minibus Owners Association suggested that operating
costs at present are Rs 400 /12 hour shift for drivers and Rs 300/12 hour shift
for conductors. Buses operate one shift only, with many operators authorized
by RTO to operate on the same route.
4.1.9 Since there are no large fleets of minibuses, there are no depots or parking
areas as might be the case for a company fleet. Maintenance is the
responsibility of each owner and is generally carried out at local garages. All
minibuses are inspected annually for roadworthiness by RTO.
4.1.10 Fares on the minibuses are set by RTO. Currently fares start at Rs 4 for trips
up to 2km and rise gradually to Rs 18 for trips between 30 to 35km.

Full Size Bus Operation

4.1.11 The Local Self Government Department, Government of Rajasthan granted a
constitution of Special Purpose Vehicle, namely, Jodhpur City Transport
Services Limited for implementing the “Bus Rapid Transit System” in 2006.
The RTO along with the Transport Committee of the JDA had identified 15
routes where they believed full-size (12m) buses could be operated through
private sector participation. These bus routes were however limited to the
outer areas of the city because of the Court Order in 2001 banning large
buses from plying on MG Hospital Road between Paota Circle and Jalori
Gate. In fact, this section of the transport network has the highest demand
and limited road capacity and arguably would be best suited to the use of full-
size buses.
4.1.12 Initially, two private companies successfully bid for four routes offering a small
royalty for the operating rights. However after some time, due to non-viable
financial conditions, one of them withdrew. There are now only two routes
operating with eight buses deployed. Neither of these routes duplicates any
section of the proposed BRT route.
Auto-rickshaws
4.1.13 Auto-rickshaws are also licensed by RTO. It is reported that there are
approximately 4000 auto-rickshaws operating in Jodhpur. Most are owner
operators and it is understood that the vehicles are in service every day of the
year except for occasional maintenance.
4.1.14 Fares on the rickshaws are distance based. While there is no fixed scale and
fares are subject to agreement between the driver and passengers, it would
appear that the fare scale is approximately Rs30 flag fall plus about Rs10 per
km.
4.2 Existing Bus and Minibus Routes

4.2.1 Details of the ten minibus routes and the two bus routes are given in Table
4.1.
Table 4.1 Minibus and Bus Route Details
Rt. Termini Route Bus Type Vehicles
No Length Allocated
A B km
1 Mandore Pal Rd 19.9 Minibus 129
2 Air Force Soor Sager Kaliberi 23.0 Minibus 53
Family Qtrs.
4 Mata Kathan MDM Hospital Minibus 26
5 Mandore Chandpole 18.0 Minibus 25
6 Clock Tower Tanawada Fantha Pali Rd 20.0 Minibus 53
7 Chopasani Mandore Railway Stn 18.5 Minibus 30
10 Clock Tower Sangria /Kuri / Bhagtasni 15.0 Minibus 44
15 Mandore Chopasani Housing Board 26.0 Minibus 72
Filling Station
23 Bora Nada Shikargarh via Jalori Gate 15.0 Minibus 120
Indus. Area
36 Baner Delhi Public School 31.8 Minibus 27
(Swanchi Circle)
2 Kaliberi Bora Nada Ind. Estate 25.0 Bus 4
3 Banar Chopasani 36.2 Bus 6

4.3 Tempo Routes

4.3.1 The RTO has provided licences to a large number of tempos (6-8 seaters) to
cater to the travel needs in the outer periphery of the town. There are 11
specified routes on which they operate as shown in Table 4.2. None of these
routes duplicates any section of the proposed BRT.
Table 4.2 Details of Tempo Routes

Rt. Origin-destination Road Route Allocated
No. category Length (km) vehicles
1 Chopasani to Kesar Bagh Urban 12.9 127
2 Paota to Baner Rd no. 6 Urban 14 52
3 Darpan Cinema to RTO office Urban 5.4 46
4 Rajiv Gandhi colony to Paota Urban 16 33
5 Suraj Bera to Shovabaton Urban 15.8 60
6 Stadium Chowki to Vidhanagar Urban 7.3 3
7 Kuri Gaon to Chandpol Urban 23.8 109
8 Poata to Gujrawas Urban 10.2 7
9 Telia to Darpan Cinema Urban 7 53
10 Nandri Gaon to Paota Urban 10.2 45
11 Bhatti to Paota Urban 12.1 127
4.4 Current Problems with Existing Public Transport Provision

Minibus Services
4.4.1 Comparing with best practice in other cites in India, the public transport
provision in Jodhpur is poor. On the positive side, on most of the routes
where the minibuses operate, they are relatively high frequency, have many
stopping places or will stop on demand and appear to be generally affordable.
4.4.2 On the negative side, there are only 12 bus and minibus routes in the city in
total and as a result the coverage of the city is far from comprehensive. The
minibuses are often overcrowded with over 40 passengers being squeezed
into a bus which is about 7m long. The minibuses themselves are often badly
maintained with very poor body condition and appearance.
4.4.3 The driving standards are poor, with the vehicles often just slowing down
rather than stopping to allow passengers to board and alight. There did not
appear to be any information available as to where the minibus routes
operated making it difficult for non-regular travelers to use the system.
4.4.4 Although some bus shelters have been built which do provide some
protection from the sun for waiting passengers, these are poorly maintained
and unattractive. No passenger information was observed at these shelters.
4.4.5 Some off-street space for boarding and alighting is available at the junction of
Nai Sarak and MG Hospital Rd and some terminus space is available at
Mandore Gardens entrance. Most routes however appear to terminate /
turnaround on street.
Auto-Rickshaws
4.4.6 Auto-rickshaws are widely and almost instantly available throughout Jodhpur.
Although not large, these vehicles are clearly not very efficient users of road
space especially in the congested central area where they predominate. Their
usefulness in the outer areas and as feeder services to a main corridor is

indisputable. Should a BRT system be built, these vehicles would have a

major role to play in bringing people to BRT stations from the residential
areas where even minibuses cannot go due to the narrowness of the street or
where the demands are too low to even justify a minibus service.
4.4.7 Compared to the minibuses, the fares of the auto-rickshaws are not cheap
and would suggest that a BRT system could certainly attract many auto-
rickshaw passengers, especially those whose journeys were within walking
distance from BRT stations at both ends of their trip.

5 BRT CHARACTERISTICS AND DESIGN OPTIONS
5.1 Introduction
5.1.1 BRT was first developed in Curitiba in Brazil in the 1970s. The objective was
to try to achieve with buses a similar quality of public transport service to that
achieved with rail. To achieve this, buses had to be able to travel unimpeded
by general traffic in the same way that trains on a rail line are unaffected by
conditions on the roads. Similarly the individual BRT lines had to form a
network with interchange taking place at designated locations throughout the
network just as happens with a rail network. Fare payment on buses was
replaced by pre-boarding payment in stations as happens on an urban rail
system and feeder bus routes were introduced to extend the catchment area
of the system beyond walking distance from stations.
5.1.2 Many other cities in South America followed the lead of Curitiba and were
successful in developing BRT systems which have enabled them to provide a
high quality, bus-based mass rapid transit service at a fraction of the cost of a
rail system. Since then BRT systems have spread worldwide with systems on
every continent.
5.2 Characteristics of BRT

5.2.1 As noted above, the key point about BRT is that it is an attempt to provide
high quality public transport using buses. The defining characteristics of BRT
are as follows:
 It operates in its own right of way / traffic lane to avoid being slowed
down by general traffic;
 It operates at high frequency with consistent and reliable service
delivery;
 Where BRT buses have to observe traffic signals at an intersection,
the signals should be able to give priority to the BRT buses if
requested;
 Passengers should pre-pay the fare as they enter the BRT station to
speed up boarding;
 The floor height of the bus should be exactly the same level as the
station platform, also to speed up boarding and alighting;
 At all BRT stations on roads with high volumes of general traffic,
protected pedestrian road crossings should be provided; either by at-
grade , signal controlled pedestrian crossings or through grade
separation (underpass or overpass/footbridge).
 BRT can operate as a closed system (where the BRT does not leave
its protected right of way and any passengers beyond walking
distance must interchange from feeder buses or other modes) or an
open system (where the BRT vehicle can leave the protected right of
way and travel beyond the busway to collect passengers). The open
system reduces passengers’ need for interchange but also generally
reduces reliability.
 BRT buses should be visually distinctive, instantly recognizable,
ideally with attractive and futuristic design, and with good quality
seating and cabin design to assist the marketing of the system.

 The entire system should be controlled centrally real-time to ensure

provision of regular headways and adequate capacity.
5.2.2 Typically BRT services operate at around 20-24kmph while urban rail
systems operate at around 30-35kmph. Urban bus services usually operate at
around 12-18 kmph depending on traffic conditions.
5.2.3 Where the BRT operates in its own lanes, the conflicts with other road traffic
are greatly reduced when compared to a regular bus service and this can
have safety benefits. In addition, the BRT imposes a discipline on other road
users which is currently lacking in Jodhpur and this in the long term should
also yield safety benefits.
5.3 BRT’s Place in the Public Transport Hierarchy

5.3.1 The choices for fixed route public transport are usually either buses of various
types and capacities or rail – again of various types and capacities. In terms
of quality of bus service, the hierarchy is arguably as follows:
 regular buses operating in mixed traffic;
 regular buses operating on bus lanes to avoid or reduce the effects of
traffic congestion;
 BRT buses operating on their own (protected/dedicated) right of way
5.3.2 BRT is designed to offer very high standards of passenger service and thus
attract more passengers than a regular bus service. It is also expected to
provide a faster and more reliable journey time than would be possible by
private vehicle in cities where traffic congestion is prevalent.
5.3.3 In cities where BRT is already in operation, the maximum hourly number of
passengers carried is over 40,000 passengers per hour per direction (pphpd)
e.g., in Bogota, Colombia on the Transmilenio system. In the newly
constructed BRT in Guangzhou in China, ridership has already exceeded
25,000 pphpd. Both these systems provide two BRT lanes per direction at
stations to enable overtaking of BRT buses which are stopped for loading.
5.3.4 Where overtaking is not possible at stations, the maximum realistic capacity
of a BRT system is around 10,000 pphpd if very large articulated buses are
used. Where regular 12m single deck buses are used and where there are
significant numbers of signalized intersections, the capacity of the system is
reduced to about 3,000 to 4,000 pphpd.
5.4 BRT Design Options

5.4.1 As mentioned above, there are a number of key options to be considered in
the design of a BRT system and each is discussed briefly below
Lane location
5.4.2 The first option to be considered is the location of the BRT bus lane. Two
options are generally considered – using the kerb lanes as the bus lanes or
using the lanes in the centre of the road as the bus lanes. In cities with
significant unregulated roadside activity, it is generally considered better to
locate the bus lanes in the centre of the road. This location interferes less with
commercial activity along the street in terms of access and also allows
general traffic’s left turns to be made into properties or to side streets. In the
case of Jodhpur where there is intense activity at the roadside, it is thought
best to locate the bus lanes in the centre of the road. While the kerb-side bus
lane poses problems for general traffic’s left turning movements, conversely

the centrally-located lanes pose problems for general traffic’s right and U-
turning movements.
Central or lateral stations
5.4.3 Given the location of the bus lanes in the centre of the road, two options exist
for the location of stations – they can be sited in the median strip of the road
which necessitates the buses to have doors opening on the right hand side of
the bus or they can be lateral island stops located on the left hand side of the
bus so that normal door locations can be maintained. One benefit of making
use of the median strip is that generally only one station is needed for both
directions at any given location. The choice depends on the proportion of
stations which can be co-located and whether or not the current road design
already has a significant median strip which would suggest stations could be
constructed without altering the basic road layout. With the use of custom-
configured BRT buses with doors on both sides as used in Ahmedabad, it
would be possible to have exceptional lateral stations in a BRT route with
predominantly central stations.
Open or Closed Operating Systems
5.4.4 This option relates to the manner in which the buses operate on the busway.
Closed systems operate like a railway where the BRT buses only operate
from one end of the route to the other and never leave the busway. In an
open system, the BRT buses may leave the busway either at the ends of the
route or at intermediate points and operate in mixed traffic on regular streets
and serve regular bus stops. In the open option, the buses would require
doors on the left hand side so if centrally located stations are desired then the
buses would need doors on both sides as indicated above.
5.4.5 Open systems can be fully open in which case all buses operating on routes
using the road of the busway can enter and leave the busway at any
convenient point. Where the stations have platform screen doors, all buses
using the busway must stop exactly in the right location and all must have the
same door configuration. Care must be taken if the open option is adopted to
ensure that the busway does not become overloaded with stations becoming
blocked by buses waiting for traffic signals to change (so-called “bunching”
problem). Thus in some cases, a restricted open option is adopted where only
buses from specific routes can make use of the BRT busways and thus the
risk of overloading the system is reduced or eliminated.
5.4.6 Key issues in deciding which option to adopt include the total walk-in demand
along the BRT corridor, the existing bus network, the trip distances involved
and the ease of providing interchange facilities for a feeder bus network at
key stations.
System Capacity and Performance
5.4.7 The capacity of the system is usually controlled by a combination of the
station boarding and alighting capacities, the amount of delay and disruption
caused by traffic signals at intersections and the capacity of the individual
buses. Where stations have long platforms and overtaking is possible as is
the case in Guangzhou, then very high capacities are possible; Guangzhou
currently carries over 25,000 pphpd. Operating speed normally depends on
the frequency of signalized intersections, the cycle times and the degree of
priority allowed and also the station spacing and dwell times. Generally BRT
systems operate with speeds of around 20 – 24 kmph.

Open or Closed Ticketing Systems

5.4.8 A number of ticketing options are possible but if pre-boarding ticketing is
adopted as is advised, then two options are generally considered. The closed
station option is the more common where a passenger must have a ticket to
access the platform and access is controlled by gates. Entry to the bus is then
unregulated. In the open system, the platform can be accessed without a
ticket but a passenger is expected to purchase a ticket – or validate an
existing ticket – prior to boarding the bus. Alternatively the ticket can be
validated on board the bus.
5.4.9 Where passenger volumes are high, the closed option is better. Where there
are many stations with few passengers and regulations exist to penalize
passengers without tickets, the open option may be more cost-effective.

6 CONCEPTUAL BRT DESIGN FOR JODHPUR
6.1 Introduction
6.1.1 This chapter sets out the essential features of the proposed BRT system. As
noted earlier, the basic route follows the recommendation of the CMP for an
initial BRT route in Jodhpur. Since the CMP did not provide any detail on how
the BRT might be designed, and in fact recommended a number of flyovers
along MG Hospital Road that would have greatly reduced the effectiveness of
a BRT system, a major aspect of this study has been to examine how a BRT
might be introduced along this congested and relatively narrow section of the
overall alignment.
6.2 Route Choice

6.2.1 The CMP proposed that the BRT should have its northern terminal some
considerable distance north of Mandore Gardens and its southern terminal
near the Ring Road.
6.2.2 Within this corridor, there are two fundamentally different situations as far as
the road types are concerned. On the outer radial section on Pal Road south
of 5th Rd Circle to the Ring Road, the road is an uncongested three lane dual
carriageway on which BRT lanes and stations can be provided with little or no
problem. On the radial Mandore Road from Paota Circle to Mandore
Gardens, the road width varies considerably ranging from dual three lane with
a narrow median north of Paota Circle to a 10m single carriageway just south
of Mandore Garden to Lal Sagar. For the most part, however, the road is dual
three lane and can accommodate two BRT lanes while leaving two lanes per
direction for general traffic. This would however require that parking on the
kerbside lane be banned or significantly reduced.
6.2.3 The section through the city centre from 5th Rd Circle to Paota Circle has road
widths ranging from 23m to 15m. This poses some serious problems in terms
of providing the BRT with the reserved lanes and well-located stations which
are essential if it is to be attractive to passengers. However this section is by
far the busiest area of Jodhpur and as the CMP notes, it would be very
important from the point of view of attracting the highest passenger volumes
to be able to serve this area.
6.2.4 The outer terminals of the corridor are open to discussion. Having visited the
areas to the north of Mandore, it would appear that there is unlikely to be
sufficient demand in the near future to support a BRT and to justify taking
road space for this purpose. While the industrial areas are certainly growing, it
would seem that their needs could be met by either some of the BRT buses
continuing to operate beyond Mandore Gardens in regular traffic or by a
number of feeder bus routes and auto-rickshaws bringing people to the
terminal at Mandore Gardens. As and when the industrial areas develop
further, consideration can be given to extending the BRT.
6.2.5 At the southern end of the BRT, there are a number of very large housing
developments being constructed by JDA. It is proposed that consideration
should be given to locating the southern terminal of the BRT at one such
development.
6.2.6 South of the Ring Road, the level of activity reduces quite significantly
although there are a number of new developments underway. The industrial
area of Boranada lies 7 km to the south of the Ring Road and is a major
employer. However it is believed that the area south of the Ring Road is best

served in the coming years by regular buses with an interchange station on

Pal Road north of the Ring Road.
6.2.7 The proposed route is therefore from Mandore Gardens in the north to a
location near the junction of Pal Road and the Ring Road in the south and
passing through the city centre en route. The total distance is approximately
18km. The proposed route is shown in Figure 6.1.
Figure 6-1 BRT Corridor and Stations

6.3 BRT Lane and Station Arrangement

6.3.1 The road passing through the city centre of Jodhpur, MG Hospital Road, has
very high activity levels at the roadside and is very narrow. Various options
are proposed for ways to give the BRT buses some priority through this
difficult area.
6.3.2 For the areas immediately outside the central area, i.e., north of Paota Circle
and east of Jalori Gate, the kerb-side activity levels continue to be quite high
but the roads are generally dual three lane with a median. For this situation,
the optimum location for the reserved BRT bus lanes is in the centre of the
road. In the outer areas both north and south, although there is less kerb-side
activity, the use of the central lanes for the BRT remains appropriate.
6.3.3 In terms of station location, the options are either in the central median in
which case the bus doors must be located on the right hand side of the bus or
lateral stations in which the doors are on the left as normal. Given the dual
three lane road with a central median for most of the proposed corridor, the
central island station arrangement is preferred as it means one station can
serve both directions and thus save some costs and it also ensures that only
BRT buses with special doors can make use of the busway.
6.3.4 So the working assumption at this stage is that the stations will be located in
the centre of the road and the buses will have doors on the right hand side to
enable passengers to board and alight. Buses may also have doors on the
left hand side to enable the buses to operate off the busway and observe
regular bus stops at the kerb. This would be required if, for example, some of
the BRT buses were to operate in mixed traffic on the road section between
the Ring Road and Bora Nada Industrial Area, or to serve exceptional lateral
stations, if any, within the central area.
6.4 Terminal Locations

6.4.1 As noted above, it is proposed that the northern terminus be located at the
minibus turnaround area at the entrance to Mandore Gardens. In the longer
term, some expansion of this area may be needed or the terminal could be
moved further north if demands at the industrial area justified the service. The
southern terminal is proposed to be located in one of the new residential
developments being undertaken by JDA. Interchange facilities should be
provided at both terminals. At this stage it seems premature to identify
specific areas for the terminals but this will need to be done as part of any full
Feasibility Study. It will be the responsibility the system owner to identify
available sites. Estimates of land area required will be provided later in this
report once the fleet size and facility requirements have been calculated.
6.5 Station Locations

6.5.1 An initial assessment has been made along the corridor and a provisional list
of station locations has been prepared as shown in Table 6.1.

Table 6.1 Provisional Station Locations
No. Station Name Chainage (m)

1 Mandore Terminal 0
2 Station A 500
3 Balsamand 900
4 Lal Sagar 2000
5 Mandore Mandi 2650
6 Badasia Phatek 3250
7 Mahamandir 1 4200
8 Mahamandir 2 4500
9 Paota Cross Road 5100
10 Paota Circle 6000
11 High Court 6550
12 stadium 7100
13 Nai Sarak 7600
14 Station Road 8000
15 MG Hospital 8500
16 Jalori Gate 9000
17 3 rd Rd 9650
18 5th Rd Circle 10050
19 12th Rd 10800
20 Barka Tullah 11200
21 Bus Stand 11750
22 Shastri Nagar 12300
23 Station B 12900
24 Stubhash Nagar 13550
25 Chopasani HB 14220
26 Ashok Udyan 15050
27 Khema Ka Kuan 15700
28 Pal Balaji Mandir 16500
29 Station C 17000
30 Station D 17350
31 N of Ring Road 17900
32 Southern Terminal
6.5.2 In total, there are 32 stations including the two terminals. The average station
spacing is about 600 m.
6.6 Design Standards

Road Cross Sections
6.6.1 It is useful to set out some basic standards for the most common road cross
sections. These are listed in Table 6.2.

Table 6.2 Road Cross Sections by Type

Junction with
Two way station Junction with Right Turn Lane
Running section section Right Turn Lane and Station
m m m m
sidewalk 2.00 sidewalk 2.00 sidewalk 2.00 sidewalk 2.00
traffic 3.50 traffic 3.50 traffic 3.50 traffic 3.50
traffic 3.50 traffic 3.50 traffic 3.50 traffic 3.50
divider 1.00 divider 0.00 right turn 3.50 right turn 3.50
BRT 3.50 BRT 3.00 divider 0.00 divider 0.00
BRT 3.50 Station 3.00 BRT 3.50 BRT 3.00
divider 1.00 BRT 3.00 BRT 3.50 station 3.00
traffic 3.50 divider 0.00 divider 0.00 BRT 3.00
traffic 3.50 traffic 3.50 traffic 3.50 divider 0.00
sidewalk 2.00 traffic 3.50 traffic 3.50 traffic 3.50
27.00 sidewalk 2.00 sidewalk 2.00 traffic 3.50
27.00 28.50 sidewalk 2.00
30.5
6.6.2 The sections outlined in Table 6.2 are shown in Figures 6.2 – 6.5. Figures 6.4
and 6.5 show the arrangements and roadwidth needed if right and U turn
movements are to be permitted. At this preliminary stage it has been
assumed that all right or U-turn movements would require a separate lane in
order not to block the through movement with vehicles waiting to turn right
and also to avoid uncontrolled conflicts with the BRT movement. In many
cases obtaining the extra roadwidth may not be easy. It is recommended
therefore that the full Feasibility Study examines the current and future
demand for right and U-turns along the BRT corridor with a view to limiting
these movements to the smallest number of locations possible.

Figure 6.2

Figure 6.3

Figure 6.4

Figure 6.5

Station Design
6.6.3 Stations located in the median will normally be 3m or 4m in width and 24m
platform length to accommodate two 12m buses or articulated buses should
they be adopted in future. It is assumed that the platform and the BRT bus
floor height will be about 65cm to 85cm from the road surface and therefore
the length of the wheelchair ramp will be about 12m, assuming a 1:14 ramp
gradient and a 85cm floor height. Ideally the ramp will drop to a pedestrian
island in the centre of the road in line with the stop line and the pedestrian
crossing. This arrangement was shown in Figure 6.3 above.
6.7 Options for Treatment of Central Section

6.7.1 The central section is defined to be the section between 5th Road Circle and
Paota Circle, a distance of about 4km. While the official right of way for this
entire section is said to be 30m with a road width of 14m, in fact the road
width excluding the sidewalk varies from about 23m (two 10.5m carriageways
with a median) to about 15 m in the narrow section between Sojati Gate and
Nai Sarak junction. In addition, there are a number of isolated bottlenecks
created by temples and trees.
6.7.2 At present, traffic levels even during the busiest times appear to be below
capacity at all the junctions and roundabouts along this section. Although
speeds are slow approaching the roundabouts and queues develop at Nai
Sarak intersection which is signalized, no evidence of queue build-up was
observed and on no occasion did any vehicles have to wait for more than one
cycle of the signals to cross the signalized junctions.
6.7.3 The vehicle registrations reported by the RDO which covers Jodhpur and
district were discussed in Chapter 2. The overall annual growth rate in
registrations was found to be about 18% for motorcycles and 14% for private
cars. If these growth rates are reflected in the traffic levels in the central area
of Jodhpur, then the reserve capacity at the roundabouts and intersections
will be gone within a few years. In this case, traffic will be subject to much
longer delays and will also encourage the use of alternative routes from east
to west across the city. It will also encourage retail and other commercial
activities to relocate away from the central area. This dispersal of activities
will further reinforce the trend towards individual private vehicles and away
from public transport.
6.7.4 If the city of Jodhpur wishes to encourage the development of the central area
rather than its likely decline, then the provision of a first-class public transport
system serving the city centre is essential. The proposed BRT system could
be the first step towards this goal.
6.7.5 As discussed above, ideally the BRT system operates in reserved lanes
which ensure that the buses are not delayed even if the traffic levels are
heavy and the regular traffic lanes are congested. Clearly as things stand at
present, there is not sufficient road width for the full length of the central
section to allow the buses to be provided with separate lanes. A range of
options exists however which would allow this priority to be provided, either in
whole or in part and these options are discussed below.
6.7.6 Options being considered are as follows:
 Provide maximum priority measures within the existing road widths
 Provide grade separation through narrow road sections
 Widen MG Road to provide dual three lane plus space for BRT stations
Each is discussed in turn below.

Option 1 Bus Priority Measures within Existing Road Widths

6.7.7 The principle in this option is to help the buses avoid or minimize delays by
introducing traffic management measures designed to give buses priority over
other road users. There are lengths of road within the central section where
the carriageways in each direction would enable reserved bus lanes to be
provided. However, in many places this roadwidth is not available without
demolishing property and acquiring land.
6.7.8 The main points along the corridor where congestion occurs at present or is
likely to arise in future and where providing the BRT with priority is likely to be
difficult are as follows (moving from south-west to north-east):
 5th Road Circle
 2nd Road Junction
 Jalori Gate Circle to MG Hospital
 Raj Ranchodji’s Mandir on MG Hospital Rd
 Station Road / Sojati Gate to Nai Sarak Junction
 Nai Sarak Junction to Stadium
 Paota Circle
5th Road Circle
6.7.9 As discussed in Chapter 3, this roundabout appears to have quite high
reserve capacity at present and it should therefore be able to operate without
much congestion for several years. The BRT buses could operate in mixed
traffic through this intersection without incurring much delay. However the
BRT station to the east of the roundabout requires protected pedestrian
access. If this is to take the form of an at-grade signalized pedestrian
crossing, then the distance between the roundabout and the pedestrian
crossing is too short to avoid traffic backing up from the signals and blocking
the roundabout. It is therefore proposed to convert the 5th Rd Circle into a
signalized intersection.
6.7.10 Even without the BRT, the forecast increase in traffic levels is such that a
more orderly treatment of this junction will be needed. The detailed
arrangements for a new intersection will need to be studied as part of the full
FS to be undertaken later but possible changes might be to close off 5th Road
from the south (making it into a cul-de-sac) and make 5th Rd to the north one-
way northbound to reduce the number of phases of the signals. In addition,
turning restrictions between Pal Road and Chopasani Road could be
introduced with little inconvenience. This would enable time to be made
available for a signalized pedestrian crossing at the BRT station to the east of
5th Road at Kohinoor Cinema.
6.7.11 A station would be located outside the Kohinoor Cinema to the west of 5th Rd
Circle. The road and the sidewalk are wide at this point and able to
accommodate the station.
6.7.12 From 5th Road westwards, the BRT would have reserved lanes until Jalori
Gate. A mid-block station would be provided around chainage 9600 to the
west of 3rd Road junction and the break in the median at 3rd Rd would be
closed off.
2nd Rd Junction
6.7.13 This is currently a signalised junction with major road constriction on the
eastbound approach due to the encroachment of the Shanishchargi Temple

into the right of way. The approach width is currently about 7m or two lanes
only. It is likely that the BRT lane will have to end before the temple and the
BRT will operate in mixed traffic through the junction. As long as the BRT can
by-pass any queuing traffic to reach the temple then any delays should be
minimal.
Jalori Gate Circle

6.7.14 This is a major bus stop at present and the BRT would need to have a station
as close as possible to this circle. It is proposed to locate a station about 70m
east of Jalori Gate.
6.7.15 As with the other roundabouts, the traffic circulation pattern at Jalori Gate
leaves much to be desired. Specifically the short or non-existent weaving
distances between some approach arms result in vehicles crossing virtually at
right angles which, given the driving behaviour, creates potentially dangerous
situations. Despite this problem, the roundabout appears to operate within its
capacity and thus it would be possible to retain the present arrangement so
long as this continues.
6.7.16 However one of the problems of retaining the roundabout is providing safe
pedestrian access to the BRT station at Jalori Gate. It is not possible to locate
a set of pedestrian signals too close to the exit lanes from the roundabout to
avoid any blockage of the roundabout by traffic stopped at the signals. To
achieve safe access, it may be necessary to modify the roundabout in some
way. Signals could be added on the approaches or the roundabout could be
converted into a junction. This matter will be examined as part of the full FS.
6.7.17 After Jalori Gate towards MG Hospital, the road widens and a BRT lane
would be reinstated for MG Hospital Station which is proposed to be located
in the wider section of road about 100m west of Ran Ranchodji’s Mandir.
After this station, the road narrows again to about 15m through the T-junction
with the road from the railway station and then widens again after the junction
towards Station Road.
6.7.18 At this junction, right turns towards the railway station would be permitted in a
right turn lane. BRT would operate in mixed traffic in both directions through
this junction. Thus if possible, there would be two through lanes in both
directions with an extra right turn lane in the eastbound direction.
Station Road Junction
6.7.19 It is proposed to locate the station to the west of this junction which would be
signalised. The BRT bus lane in the eastbound direction would continue right
up to the junction. The lane arrangement would be for three lanes eastbound,
one of which would be an exclusive BRT lane, and two lanes westbound for
all traffic including BRT. Since the westbound traffic would have been divided
between Station Road and MG Hospital Road, the demand for general traffic
would be reduced. The BRT stopping location in the westbound direction
would be about 50m from the junction which would require the station to be
longer than normal. General traffic would be merged to one lane at this point
to allow the BRT lane to re-start. The arrangement is shown in Figure 6.6.
6.7.20 The BRT buses travelling eastbound would be given a few seconds advance
green at this junction to enable them to stay at the head of the platoon of
traffic moving through the narrow 14 m section until Nai Sarak. In this way,
the delay to the buses could be minimized.
6.7.21 If the above proposal was not workable, then it would be possible to make
MG Road one-way eastbound from the junction at the temple up to Station
Road with all westbound traffic other than the BRT having to use Station

Road. This would certainly allow adequate space for a BRT station just prior
to the junction with Station Road and also ensure the BRT buses could have
an advance green, if necessary. It is not clear what the implications would be
on the roads around the station.
Figure 6.6

Nai Sarak Junction
6.7.22 The Nai Sarak junction is shown in Figure 6.7. Although the optimum location
for the station would have been to the west of the junction, this is not possible
due to lack of road width. It is therefore necessary to locate the station for
both directions to the east of the junction. Space is available to widen the
road at this location by taking part of the minibus loading area as shown in
Figure 6.7. The main problem with this arrangement is the poor alignment
between the westbound discharge lanes and the road section to the west of
Nai Sarak.
6.7.23 The BRT buses arriving at this junction from the west should arrive at the
front of the platoon of vehicles from the Station Road junction - although this
will be disturbed by traffic from Sojati Gate. No priority will be needed at this
point as buses will simply be moving forward to the station. After the station
and moving eastwards from Nai Sarak, the BRT buses will operate in mixed
traffic through the narrow section from Nai Sarak to the stadium. At this point,
the road widens to 10.5m eastbound and about 9m westbound which should
allow the traffic to flow freely again. Delays through the narrow section
therefore should be small.
6.7.24 In the westbound direction, it is proposed to create a signalized intersection at
the junction of the road to the west of the stadium and High Court Rd. This
junction would play the same role as Station Road junction in the eastbound
direction, i.e., it would give the BRT bus an advance green signal to enable it
move ahead of other traffic. The BRT lane westbound would run up to the
stop line and the BRT buses would be given an advance green signal to allow
them to move through the narrow section at the head of the platoon of traffic
and arrive quickly at the Nai Sarak station. After the Nai Sarak station, again
the BRT lane would run right to the stop line and again the BRT buses would
be given advance green to enable them to move through the narrow section
past Sojati Gate to Station Road.
6.7.25 Moving east from Nai Sarak, a station would be provided at the stadium and
another at the entrance to the government offices which may require reducing
sidewalk width slightly.
6.7.26 The BRT lanes would continue towards Paota Circle. It is not clear if the road
width is adequate for this entire section but if not, it may be possible to reduce
the sidewalk width slightly or to take some land towards the rail line.

Figure 6.7

Paota Circle
6.7.27 The proposal for Paota Circle is shown in Figure 6.8. It is proposed to make
use of the turn back connecting High Court Road with the flyover to channel
all traffic from the south who want to turn right on Baner Road to the end of
the flyover ramp. Similarly, all traffic from the flyover bridge who wish to go
north on Mandore Road must move to High Court Road.
6.7.28 A station can be provided on the southern approach to Paota Circle which
can serve the surrounding area as well as the long-distance bus terminal.
Figure 6.8

Improve capacity of secondary roads near MG Hospital Road.

6.7.29 There is a secondary road which runs parallel to and north of MG Hospital
Road from Jalori Gate to Nai Sarak and then with a dog-leg on to a road
which leads to the North-South road beside the Umaid Stadium (near
McDonalds). It is understood that consideration is being given to increase the
capacity of this road. At present, it varies in width from about 7m to 10 m but
has many obstructions such as trees and shrines occupying part of the road
space. If this road were to be widened and obstacles removed or designed
around then this additional capacity would relieve pressure on the congested
section from Nai Sarak to Jalori Gate.
Option 2. Provide Grade Separation for the BRT

6.7.30 Two sub-options exist for this option – to build one or more flyovers or one or
more tunnels. The flyover option would result in significant loss of road space
beneath the flyover and in terms of the urban landscape and environment
would be hugely damaging. The flyover option was not therefore pursued.
The tunnel option, while more technically demanding and more expensive,
would be able to provide the capacity for the BRT and its stations while
allowing the conditions at ground level to remain unchanged or, if desired,
improved. It would provide a superb catalyst for upgrading of the MG Hospital
Road, for preserving and improving the retail outlets and providing more
space for pedestrian movement.
6.7.31 This option would require a full civil engineering assessment to understand
the problems and opportunities. For the present, a conceptual arrangement
will be provided with some indicative costing.
6.7.32 The section which would require grade separation is from the west of Jalori
Gate to the Stadium on High Court Road. The extent of the proposed tunnel
and its entrance and exits are shown in Figure 6.9. If there were significant
cost savings, the tunnel from Jalori Gate could re-surface after MG Hospital
until Station Road.
Figure 6.9 Tunnel Section from Jalori Gate to Umaid Stadium

6.7.33 For this option, four stations would be underground and would be located at
Jalori Gate, at Raj Ranchodji’s Mandir, east of Station Road junction and west
of Nai Sarak junction.
6.7.34 The tunnels would be two lane at the running sections with wider sections for
stations. If four lanes were to be provided at the underground stations it would
allow overtaking and greatly increase the capacity of this section. While this
would clearly increase the cost, it may be worthwhile if it is planned to expand
the single initial BRT route into a larger network in future. If the initial BRT
route was successful, and there is no reason to believe it would not be, then
further BRT routes would increase the catchment of the BRT and increase
public transport modal share. The CMP indicated several BRT routes for
future development all of which would converge on the central area. Thus
additional future BRT lines from Chopasani Road, New Power House Road,
Ratanada Road, NH65, etc. could be accommodated through the central area
if four lane tunnels were built at the stations and the stations had long
platforms to accommodate separate loading bays for the routes being served.
6.7.35 The current thinking is that the stations at ground level would be located in
the median strip with the buses having doors on the right hand side.
Passengers would then have pedestrian crossings to ensure they could cross
from the centre of the road to the side of the road in safety. For the
underground stations, although there is no pre-existing median, the station
platform would be in the centre of the two lanes and boarding would continue
to be from the right hand doors. It is proposed that passengers would cross
the busway to get to the correct side of the road and then take stairs /
elevators to the surface.
6.7.36 Pedestrians would have signals at the underground stations to control
crossing of the busway. Given a BRT arrival interval of a bus every two
minutes, this should allow more than enough time for people to cross safely.
Even if the number of routes were to be increased in future, there should still
be enough time for pedestrian movement, possibly at the expense of
imposing some small delay on the BRT buses.
6.7.37 Figure 6.10 shows a schematic proposal for an underground station which
was considered for Sao Paolo in Brazil and is similar to what is being
proposed herein.
Figure 6.10 Underground Station Proposal – Sao Paolo

6.7.38 Figure 6.11 shows a BRT bus in

Quito, Ecuador emerging from a
tunnel section. It should be noted
that this BRT line uses trolley
buses under electric power. The
trolley buses were adopted to make
use of the hydro power which is
available in Quito. With the
increase in solar power generating
stations in Jodhpur, consideration
may also be given here to make
use of electric trolley buses for
BRT.
6.7.39 For this option, no land would be
required to be resumed and no
resettlement/ relocation would be
needed.
Figure 6.11 BRT Tunnel Section in Quito
6.8 Option 3. Widen MG Hospital Road

6.8.1 MG Hospital Road is the only traffic artery through the centre of Jodhpur.
From the north, Mandore and Banar Roads, both of which are dual three lane
highways, meet at Paota Circle and funnel into High Court Road and State
Highway 65. Much of the traffic follows High Court Road, itself a dual 2/3 lane
road. After the Umaid Stadium, this narrows to a 14m roadwidth, and with
some isolated widening at junctions, this width is maintained until Station
Road.
6.8.2 Moving further to the west, the road widens after Station Road, narrows again
at Raj Ranchodji’s Mandir, widens again after that and then narrows through
Jalori Gate roundabout. After Jalori Gate, the road is dual three lane with a
median.
6.8.3 A similar situation exists from the west. At 5th Road Circle, Pal Road and
Chopasani Road, both of which are dual three lane roads, meet and traffic is
funneled first into the dual three lane section of Chopasani Road to Jalori
Gate and is then funneled further into the 14m single carriageway section
from Station Road to Umaid Stadium.
6.8.4 The buildings fronting the narrow sections of road, with the exception of Raj
Ranchodji’s Mandir, appear to have little architectural or townscape merit and
would suggest that the whole of Jodhpur would benefit from a comprehensive
urban renewal program which would widen the road as necessary from before
Jalori Gate to the stadium. The BRT would be an integral part of this
redevelopment running in the centre of the widened road.
6.8.5 To achieve this, it would be necessary to widen the road to a uniform width
sufficient to provide adequate space for traffic, the BRT and stations where
necessary and wide sidewalks and planters. It is proposed that 32m would be
a suitable width. At the running sections of the BRT, this would comprise two
3.5m lanes in both directions for general traffic, two 3.5m lanes for the BRT
busways, two 1m dividers between the BRT lanes and the traffic lanes, two
sidewalks which should be at least 3m wide to accommodate pedestrians and
window shoppers and two 1.5m planters between the sidewalk and the traffic
lanes. At the BRT stations, the BRT lanes would be narrowed to 3.0m, the 1m

dividers omitted and a station of 4m width provided. If more landscaping or

planters were desired or wider sidewalks were wanted then these would
require additional width. These road layouts are shown in Figure 6.12.
Figure 6 12
Figure 6.12 Lane Arrangement for Urban Redevelopment Option
6.8.6 This option clearly requires considerable land acquisition. Details are given in
Chapter 8. A complete redesign of all the traffic circles along this section
would also be needed.
6.8.7 Each of the above options will be assessed in the overall economic analysis
and a recommended approach will be taken based on these findings.
6.9 Options for South and North Radial Sections

South Radial Section – 5th Road Circle to Ring Road
6.9.1 Pal Road from 5th Road to the Ring Road is almost uniformly dual three lane
with a 2m central median. Lane widths are 3.5m and so the road width is

23m. Most of the section has sidewalks with the building lines set well back
from the road and it would appear that it should be possible to provide two
lanes for BRT and stations as required along the length of the road.
6.9.2 At present, right and U turns are permitted at many locations along the road.
If the BRT were to be constructed, then right and U turns would require to be
restricted and to be fully signalised to ensure safety. Currently many right turn
movements are made at roundabouts, some of which should be converted to
signalised intersections to facilitate BRT operation and pedestrian access to
stations.
6.9.3 At intersections with right turn movements where stations are also located,
the roadway width must be increased from 27m to about 30.5m to
accommodate a 3m wide station / pedestrian safety island, two 3m wide BRT
lanes at the station and a 3.5m right / U turn lane. This layout was shown in
Figure 6.5
6.9.4 Details of the various JDA housing developments in the area south of the Pal
Rd ./ Ring Road junction are not yet finalized and no study was made of
space for terminal facilities or access. However discussions were held with
JDA to raise the possibility and advantages of terminating the BRT in such a
development project area.
North Radial Section – Paota Circle to Mandore Gardens
6.9.5 The road width in this section is less uniform than in the south. For the most
part, it is also dual three lane but with a narrower median of about 1.5m.
There are however some sections of road where it is slightly narrower with
the loss of one southbound lane, e.g., the 400m section north of Mahamandir
Circle. The section north of Lal Sagar to about 500m before Mandore
Gardens has a 15m road width and the final 500m to Mandore Gardens is
listed as 12m.
6.9.6 The proposals for these sections are as follows:
 For the 400m north of Mahamandir Circle, every effort should be made to
acquire the land to enable the two BRT lanes to be provided at this initial
phase;
 For the section north of Lal Sagar, it is proposed that the BRT will operate
in mixed traffic initially although stations will be constructed in the centre
of the road with localised widening in the expectation that the section will
be widened as the area develops. However if the land to widen the road
can be acquired without delay and at a reasonable price, the widening
and construction of the two BRT lanes could take place as part of the
initial phase. This can be re-assessed when the full FS is carried out.
6.10 Preliminary Layout Drawings

6.10.1 A set of drawings showing the entire corridor is attached as Annex B. The
drawings show the location of the busway, the stations and junction layouts
and were also intended to assist in the estimation of land acquisition.
6.10.2 The drawings relate to Option 1 in which no land is acquired in the central
section. They can however be used as a reference to help identify where land
would be needed for Option 3.

7 BRT RIDERSHIP, REVENUE AND VEHICLE REQUIREMENT
7.1 Outline BRT Design and Performance

7.1.1 The BRT service is proposed to operate from a terminal near the Jaisalmer
Ring Road via Pal Road, MG Hospital Road and Mandore Rd. to Mandore
Gardens. Since at present there is minimal congestion on the radial roads,
the BRT cannot be expected to operate at speeds any higher than general
traffic on these roads. In future, however, as traffic levels rise and congestion
increases, the presence of the exclusive lane for buses is likely to result in
time savings.
7.1.2 From 5th Road Circle to Paota Circle, traffic speeds are currently quite slow
and the presence of an exclusive BRT lane would result in time savings.
Option 1 could be considered to provide small amount of time savings while
Options 2 and 3 could be expected to provide much greater savings.
7.1.3 Apart from any time savings, the BRT is expected to offer a very different
public transport service from anything currently available in Jodhpur. The BRT
buses would be modern and comfortable with adequate capacity to take peak
loads without overcrowding. The service would be predictable and reliable
with very short waiting times.
7.1.4 The intention is that the service would be of sufficient quality to attract not
only the current bus and auto-rickshaw passengers but also residents who
had access to a motorcycle or car.
7.2 Restructuring of Existing Bus Routes

7.2.1 The proposed BRT alignment will duplicate several of the existing minibus
routes. Routes 1, 4, 5, 7, 15 and 23 all have a significant proportion of their
routes which duplicate the BRT. Details are shown in Figure 7.1. How best to
ensure the BRT maximizes its potential ridership while at the same time trying
to involve the minibus operators in the new BRT operation is discussed in
Chapter 10 on Institutional Issues. For the present, it will be assumed that
where substantial sections of a minibus route duplicate the BRT, then the
route will be cancelled or truncated. Table 7.1 shows the initial thinking on this
matter.
Table 7.1 Proposed Adjustments to Minibus Routes

Rt. No. Existing Terminals Proposed Changes
1 Mandore Pal Rd Cancel
2 Air Force Family Soor Sager No change
Quarters Kaliberi
4 Mata Kathan MDM Hospital Truncate to Railway Station
5 Mandore Chandpole Truncate to Jalori Gate
7 Chopasni Mandore Truncate to 5th Rd Circle
15 Mandore Filling Chopasni Truncate to 5th Rd Circle
Station Housing Board
23 Bora Nada Shikargarh Cancel
Industrial Area

Figure 7-1 Minibus Routes Duplicating BRT
7.3 Fare Structure, Fare Levels and Ticketing

7.3.1 If the above route cancellations and truncations are to be acceptable to the
current users of the minibuses, then the BRT must be able to offer a
comparable or better service. Fare is an important aspect of this and it would
seem that when the BRT begins operation, it should charge fares which are

no more than, and hopefully less than, the current minibus fares. Thus the
fare structure should be a graduated distance-based structure with a level
similar to the current minibus fares. The ridership forecasts which follow
assume this to be the case.
7.4 Ridership Forecasts

7.4.1 As noted earlier, bus and auto-rickshaw occupancy surveys were undertaken
at several points along the BRT corridor. Summaries of the key results are
shown in Tables 7.2 and 7.3 which show the daily passengers observed at
the survey locations by route for northbound and southbound movements
respectively.
Table 7.2 Observed Daily Minibus Passengers by Route and Location (N/b)
Northbound Minibus Passengers Observed at Survey Point by
Survey Location Route (All day)
Rt. 1 Rt. 2 Rt. 4 Rt. 5 Rt. 7 Rt. 15 Rt. 23 Total
Mandore 3122 711 501 4334
Lal Sagar 2803 980 364 563 20 4730
Paota Circle 5133 1276 1276 1291 2346 11322
Jalori Gate 3654 1467 767 1041 2549 743 10221
5‐12th Rd Cir. 3985 27 20 15 2438 6485
New Park 2114 35 20 3096 5265
Ring road 191 16 2630 2837
Table 7.3 Observed Daily Minibus Passengers by Route and Location (S/b)
Survey Southbound Minibus Passengers Observed at Survey Point by Route
Location (All day)
Rt. 1 Rt. 2 Rt. 4 Rt. 5 Rt. 7 Rt. 15 Rt. 23 Total
Mandore 2275 495 423 21 3214
Lal Sagar 2908 1166 381 478 82 5015
Paota Circle 6581 1211 1432 1452 2585 13261
Jalori Gate 3979 1468 771 1612 2746 318 10894
5‐12th Road Cir 3616 24 22 2370 6032
New Park 1797 4 2887 4688
Ring Road 192 39 41 2911 3183
7.4.2 The daily observed minibus passenger flows were converted to peak hour
flows by multiplying by the observed ratio of peak hour to all day passengers
which was 12% and then combining the results with the peak hour survey
data for auto-rickshaws. It was assumed that if the network changes
proposed above were implemented, then 80% of minibus passengers would
switch to BRT. For the auto-rickshaw passengers, the assumed rate of
diversion was much smaller at 20%.
7.4.3 Peak-hour passenger figures were available for motorcycle users for the
survey location on Pal Road which showed that about 2000 people used
motorcycles at that point. Taking this proportion to apply to all the above
survey locations and assuming 10% of motorcycle passengers switch to BRT,
an estimate of the BRT ridership that might be generated from motorcycles
was obtained.

7.4.4 The total predicted BRT ridership crossing the various survey points is shown
in Table 7.4 and it can be seen that the occupancies have a maximum of
1369 passengers at Jalori Gate in 2012.
7.4.5 In the CMP, it is estimated that the population of Jodhpur is growing at about
4% per annum. If it is assumed that the BRT might take 4 more years to plan
and construct, then the ridership should be increased by 4% per annum for
this period. This gives a 2016 figure for the peak load point to be 1600
passengers again at Jalori Gate.
7.4.6 Since the distance between survey locations is known, it is possible to
calculate the passenger.km along the corridor which is 19,637 pass.km in
2016. Assuming an average passenger trip distance of 6km on the BRT, this
suggests a total peak hour ridership of about 3273 in the northbound
direction.
Table 7.4 Peak Hour Diversion to BRT (Northbound )

Survey Total BRT
Location Minibuses Auto‐Rickshaws Motorcycles Passengers Pass.km
km
Est Est Est between
peak divn. to peak divn. to Peak divn. to survey
hour BRT % hour BRT % hour BRT % 2012 2016 points Pass.km
12% 80% 20% 10% 4%
Mandore 520 416 215 43 1646 165 581 679 0 0
Lal Sagar 568 454 183 37 1797 180 634 741 2.6 1928
Paota Circle 1359 1087 701 140 4301 430 1517 1775 3.8 6744
Jalori Gate 1227 981 946 189 3883 388 1369 1602 2.8 4486
5‐12th Rd
Cir 778 623 613 123 2463 246 869 1016 1.2 1220
New Park 632 505 151 30 2000 200 705 825 5 4126
Ring road 340 272 162 32 1078 108 380 445 2.55 1134
Total 17.95 19637
Ave Pass trip length (km) = 6
Peak‐Hour Passengers = 3273
7.4.7 A similar exercise for the southbound direction indicates a maximum load of
2192 passengers in 2016 which occurs at Paota Circle. Using the same
procedure to calculate the passenger.km, the number of passengers in the
peak hour is estimated as 3231 assuming an average 6km trip length. Details
are given in Table 7.5.
7.4.8 It is noted that the ridership estimates are very similar for both directions and
result in a total two-direction peak-hour ridership of about 6500 passengers.
Assuming a continuation of the 12% peak-hour factor, the daily ridership in
2016 would be about 54,000 passengers.

Table 7.5 Peak Hour Diversion to BRT (Southbound )

Survey Auto‐ Total BRT
Location Minibuses Rickshaws Motorcycles Passengers Pass. km
Est % Est % km
divn. divn. Est % btween
Peak to peak to Peak divn. to survey
hour BRT hour BRT hour BRT 2012 2016 points Pass.km
12% 80% 20% 10% 4%
Mandore 386 309 340 68 853 85 462 540 2.6 1405
Lal Sagar 602 481 128 26 1330 133 640 749 3.8 2845
Paota Circle 1591 1273 1244 249 3518 352 1874 2192 2.8 6137
Jalori Gate 1307 1046 505 101 2890 289 1436 1680 1.2 2016
5‐12th Road
Cir 724 579 710 142 1600 160 881 1031 5 5154
New Park 563 450 190 38 1244 124 612 716 2.55 1827
Ring Road 382 306 133 27 844 84 417 487 0
Total 17.95 19383
Ave Pass trip length (km) = 6
Peak Hour Passengers = 3231
7.5 Revenue Forecasts

7.5.1 The current minibus fare scale is as shown in Table 7.6 and the fare per km is
shown graphically in Figure 7.2.
Table 7.6 Current Minibus Fare Scale

Distance Band (km) Fare (Rs) Fare per km (Rs)
<2 4 2.00
2–4 6 2.00
4–6 7 1.40
6 – 10 8 1.00
10 – 15 10 0.83
15 – 20 12 0.71
20 – 25 14 0.64
25 – 30 16 0.59
30 - 35 18 0.56

Minibus Fares per km
2.50
2.00
Fare/Km (Rs)
1.50
Rs/km
1.00
0.50
0.00
0 5 10 15 20 25 30 35
Trip Distance (Km )
Figure 7-2 Minibus Fare per km by Distance Travelled
7.5.2 Since the length of the BRT is expected to be about 18km from Mandore
Garden to the terminal at the Ring Road, it is likely that the average trip length
will be about 6km. From the information in Figure 7.2, it would seem that a
6km trip would cost about Rs1.25 per passenger.km and this would also
seem to be a reasonable average figure.
7.5.3 From the data in Tables 7.4 and 7.5, it can be seen that the two-way total
passenger.km is about 39,000 per peak hour which at the peak factor of 12%
would result in revenue of Rs 406,250 per day.
7.6 Vehicle Requirement

7.6.1 At this Pre-Feasibility stage the ridership forecasts are preliminary and do not
have any detail such as on and off movements at stations. It is not therefore
appropriate to consider detailed operational issues such as short working
services, etc. It is clear however that the ridership based on today’s pattern
falls off significantly at the outer areas of the route. This suggests that the end
to end service may usefully be reinforced by a service focusing on the central
area and slightly beyond. For the present, however, estimates will be based
on an end to end service.
7.6.2 From the information in Tables 7.4 and 7.5, it can be seen that the peak load
at the peak hour in the southbound direction is 2192 pphpd while in the
northbound direction, it is 1775 pphpd. The critical direction is therefore
southbound and the load to be designed for is 2192 pphpd.
7.6.3 The frequency of service to be offered depends on the capacity of the bus in
service. For a flow of over 2000 passengers per hour the options would seem
to be either a 12m single deck bus which would have a capacity of about 85
passengers assuming about 35 seats or a 15m single deck articulated bus
with a capacity of about 120 assuming about 45 seats. If the 12m bus is
adopted it would require to operate at a peak frequency of about 2 - 3 minutes
whereas the 15m articulated bus would require to operate at a peak
frequency of about 3 – 4 minutes.
7.6.4 The route distance proposed is 18km and it is likely that the BRT could
operate at 20 – 24 kmph depending on the extent of priority it can achieve

through the central area and the extent to which priority is needed and can be
provided at intersections in the outer areas.
7.6.5 Assuming the BRT can operate at 22kmph and that an allowance of 10% of
the journey time is given to the drivers for a rest at the end of each trip, the
time for one round trip would be about 108 minutes. In this case, the number
of 12m buses needed for say a 2 minute frequency would be 54 buses. If the
15m articulated buses were to be used operating at a 3 minute frequency,
then 36 buses would be needed. An allowance for spares of 10% would need
to be added to these figures to provide the estimate of fleet size. Thus a fleet
of 60 12m buses has been assumed for costing purposes.
7.6.6 While these ridership figures will be re-assessed at the Feasibility Study
stage, it is worth noting that if the minibus routes are cancelled or truncated
as suggested herein, then the initial ridership using 12m buses will be rather
close to the realistic capacity of a single lane using 12m buses. Options to
increase capacity with a single lane are to operate two 12m buses as a
convoy. In the design of the stations this has been allowed for since the
platform length proposed is 24m. Two 12m buses in convoy with
simultaneous boarding could be expected to carry 5,000 to 6,000 pphpd at
the maximum load point.
7.6.7 If it is planned to create a BRT network in Jodhpur as would seem sensible,
then the section between Paota Circle and 5th Road Circle will be very busy
and it is likely that longer stations with more stopping places would be needed
as would four lanes to enable overtaking at the stations. This would suggest
that the tunnel option with four lanes at stations would be the most
appropriate design.

8 LAND ACQUISITION AND RESETTLEMENT IMPACTS
8.1 Introduction
8.1.1 As part of the pre-feasibility study of the proposed BRT system in Jodhpur, a
preliminary social assessment was carried out to assess potential land
acquisition and resettlement impacts of the three alternative options. For each
of the three options, the extent of impacts (preliminary) in terms of land
acquisition and resettlement have been assessed, and block cost estimates
worked out. These have provided inputs to the economic and financial
analysis of the options, apart from providing guidance to the JDA and
Government of Rajasthan in the finalization of the most feasible option. The
key activities carried out as part of the initial social assessment included:
i.) Reconnaissance site visits to the corridor and appreciation of the
alternative options;
ii.) Preliminary consultations with the stakeholders, including JDA, revenue
department, communities along the corridor and other Government
agencies;
iii.) Collection of secondary information on RoW availability along the corridor,
land values at various locations along the corridor; consultations with real
estate professionals in understanding the prevailing market values along
the corridor;
iv.) Preliminary assessment of potential impacts, on land, structures, cultural
properties and other assets;
v.) Appreciation of ADB policies w.r.t resettlement in ongoing urban
development projects in Rajasthan;
vi.) Assessment of preliminary cost estimates for land acquisition; and,
vii.) The way forward.
8.2 RoW Information along the Project Corridor

8.2.1 The existing Right of Way (ROW) information for the project corridor was
obtained from the Public Works Department and JDA. In addition, the actual
land width available at various locations along the corridor was measured to
understand the available RoW free of encumbrances. Based on the available
land widths, the corridor can be divided into sections as follows:
 Section 1: Mandore Junction to Lalsagar (2km) – about 29m, with the
exception of about 300m in the initial stretches where the RoW is less
 Section 2: Lalsagar to Mahamandir (2km) - between 20-24m;

than 25m;
 Section 3: Mahamandir to Stadium (3.1km) – ranges from 25-30m;

 Section 4: Stadium to Jalori Gate (about 1.8km) – narrowest section along
the corridor passing through the old city of Jodhpur with widths ranging
 Section 5 : Jalori Gate to Residency Road circle (about 1.8km) – ranging

from 14 to 18m;
 Section 6: Residency road circle to the Ring road junction (about 7km) –
from 28 to 30m; and,
the section with widths available of about 40m uniformly for the entire
length.
8.3 Need for Land Acquisition and Resettlement

8.3.1 The land acquisition requirements and resettlement impacts have been
assessed for each of the three alternative options being evaluated for the
proposed BRT corridor:



Option 1 Bus Priority Measures within Existing Road Widths

Option 2. Provide Grade Separation for the BRT
Option 3. Widen MG Hospital Road
8.3.2 Minimization of resettlement impacts and private land acquisition has been a
critical consideration during the finalization of the potential options for the
proposed BRT facility. This has been achieved through: (i) Preparation of
cross-sections / designs to minimize land acquisition along the northern and
southern stretches of the corridor. Accordingly, cross-sections that can be
accommodated within the available RoW, with the exception of stations and
junction locations are proposed; and (ii) Consideration of design options to
avoid land acquisition along stretches within the central stretch of the corridor
within Jodhpur city. Towards achieving the same, Option 1 has been worked
out within the existing road width while the Option 2 proposes grade
separation of the BRT lanes within the congested portions of the Jodhpur city
through construction of a tunnel from Stadium upto Jalori Gate. As a result,
Options 1 and 2 do not envisage significant land acquisition impacts with the
exception of BRT stations.
8.3.3 The Option 3 conceives the BRT corridor as an integral part of a
comprehensive urban renewal program for Jodhpur. This option would require
widening the road as necessary from the Stadium upto the Jalori Gate. The
BRT would be an integral part of this redevelopment running in the centre of
the widened road. To achieve this, it would be necessary to widen the road to
a uniform width sufficient to provide adequate space for traffic, the BRT and
stations where necessary and wide sidewalks and planters. It is proposed that
32m would be a suitable width. Acquisition of an additional land ranging from
14 to 18m along this stretch shall be required to accommodate this Option.
Apart from land acquisition, impacts on commercial structures shall be
significant given that this stretch forms part of the commercial spine of the
city. This option requires considerable land acquisition and shall result in
displacement of businesses, which have been in existence over the past
more than 50 years.
8.4 Potential Impacts - Land

8.4.1 A preliminary estimate of land acquisition for the three options is summarized
in Table 8.1.
 Option 1, has the minimal land acquisition requirements, as the option
envisages bus priority measures within the available road widths. For
Section 1 from Mandore junction to Lalsagar it is proposed that the BRT
will operate in mixed traffic initially although stations will be constructed in
 Option 2, has the same extent of land requirements as Option 1, the only
the centre of the road with localised widening.
variation being that there will be dedicated BRT lanes in the northern end
of the corridor, section 1 from Mandore Junction to Lalsagar, which would
trigger land acquisition. The land required along this stretch includes
Government lands belonging to a school as well as lands belonging to the
Police and Defence departments. Land acquisition within the city stretch is
not envisaged due to the proposal of a tunnel for the stretch from Stadium
 Option 3, in addition to the land requirements of Option 2, requires an

to Jalori gate;
acquisition of about 2.4ha of strip land acquisition apart from impact on

properties and assets within the city stretch.

Table 8.1 Preliminary Land Acquisition Requirements

S.No Section Land acquisition requirements(sq m)
Option 1 Option 2 Option 3
1 Section 1: Mandore 43.5 2501.5 2501.5
Junction to Lalsagar
2 Section 2: Lalsagar to 497.5 497.5 497.5
Mahamandir
3 Section 3: Mahamandir to 107.5 107.5 107.5
Stadium (3.1km)
4 Section 4: Stadium to 0 0 24299.2
Jalori Gate
5 Section 5 : Jalori Gate to 0 0 0
Residency Road circle
6 Section 6: Residency road 0 0 0
circle to the Ring road
junction
Total 648.5 3106.5 27405.7
8.5 Potential Impacts - Private Structures

8.5.1 Table 8.2 presents the potential impacts on private structures. The extent of
impacts on properties is significant in case of Section 4 within the city,
wherein a total of 973 private properties apart from 21 squatters shall be
impacted if widening is to be carried out to 32m from the existing widths.
While there is no land acquisition envisaged along section 5, there is
significant encroachment within the RoW along this stretch as a result of
which 127 encroachments have been inventoried, and are likely to be
impacted.
Table 8.2 Preliminary Assessment of Impacts on Private Structures
S. Section Option 1 Option 2 Option 3
No
Encroachers
Encroachers
Encroachers
Titleholders
Titleholders
Titleholders
Squatters
Squatters
Squatters
1 Section 1: Mandore 10 0 1 10 0 1 10 0 1
Junction to Lalsagar
2 Section 2: Lalsagar to 38 28 23 38 28 23 38 28 23
Mahamandir
3 Section 3: Mahamandir 16 13 9 16 13 9 16 13 9
to Stadium (3.1km)
4 Section 4: Stadium to 0 0 0 0 0 0 0 21 973
Jalori Gate
5 Section 5 : Jalori Gate 127 5 0 127 5 0 127 5 0
to Residency Road
circle
6 Section 6: Residency 13 31 0 13 31 0 13 31 0
road circle to the Ring
road junction
Total 204 77 33 204 77 33 204 98 1006

8.5.2 Of the 973 structures within Section 4, there are significant numbers (about
30%) of structures occupied by tenants. Several of these tenants have been
occupying the premises (for business purposes) for more than 40-50 years.
The rents currently being paid by these households are not commensurate
with the prevailing market rates. Consultations with several of the structure
owners and tenants indicated that the rents paid are about 25% of the
prevailing rates.
8.6 Potential Impacts - Government Lands

8.6.1 In addition to the private properties, impacts on the following lands/properties
belonging to the various Government agencies are envisaged (Table 8.3).
Apart from the lands belonging to the state government
agencies/departments, impacts on railway land and lands belonging to
defense ministry are likely.
Table 8.3 Assessment of Impacted Government Lands
S. Structure and location Option Option Option
No 1 2 3
Section 1: Mandore Junction to Lalsagar
1 Sr. Secondary School (LHS) √ √ √
2 Defence land / Police land √ √ √
Section 2: Lalsagar to Mahamandir
3 Railways land (Mandoor Mandi to Mahamandir √ √ √
)
Section 3: Mahamandir to Stadium
4 33kV substation (Manji ka Hattha ) √ √ √
5 Railway land (ROB crossing to Stadium) √ √ √
6 Govt. offices and High court and Ghoomar √ √ √
Hotel
7 Commisionerate office √ √ √
Section 4: Stadium to Jalori Gate
8 MG Hospital x x √
Section 6: Residency road circle to the Ring road junction
9 PHED pump house room (Near Chopasni √ √ √
Housing board station)
8.7 Impacts on Cultural Properties

8.7.1 Raj Ranchhodji Temple within Jodhpur city is the most significant of the
religious properties along the corridor. Though not a protected monument, the
temple is heavily visited and is one of the tourist attractions of Jodhpur.
Impacts to the temple are envisaged in the event of Option 3 being taken up.
Direct impacts to the temple shall be avoided through widening on the
opposite side of the road along the specific stretches.
8.7.2 In addition, there exists a total of 27 cultural properties along the corridor
which are likely to be impacted (Table 8.4). Impacts on each of these
structures will require to be carefully addressed during the feasibility studies
and designs finalized in consultation with the community, especially along the
more visited religious structures as the Mosque (near Mandore Mandi), Shani
Temple/ Shani Ji ka Than, Sankat Mochan Balaji Temple and Kheme ka Kua.

Table 8.4 Cultural Properties along the BRT Corridor

1. Mosque (near 1st RAC gate) 14. Devi Maa temple
2. Bhomiya Ji temple 15. Baba Ramdeo temple
3. Mosque (near Mandore Mandi) 16. Barkatullah Stadium to Dalle
4. Dargah (Bhadwasiya) Khan ki Chakki (Private bus
5. Huseni Mosque with chicken stand)
Shop (Bhadwasiya) 17. Baba Ram Deo temple
6. Small temple (Paota circle) 18. Veer Hanuman temple
7. Old Cenotaph of Gora Dhai 19. Small temple with Peepal tree
(opposite to stadium gate) (opposite to stadium)
8. Between Jalori Gate to 5th road 20. Small temple with Peepal tree
Circle (opposite to stadium)
9. Jai Ambe Mata temple, at Jalori 21. Someshwar Mahadev temple
Gate circle towards pal Road 22. Small temple
10. Shani Temple/ Shani Ji ka Than 23. Shiv Parvati temple
11. Mahadev temple 24. Sankat Mochan Balaji Temple
12. 5th road Circle to Barkatullah 25. Kheme ka Kua
Khan Stadium 26. Small temple near Ber (Zizyphus)
13. Hanuman Ji Temple Plant
27. Bhadu Market temple
8.8 Resettlement Policy Framework

8.8.1 Resettlement impacts in the project shall be addressed in accordance to the
GoI policy requirements and shall conform to the provisions of the Safeguards
Policy Statement (SPS), 2009 of the ADB. The Resettlement Framework (RF)
for the Rajasthan Urban Development Sector Investment Program being
funded by the ADB, is proposed to be adopted for the proposed BRT project
in Jodhpur for the following reasons:
 The RF addresses the various involuntary resettlement impacts envisaged
 The RF is approved by the Government of Rajasthan, and is already

in the proposed BRT facility;
 The RF addresses the requirements of the ADB as well as the GoI/state

being implemented in the various project cities within the state;
government.
8.8.2 The key objectives and core involuntary resettlement principles of the RF to
be followed for every sub-project is as follows:
i.) land acquisition, and other involuntary resettlement impacts will be
avoided or minimized exploring all viable alternative sub-project designs;
ii.) where unavoidable, time-bound resettlement plans (RPs) will be prepared
and APs will be assisted in improving or at least regaining their pre-
program standard of living;
iii.) consultation with APs on compensation, disclosure of resettlement
information to APs,
iv.) and participation of APs in planning and implementing sub-projects will be
ensured;
v.) vulnerable groups will be provided special assistance 2 ;
vi.) payment of compensation to APs including non-titled persons (e.g.,
informal dwellers/squatters, and encroachers) for acquired assets at
replacement rates;
2
Including poor households, households headed by women, the elderly, the disabled, and scheduled
tribes considered vulnerable based on the Indigenous People Framework (IPF).

vii.) payment of compensation and resettlement assistance prior to the

contractor taking physical acquisition of the land and prior to the
commencement of any construction activities;
viii.) provision of income restoration and rehabilitation; and
ix.) establishment of appropriate grievance redress mechanisms.
8.8.3 The entitlement matrix as proposed in the RF is presented in Annex C. The

entitlement matrix summarizes the main types of losses and the
corresponding entitlements in accordance with the Government and ADB
policies.
8.8.4 Based on the outcomes of the socio-economic surveys of the affected
persons to be taken up during the RP preparation for the project, any
modifications to the entitlement provisions shall be worked out and the
entitlement matrix modified accordingly.
8.9 Preliminary estimates for land acquisition and resettlement

8.9.1 The recent land values (DLC rates) 3 for Jodhpur as published by the District
Level Committee, was collected from the Registration and Stamps
Department. The DLC rates along various stretches of the BRT corridor are
given in Table 8.5.
Table 8.5 DLC Rates (2011) along the BRT Corridor
S.No Location DLC rate Rs./ sq ft (2011)
1 Mandore Junction, Lal sagar, Mandore 2200
mandi
2 Bhadwasia 2640
3 Mahamandir, Paota circle 7370
4 High court 8833
5 Stadium, Naisadak, MG Road, Jalori 8280
Gate
6 5th Road, residency road circle 7361
7 Barkattulah stadium 6161
8 Shastri nagar 7384
9 Subash nagar, Chowpasni housing 1232
board
10 Khema ka kua 2186
11 Ring road junction 2640
8.9.2 The resettlement cost estimate for the project (Table 8.6) includes eligible
compensation 4 and resettlement assistance for the three options. Apart from
the high resettlement costs associated with Option 3, given that there is a
significant impact of businesses within the city and associated livelihood
impacts, there is a need for an extensive consultation with the communities,
shopkeepers, property owners and tenants prior to finalization of designs.
3
The Registration and Stamps department, Government of Rajasthan, updates the land
values of every locality in the state on an annual basis. The updation is carried out by the
District Level Committee and the rates are referred to as the DLC rates.
4
Consultations with real estate professionals in the city and discussions with communities in
the project area indicated that there is a gap between the DLC rates and the actual
transactions, and the difference between the two is of the order of 30- 40%. For the purposes
of preliminary estimation of compensation for land, 1.4 times of the DLC rates have been
considered.

Table 8.6 Preliminary Land Acquisition and Resettlement Costs

S.No Item Option 1 Option 2 Option 3
1 Compensation towards
land acquisition (INR) 32,866,285 115,800,838 115,800,838
2 Structure compensation
and other resettlement
assistance (INR) 24,300,000 25,400,000 300,800,000
Total (INR) 57,166,285 141,200,838 416,600,838
Total (in USD)
1,078,609 2,664,166 65,074,183
8.10 The Way Forward

8.10.1 Given the nature and scale of impacts, all the three alternative options shall
involve major impacts on more than 200 persons (about 40 families) and
hence will be categorized as Category A in terms of Involuntary Resettlement
Impacts. In line with the ADB policies, preparation of a RP, in line with the
procedures outlined in the RF shall be taken up as part of the feasibility
studies.

9 ENVIRONMENTAL ASSESSMENT
9.1 Introduction
9.1.1 This chapter describes relevant physical, biological, and socioeconomic
conditions within Jodhpur and the project area. The substantive aspects of
this chapter will guide the preparation of environmental impact assessment
reports during feasibility study and detailed design stage.
9.2 Physical Characteristics

9.2.1 Location. Jodhpur District is bounded by Nagaur in east, Jaisalmer in west,
Bikaner in north, and Barmer as well as Pali in the south. The length of the
district from north to south and from east to west is 197 km and 208 km
respectively. The district stretches between 26°00’ and 27°37’ at north latitude
and between 72°55’ and 73° 52’ at east longitude. This district is situated at
the height between 250-300 meters above mean sea level (msl).
9.2.2 Geology. The geological set-up of Jodhpur District is represented by various
igneous, metamorphic and sedimentary rocks. Delhi Super Group litho units
are very limited and in the form of isolated pockets. Erinpura granites and
Malani igneous rocks cover large area in the southern part of the district.
Marwar Super Group of rocks occupies maximum geographical area of the
district lying in the central, western, and eastern parts of the district. The rock
units of various formations belonging to Cenozoic epoch/era represented in
very small area and lies in the north-western parts of the district. In the entire
district, the hard rocks are overlain by thin blanket of alluvium and windblown
sand.
9.2.3 Geomorphology. Jodhpur district forms part of Great Thar Desert of
Rajasthan. In the eastern part of the district, the area between Bilara and
Jodhpur is covered by alluvium deposited due to fluvial action of Luni river
system. The eastern part of the district area exhibits gentle undulating
topography interrupted by small ridges of hard rocks. Regional slope is from
north-east towards south-west direction. Orientation of alluvial plain area
follows the Luni river and its tributaries. Sand dunes occupy a major part of
the district north of Vindhyan escarpment in northern and northwestern part of
the district. The sand dunes are transverse and longitudinal types formed due
to aeolian action and overlie the denuded consolidated formations. Ridges
and hillocks are common features in Bilara and Osian tehsils. A chain of
escarpments and ridges composed of comparatively resistive rocks like
granite, rhyolite and Jodhpur sandstone are found extending from Shergarh in
the west to Bilara in the east. Presence of boulder beds exhibit striking plain
topography around Bap and similarly the low lying out-crops of limestone,
shale and sandstone layers are also observed in northern part of the district
near Phalodi.
9.2.4 Soils. Red desertic soils are the most predominant soils in central, eastern
and southern parts of the district. These are pale brown to reddish brown
soils, loose and well drained and texture varies from sandy loam to sandy
clay loam. Desert soils occupy a considerable area of the district forming its
northern and western parts. Sand dunes occupy a small part in northern and
north-western margin of the district. These are sandy to loamy sand, loose,
structure less and well drained. Lithosol and regosols are found in hills and
hill slopes of central and western part of the district. These are shallow, light
textured, fairly drained, reddish brown to grayish brown in color. The project
area consists mainly of Red desertic soil and desertic soil

9.2.5 Hydrology. Ground water occurs under unconfined to semi-confined

conditions in rocks of Delhi Super Group, Jodhpur sandstone, Bilara
limestone, Nagaur sandstone, Lathi sandstone, and unconsolidated
sediments (valley fills and alluvium). These form the chief source of ground
water in the district.
9.2.6 Yield of existing open wells in areas where Delhi Super Group rocks exist
generally varies from 30 to 90 cubic meter per day (m3/day). Yield of open
wells in granite and rhyolite formations varies from 10 to 50 m3/day. Yield of
wells tapping good weathered zone in granites is up to 80 m3/day. Dug-cum
bore wells and bore wells in favorable selective locations can yield up to 120
m3/day. Open wells tapping sandstone generally yield low to moderate
quantity of water with yield varying from 30-180 m3/day. Bore wells tapping
saturated zones down to depth of 200 m yield 7 to 55 m3/hr water with 5 to 8
m draw down. Thickness of limestone varies from a few meters to more than
100 m. The yield of wells in limestone areas varies largely because of
considerable variation in limestone characters. Yield of wells in limestone
areas generally lies between 10 and 40 m3/hr. Wells in Bap boulder bed
formation yield meager quantity of water, which is saline. Yield of wells in
Lathi sandstone formation varies largely but generally lies in range of 15 to 60
m3/hr. Yield of open wells in unconsolidated sediments varies from 20 to 100
m3/day in alluvium. Yield of exploratory tube wells constructed in alluvium
ranges from 22 to 55 m3/hr.
9.2.7 Drainage. Jodhpur district falls in the Luni and Barmer river basins. Major
river of the district is Luni, with total length of 125 km and flows in east-
northeast to west-southwest direction. It enters in Jodhpur district near village
Jhak in Bilara tehsil and leaves the district near village Dhundhara. Channel
pattern of Luni is dendritic to sub-parallel. However in major part of the
district, the drainage is essentially ephemeral and internal. Important
tributaries to the Luni river are Mithri and Bandi. Other streams in the district
are Jojari, Golasmi, Guniamata and Bastua, which are all ephemeral. The
project corridor is 7.5 km aerial distance from Jojari River (nearest body of
water).
9.2.8 Water Resources. Important lakes in Jodhpur City include (i) Balsammand
Lake; (ii) Kaylana Lake; and (iii) Sardar Samand Lake. Balsammand Lake, an
artificial lake built in 1159 AD, approximately 7 km from the main city, on the
Jodhpur - Mandore road. This lake is approximately one kilometer long, fifty
meters wide and fifteen meters deep. Kaylana Lake is located 8 km to the
west of Jodhpur on the Jaiselmer road. It is constructed in 1872 and spreads
over 84 square km. Sardar Samand Lake lays 60 km south-east of Jodhpur
off the Jodhpur - Pali route. Sardar Samand Lake attracts countless varieties
of migratory birds. Nearby Sardar Samand Lake is important point for spotting
freely roaming wildlife of the region, especially the Black Buck, Neelgai and
Chinkara. The nearest water body to the project corridor is Lalsagar lake with
an aerial distance of 1.2 km.
9.2.9 Water Quality. As per groundwater scenario published by the Central
Groundwater Board, there is a large variation in chemical quality of ground
water in the district. The quality depends on the characteristics of water
bearing formation, movement of groundwater, depth to water levels etc. It is
seen that in shallow ground water zone, the electrical conductance varies
generally from 510 to 9,460 ms/cm at 25C. Highly mineralized ground water
occurs in Rann area. The ground water in southern, south-eastern parts of
the district, south and south west of district is saline. In northern part around
Bap and extreme north, ground water quality is brackish to saline. Textile and

steel rolling mills are most polluting industries in Jodhpur city. The effluent
mainly contains alkalies residual dyes, starch and cellulose, soluble sodium
salts, silicates, Sulphates and nitrate chemicals. In discharge area of
effluents, the ground water quality is brackish to saline. Due to pollution, there
is an increase in concentration of sodium, sulphate, chloride and nitrate in
ground water which further deteriorates already existing poor quality of
ground water and making it unfit even for cattle in the nearby areas of
discharging point of wastewater. Higher concentration of nitrate more than
100 ppm is reported in northern, eastern and western part of the district. This
includes the areas of Bap, Shergarh, Balesar, Mandore, Osian and
Bhopalgarh blocks. Fluoride concentration in groundwater exceeding
permissible limit (1.5 miiligram per liter [mg/l]) has been reported from all the
blocks. Higher values i.e. more than 3 mg/l of fluoride are observed in Bap,
Balesar, Shergarh, Mandore, Bilara and Luni blocks.
9.2.10 Air Quality and Metrology. Monitoring conducted by Rajasthan Pollution
Control Board from 2005 to 2010 (Table 9-1) shows air quality in Jodhpur City
is deteriorating in terms of respirable suspended particulate matter (RSPM),
suspended particulate matter (SPM), sulfur dioxide (SO2), and nitrous oxides
(NOx).
Table 9.1 Yearly Variation in Air Pollutants in Jodhpur City

Year SPM (ug/m3) RSPM (ug/m3) SO2 (ug/m3) NOx (ug/m3)
Industrial Residential Industrial Residential Industrial Residential Industrial Residential
National
Standards 360 140 120 60 80 60 80 60
2005-06 340 357 111 118 7.98 8.05 19.68 19.58
2006-07 357 395 118 135 6.77 6.48 21.77 21.08
2007-08 374 385 136 140 6.94 6.36 24.49 22.65
2008-09 372 392 134 146 6.25 6.12 23.76 23.40
2009-10 382 393 148 153 5.86 5.67 23.06 22.21
9.2.11 Most recent available data for air quality along the project corridor were taken
from the Annual Report of Rajasthan Pollution Control Board covering period
2009 to 2010 (Table 9-2). Data shows suspended particulate matter value is
maximum in April 2009 at Sojati Gate and minimum in September 2009 at
Chopasni Housing Board. Similarly the respirable suspended particulate
matter value is maximum in March 2010 at Sojati Gate and minimum in
September 2009 at Chopasni Housing Board. Sulfur dioxide (SO2) value is
maximum in May 2009 at Sojati Gate and minimum in August 2009 at
Chopasni Housing Board. Similarly nitrous oxides (NOx) value is maximum in
January 2010 at Sojati Gate and minimum in August 2009 at Chopasni
Housing Board.
Table 9.2 Air Quality Monitoring Data along the Project Corridor
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Unit 2009 2009 2009 2009 2009 2009 2009 2009 2009 2010 2010 2010
RSPM ug/m3 181 192 188 131 120 132 168 171 174 166 209 225
SPM ug/m3 454 456 454 266 359 370 427 426 425 412 441 482
Mahaman SO2 ug/m3 5.2 5.1 5.1 5.1 5.0 5.1 5.5 5.3 5.3 5.5 5.2 5.1
dir NOX ug/m3 21.1 20.9 20.5 20.6 20.2 20.3 22.0 20.7 20.5 21 20.5 20.1
RSPM ug/m3 - 146 136 99 89 86 101 95 107 148 116 115
Chopasni SPM ug/m3 - 371 464 286 287 262 351 293 319 341 337 164
Housing SO2 5.0 5.0 5.0 4.9 5.0 5.0 5.2 5.2 5.3 5.2 5.1
Board NOX - 20.7 20.4 20 19.8 19.9 21.0 20.5 20.7 21.1 20.3 20
Shastri RSPM ug/m3 - 168 162 118 97 108 119 140 142 154 179 160
Nagar SPM ug/m3 - 396 492 311 318 302 354 362 375 376 457 434

Police SO2 - 5.8 6.0 5.7 5.9 5.7 6.1 6.0 6.2 6.4 6.1 5.9
Station NOX - 24.1 23.2 22.3 22.7 22.2 23.7 23.4 23.6 24.9 23.3 23.0
RSPM ug/m3 241 158 220 148 141 141 177 230 270 163 198 251
SPM ug/m3 534 407 487 361 342 371 444 468 416 416 431 406
SO2 5.6 6.9 6.3 6.0 6.2 6.0 6.8 6.5 6.6 6.8 6.6 6.5
Sojati Gate NOX 23.9 24.6 24.3 23.7 23.5 23.2 25.6 24.7 24.8 25.7 24.3 24.7
Source: Annual Report Rajasthan State Pollution Control Board (2009 to 2010)
9.2.12 Noise Levels. Table 9-3 shows that the average noise level in the city, as
monitored by Rajasthan Pollution Control Board, is already much above the
standard prescribed value.
Table 9.3 Average Yearly Noise Level at Different Areas in Jodhpur City
Year Commercial Commercial Area Residential Residential Area Silent Area Silent Area
Area (Day Time) (Night Time) Area (Day (Night Time) (Day (Night
Time) Time) Time)
Leq dB (A) Leq dB (A) Leq dB (A) Leq dB (A) Leq dB (A) Leq dB (A)
Standard 65 55 55 45 50 40
2008 78.3 68.9 74.2 71.6 75.3 62.3
2009 78.5 78.2 69.0 68.6 67.6 64.9
9.2.13 Climate. Jodhpur climate is of an extreme type, with the variations in

temperature range being very high. Weather is dry and hot, a typical desert
weather. Jodhpur is bright and sunny throughout the year. Atmosphere is
generally dry except during the monsoon period. The average annual rainfall
is approximately 32 cm. The rainy days are limited to maximum 15 in a year.
Almost 80% of the total annual rainfall is received during the southwest
monsoon, which enters the district in the first week of July and withdraws in
the mid of September. In summer, the maximum temperature is around 42
deg C and the minimum temperature is around 37 deg C. In winters, the
maximum temperature is around 27.5 deg C and the minimum temperature is
around 1 deg C. The humidity is highest in August with mean daily relative
humidity is 81%. The annual maximum potential evapo-transpiration in the
district is quite high and it is highest (264.7 mm) in the month of May and
lowest (76.5 mm) in the month of December.
9.2.14 Winds. Winds are generally light in the post-monsoon and winter months. For
the rest of the year, winds are moderate getting slightly stronger in the south-
west monsoon period. In the period May to September, winds are mainly from
directions between south and south-west. In October, winds are light and
variable in direction. During the rest or the year winds are from directions
between south-west and north-west.
9.2.15 Special Weather Phenomena. A few depressions in July and August
originate in the Bay of Bengal and move in a westerly direction, reach the
district and its neighborhood during their last stages causing gusty winds and
heavy rain. Dust storms and thunderstorms accompanied by squalls occur in
the summer and even in the early monsoon period. In the cold season
western disturbances affect the district causing cloudy sky. Figure 4 shows
the climatic condition of Jodhpur district and table 6 provides rainfall data of
the district
9.3 Biological Features

9.3.1 Forests. Jodhpur District covers 242.89 hectares of forest areas comprising
of 4.68 hectares of reserved forests, 175.52 hectares of protected forests,
and 62.70 hectares of unclassified forests. The project corridor is not located

within or adjacent any reserved or protected forests. The nearest reserve

forest is 3.2 km towards Tagat Sagar Lake.
9.3.2 Flora and Fauna. Due to sandy soil only scrub and thorny bushes of
vegetation are found in the forest areas of the district. The main species of
trees are kumat, kair, khejri, babul, bir, jal khara, pilu, etc. Fruit bearing trees
are pomegranates and guavas. The fauna of the district include jackal, jungle
cat, indian fox, black buck, chinkara, common hare, etc. the birds commonly
found are baya, koyal, parrot, vulture, jungle crow, bulbul, house sparrow,
kite, sand grouse, common quail, grey partridge, little egret, etc. 1. Lizards of
the following families are found in the district: Gekko - Nidae, Agamidac, and
Scincidae Lacertidae and Varanidae. Snakes are plentiful in the district and
are found in the desert tracts and in the bushes. There are no
endangered/protected species along the project corridor. All of the flora and
fauna observed are common in urban and developed areas.
9.3.3 Other Environmentally Sensitive Areas. The project corridor is not located
within or adjacent to any wetlands, mangroves, estuarines, buffer zone of
protected area, or special area for protecting biodiversity.
9.3.4 Trees. All trees along the project corridor are avenue trees (Table 9-4). There
are no forest trees along the project corridor.
Table 9.4 ndicative List of Tree Species Along the Project Corridor
Number of trees
within 27 meters of
Scientific Names Common name corridor
1. Bauhinia variegata Kachnaar 13
2. Dalbergia sissoo Shisham 204
3. Calotropis procera Aak (Shurb) 56
4. Prosopis cineraria Khejri (State tree of Rajasthan) 32
5. Capparis decidua Kair (Shrub) 15
6. Zizyphus Ber 38
7. Tamarindus indicus Imli 4
8. Salvadora oleiodes Pilu 100
9. Tecomella undulata Rohida (State flower of Rajasthan) 50
10. Cassia fistula Amaltash 31
11. Acacia nilotica Subabul 73
12. Pongamia glabra Karanj 484
13. Azardirachta indica Neem 1,011
14. Alstonia Sapt patti 136
15. Delonix regia Gulmohar 20
16. Ficus religiosa Peepal 79
17. Ficus bengalensis Bargad/Bad 26
18. Ailanthus Ardu 44
19. Robinia pseudoacacia Rubiniya 15
20. Eukelyptus Safeda 5
21. Bombax cebia Sem 13
22. Moringa Semal 16
Total 2,465
9.4 Land Use Pattern

9.4.1 The predominant land use along the project corridor is classified as
commercial or residential areas. Mandoor Mandi to Chopasni Housing Board
has the highest density of businesses establishments. Details are provided in
Table 9-5.

Table 9.5 Land Use Pattern Along the Project Corridor

(Within 14 meters from the Centerline on Both Sides)
Lengt Right Hand
Stretch Chainage h Side Left Hand Side
From To From To km
Pvt. Land,
Culvert ONGC
Mandore 0.581 land, Pvt. land, Govt. school, culvert,
junction 1st Bat RAC 0.000 0.581 Police line, Pvt. land, BSF
Nagori Bera bus stand,
Station Govt land Central School, Govt.
Station 1 Balsamand 0.581 0.926 0.345 (Defense) land (Defense)
Govt. land
Balsamand Lal Sagar (Police Govt. land (Defense),
4 ways St. 0.925 2.000 1.075 department), Pvt. land, Railway land
Temple (Bhomiya Ji),
Railway line with 4 ft
wall, Ground level water
storage tank (PHED),
Lal Sagar St Mandor Housing Mountain with old
St. mandi 2.000 2.676 0.676 colony structure
Mosque,
Mandor Grave yard, Railway line, license
mandi Bhadwasia 2.676 3.231 0.555 Private land vendors,
Shops,
Bhadwasia Mahamandir 3.231 4.231 1 Residential Shops, Residential
Mahamandir
Mahamandir -2 4.231 4.606 0.375 Shops Residential
Residential,
Income tax Shops, Railway land,
Mahamandir Paota C colony, Residential, Bhram
-2 Road 4.606 5.186 0.58 Hospital, Vidhya institute
Sun City hospital,
33/11kV substation,
Paota C Houses and Shops, Hotel Maple
Road Paota Circle 5.186 6.025 0.839 Shops Abahy
Paota bus stand, Rai ka
Paota Circle High Court 6.025 6.611 0.586 Govt. offices bag Railway station
Hotel Ghomer,
Handicraft
Shop, Umed
park, Town Railway line, Old
High Court Stadium 6.611 7.121 0.51 Hall monument
Petrol pump,
Satyam Mall Railway lines, Police
(Mc Donald) Commissionerate
Stadium Nai Sadak 7.121 7.621 0.5 Shops office, Petrol pump
Station Shops (Haider building
Nai Sadak Road 7.621 8.041 0.42 Shops and Tez building)
Shops (Chand
Shah Takiya
Market),
Empty land of
Vakf board, Shops
Station Ran Chod Das Residential cum
Road MG Hospital 8.041 8.596 0.555 Ji temple Commercial Havelies
Shops, Sir Pratap
School, MG Hospital,
Sulab Complex(public
MG Hospital Jalori Gate 8.596 8.961 0.365 Shops toilet),
Shops, Nasrani
Jalori Gate S-4 8.961 9.651 0.69 Shops Cinema, Inder Inn Hotel
S-4 5th Road 9.651 10.041 0.39 Shops Shops
5th Road Residency 10.041 10.800 0.759 Shops Shops

Lengt Right Hand

Stretch Chainage h Side Left Hand Side
From To From To km
Road Circle
Residency Barkatulla Canal/ walk
Road Circle Stadium 10.800 11.241 0.441 way Service Road/ walk way
Service Road/ walk
Barkatulla Canal/ walk way/ Barkatulla
Stadium S-3 11.241 11.761 0.52 way Stadium
Shastri Canal/ walk
S-3 Nagar 11.761 12.341 0.58 way Service Road/ walk way
Shastri Canal/ walk
Nagar S-5 12.341 12.890 0.549 way/ Service Road/ walk way
Subhash Canal/ walk
S-5 Nagar 12.890 13.551 0.661 way/ Service Road/ walk way
Chopasni
Subhash Housing Canal/ walk
Nagar Board 13.551 14.226 0.675 way Service Road/ walk way
Chopasni
Housing Service Road/
Board S-4 14.226 15.061 0.835 walk way Service Road/ walk way
Khema ka Service Road/
S-4 Kua 15.061 15.721 0.66 walk way Service Road/ walk way
Khema ka Service Road/
Kua S-3 (PHED) 15.711 16.521 0.81 walk way Service Road/ walk way
Service Road/
S-3 (PHED) S-4 16.521 17.026 0.505 walk way Service Road /walk way
Service Road/
S- 4 S- 4 -2 17.026 17.400 0.374 walk way Service Road/ walk way
Service Road/
S-3 RR S-3 RR 17.400 17.951 0.551 walk way Service Road/ walk way
9.5 Heritage, Cultural, and Religious Sites In and Around Jodhpur City
9.5.1 Mandore is the ancient capital of Marwar situated towards 8 km north of
Jodhpur. Main attractions of the place are (i) Hall of Heroes where sixteen
huge figures which have been carved out of a single rock depicting popular
Hindu and folk deities; (ii) shrine of 330 million Gods and the royal cenotaphs.
stand there in bright colours. Many of these monuments are protected by
Department of Archaeology and Museums of Rajasthan, Government of
Rajasthan.
9.5.2 Osian village is 65 km from Jodhpur; it has ruins of an ancient city famous for
Brahmanical and Jain temples, which belong to 8th and 11th century. The
largest of the 16 Jain and Brahmanical temples is dedicated to God Mahavira,
the last of the Jain Tirthankars. In the same area, the Surya temple has
fascinating images of Durga, Surya and Ganesh. Many of these temples are
protected by Department of Archaeology and Museums of Rajasthan,
Government of Rajasthan.
9.5.3 Balsamand Lake is an artificial lake built in 1159 situated 5 km from Jodhpur
on Jodhpur-Mandore Road. The lake is a popular picnic spot. It was a water
reservoir to provide water to Mandore. The lake is surrounded by lush green
gardens that house groves of trees.
9.5.4 Table 9-6 provides the cultural and religious sites along the project corridor.
The nearest distance (100 m) from the project corridor is Mandore Garden

Table 9.6 Cultural and Religious Properties Along the Project Corridor
Structure and Location
Mandore to Stadium
1. Mosque (near 1st RAC gate)
2. Bhomiya Ji Temple
3. Mosque (near Mandore Mandi)
4. Dargah (near Bhadwasiya ROB)
5. Huseni Mosque (near Bhadwasiya ROB)
6. Burial Ground (Muslim crematorium)
7. Small temple (Paota Circle)
8. Old Cenotaph of Gora Dhai (opposite the stadium gate)
Between Jalori Gate to 5th road Circle
9. Jai Ambe Mata Temple (Jalori Gate circle towards Pal Road)
10. Shani Temple/ Shani Ji ka Than
11. Mahadev Temple
5th road Circle to Barkatullah Khan Stadium
12. Hanuman Ji Temple
13. Devi Maa temple
14. Baba Ramdeo temple
Barkatullah Stadium to Dalle Khan ki Chakki (Private bus stand)
15. Baba Ram Deo temple
16. Veer Hanuman temple
17. Small temple with Peepal tree (opposite to stadium)
18. Small temple with Peepal tree (opposite to stadium)
Dalle Khan ki Chakki (Private bus stand) to Kheme ka Kua
19. Someshwar Mahadev temple
20. Small temple
21. Shiv Parvati temple
22. Sankat Mochan Balaji Temple
23. Kheme ka Kua
Khema ka Kua to Ring Road
24. Small temple near Ber (Zizyphus) Plant
25. Bhadu Market temple
9.6 Potential Impacts
9.6.1 Table 9-7 provides potential environmental and social issues and concerns.
The project's likely positive and negative direct and indirect impacts to
physical, biological, socioeconomic (including occupational health and safety,
community health and safety, vulnerable groups and gender issues, and
impacts on livelihoods through environmental media, 5 and physical cultural
resources in the project's area of influence needs to be assessed in details
and in quantitative terms to the extent possible during feasibility study and
detailed design stage.
5
Potential adverse economic, social, or environmental impacts from project activities other than land acquisition
(including involuntary restrictions on land use, or on access to legally designated parks and protected areas), such as
loss of access to assets or resources or restrictions on land use

Table 9.7 Potential Environmental and Social Impacts

Parameter Potential Impact
Climatic Rainfall intensity and run off may have implications on road
Conditions safety, affecting the visibility and the condition of the road.
Furthermore, seasonal climatic conditions play an important role
during dispersion of noise and air pollutants.
Air Quality 6 The project corridor is located within urban/developed area and is
characterized by high volumes of traffic that cut through the area.
The project may exacerbate traffic conditions resulting to
increased RSPM, SPM, SO2, and NOx. Fugitive dust can also
impact roadside air quality during construction. Exhaust fumes
from construction machinery, and potential smoke from cooking
fires. Burning of waste and cleared vegetation. Odors from use of
toilet ‘facilities’ other than provided facilities for workers.
Drainage and Standing water on the road carriageway. Pollutants settling on
hydrology the road surface. Runoffs from the project during construction
stage will produce a highly variable discharge in terms of volume
and quality.
Ecological Due to the nature and locality of the project it is unlikely to have
diversity any impacts on biodiversity. However, the project will affect
existing roadside trees. There is risk of introduction of non-
endemic species during replantation and
landscaping/enhancement.
Land use and Land acquisition, large scale physical displacement, involuntary
livelihoods resettlement, and economic displacement due to requirement of
additional right of way.
Traffic flow and Due to the location and nature of the project, there will be
access interference with accesses and increased traffic in some areas in
and around the project corridor. During construction: increased
volume of construction vehicles on the roads may lead to
increased wear and tear of roads in the vicinity of the project
corridor, road safety concerns due to slow moving construction
vehicles, temporary road closure may result in a decrease in
overall network performance in terms of queuing delay, travel
times/speeds, impact on a public transport operations and
routing, on street parking, pedestrian movements, and loading
bays may be affected by road closures.
Infrastructure There are a number of existing infrastructure and services
and services (roads, , telecommunication lines, power lines and various
pipelines within the vicinity of the project corridor which will
require relocation causing interruption of services.
Noise and Increased noise levels and vibrations may affect sensitive
vibrations receptors in proximity of the project corridor.
Aesthetics, The project may not be compatible with the surrounding
landscape landscape and may likely impact negatively the existing visual
6
Roadside pollution is often localized and generally only affects a narrow band of roads along the sides
of the road. The major source of roadside pollutants is vehicle exhaust emissions. Other pollution
sources emanate from combustion of hydrocarbon fuels in air producing carbon dioxide (CO 2 ) and
secondary pollutants such as hydrocarbons (HC), nitrogen oxides (NOx), carbon monoxide (CO) and
sulphur dioxide (SO 2 ). Emissions depend on the volume of traffic, the type of vehicle (including age,
technology, and maintenance levels of the vehicle), fuel consumption and quality, engine temperature
and road geometry. The highest emission rates are encountered in congested, slow moving traffic, and
whenever vehicles shift gears, decelerate, accelerate or travel over steep gradients. There is also a
tendency for emission rates to increase at high speeds.


character, and quality or landscape character of the area. Visual lines into
sense of place 7 shops, residences, etc may deem to encroach on privacy.
Resource Use Increased demand for bitumen, cement, chemical additives used
in concrete / asphalt (i.e. retarders), paving blocks/bricks,
aggregate (sand and stone), gravel (fill material for
embankments/selected material for sub-base and base layers),
water (for drinking, cooking and sanitation at construction camps,
for dust suppression, for application to base and sub-base layers
prior and during compaction), petrochemicals, other
chemicals/lubricants/paints, construction vehicles, machinery and
equipment, energy supply to construction camps, topsoil for re-
vegetation and rehabilitation, plant material for re-vegetation
(seeds, sods, plant specimens), materials for slope stabilization,
labour (recruitment of construction workforce, skills training,
managers), public movement control (barriers, danger tapes,
signs, etc).
Outputs/Wastes Generation of solid/liquid hazardous and non-hazardous wastes
including old asphalt (removed from road carriageway during
road upgrade), waste concrete and other construction rubble,
waste bitumen, used fuels, lubricants, solvents and other
hazardous waste, general waste, contaminated soil (soil
contaminated with bitumen and/or soil contaminated with
petrochemicals such as oils and lubricants and other
chemicals), sewage and grey water (temporary construction
camp sanitation), spoil material (excess soil removed during
excavations), noise and vibrations (construction vehicles and
machinery), lighting at construction camps, equipment yards and
lay-down areas, plant material removed from servitude/right-of-
way during vegetation clearance, smoke and fumes (burning of
waste, burning of vegetation cover, fires used for cooking and
space heating in construction camps, vehicle exhaust emissions
Health and Danger of construction related injuries. Open fires in construction
Safety camp may result in accidents. Poor waste management practices
and unhygienic conditions at temporary ablution facilities may
breed diseases. Standing water due to inadequate storm water
drainage systems, inadequate waste management practices,
may pose a health hazard by providing breeding grounds for
disease vectors such as mosquitoes, flies and snails. The use of
hazardous chemicals may pose potential environmental, health
and safety risks.
Workers Conduct Construction workers on site disrupting adjacent land uses by
7
Aesthetics refer to the visual quality of an area as imparted by the physical properties of an area, such
as scale, color, texture, landform, level of enclosure, and in particular, the land use occurring within an
area. Landscape character refers to an area’s intrinsic appeal and is not dependent on its visual quality
but rather on its specific situation as determined by the following: its level of accessibility or remoteness,
level of naturalness, lack of disturbance, current and potential use, rarity, cultural or historic importance,
and potential value to people. The landscape character determines the extent of visual compatibility of
the road development with its immediate surroundings. Impacts are not restricted to the road reserve but
the entire viewshed (area from where the road development will be visible). The spirit, or sense of place
(Genius Loci), can be defined as the extent to which a person can recognise or recall a place as being
distinct from other places and as having a vivid, or unique, or at least a recognizable character. It is
indicates the intrinsic value that a community places on the aesthetic, therapeutic or emotional qualities
and character of an area. Aesthetics, landscape character and sense of place are all subjective
concepts that are often influenced by individuals’ perceptions.


creating noise, generating litter, and possible loitering.
Archaeological The project may require demolition of important historical,
and Cultural cultural, and religious structures.
Characteristics
9.7 Applicable Laws, Regulations and Policies

9.7.1 The implementation of the project shall be governed by Government of India
(GoI) and State of Rajasthan environmental acts, rules, regulations, and
standards. These regulations impose restrictions on the activities to
minimize/mitigate likely impacts on the environment. It is the responsibility of
the project executing and implementing agencies to ensure the project is
consistent with the legal framework, whether national, state or municipal/local.
Compliance shall be required in all stages of the project including design,
construction, and operation and maintenance.
9.7.2 Environmental Impact Assessment (EIA) Notification. The GoI EIA
Notification of 2006 and 2009 (replacing the EIA Notification of 1994), sets out
the requirement for environmental assessment in India. This states that
Environmental Clearance (EC) is required for specified activities/projects, and
this must be obtained before any construction work or land preparation
(except land acquisition) may commence. Projects are categorized as A or B
depending on the scale of the project and the nature of its impacts. Category
A projects require Environmental Clearance from the National Ministry of
Environment and Forests (MoEF). Category B projects require environmental
clearance from the State Environment Impact Assessment Authority.
9.7.3 Water (Prevention and Control of Pollution) Act of 1974, Rules of 1975,
and amendments. Control of water pollution is achieved through
administering conditions imposed in consent issued under provision of the
Water (Prevention and Control of Pollution) Act, 1974. These conditions
regulate the quality and quantity of effluent, the location of discharge and the
frequency of monitoring of effluents. Any component of the Project having
potential to generate sewage or trade effluent will come under the purview of
this Act, its rules and amendments. Such projects have to obtain Consent to
Establish (CTE) under Section 25/26 of the Act from Rajasthan State
Pollution Control Board before starting implementation and Consent to
Operate (CTO) before commissioning. The Water Act also requires the
occupier of such project to take measures for abating the possible pollution of
receiving water bodies. The project is not included in the lists of activities
requiring CTE and CTO under the Water Act. However, the following
construction plants shall require CTE and CTO from SPCB for hot mix plants,
wet mix plants, stone crushers etc, if installed for construction. Emissions and
discharges shall comply with standards notified by the Central Pollution
Control Board.
9.7.4 Air (Prevention and Control of Pollution) Act of 1981, as amended. The
project having potential to emit air pollutants into the atmosphere have to
obtain CTE under Section 21 of the Air (Prevention and Control of Pollution)
Act of 1981 from Rajasthan Pollution Control Board before starting
implementation and CTO before commissioning the project. The occupier of
the project/facility has the responsibility to adopt necessary air pollution
control measures for abating air pollution. The following require CFE and
CFO from SPCB: (i) diesel generators; and (ii) hot mix plants, wet mix

plants, stone crushers etc, if installed for construction. Emissions and

discharges shall comply with standards notified by the Central Pollution
Control Board.
9.7.5 Central Pollution Control Board Standards. Emissions and discharges
from the facilities to be created or refurbished or augmented shall comply with
the notified standards.
9.7.6 Ancient Monuments and Archaeological Sites and Remains Rules of
1959. The Act and Rules designate areas within a radius of 100 meters (m)
from the “protected property” as “prohibited area” and upto 200m from the
boundary of protected area as “regulated area”. No development activity
(including mining operations and construction) is permitted in the “prohibited
area” and all development activities likely to damage the protected property
are not permitted in the “regulated area” without prior permission of the
Archaeological Survey of India (ASI). Protected property includes the site,
remains, and monuments protected by ASI or the State Department of
Archaeology.
9.7.7 Hazardous Wastes (Management, Handling and Trans-boundary
Movement) Rules 2008. According to the Rules, hazardous wastes are
wastes having constituents specified in Schedule II of the Rules if their
concentration is equal to or more than the limit indicated in the said schedule.
9.7.8 Noise Pollution (Regulation and Control) Rules of 2000 as amended up
to 2011. Rule 3 of the Act specifies ambient air quality standards in respect of
noise for different areas/zones.
9.7.9 National Institute of Occupational Safety and Health (NIOSH) Criteria for a
recommended standard: occupational noise exposure, NIOSH Publication
No. 98-126. NIOSH has laid down criteria for a recommended standard:
occupational noise exposure. The standard is a combination of noise
exposure levels and duration that no worker exposure shall equal or exceed.
9.7.10 Forest (Conservation) Act, 1980 and Forest Conservation Rules, 2003 as
amended. As per Rule 6, every user agency, who wants to use any forest
land for non-forest purposes, shall seek approval of the Central Government.
9.7.11 The Public Liability Insurance Act of 1991, Rules of 1991 and
amendments. The law provides for public liability- insurance for the purpose
of providing immediate relief to the persons affected by accident occurring
while handling any hazardous substance and for matters connected therewith
or incidental thereto. "Accident" means an accident involving a fortuitous,
sudden or unintentional occurrence while handling any hazardous substance
resulting in continuous, intermittent or repeated exposure to death, of or injury
to, any person or damage to any property. "Hazardous substance" means any
substance or preparation which is defined as hazardous substance under the
Environment (Protection) Act, 1986 (29 of 1986), and exceeding such quantity
as may be specified, by notification, by the Central Government.
9.7.12 The Child Labour (Prohibition and Regulation) Act, 1986. No child below
14 years of age shall be employed or permitted to work in any of the
occupations set forth in the Act’s Part A of the Schedule or in any workshop
wherein any of the processes set forth in Part B of the Schedule.
9.7.13 Building and Other Construction Workers (Regulation of Employment
and Conditions of Service) Act of 1996 and Rules 1998. The Government
of India has enacted this Act and is also applicable to the state of Rajasthan.
This act applies to all the building and other construction activities to which
the provisions of Factories Act, 1948 and Mines Act, 1952 do not apply. This

law aims to provide for regulation of employment and conditions of service of

the building and other construction workers as also their safety, health and
welfare measures in every establishment which employs ten or more workers.
This act provides for registration of each establishment within a period of sixty
days from the commencement of work and registration of building workers as
beneficiaries under this Act. Compliance to provisions of health and safety
measures for the construction workers in conformity with International Labour
Organization (ILO) Convention No.167 concerning safety and health in
construction. The contractors engaged for execution of the project shall
comply with the provisions of this Act.
9.8 International Environmental Agreements

9.8.1 In addition to national and state rules and regulations, international
conventions such as the International Union for Conservation of Nature and
Natural Resources (IUCN), Convention on International Trade in Endangered
Species of Wild Fauna and Flora (CITES), and Convention on Migratory
Species of Wild Animals (CMS). India is a party to these conventions.
9.8.2 International Union for Conservation of Nature and Natural Resources
(IUCN). The IUCN Red list of threatened species (also known as the IUCN
red list or red data list), founded in 1963, is a comprehensive inventory of the
global conservation status of plant and animal species. A series of regional
red lists are produced by countries or organizations, which assess the risk of
extinction to species within a political management unit. The IUCN red list is
set upon precise criteria to evaluate the extinction risk of thousands of
species and subspecies. These criteria are relevant to all species and all
regions of the world. The aim is to convey the urgency of conservation issues
to the public and policy makers, as well as help the international community to
try to reduce species extinction.
9.8.3 Convention on Migratory Species of Wild Animals (CMS). CMS was
adopted in 1979 and came into force in 1983. CMS, also known as the Bonn
Convention, recognizes that states must be the protectors of migratory
species that live within or pass through their national jurisdictions, and aims to
conserve terrestrial, marine and avian migratory species throughout their
ranges. Migratory species threatened with extinction are listed in Annex I of
the Convention. CMS Parties strive towards strictly protecting these species,
conserving or restoring the places where they live, mitigating obstacles to
migration and controlling other factors that might endanger them. Migratory
species that need or would significantly benefit from international cooperation
are listed in Annex II, and CMS encourages the States to conclude global or
regional agreements.
9.8.4 Convention on International Trade in Endangered Species of Wild Fauna
and Flora (CITES). It is an international agreement between governments. Its
aim is to ensure that international trade in specimens of wild animals and
plants does not threaten their survival. CITES were first formed, in the 1960s.
Annually, international wildlife trade is estimated to be worth billions of dollars
and to include hundreds of millions of plant and animal specimens. The trade
is diverse, ranging from live animals and plants to a vast array of wildlife
products derived from them, including food products, exotic leather goods,
wooden musical instruments, timber, tourist curios and medicines. Levels of
exploitation of some animal and plant species are high and the trade in them,
together with other factors, such as habitat loss, is capable of heavily
depleting their populations and even bringing some species close to
extinction.

9.9 Environmental Cost

9.9.1 Costs requirement for ensuring environmental safeguards cover the following
activities: (i) conducting environmental impact assessment (EIA) studies
including field and laboratory monitoring, preparing and submitting reports
and public consultation and disclosure; (ii) application for Consents to
Establish and Operate where required; and (iii) implementation of
environmental management plans (EMP) (including long-term surveys/
monitoring/data generation etc.).
9.9.2 For planning purposes it is assumed that Option 1 which involve road
widening will be required initial environmental assessment (IEE). Generally an
IEE relies on the collection of existing data in order to describe environmental
conditions in the project area, and it is not expected that new surveys would
be conducted unless there are critical gap in data. The work thus involves the
collection and analysis of data on the existing environment and the proposed
project, assessment and mitigation of impacts, preparation of the
Environmental Management Plan (EMP) and budget, public consultation, and
preparation of the IEE report. An average IEE for this type of project requires
one and half month of effort by one expert and one support staff (specialising
in the natural environment and social issues). Other expenses are the cost of
public consultation meetings and the cost of document disclosure.
9.9.3 For planning purposes Options 2 and 3 will be required full-blown EIA due to
potentially significant adverse impacts that are diverse, irreversible, or
unprecedented. ). Generally new surveys will be conducted thus may involve
3rd party laboratories and experts, collection and analysis of data, assessment
and mitigation of impacts, preparation of the EMP and budget, public
consultation, and preparation of the EIA report. An average EIA for this type
of project requires at least 3 months of effort by a team of experts and
corresponding support staffs. Other expenses are the cost of public
consultation meetings and the cost of document disclosure.
9.9.4 Other costs involved include administrative costs for consents and permits,
internal monitoring costs during construction, engagement of specialized
monitoring agencies for actual field-cum-laboratory sampling and analysis
and implementation of all mitigation measures.

10 INSTITUTIONAL ASPECTS
10.1 Introduction
10.1.1 This Chapter briefly examines the current institutional setup in Jodhpur and
how transport matters in general and public transport matters in particular are
handled. The second part of the Chapter discusses how best to arrange the
institutional aspects of constructing and operating a BRT system.
10.2 Current Situation

10.2.1 The State of Rajasthan is divided into seven Divisions, one of which is
Jodhpur. Jodhpur Division in turn is divided into six Districts, the largest of
which is Jodhpur District. Jodhpur District is sub-divided into a number of
administrative areas one of which is Jodhpur city itself which is governed by
the Jodhpur Municipal Corporation (JMC).
10.2.2 JMC has a wide range of responsibilities including public health, public works,
sanitation, security, transport, parks, etc. In terms of transport, JMC’s
responsibilities are stated to include the following:
 constructing, altering and maintaining public streets, culverts, municipal
boundary marks, drains, sewers, drainage-works and the like;
 establishing communication systems including construction and
maintenance of roads, footpaths, pedestrian pathways, transportation
terminals, both for passengers and goods, bridges, over-bridges,
subways, ferries, and inland water transport system;
 preparing transport system accessories including traffic engineering
schemes, street furniture, parking areas, and bus stops;
 arranging for planned development of new areas for human settlement,
10.2.3 Thus it would appear that the construction and operation of a BRT system in
Jodhpur would fall under the responsibility of JMC.
10.2.4 There is however another agency with specific responsibilities for
development of Jodhpur and the surrounding area which is the Jodhpur
Development Authority (JDA). JDA was created in 2008 as the successor to
the Urban Improvement Trust for the purposes of “planning, co-ordinating and
supervising the proper, orderly and rapid development of these areas and of
executing plans, projects and schemes for such development and to provide
for matters connected therewith”. Thus JDA’s responsibilities cover Jodhpur
city itself as well as several hundred villages surrounding Jodhpur. In the
legislation the term “Jodhpur Region” is used to describe this area and was
defined to include Jodhpur City and certain contiguous areas.
10.2.5 Under the JDA there are a number of Functional Boards, one of which is the
Jodhpur Traffic Control Board whose responsibilities are listed as follows:
 to prepare a Master Plan for traffic control in Jodhpur City and to take
steps in a phased manner for its implementation ;
 to take steps to modernise the traffic control system ;
 to lay down the policy for issuing traffic licences of light and heavy
vehicles ;
 to determine policy for one way traffic, to impose restrictions for
certain hours on certain kind of traffic on certain roads, to bar certain

vehicles on certain roads, to determine parking places, stands, stops

and cycle ways and other matters connected therewith ;
 to lay down guidelines for raising sign-signals, barriers and speed
breakers ;
 to grant permission to any person, Government Department (Central
or State), any local authority or any other body to cut the roads for
various purposes and to impose conditions thereof ;
 to demolish traffic hazards, obstacles and to determine compensation
in such cases in accordance with regulations;
 to solicit help of the citizens and associations of repute to advise and
raise funds for traffic control and traffic education in accordance with
the rules;
 to organise traffic education; and
 to perform all other activities pertaining to the improvement and
control of traffic and such other functions as may be directed by the
Authority.
10.2.6 Thus at least on paper there would appear to be two possible agencies that
could take responsibility for the construction and operation of the BRT in
Jodhpur. An early resolution of this issue would appear to be essential with
some working agreement between the two agencies being established.
10.2.7 There is in fact a third agency which also has a direct responsibility for
transport issues in Jodhpur and that is the Regional Transport Officer (RTO).
Currently the power to approve bus routes, license all public transport
vehicles and determine where they can operate, determine how many buses
can operate on any given route and also issue driving licences rests with the
Regional Transport Officer. He is a member of the Traffic Control Board.
10.2.8 Currently the majority of fixed route public transport in Jodhpur is provided by
privately owned minibuses which operate of a total of 10 routes at present.
Each of these vehicles is licensed by the RTO to operate on a specific route
at a fare also specified by the RTO. The licences issued by RTO give the
holders the right to operate for a period of one year and licences must be
renewed annually. Although it is understood that to date no minibus licences
have ever been withdrawn or renewal withheld, in theory it is understood that
the RTO could refuse to renew a licence for a specific route on traffic or other
grounds.
Jodhpur City Transport Services Ltd (JCTS)
10.2.9 In 2007, prior to the creation of JDA, the Rajasthan State Government
approved the setting up of city level transport companies in Udaipur, Kota and
Jodhpur. The companies were set up with 50:50 participation of the local
municipal authority and the concerned Urban Improvement Trust (UIT) for
each city. The mayor of the municipal corporation was designated as
Chairman, the district collector was designated as Executive Director and
board members included the chairman of the UIT, Superintendent of Police
and the RTO. [Note that all the responsibilities of the Jodhpur UIT have now
been assumed by JDA] The company was authorized to hire “full time CEO
and other professionals in the fields of urban transport, road engineering,
management, IT and other disciplines as required” – but these were not to be
permanent positions but on short term two year non-extendable contracts.

10.2.10 The objectives of the company were stated, inter alia, “to establish,
operate and monitor city bus system in Jodhpur as a regulatory body on
public private partnership basis” and it was made clear that the company
could not purchase any buses nor operate services itself but only grant
concessions for bus operations. The intention was to tender out routes to
suitable bus operators with the selection being made on the highest monthly
payment for operating rights.
10.2.11 It is understood that four routes were successfully tendered requiring
22 full size single deck buses but that two routes have since been withdrawn
leaving only one operator with two routes. The reasons for the withdrawal
were stated to be due to the loss making position of the routes. This is due in
part to a reported High Court ruling that limits the number of buses permitted
to ply along MG Hospital Road to 250 and that the minibuses already had
used up this allowance. As a result the large buses could not serve the city
centre. The extent to which this court ruling may affect the proposed BRT will
have to be established.
10.3 Future Institutional Requirements – the Transport Department

10.3.1 It seems clear that JDA and JMC will require to work together to determine
the relevant agency to take responsibility for the proposed BRT system. It
also seems clear that there is a need to set up a Transport Department (TD)
either within JDA or JMC with permanent full time professional staff to plan
and oversee the development of a proper and efficient public transport
system and to attend to all other transport related matters in Jodhpur such as
strategic transport planning, local district transport planning, traffic
management, parking controls, etc. It will not be possible for a city with over
one million inhabitants to function properly without careful attention to
transport matters.
Public Transport Division of the TD
10.3.2 Within the TD there would be a number of divisions, one of which would be
responsible for public transport. This division of the TD would be expected to
take over any public transport planning or policy issues currently being
undertaken by the RTO with the RTO responsibilities being either reduced to
issuing formal authorizations or assigning these responsibilities to the TD.
While licensing of new vehicles, drivers, etc., can remain with RTO the
decisions on bus routes, numbers and types of buses to be allocated to these
routes and fares to be charged should no longer be the responsibility of RTO.
In practice some working arrangement between the TD and the RTO will be
necessary.
10.3.3 It is not known to what extent the Jodhpur City Transport Service Ltd. (JCTS)
referred to above and which is already in existence is capable of acting as the
nucleus of the new TD and its public transport division. Its terms of reference
are very similar to those which the public transport division of TD would have
and it would therefore seem logical that this agency should be upgraded to
serve the purpose for which it was originally designed.
10.3.4 The TD would be responsible for setting standards for public transport
provision in Jodhpur – connectivity and coverage, service frequency, quality
of vehicles, provision of termini and bus stops, fares policy and procurement
of bus services.
10.3.5 The TD would be responsible for integrating services of BRT, minibuses,
rickshaws etc and ensure that interchange facilities were provided at relevant
BRT stations.

10.4 The BRT “Owner / Operator”

10.4.1 The bringing into being of a BRT system is a complex task and requires a
team of people who bring past BRT design experience, engineering skills,
management skills and political local knowledge to the task. It would seem
that the most successful approach to date in India has been to create a
Special Purpose Vehicle (SPV) that would be fully responsible for the BRT.
The SPV would have a Board of Directors which would include high level
officials in Jodhpur and Rajasthan State, public representatives and transport
advisors and they would be responsible for the appointment of the top
management positions in the SPV. The SPV would be well financed and
would be able to attract high quality and experienced staff, if necessary from
overseas, to ensure that the BRT was designed to the best possible
standards and fully met the expectations of the people of Jodhpur.
10.4.2 They would be responsible for contracting experts to prepare the detailed
design of the system and to make modifications where necessary without
delay and without reference to cumbersome bureaucracy. Their focus should
be entirely on the creation of an excellent system which Jodhpur would be
proud of. The Chairman of the SPV would require to be an individual totally
committed to the BRT and with the necessary power and determination to
deal with the difficulties which would be bound to arise in the course of the
construction and initial operation of the BRT. The Board of the SPV would
report to whichever agency was the ultimate owner of the system.
10.4.3 At the initial operational stage the SPV would be responsible for procuring
operators to run the buses and they would have to decide to what extent they
hired staff for various functions and to what extent they subcontracted duties
to third parties. In other BRT systems, functions such as ticketing, station
cleaning and light maintenance, busway cleaning and light maintenance, etc.
are contracted out and this may be appropriate in Jodhpur also.
10.4.4 Provision of depot space and overnight parking for the buses will be needed –
this could be the responsibility of the bus operators or it may be more
appropriate for the BRT system owner to procure land adjacent to one or
other BRT terminal for maintenance and overnight parking of vehicles. This
space could be rented out to the successful bidder for the right to operate the
buses.
10.4.5 For the present purposes the ultimate division of responsibilities is not
important since the economic assessment will look at the total capital and
operating costs irrespective of the agency incurring these costs. However, as
an indication of one possible division of responsibilities the following is
suggested:
 Scheduling and dispatching of BRT vehicles – SPV
 Provision of depot facilities and parking space – SPV
 Station operations staffing, cleaning and daily maintenance – SPV
 Monitoring and control of operations – SPV
 Information, press and public relations - SPV
 Emergency operations and vehicle recovery – SPV
 Enforcement of vehicle bans on busway - Police
 Bus operations – contracted out on a gross cost basis to one or more
 Ticketing – ownership, operation and maintenance contracted out

operators
 Busway cleaning and minor maintenance – contracted out

 Busway major maintenance – contracted out

10.4.6 The SPV should also try to work as closely as possible with the local minibus
operators who up to now have been providing all the bus service in Jodhpur.
The route selected will duplicate several routes to a very significant extent
and it is hoped that the operators of these minibuses will agree to cancellation
or modification of the affected routes. If so the SPV should do its utmost to
find a role for these operators in future; this could be as operators of several
of the BRT buses under a gross cost type contract with the SPV or it could be
as the operators of major feeder routes to the BRT. At this stage the role for
the minibus operators is not entirely clear but it is certain that the introduction
of the BRT will be greatly facilitated if this group of people is generally
supportive.
10.5 Summary
10.5.1 The institutional structure at present in Jodhpur is not well suited to a major
investment in public transport and action should be taken in the immediate
future to create agencies to promote the use of public transport. If there is no
comprehensive public transport system at a level of quality comparable to the
future BRT the attractiveness of the BRT will be severely curtailed. Strong
political backing for the BRT will be essential for successful implementation.
10.5.2 The creation of the SPV, the granting of adequate powers and the quality of
its staff will all be critical for a successful BRT project.

11 CAPITAL AND OPERATING COSTS
11.1 Introduction
11.1.1 The estimated capital and operating costs of the three options are given
below.
11.2 Capital Costs

11.2.1 The capital cost estimates for the three options are summarised in Table 11.1
with a more detailed breakdown given in Annex D-1, Table D-1. The major
differences between the options were discussed in Chapter 6.
11.2.2 Option 1 has the lowest capital cost as it assumes the BRT system operates
in mixed traffic with bus priority measures through the central section of the
route from Jalori Gate to the Stadium on High Court Road. It assumes that
apart from this section and the section between Lal Sagar and Mandore
Gardens, the BRT would operate on its own protected/dedicated lane
constructed of concrete. The costs also include the cost to resurface the
section from Lal Sagar to Mandore Gardens and the section from Jalori Gate
to the Stadium with flexible pavement. The two lanes per direction for general
traffic from Paota Circle to Lal Sagar would also be resurfaced. The section of
the corridor from Jalori Gate south has been assumed to be adequate for
general traffic in its current condition.
11.2.3 Option 2 is the same as Option 1 except that it assumes the BRT would
operate in tunnel between Jalori Gate and the Umaid Stadium and that the
road would be widened from Lal Sagar to Mandore Gardens in order to
accommodate the BRT lanes plus two lanes for general traffic in each
direction and sidewalks.
11.2.4 Option 3 assumes a comprehensive urban redevelopment for Jodhpur with
the widening of MG Hospital Road from Jalori Gate to the Stadium to
accommodate two BRT lanes, two lanes per direction for general traffic, wide
sidewalks and some space for planters. It is assumed the new road width
would be at least 32m. The basis for the land costs were documented in
Chapter 8.
Table 11.1 Capital Costs (US $m)

Item Option 1 Option 2 Option 3
US $m US $m US $m
Road Pavement, etc 15.97 28.17 18.65
ITS and ATC 6.02 6.02 6.02
Stations 1.10 1.20 1.10
Terminals 5.90 5.90 5.90
Depots and Equipment 8.20 8.20 8.20
Buses 9.00 9.00 9.00
Ticketing 2.20 2.20 2.20
Land Acquisition 1.08 2.66 65.07
Total 49.47 63.35 116.14
11.3 Operating Costs

11.3.1 It has been assumed that either JDA or JMC would be the owners of the BRT
system and would be responsible for the upkeep, maintenance and operation
of the system. They would almost certainly be required to set up a new

subsidiary company / Special Purpose Vehicle (SPV) specifically for this

purpose. It has been assumed however that this SPV would not necessarily
undertake all the operational aspects of the system. The division of
operations has been assumed as follows:
 Procuring and scheduling of the BRT services, monitoring adherence
to schedule and ensuring the performance of the system would be the
responsibility of the SPV. Where aspects of the work involved in
operating the system is to be allocated to outside agencies, the SPV
would be responsible for procuring these services and monitoring the
quality of service provided;
 Bus operations would be contracted out to qualified operators who
would bid on a gross cost basis for the right to operate services
according to schedules specified by the SPV. A gross cost contract
implies that the bus operator would be paid an agreed amount per km
operated and this would be the basis for evaluation of the bids. Some
performance-based bonuses and penalties could be included in the
contract, too. All bidders would be required to operate buses which
precisely conformed to the specifications developed by the SPV in
terms of bus size, floor height, door location, performance and quality;
 Smart card ticketing would most likely be contracted out to a bank or
other financial agency and it would be responsible for all cash
handling, ticket sales, add value machines, ticket vending machines,
etc. It could also be responsible for the purchase and maintenance of
the on-board equipment under some lease-back agreement with the
bus operators;
 BRT station control and maintenance could be a separate package or
could be undertaken directly by staff of the SPV;
 The busway itself should be kept clear of rubbish and any obstructions
on a day-by-day basis, which should be undertaken by staff of the
SPV or contracted out;
 The responsibility for maintaining and undertaking major repairs on
the busway should be the responsibility of the SPV who should be free
to procure contractors as necessary for the upkeep of the system.
11.3.2 The operating costs for the BRT system can be divided broadly into three
categories as follows:
 The costs of the SPV to manage the BRT system including the costs
of daily upkeep and cleaning of the stations and the busway –
assumed to be undertaken by the SPV staff;
 The costs of the bus operators to provide the BRT services;
 The costs of the financial institution responsible for providing the
ticketing.
11.3.3 Some estimates have been made for each of the above cost headings and
these are provided in Tables 11.2 – 11.4. These have been estimated on a
daily basis and on a per-km-operated basis so as to be compatible with the
ridership forecasting exercise.

Table 11.2 BRT Management Costs
SPV Department Numbers of Staff

Professional Clerical Technical Workers Total
General Management 5 5 0
Legal 2 1
Accounting 3 5
Procurement 3 5 2
Planning and Marketing 3 5
IT Division 3 5 5
Scheduling 3 3
Field Inspectors 2 6
Station staff (passenger
issues) 2 146
Station and busway
cleaning and
maintenance 1 2 5 5
Total 27 183 12 5 227
Rate/day 2000 500 800 400
Cost/day 54000 91500 9600 2000 157100
Km per day 16200
Cost / km 9.70
Table 11.3 Ticketing Agency Costs

Department Numbers of Staff
Professional Clerical Technical Workers Total
General Management 2 5
Legal 1 1
Accounting 3 5
IT Division 5 5 10
Station staff (ticket
sales) 2 146
Total 13 162 10 0 185
Rate/day 2000 500 800 400
Cost/day 26000 81000 8000 0 115000
Km per day 16200
Cost / km 7.10
11.3.4 For the above, i.e., the ticketing agency and the system owner’s costs, a
major portion of their costs is related to staffing levels at stations. If stations
are to be manned by the SPV staff with at least one staff member available at
all times and if tickets are to be sold manually with the ticketing agency also
having one staff member at each station at all times, then the station staff
costs are considerable. The alternative would be to have ticketing machines
at all stations to sell tickets and have open rather than closed stations in
which case it may not be essential to have operations staff at each station.
There would however be an increased need for roving inspectors and
legislation to enable immediate penalties to be imposed on any passengers
travelling without tickets.

Table 11.4 Bus Operating Costs

Cost Heading Cost Basis Rate Rs/bus/day
Cost of bus = 10 year ,90%
Bus depreciation Rs7500000 availability 2283
Ave. Daily
Staff Staff per bus Rate
Drivers 2.3
Other traffic 0.2
Maintenance 0.5
Admin 0.5
Total 3.5 Rs500 1750
Fuel Consumption
Driving hours/bus/day 15
Speed kph 20
Fuel cons l/100km 35
Diesel fuel cost Rs/l 44 4620
Oil 231
Spares and consumables 90%
@5% of bus capital cost pa. 375000 availability 1142
Overhead costs 1500
Total per bus day 11526
Cost per km 38.42
11.3.5 Based on the above cost estimates for all aspects of operations, the total
operating cost per km would be Rs 55.22.

12 ECONOMIC ASSESSMENT
12.1 Scope and Objectives

12.1.1 The objective of this pre-feasibility study (PFS) is to evaluate the potential for
BRT services in Jodhpur and to provide recommendations for project
implementation. The key to success will hinge on the selection of the most
viable route, the introduction of reliable systems, sufficient budget allocation
and smooth land acquisition. The city anticipates sufficient demand for BRT
based on their plans for regional development and for developing a better
public transport system.
12.1.2 The objective of the economic analysis in the PFS is to identify and quantify
the benefits and costs associated with the investment proposal in order to
select the optimum solution along with the economic viability in terms of its
likely investment return potential. This is carried out in order to assess the
economic feasibility and prioritize the identified transport investment proposal
and assist JDA, JMC and Rajasthan Government in making the right decision.
This pre- feasibility analysis was carried out on the proposed 18km BRT route
starting from Mandore Gardens to Bypass Circle. For the central portion of
this route along MG Hospital Road three options have been proposed as
follows:
 Option 1 Bus Priority Measures within Existing Roadwidths
 Option 2 Grade Separation from Jalori Gate to Umaid Stadium
 Option 3 Widen MG Hospital Road
12.1.3 For this investment proposal, the feasibility analysis is structured as follows:
 Sector Analysis: discusses the sector level policy implications at macro
level; present status; rationale for the proposed project; the need and
 Project Analysis: discusses about the dentification and quantification of

justification for the government intervention.
the implied project cost and benefit components; economic and feasibility
analysis; and sensitivity analysis.
12.2 Rationale for Improved Service Delivery
Economic Policy
12.2.1 The 11th Five Year Plan emphasized the need for massive expansion in
investment in infrastructure based on a combination of public and private
investment, the latter through various forms of public-private-partnerships.
12.2.2 The 12th Five Year Plan (2012-17) must continue the thrust on accelerating
the pace of investment in infrastructure, as this is critical for sustaining and
accelerating growth. Public investment in infrastructure will have to bear a
large part of the transport infrastructure needs in urban areas to improve
connectivity and expand the much needed public transport services.
12.2.3 The rapid growth of Indian economy has bolstered the need for better
connectivity both intercity and intra-city. BRTS is the preferred public
transport system suggested by the National Urban Transport Policy in major
cities where ridership on certain corridors is very high.

Existing Inadequacies
12.2.4 Despite its increasing importance in the economic growth of Jodhpur City, the
urban transport infrastructure for intra-city traffic is not adequate. Existing
transport systems in the city has been assessed with following deficiencies as
identified from different studies including the recent CMP:
 Inadequate and poor condition of city roads

 Inadequate intra-city public transport.
 Mofussil Bus Stand with inadequate facilities
 Increasing intercity and intracity travel demand
 Increasing dependency of personal modes for city travel needs
12.2.5 As a result, the inadequacy in provision of transport is likely to be the major
constraint to the potential economic growth in Jodhpur City. A reduction of
disparities through targeting less developed areas was a core element of the
Government of India’s 10th Five Year Plan (2002-2007). The objective of the
11th Five Year Plan is ‘faster and more inclusive growth,’ citing the issues on
inequitable share of growth, which was seen as increasing disparities among
states, and regions within states, between urban and rural areas, and
between various sections of the community. In order to realize the objectives
of Five Year Plans, investment into transport sector for intra urban travel is
considered necessary. Only 10 minibus routes and two standard city bus
routes provide the public transport system in the city which is grossly
inadequate and so improvement of public transport with comfort, speed and
economy through BRTS in Jodhpur is the need of the situation.
Identification of project rationale.
12.2.6 The present transport system has inadequate and poor quality infrastructure
for intra urban travel needs; time and energy consuming private and IPT
vehicles based transport system; increasing dependency on costly private
vehicles based transport; etc.
12.2.7 From a whole of sector basis, this investment proposal would increase the
supply of effective urban public transport facility with affordable price to
support the increasing demand of Jodhpur City. Thus the main project
rationale lies in the rehabilitation of the transport system for Jodhpur in filling
the demand – supply gap.
Justification for Government Intervention.
12.2.8 Appropriate public transport service is a basic requirement for sustainable

growth of any economy. As a heavy investment infrastructure, BRTS system
requires government support and regulation with the support of appropriate
private sector intervention. In addition to being a government obligation,
provision of these services has economic rationales for government
intervention for the following reasons: (i) many of the services are natural
monopolies unsuited to unregulated private investment, and hence justify
government intervention at least in regulation; (ii) environmental improvement
(a) protects a public good such as a hygienic environment, and (b) prevents a
negative situation arising from pollution; (iii) improve public transport system,
as suggested by the National Urban Transport Policy; (iv) reduction of traffic
by private vehicles in the urban traffic and (v) poverty alleviation programs

minimize the inefficiency in economic growth in the urban areas. The

economic rationale for government intervention is therefore sound.
Assessment of Project Alternatives
12.2.9 Alternative designs were assessed on three aspects, namely, cost-

effectiveness, operation and maintenance capacity of the implementing
agencies, and safety to beneficiaries. The proposed design of the project
incorporates that (i) service coverage to the appropriate designated area in
Jodhpur City, (ii) selected optimum network with least cost options including
equipments and material (iii) decision on rehabilitation of the existing system
(iv) selected technologies meet geographical restrictions and can be operated
and maintained by the asset owners with minor training, and (v) materials and
equipments are locally available and incur least cost during construction and
maintenance, but are internationally accepted as health hazard free.
12.3 Purpose of Economic Analysis

12.3.1 Applying the above-described rationale, the purpose of this section and the
one that follows is to help the project in terms of its justification, funding,
implementation arrangements and sustainability.
12.3.2 Economic analysis is a critical program evaluation methodology that
considers all key quantitative and qualitative impacts of transport
infrastructure investments. It allows decision making agencies to identify,
quantify, and value the economic benefits and costs of transport infrastructure
projects and programs over a multiyear timeframe. With this information,
agencies are better able to target scarce resources to their best uses in terms
of maximizing benefits to the public and to account for their decisions.
Economic analysis can inform many different phases of the transportation
decision making process
12.3.3 This work is done at the pre-feasibility stage, in which a project has been
identified in concept and reviewed for technical feasibility but few, if any,
designs are prepared. For this reason the cost and the economic benefits are
subject to considerable uncertainty. Nevertheless, a best effort attempt has
been made to identify the costs and benefits of the project as a guide to
moving forward. Also the assumptions followed, data used with sources are
indicated so as to improve the accuracy level in further stages of analysis.
12.4 Approach to the Analysis
12.4.1 The economic analysis contained in this chapter has been undertaken in
accordance with the available guidelines including Guidelines for the
Economic Analysis of Projects, and Framework for the Economic and
Financial Appraisal of Urban Development Sector Projects. Economic
analysis involve comparing with project and without project alternatives. By
comparing the above alternatives, the net agency costs and net user costs
and finally net project benefits associated with the project during its analysis
period were calculated for the proposed improvement options separately in
order to arrive at their internal rate of return (IRR) and net present value
(NPV) both for economic and financial analysis.

Economic Analysis
12.4.2 In accordance with feasibility analyses carried out for other similar studies as
well the guidelines from Indian Roads Congress (IRC), an appropriate
analysis period is considered for Life Cycle Cost Analysis (LCCA) and that will
include:
 Base Year (2012)
 Construction period (2013 - 2014)
 Project opening for traffic (2015)
 Project operating period (2015- 2034)
 End of the analysis period (2034)
 Consideration of Salvage Value (2034)
12.4.3 Thus a period of 20 years of operation is considered for the evaluation. All the
cost were at 2012 (Base Year) level and also in the analysis, the results
including NPV, IRR were estimated for the base year level. Accordingly, all
the costs and input variables for calculating the project benefits are updated
to 2012 ( Base year).
12.4.4 Considering the component wise opportunity cost (estimated for Rajasthan
State conditions), the financial cost was converted into economic cost in
accordance with the available guidelines from international funding agencies
like Asian Development Bank (ADB).
12.4.5 The conventional economic model like HDM (which is used for highway
improvement project analysis) may not be relevant for most of the rapid
transport projects etc. Hence appropriate excel based models are developed,
to quantify the relevant project benefits; life cycle costing; project net benefits
and finally economic feasibility criteria like EIRR and ENPV.
12.4.6 Updated inputs available from “Updated Road User Cost Study, 2001” and
the input data used for Comprehensive Traffic and Transportation Study for
Chennai (2008) with suitable updates pertaining to the unit rates of VOC and
travel time for different vehicle categories and wherever possible estimation of
these input variables for Rajasthan State region specific from available
secondary data as per the relevant guidelines were used for the excel based
models developed for this study.
12.4.7 The cost – benefit analysis was carried out by using the discounted cash flow
(DCF) technique to obtain the economic internal rate of return (EIRR) and
economic net present value (ENPV) for the proposed investments and the
likely quantified project benefits linked with the project during the project
analysis period
12.4.8 Economic Opportunity Cost of Capital (EOCC): Given the complexity of
estimating country-specific economic opportunity cost of capital (EOCC), a
discount rate of 12% in constant economic prices is generally used as a proxy
for EOCC in the economic analysis of ADB-financed projects. The EIRR must
be compared with the economic opportunity cost of capital, for interpretation
purpose of project feasibility.
12.5 Cost Estimates
12.5.1 For economic analysis, only the cost estimates of the BRTS estimated in the
cost section is adopted. Adding the preoperative expenses, physical
contingency, applicable taxes, etc, the total financial cost for all the proposed
three options are estimated for the base year (2012). Option wise

construction cost estimated at 2012 price level used for the analysis is
presented in Table 12.1.
12.5.2 The economic costs of capital works and annual operation and maintenance
are calculated from the financial cost estimates and the details followed for
the same are presented in Annex D-2.
12.5.3 Annual operating costs of this investment proposal at constant prices has
been broken down into different items of this investment proposal and used
for analysis purposes.
Table 12.1 Details of Option wise Construction Cost (2012)

Sl.
No. Item Option 1 Option 2 Option 3
1 Base Cost USD Million 48.71 61.04 51.38
2 Land +RR USD Million 1.078 2.664 65.074
3 Total USD Million 49.79 63.71 116.46
4 Total Rs Million 2,638.67 3,376.43 6,172.27
Source: TA Consultant Estimate
12.6 Project Benefits
12.6.1 Proposed BRTS is expected to divert passengers from the existing modes
like mini bus, auto and two wheelers due to its better comfort, better safety
and improved speed and reliability. These improvements will benefit the users
in terms of better speed with service quality and reduced travel time.
Accordingly, the economic benefits considered in the present analysis
include:
i.) Value of Travel Time Savings

a. For the diverted passengers by using the proposed BRTS system;
ii.) Value of vehicle operating cost (VOC) savings
a. For the diverted passengers by using the proposed BRTS system;
iii.) Creation of additional employment during construction and maintenance
12.6.2 Above project economic benefits are estimated on annual basis for all the
three alignment options proposed in the technical section. Alignment option
wise projected BRTS traffic upon which the benefits are estimated is
presented below in Table 12.2. Details of project benefit calculations are
discussed in Annex D-3.
Table 12.2 Projected BRTS Daily Traffic

No. of Daily Passengers - Non Peak
No. of Daily Passengers No. of Daily Passengers - Peak Hours hours
Year Mini Bus Rickshaw TW Total Mini Bus Rickshaw TW Total Mini Bus Rickshaw TW Total
2012 32,675 4,774 11,022 48,470 11,763 1,719 3,968 17,449 20,912 3,055 7,054 31,021
2013 33,982 4,965 11,462 50,409 12,233 1,787 4,126 18,147 21,748 3,178 7,336 32,262
2014 35,341 5,163 11,921 52,425 12,723 1,859 4,292 18,873 22,618 3,305 7,629 33,552
2015 36,755 5,370 12,398 54,522 13,232 1,933 4,463 19,628 23,523 3,437 7,935 34,894
2016 38,225 5,585 12,894 56,703 13,761 2,011 4,642 20,413 24,464 3,574 8,252 36,290
2017 39,754 5,808 13,409 58,971 14,311 2,091 4,827 21,230 25,442 3,717 8,582 37,742

2018 41,344 6,041 13,946 61,330 14,884 2,175 5,020 22,079 26,460 3,866 8,925 39,251
2019 42,998 6,282 14,504 63,784 15,479 2,262 5,221 22,962 27,519 4,021 9,282 40,821
2020 44,718 6,533 15,084 66,335 16,098 2,352 5,430 23,881 28,619 4,181 9,654 42,454
2021 46,506 6,795 15,687 68,988 16,742 2,446 5,647 24,836 29,764 4,349 10,040 44,152
2022 48,367 7,067 16,315 71,748 17,412 2,544 5,873 25,829 30,955 4,523 10,441 45,919
2023 50,301 7,349 16,967 74,618 18,108 2,646 6,108 26,862 32,193 4,704 10,859 47,755
2024 52,313 7,643 17,646 77,602 18,833 2,752 6,353 27,937 33,481 4,892 11,293 49,666
2025 54,406 7,949 18,352 80,707 19,586 2,862 6,607 29,054 34,820 5,087 11,745 51,652
2026 56,582 8,267 19,086 83,935 20,370 2,976 6,871 30,217 36,213 5,291 12,215 53,718
2027 58,845 8,598 19,849 87,292 21,184 3,095 7,146 31,425 37,661 5,502 12,704 55,867
2028 61,199 8,942 20,643 90,784 22,032 3,219 7,432 32,682 39,167 5,723 13,212 58,102
2029 63,647 9,299 21,469 94,415 22,913 3,348 7,729 33,989 40,734 5,951 13,740 60,426
2030 66,193 9,671 22,328 98,192 23,829 3,482 8,038 35,349 42,364 6,190 14,290 62,843
2031 68,841 10,058 23,221 102,119 24,783 3,621 8,359 36,763 44,058 6,437 14,861 65,356
2032 71,594 10,460 24,150 106,204 25,774 3,766 8,694 38,234 45,820 6,695 15,456 67,971
2033 74,458 10,879 25,116 110,452 26,805 3,916 9,042 39,763 47,653 6,962 16,074 70,690
2034 77,436 11,314 26,120 114,871 27,877 4,073 9,403 41,353 49,559 7,241 16,717 73,517
2035 80,534 11,766 27,165 119,465 28,992 4,236 9,779 43,008 51,542 7,531 17,386 76,458
2036 83,755 12,237 28,252 124,244 30,152 4,405 10,171 44,728 53,603 7,832 18,081 79,516
2037 87,105 12,727 29,382 129,214 31,358 4,582 10,577 46,517 55,747 8,145 18,804 82,697
2038 90,590 13,236 30,557 134,382 32,612 4,765 11,001 48,378 57,977 8,471 19,556 86,005
2039 94,213 13,765 31,779 139,758 33,917 4,955 11,441 50,313 60,296 8,810 20,339 89,445
2040 97,982 14,316 33,050 145,348 35,273 5,154 11,898 52,325 62,708 9,162 21,152 93,023
2041 101,901 14,888 34,372 151,162 36,684 5,360 12,374 54,418 65,217 9,528 21,998 96,744
2042 105,977 15,484 35,747 157,208 38,152 5,574 12,869 56,595 67,825 9,910 22,878 100,613
2043 110,216 16,103 37,177 163,497 39,678 5,797 13,384 58,859 70,538 10,306 23,793 104,638
2044 114,625 16,747 38,664 170,036 41,265 6,029 13,919 61,213 73,360 10,718 24,745 108,823
2045 119,210 17,417 40,211 176,838 42,916 6,270 14,476 63,662 76,294 11,147 25,735 113,176
Source: TA Consultant Estimate
12.7 Economic Analysis
12.7.1 As part of the economic feasibility analysis, the feasibility parameters

developed are shown in

Table 12.3. A more detailed economic feasibility analysis is given in Appendix

D-4


Economic Internal Rate of Return (EIRR)
Economic Net Present Value (ENPV)

Table 12.3 Economic Cost-Benefit Analysis

Present Value (Rs. million) a/
OPTION 1 OPTION 2
Details (Bus Priority (Provide Grade OPTION 3
Measures within Separation for the BRT (Widen MG
Existing Road through Narrow and Hospital Road)
widths) Congested Sections)
Costs:
Capital costs 2151 2729 4721
O&M costs 839 839 839
Total costs 2990 3568 5560
Benefits:
Savings in Travel
1345 1558 1558
Time Cost
Savings in VOC 1070 1070 1070
Additional
1052 1094 1256
Employment
Total benefits 3467 3723 3884
Economic Return
Measures:
Net present value
477 155 (-) 1676
(Rs. Million)
EIRR (%) 15.09% 12.81% 7.18%
a/ In 2012 prices. Discounted to 2012 at 12% real discount rate.
Source: TA Consultant
12.8 Sensitivity Analysis
12.8.1 A sensitivity analysis was carried out on the economic feasibility results for
the following scenarios as presented in Table 12.4:
 Capital cost increase by 20%
 O&M costs increased by 20%
 Target beneficiaries reduced by 20%
 Delay in accrual of benefit by 1 year
 Combined adverse condition

Table 12.4 Results of Sensitivity Analysis
EIRR (%)
OPTION 2
OPTION 1
(Provide Grade OPTION 3
Details (Bus Priority
Separation for the (Widen MG
Measures
BRT through Narrow Hospital
within Existing
and Congested Road)
Roadwidths)
Sections)
Main Evaluation (Base
Case) a/ 15.09% 12.81% 7.18%
Capital Cost Overrun b/ 11.79% 9.65% 2.95%
Switching Value c/ 18.00% 2.00% -41.00%
O&M Cost Overrun d/ 13.62% 11.42% 4.33%
Decrease in Project
Benefits e/ 9.96% 8.08% 1.75%
One Year Delay in
Implementation 14.44% 11.99% 4.46%
All Four Tests
Combined 5.83% 4.27% -
a/ From Table 12.4.
b/ 20% increase in capital cost.
c/ Calculated as the percentage change in a variable required for EIRR to reduce to 12%.
d/ 20% increase in O&M cost.
e/ Decrease in project benefits by 20%.
12.9 Conclusion
12.9.1 The evaluation has indicated that only two of the three alignment options
considered are economically viable, with the calculated EIRR values
exceeding the economic opportunity cost of capital. Among the two feasible
alignment options, Option 1 (Bus Priority Measures within Existing
Roadwidths) is the more preferred option with higher EIRR. The sensitivity
analysis has demonstrated the robustness of this result, along with the
identification of risk areas which need to be focused during implementation.
However, Option 3 is found not to be economically viable with calculated
EIRR less than the economic opportunity cost of capital.
12.9.2 It should be noted that the calculated EIRR value is based on minimum
estimates of economic return, as there are a number of economic benefits like
increases in land values along the BRT corridor, travel comfort, tourism
benefits and environment improvement that have not been quantified.

13 FINANCIAL ASSESSMENT
13.1 Present Financial Condition
13.1.1 In the PFS stage it is not clear who will be the implementing agency (IE) for
the proposed project. However, it is most likely to be JDA or JMC, either
individually or jointly. Accordingly both JDA and JMC are considered for
financial assessment. As envisaged, a security mechanism will be structured
that either JDA or JMC (and jointly if required) as IE as well as escrowed for
the proposed BRTS as debt service reserve fund.
13.1.2 Jodhpur Development Authority (JDA) The review of finances involves a time-
series analysis of the income and expenditure of JDA to ascertain the trends
and the major sources and uses of funds. Annual revenue and expenditure
summary during the period 2008-09 to 2011-12 indicates that the revenue
and expenditures have increased steadily and more than doubled over the
period. However, the annual surplus has remained constant around Rs 200
million.
Table 13.1 JDA Revenue Expenditure Account (Rs M)
Sl.
No. Particulars 2008-09 2009-10 2010-11 2011-12
A Receipts
1 Capital Receipts 864.86 921.09 1,557.57 1,395.02
2 Revenue Receipts 171.70 241.03 572.26 343.00
3 Other capital receipts 171.50 580.63 115.99 771.59
Total A+B+C 1,208.05 1,742.75 2,245.83 2,509.61
B Payments
1 General Administration 97.32 108.53 130.76 144.32
2 Projects/Schemes 400.27 712.76 922.75 1,323.21
3 Others 466.28 660.78 1,056.96 836.56
Total (A+B+C) 963.87 1,482.07 2,110.47 2,304.09
C Surplus/Deficit 244.18 260.68 135.37 205.52

Source: Jodhpur Development Authority
13.1.3 Jodhpur Municipal Corporation (JMC) Financial sustainability addresses the

required as well as appropriate taxation and tariff reforms. JMC Revenue
Account and sub-project cash flows take cognizance of policy directives
undertaken by JMC in addressing infrastructure investment and sustenance
needs – the focus is on property taxation, water, sewer/drainage and
conservancy charges. While the JMC continues to draw a substantial
proportion of its income from government grant, in lieu of Octroi, in the long-
term, the strategy of JMC shall be to capitalize on the benefits accruing from
property taxes. Urban infrastructure investments as part of the city
development plan (CDP) should recognize the fact that property taxes pay for
capital investments and user charges pay for system operation and
maintenance – given the aforesaid approach, the financial sustainability
analysis focuses on reviewing net cash flows arising out of taxation and tariff
reforms
13.1.4 The review of finances involves a time-series analysis of the income and
expenditure of the JMC to ascertain the trends and the major sources and
uses of funds. The Municipal Accounts code of Government of Rajasthan

State prescribes the organization of the municipal fund into three broad
categories of General Account, Capital Account and Debt and Suspense (or
Extraordinary) Account. Based on the availability, revenue account data
collected from the annual accounts of JMC were compiled and analyzed. For
the purpose of municipal fiscal assessment, financial data pertaining to the
last seven years (2003-04 to 2009-10) were compiled in an abstract format as
shown in Table 13.2.
Table 13.2: JMC Revenue Expenditure Account (Rs ‘000)
Particulars 2009-10 2008-09 2007-08 2006-07 2005-06 2004-05 2003-04
Opening Balance 290,117 157,315 172,300 172,300 84,028 52,551 61,925
A. Income
Total income from
425,267 2,785 9,400 9,400 7,864 6,846 5,211
Taxes
Other Recurring
211,058 473,228 425,886 425,886 372,163 330,552 298,691
Income
Total - Non recurring
296,423 368,633 108,700 108,700 150,405 94,630 61,927
Income
Total income 932,748 844,646 543,986 543,986 530,432 432,028 365,829
B. Expenditure
Total Recurring
616,757 473,133 383,000 383,000 348,738 316,368 286,556
Expenses
Total Non - Recurring
484,176 238,710 145,000 145,000 76,855 84,183 84,030
expenses
Total Expenditure 1,100,933 711,843 528,000 528,000 425,593 400,551 370,586
Closing Balance 121,932 290,118 188,286 188,286 188,867 84,028 57,168
Source: Jodhpur Municipal Corporation
13.1.5 Income has increased at a compounded annual growth rate (CAGR) of 17%
during the assessment period in which tax revenue is the major one. Revenue
expenditure has been found to be with steady increase from FY 2003-04
during the analysis period. Of the total revenue expenditure, expenditure on
operation and maintenance of municipal services constituted the major
component. Annual expenditure had witnessed an increase at a CAGR of 20
percent. The annual closing balance has been found with steady increase
from Rs57 million (2003-04) to Rs 122 million (2009-10) registering average
annual growth rate of 13% which is a positive sign to accommodate possible
future infrastructure investments.
13.2 Cost Recovery Analysis
13.2.1 For the purpose of financial analysis, project have been categorized as
Service, Cost Recovery and Remunerative. The present BRT project is a
Cost Recovery one and accordingly feasibility analysis is carried out.
13.2.2 Weighted Average Cost of Capital The financial viability of the projects was
assessed by comparing the project’s financial internal rate of return (FIRR)
with the financial opportunity cost of capital. As a proxy for the financial
opportunity cost of capital, the weighted average cost of capital (WACC) of
the project in real terms is used. The FIRR is the discount rate that equalizes
the present values of costs and revenues over the project life, while the
WACC represents the cost incurred by the JDA/JMC with the support of the
Rajasthan State government in raising the capital necessary to implement the

project. The WACC was estimated based on the central government’s

on-lending policy.
Table 13.3 Weighted Average Cost of Capital (%)

ADB Loan
Financing Component
Details ADB
Loan GoR & ULB
Weighting 60.00% 40.00%
Nominal Cost a/ 3.11% 9.00%
Tax Rate 0.00% 0.00%
Tax-Adjusted Nominal Cost 3.11% 9.00%
Inflation Rate b/ 0.80% 6.00%
Real Cost 2.29% 2.83%
Weighted Component of WACC 1.37% 1.13%
Weighted Average Cost of Capital (Real) c/ 2.51%
a - Nominal cost of Government of India grant is estimated at 9%, based on the Government’s
long-term bond rate.
b - Global Price escalation is based on - INTERNATIONAL COST ESCALATION FACTORS
2008–2012, World Bank, Table 1.1 The global outlook in summary.
c- Preparing and Appraising Investment Projects, Guidelines for the Financial Governance and
Management of Investment Projects Financed by ADB (pp 26)
13.3 Financial Analysis of Project
13.3.1 The revenue streams for the financial analysis of the BRTS project include
fare collection and advertisement revenue starting from 2015-16. A decision
on implementing the above discussed revenue stream is critical to project
sustenance. Apart from a revision on completion of the capital works, it would
be necessary to revise the fare periodically so as to compensate the
increasing O&M cost.
13.3.2 For fare fixation for the proposed BRTS, fare structures followed by similar
operating BRTS in the country like Ahmedabad BRTS were assessed.
However, for the present analysis, existing fare structure followed by mini bus
in Jodhpur City is adopted as the major diverted BRTS traffic is from minibus.
13.3.3 Initial project capital cost is estimated to be Rs.1613.15 million to be
implemented during the three year construction period (Table 13.4) The PFR
capital costs include an allowance for land acquisition and R&R varied from
1.3% (Option 1), 2.2% (Option 2) to 42.3% (Option 3). As discussed, it would
appear that the actual land acquisition corresponding to the BRT designs as
shown in the drawings for each corridor may be greater or less than the
present estimates.

Table 13.4 Project Capital Cost - Rs Million

Cost Rs Million
Details Option 1 Option 2 Option 3
Base Cost 4,331.74 6,362.06 8,148.97
Landed Cost 5,397.45 7,927.27 10,153.80
Source: TA Consultant
Note:
Option1: Bus Priority Measures within Existing Road widths
Option 2: Provide Grade Separation for the BRT through Narrow and Congested
Sections
Option 3: Widen MG Hospital Road
13.3.4 BRT management cost, cost for ticket collection and account maintenance
fleet maintenance and road way maintenance are the main components
considered in O&M and their cost estimated in cost section are adopted for
the present analysis.
13.3.5 The key assumptions used for analysis include:
 Fare structure based on the present minibus fare rates
 Revenue from advertisements (both at bus stations and on buses)
 Revision to the user charge periodically - 15% increase every third year;
 No concession to BRT fares is considered;
 For initial viability analysis, 100% project capital cost is assumed from
government source and government can access fund from ADB.
Accordingly only project feasibility is attempted in which servicing the
capital cost is not considered.
13.3.6 Financial sustainability and viability analysis results for the proposed cost out
flow (capital and O&M) and the user charge based revenue inflow indicate
that there is no cost recovery in terms positive FIRR; however, the revenue
stream can sustain the full O&M cost during the analysis period.
13.3.7 To achieve the full cost recovery that equates the FIRR level to WACC of
2.5%, the present fare charge (Rs 1.4 / Passenger km) need to be increased
during the operation start year as shown below and this is outside the
affordable level of the system users which may affect the diversion potential
from other existing modes.
 5% for Option 1
 55% for Option 2
 90% for Option 3
13.4 Risk Analysis
 Of the four sensitivity scenarios (cost overrun, O&M cost increase,

reduced beneficiaries, revenue delay by one year) Project Revenue delay
by one year is the most vulnerable to project cash flow, followed by
reduced beneficiaries and cost overrun (Table 13.5).

Table 13.5 Financial Internal Rates of Return (%)

Capital Project Project
O&M cost
Base cost Revenue Revenue
Component increase
Case increase decrease delay by
by 10%
by 10% by 10% one year
BRTS Option 1 2.1% 1.4% 1.7% 0.9% 4.2%
BRTS Option 2 -0.9% #NUM! #NUM! #NUM! -1.1%
BRTS Option 3 #NUM! #NUM! #NUM! #NUM! #DIV/0!
Note: #NUM! & #DIV/0! Indicate ‘no result’ or ‘negligible’.
13.4.1 Considering the sensitiveness of these variables, the following

implementation arrangements are needed so as to minimize the project risk:
 Timely implementation of the project user charges through appropriate
 Timely implementation of the project through appropriate procurement

method;
 Ensuring adequate project coverage of beneficiaries through appropriate

method in which incentive for early completion may be included;
 Adequate focus for LA related project components

communication measures;
13.4.2 Present PFS provides a financial analysis which suggests the project is
financially viable if the Government funds the capital cost of the system. After
opening, it is concluded that the SPV as the owner of the system would
generate sufficient revenue to meet all bus operating costs and all operations
and maintenance costs associated with the upkeep of the BRT infrastructure.
13.5 Conclusion
13.5.1 The main evaluation has indicated that the proposed BRT project for Jodhpur
is not found to be financially viable, with the calculated FIRR values lower
than the WACC (2.51%), for the recommended user charges of BRTS fare
and advertisement rates. This underlines that the project cannot support cost
recovery. However, in line with the present state policy, the project can
recover 100% O&M through user charges. By demonstration of the increase
to the quality and quantity of the BRT service to the consumers and the
prospect of increased land values along the BRT corridor, Rajasthan State
can pursue the cost recovery policy in stages, i.e., partial capital recovery in
the first stage and full cost recovery in the long run.

14 CONCLUSIONS AND RECOMMENDATIONS
14.1 Conclusions
14.1.1 The following conclusions have been reached:
i) If Jodhpur continues to neglect the development of a public transport
network and takes no steps to control private vehicle use and parking,
traffic conditions will deteriorate rapidly. This will be especially so in
the central area and will result in future high value development
preferring to locate outside the city centre. This will exacerbate the
difficulties of providing comprehensive, high quality public transport in
future.
ii) A city with over 1m inhabitants and with high rates of growth in car
and motorcycle ownership cannot continue to thrive without a
professionally staffed governmental agency with all necessary powers
to take responsibility for urban transport issues. Given the important
relationship between land use and transport and the potential for
increased land values as a result of the BRT, a professional lands
department is also needed in Jodhpur to ensure these values are
captured.
iii) A BRT route between Mandore Gardens and the Ring Road at Pal
Road is feasible with minor modifications to the road system for Pal
Road and for Mandore Road north of Paota Circle. The options
proposed to provide the BRT with priority through the city centre range
from traffic signal control to construction of underpasses or major road
widening.
iv) The southern terminal should if possible be located in one of the new
JDA housing developments near the Ring Road.
v) It was estimated that the daily BRT ridership along the corridor would
be about 54,000 passengers per day in 2016 if the duplicating minibus
routes could be restructured to support rather than compete with the
BRT. If this route restructuring were not possible initially, ridership
would take longer to build up to this level. A fleet of 60 12m buses
would be required to provide 2-minute headways along the route.
vi) It will be important to ensure that a role is found for the minibus
operators. Options would include using the minibus operators as BRT
bus operators if outside contractors are to be used for the BRT
services or they could continue to operate minibuses either as feeder
services or as trunk routes on non-BRT corridors.
vii) The proposed BRT route is found to be economically viable for two of
the three options based solely on the transport related benefits which
would result. It is believed that the third option, the comprehensive
redevelopment of the city centre, may also be viable if a full
assessment were to be made of the benefits to the city as a whole of
comprehensive redevelopment including increases in land values
along the BRT corridor, which could be financially captured.
viii) The proposed BRT was not found to be financially viable based on the
target FIRR and WACC values. Based on the current minibus fare
levels, the daily fare revenue in 2016 was estimated to be Rs 406,250.
Using the operating cost assumptions for bus operations, ticketing,
management etc. as provided in Chapter 11, a total cost of Rs

55.22/bus km was estimated which would equate to a cost of almost

Rs 900,000 per day including bus depreciation and about Rs 770,000
excluding depreciation. Initially therefore it may be appropriate to
operate with an open ticketing system with travelling inspectors and
full time staff only at the busiest stations to reduce costs. Operating
costs could be reduced further by tailoring the service more precisely
to the demand and possibly not having all buses operating the full
distance if ridership levels initially did not warrant such a high
frequency in the outer areas. It may also be possible to charge fares
at levels higher than the existing minibus fares. These options need to
be considered further in the full Feasibility Study which should have
more detailed ridership information.
14.2 Recommendations
14.2.1 The following recommendations are made:
i) A full Feasibility Study of the BRT options proposed herein should be
undertaken as soon as possible. The potential for developing a
network of BRT routes along all or most of the major roads in Jodhpur
to create a high quality backbone to the public transport system
should be investigated at the same time.
ii) The Feasibility Study should include surveys designed to test the
market acceptance of fares higher than the present minibus fares for
the improved level of service which the BRT would offer.
iii) An agency should be created, or the Jodhpur City Transport Services
Ltd. should be revived and expanded, to take control of overall public
transport provision in Jodhpur and to be tasked to greatly improve
both coverage and quality of service. It must liaise closely with the
relevant agency for land development to ensure capture of increased
land value along the corridor somehow benefits the BRT operator.
iv) The location of the southern BRT terminal should be decided as soon
as possible and the necessary roadwidths and other allowances for
infrastructure should be incorporated into the layout of the selected
housing development.
v) Similarly, areas for parking, refueling, washing and other nightly
servicing and for major maintenance should also be identified as soon
as possible to enable the Feasibility Study to be in a position to
conduct the environmental and social safeguards in a realistic
manner.

ANNEX A
SURVEY RESULTS
Appendix‐A Table A‐1 Detailed hourly variation of ridership on Mini buses at various locations
Mandor Garden Lalsagar Paota Circle Jalori gate 5th‐12th Road Circle Ashok Udyan Ring Road
Mandor to Paota Paota to Mandor Mandor to Paota Paota to Mandor Mandor to High Court High Court to Mandor High Court to Chopasni Chopasni to High Court Jalori gate to Ring Road Ring Road to Jalori gate Jalori Gate to Ring Road Ring Road to Jalori Gate Jalori Gate to Ring Road Ring Road to Jalori Gate
No. of No. of No. of No. of No. of No. of No. of No. of No. of No. of No. of No. of No. of
Time No. of pass No. of pass No. of pass No. of pass No. of pass No. of pass No. of pass No. of pass No. of vehicle No. of pass No. of pass No. of pass No. of pass No. of pass No. of pass
vehicle vehicle vehicle vehicle vehicle vehicle vehicle vehicle vehicle vehicle vehicle vehicle vehicle
8.00‐8.30 8 31 15 62 18 150 6 78 28 447 30 366 17 242 25 266 9 112 15 214 5 28 9 71 15 228 14 156
8.30‐9.00 26 83 17 88 16 221 12 80 32 536 33 375 16 315 31 358 20 238 25 382 15 260 16 177 16 263 18 282
9.00‐9.30 16 90 24 106 18 190 7 110 19 340 33 304 5 102 37 543 29 433 34 465 24 434 17 225 21 365 6 69
9.30‐10.00 22 73 21 104 16 143 18 113 33 514 30 389 13 248 36 572 17 269 18 270 14 248 17 225 10 259 11 107
10.00‐10.30 17 70 18 103 19 158 30 212 14 255 29 425 17 320 37 589 17 291 16 223 10 168 15 195 5 101 8 82
10.30‐11.00 18 56 16 77 30 289 20 151 35 574 31 424 16 270 30 593 15 253 15 225 14 127 13 165 8 172 7 86
11.00‐11.30 16 79 23 116 27 199 24 156 31 596 30 487 13 215 37 638 13 213 16 252 14 166 16 187 5 97 5 80
11.30‐12.00 18 95 24 133 26 262 24 211 29 544 26 474 38 607 35 533 16 261 22 321 7 87 16 199 5 102 9 116
12.00‐12.30 18 87 18 154 25 259 24 232 29 505 31 557 24 380 23 444 17 261 19 303 16 235 13 155 7 152 8 178
12.30‐13.00 17 67 17 103 18 151 9 63 34 530 31 553 37 497 35 639 18 303 19 283 14 237 15 168 7 103 7 110
13.00‐13.30 15 96 17 201 26 250 25 328 26 434 28 554 31 564 34 672 17 252 24 380 17 198 19 294 97 0 16 268
13.30‐14.00 13 61 18 230 23 239 17 236 24 459 27 604 33 578 34 822 17 268 15 264 15 166 15 197 5 125 3 78
14.00‐14.30 17 95 16 193 20 235 24 336 28 608 31 730 26 481 34 794 16 269 26 352 9 118 15 239 11 171 7 123
14.30‐15.00 18 100 16 227 21 253 20 251 21 393 34 873 29 506 29 686 20 361 13 217 11 113 10 156 6 85 7 127
15.00‐15.30 17 180 15 187 22 220 16 172 28 574 43 1025 24 370 32 736 17 260 13 219 12 159 11 155 7 98 6 130
15.30‐16.00 18 112 16 123 24 242 24 270 24 448 22 571 28 512 29 472 20 334 16 235 11 164 10 169 7 124 7 100
16.00‐16.30 22 254 16 107 24 273 24 260 26 518 26 626 27 573 31 516 14 227 16 275 8 156 11 176 8 124 5 107
16.30‐17.00 13 221 16 115 20 213 16 173 20 380 28 575 30 526 31 429 15 235 15 241 9 119 13 151 4 75 6 121
17.00‐17.30 21 387 16 149 20 240 26 308 21 497 24 492 29 570 33 578 20 344 14 249 10 193 8 129 4 95 4 58
17.30‐18.00 18 534 12 66 22 204 17 193 25 503 25 501 23 390 34 562 12 232 17 282 9 211 10 165 7 120 6 81
18.00‐18.30 20 404 11 53 18 182 22 289 18 396 25 495 25 432 20 398 19 361 16 213 7 156 11 212 9 205 10 230
18.30‐19.00 18 182 12 56 17 166 21 290 23 337 27 547 28 576 34 735 16 316 7 85 11 276 13 247 5 163 9 107
19.00‐19.30 19 402 10 141 18 156 16 272 29 348 30 495 20 441 35 716 16 293 5 75 9 187 19 299 1 5 5 85
19.30‐20.00 18 305 7 92 7 81 23 275 24 399 30 668 18 270 15 262 15 289 5 67 15 373 2 7 2 50 2 23
20.00‐20.30 17 216 6 107 9 90 10 60 17 163 14 125 17 133 17 323 7 104 0 0 17 381 21 314 1 10 1 15
20.30‐21.00 3 54 7 121 6 29 7 46 4 24 11 87 12 103 13 136 7 96 0 0 17 270 4 60 1 15 0 0
Appendix‐A Table A‐2 Detailed hourly variation of ridership on Trekker at various locations
10.00‐10.30
10.30‐11.00
11.00‐11.30
11.30‐12.00
12.00‐12.30
12.30‐13.00
13.00‐13.30
13.30‐14.00
14.00‐14.30
14.30‐15.00
15.00‐15.30
15.30‐16.00
16.00‐16.30
16.30‐17.00
17.00‐17.30
17.30‐18.00
18.00‐18.30
18.30‐19.00
19.00‐19.30
19.30‐20.00
20.00‐20.30
20.30‐21.00
9.30‐10.00
8.00‐8.30
8.30‐9.00
9.00‐9.30
Time
Mandor to Paota Mandor to Paota

Paota to Mandor Paota to Mandor
Mandor Garden
No. of vehicle 14 18 2 3 0 3 4 3 2 3 8 7 5 8 14 0 16 10 24 20 21 24 12 16 8 7
No. of pass 53 67 10 10 0 8 10 8 4 8 39 27 17 30 65 0 55 54 102 115 100 95 48 72 33 44
No. of vehicle 8 4 7 3 3 3 5 15 5 8 26 31 24 24 20 12 12 8 7 5 3 4 4 0 5 0
No. of pass 37 13 19 7 3 4 9 48 21 35 134 201 139 124 96 56 33 24 18 23 7 15 23 0 25 0
No. of vehicle 11 10 7 6 2 14 8 16 15 8 13 9 27 15 18 17 15 16 17 14 7 6 2 6 2 3
Lalsagar
No. of pass 35 25 24 17 8 47 24 56 38 25 43 23 126 57 56 48 40 51 59 63 19 15 25 20 7 7
No. of vehicle 16 9 7 3 13 13 15 15 15 6 7 19 14 16 18 16 12 7 8 7 4 1 12 7 12 5
No. of pass 71 25 23 13 45 28 34 26 34 10 23 67 55 72 56 61 22 14 16 17 10 3 15 16 32 17
Mandor
to High Court to Court to to High
Court Chopasni Mandor Court
No. of vehicle 30 66 70 67 58 93 114 116 128 155 131 131 137 122 140 144 117 95 87 105 123 97 66 74 66 50
Paota Circle
No. of pass 59 187 158 148 128 232 281 305 297 384 317 326 352 295 352 339 271 207 210 244 288 196 233 191 139 130
No. of vehicle 90 80 92 94 80 91 86 95 110 119 102 157 151 136 142 124 100 118 109 92 79 92 43 63 43 31
High
No. of pass 171 239 248 186 193 186 215 229 300 266 354 505 488 756 412 280 207 225 215 208 176 195 148 115 73 50
No. of vehicle 72 96 126 94 101 121 154 147 125 118 176 170 139 201 161 157 160 145 137 132 154 195 87 154 87 64
High
Jalori gate
No. of pass 148 260 366 216 201 269 364 345 293 279 377 383 303 456 349 354 359 304 288 274 359 483 463 348 167 137
Chopasni
No. of vehicle 40 84 107 87 93 81 72 100 70 77 88 77 77 64 100 76 78 54 60 68 65 72 70 20 70 71
No. of pass 101 224 281 219 216 157 167 212 156 195 209 187 205 171 267 198 188 138 136 154 187 180 263 46 153 145
5th‐12th Road Circle
gate to
No. of vehicle 24 50 65 42 62 41 71 92 73 76 75 68 79 98 74 79 87 85 76 76 77 75 30 95 30 38
Jalori
Road
Ring
No. of pass 97 184 346 146 157 106 181 230 176 209 188 177 326 287 234 227 237 220 234 206 266 227 129 230 95 95
Road to
No. of vehicle 30 42 62 37 48 67 83 66 74 72 75 59 56 65 99 69 71 75 60 60 60 71 49 40 49
Jalori
gate
Ring
No. of pass 80 150 240 119 129 170 199 136 164 206 191 191 188 274 436 192 161 175 121 132 150 195 151 80 84
Gate to
No. of vehicle
Jalori
Road
Ring
Ashok Udyan
8 16 17 16 19 15 18 25 17 16 12 17 22 10 19 10 11 15 11 18 12 11 11 11 11 12
No. of pass 17 92 68 69 40 49 58 37 50 62 58 50 101 27 74 49 30 45 33 51 30 46 68 57 46 77
Road to
No. of vehicle
Jalori
Gate
Ring
4 26 33 7 11 17 19 17 5 14 8 6 11 15 8 3 9 13 16 6 7 6 7 11 7 8
No. of pass 22 114 76 32 41 57 25 43 11 38 15 22 22 45 19 5 25 34 35 25 18 21 13 27 33 33
Gate to
No. of vehicle
Jalori
Road
Ring
14 15 19 15 12 13 7 10 11 13 20 6 11 12 8 9 13 19 9 12 7 7 5 9 5 5
Ring Road
No. of pass 60 72 61 55 33 52 30 27 50 39 57 21 45 44 26 32 30 55 22 28 13 25 29 44 13 9
Road to
No. of vehicle
Jalori
Gate
Ring
15 16 22 33 25 31 28 25 3 20 20 26 22 20 23 22 20 22 14 17 21 3 3 10 3 4
No. of pass 61 88 56 66 37 48 41 60 5 67 68 85 77 46 61 65 43 62 27 56 64 7 28 33 6 14
Appendix‐ A Table A‐3 Detailed hourly variation of traffic at M.G.Hospital road near Station Rd.
TIME Motorised Traffic Non‐Motorised Traffic

Cars Three Two Mini Govt. Pvt. Tempo LCV Truck Tractor Hand Cycle Cycle Animal
Wheeler wheeler Bus Bus Bus Drawn Rikshaw Drawn
8.00 ‐ 8.15 53 70 220 28 0 0 19 7 0 2 3 35 1 1
8.15 ‐ 8.30 77 90 305 21 0 1 25 5 4 0 1 55 0 0
8.30 ‐ 8.45 74 93 321 39 0 1 25 3 1 0 3 63 0 0
8.45 ‐ 9.00 75 111 358 21 0 1 17 7 2 3 3 56 0 0
9.00 ‐ 9.15 85 124 337 28 0 0 18 3 3 0 7 63 0 0
9.15 ‐ 9.30 81 142 368 24 0 1 31 6 3 0 2 60 0 2
9.30 ‐ 9.45 94 148 374 24 0 0 33 8 2 0 2 77 0 1
9.45 ‐ 10.00 109 134 455 26 0 0 26 5 1 0 0 71 0 0
10.00 ‐ 10.15 93 180 448 23 0 0 25 6 2 1 2 56 1 0
10.15 ‐ 10.30 101 159 416 18 0 0 33 3 0 0 2 48 1 1
10.30 ‐ 10.45 108 259 442 26 0 0 21 3 0 0 4 47 1 1
10.45 ‐ 11.00 100 175 497 23 0 0 24 6 0 0 1 58 0 2
11.00 ‐ 11.15 105 191 522 23 0 0 70 0 1 1 0 43 1 0
11.15 ‐ 11.30 99 191 471 23 0 1 35 2 1 1 0 54 0 1
11.30 ‐ 11.45 72 199 502 19 0 0 36 6 1 0 2 38 1 0
11.45 ‐ 12.00 64 180 455 16 0 1 27 6 0 0 0 59 1 0
12.00 ‐ 12.15 85 176 488 22 0 1 25 4 0 0 2 32 1 3
12.15 ‐ 12.30 95 182 425 24 0 1 28 3 1 1 1 40 0 2
12.30 ‐ 12.45 126 206 492 23 0 1 34 8 2 1 3 47 0 0
12.45 ‐ 13.00 90 213 449 11 0 0 27 5 0 0 2 32 0 1
13.00 ‐ 13.15 96 243 383 20 0 0 36 4 4 0 0 35 0 0
13.15 ‐ 13.30 101 206 450 16 0 0 35 2 1 0 0 36 0 0
13.30 ‐ 13.45 105 194 374 24 0 0 20 1 1 1 1 49 1 0
13.45 ‐ 14.00 122 212 339 24 0 0 39 3 3 0 2 37 0 2
14.00 ‐ 14.15 152 247 488 27 0 0 42 6 2 1 3 46 0 0
14.15 ‐ 14.30 154 360 420 23 0 0 47 4 1 1 3 53 0 0
14.30 ‐ 14.45 134 350 510 21 0 0 57 4 0 0 5 60 0 1
14.45 ‐ 15.00 123 250 525 27 0 0 40 6 1 0 4 36 0 2
15.00 ‐ 15.15 87 235 390 20 0 0 14 2 1 0 1 57 0 1
15.15 ‐ 15.30 96 230 433 18 0 0 14 4 0 0 1 42 0 0
15.30 ‐ 15.45 105 276 477 18 0 0 29 3 0 0 1 43 1 0
15.45 ‐ 16.00 96 280 457 23 0 0 30 2 0 0 2 25 0 1
16.00 ‐ 16.15 88 271 379 21 0 0 35 2 0 1 0 30 0 0
16.15 ‐ 16.30 117 298 380 18 0 0 26 5 0 0 0 39 0 0
16.30 ‐ 16.45 106 293 424 18 0 1 26 2 0 0 1 38 0 1
16.45 ‐ 17.00 82 255 465 20 0 0 21 3 2 0 2 27 0 1
17.00 ‐ 17.15 95 235 503 20 0 1 19 5 2 0 0 25 0 2
17.15 ‐ 17.30 106 208 332 20 0 1 27 8 0 0 2 33 0 0
17.30 ‐ 17.45 109 206 388 22 0 0 42 6 0 0 1 37 0 1
17.45 ‐ 18.00 90 212 368 19 0 0 21 4 0 0 0 28 0 2
18.00 ‐ 18.15 102 223 343 20 0 3 30 3 0 0 1 44 0 0
18.15 ‐ 18.30 100 320 427 21 0 0 30 4 0 1 3 58 1 0
18.30 ‐ 18.45 88 201 403 14 0 0 30 5 0 0 2 42 0 2
18.45 ‐ 19.00 104 191 390 21 0 1 23 5 0 1 5 30 0 0
19.00 ‐ 19.15 88 194 378 19 0 0 23 3 0 0 0 32 0 0
19.15 ‐ 19.30 93 186 334 13 0 0 16 6 0 0 1 34 0 1
19.30 ‐ 19.45 136 169 375 8 0 0 28 4 0 0 1 27 0 0
19.45 ‐ 20.00 121 185 346 12 0 0 22 7 0 0 2 15 0 0
20.00 ‐ 20.15 140 139 295 5 0 0 16 2 0 0 0 39 0 0
20.15 ‐ 20.30 147 151 297 7 0 0 24 9 0 0 5 48 0 0
20.30 ‐ 20.45 169 171 303 5 0 0 18 3 2 0 4 70 0 1
20.45 ‐ 21.00 148 186 267 3 0 0 20 5 0 0 1 56 0 1
21.00 ‐ 21.15 138 172 264 1 0 0 10 3 0 0 8 27 0 1
21.15 ‐ 21.30 155 163 255 2 0 0 14 7 0 1 3 21 0 0
21.30 ‐ 21.45 145 152 228 2 0 0 15 4 0 0 1 27 0 1
21.45 ‐ 22.00 145 125 225 2 0 5 15 2 0 0 2 21 0 0
22.00 ‐ 22.15 139 111 210 2 1 10 6 6 0 1 2 14 0 2
22.15 ‐ 22.30 93 109 171 1 0 9 3 1 0 1 0 0 0 1
22.30 ‐ 22.45 109 79 157 0 0 10 2 0 0 0 0 0 0 0
22.45 ‐ 23.00 104 80 148 1 0 9 1 2 0 0 0 1 0 0
23.00 ‐ 23.15 70 55 110 0 0 6 0 1 0 0 0 3 0 0
23.15 ‐ 23.30 81 60 89 0 0 7 0 2 0 0 0 2 0 0
23.30 ‐ 23.45 55 57 60 0 0 3 0 1 0 0 0 2 0 0
23.45 ‐ 24.00 51 24 49 0 0 8 0 1 0 0 0 0 0 0
Appendix‐ A Table A‐4 Detailed hourly variation of traffic on Pal Rd. at 12th rd Circle
TIME Motorised Traffic Non‐Motorised Traffic

Cars Three Two Mini Bus Govt. Pvt. Tempo LCV Truck Tractor Hand Cycle Cycle Animal
Wheeler wheeler Bus Bus Drawn Rikshaw Drawn
8.00 ‐ 8.15 35 67 84 21 1 1 1 37 1
8.15 ‐ 8.30 44 70 125 14 1 1 63 1
8.30 ‐ 8.45 64 80 187 30 6 6 5 5 87 1
8.45 ‐ 9.00 79 83 232 20 3 17 4 4 4 93
9.00 ‐ 9.15 106 149 300 27 1 4 15 3 1 4 3 70 2
9.15 ‐ 9.30 107 159 380 25 33 9 4 3 2 70
9.30 ‐ 9.45 109 79 425 21 2 1 12 8 6 3 71 1
9.45 ‐ 10.00 87 107 429 18 21 5 1 5 2 63
10.00 ‐ 10.15 77 93 438 20 1 20 6 1 1 75 1
10.15 ‐ 10.30 95 205 424 15 1 3 24 8 2 6 1 51
10.30 ‐ 10.45 63 121 452 17 2 2 19 5 3 3 4 78
10.45 ‐ 11.00 75 105 432 14 1 19 3 2 3 5 92
11.00 ‐ 11.15 100 135 480 16 1 24 7 5 66 2
11.15 ‐ 11.30 141 151 429 13 1 19 11 2 4 1 54
11.30 ‐ 11.45 115 163 466 17 2 23 9 2 4 2 85 1
11.45 ‐ 12.00 141 143 475 17 2 25 3 1 3 83
12.00 ‐ 12.15 149 123 504 28 3 17 5 3 3 80 2
12.15 ‐ 12.30 159 124 459 22 1 13 4 2 1 3 46
12.30 ‐ 12.45 196 167 508 20 1 10 7 2 4 38
12.45 ‐ 13.00 147 144 455 16 1 1 9 10 4 2 1 49
13.00 ‐ 13.15 122 119 450 20 1 1 14 7 5 2 3 31
13.15 ‐ 13.30 165 158 460 17 1 2 10 5 4 45 1
13.30 ‐ 13.45 137 130 507 23 22 7 1 2 49
13.45 ‐ 14.00 199 148 521 24 13 2 2 7 1 66
14.00 ‐ 14.15 185 229 489 25 1 1 16 5 3 3 71
14.15 ‐ 14.30 162 141 519 11 1 1 22 5 2 3 53 2
14.30 ‐ 14.45 178 133 489 22 2 4 15 2 4 2 37
14.45 ‐ 15.00 140 131 482 23 6 17 7 2 1 53
15.00 ‐ 15.15 133 134 505 20 3 24 4 4 2 2 38
15.15 ‐ 15.30 126 175 512 15 1 19 4 4 5 31 1
15.30 ‐ 15.45 127 131 466 17 2 17 2 4 18
15.45 ‐ 16.00 119 157 510 16 5 19 3 2 4 1 41
16.00 ‐ 16.15 177 155 450 17 12 5 4 8 2 32 1
16.15 ‐ 16.30 134 151 383 14 3 15 6 2 4 34
16.30 ‐ 16.45 124 170 380 21 2 4 13 14 5 3 1 20
16.45 ‐ 17.00 127 155 408 15 2 2 16 5 3 11
17.00 ‐ 17.15 120 147 273 17 4 20 15 4 3 1 21
17.15 ‐ 17.30 143 141 388 18 1 19 7 3 4 1 25
17.30 ‐ 17.45 127 97 480 14 2 19 10 5 3 15
17.45 ‐ 18.00 109 124 406 13 1 19 7 2 3 1 22 1
18.00 ‐ 18.15 159 158 447 18 1 20 5 4 3 3 30 1
18.15 ‐ 18.30 118 136 251 12 13 7 2 2 23
18.30 ‐ 18.45 141 264 305 16 1 13 7 1 6 1 45
18.45 ‐ 19.00 158 168 376 16 2 1 20 8 1 36 1
19.00 ‐ 19.15 217 250 475 16 2 14 6 2 4 26
19.15 ‐ 19.30 230 241 510 18 1 22 12 2 5 2 41
19.30 ‐ 19.45 203 268 463 8 1 1 15 8 2 1 1 23
19.45 ‐ 20.00 200 190 243 14 29 5 1 2 20
20.00 ‐ 20.15 177 98 317 6 2 11 10 2 8
20.15 ‐ 20.30 242 113 359 7 2 13 10 1 15
20.30 ‐ 20.45 227 106 294 8 3 11 3 1 11
20.45 ‐ 21.00 183 100 229 4 1 5 4 1 5
21.00 ‐ 21.15 99 62 133 1 7 4 4 6
21.15 ‐ 21.30 118 63 139 1 7 1 2 11 1
21.30 ‐ 21.45 113 61 138 2 4 4 1 5
21.45 ‐ 22.00 133 45 109 6 2 2 3
22.00 ‐ 22.15 65 42 113 1 3 1 2 9
22.15 ‐ 22.30 81 37 89 1 1 0
22.30 ‐ 22.45 63 34 81 2 2 2 1 4
22.45 ‐ 23.00 57 30 76 1 1 1
23.00 ‐ 23.15 54 28 51 12 4 2 2
23.15 ‐ 23.30 45 16 24 3 1 1 1
23.30 ‐ 23.45 49 17 16 1 6 3 1 4
23.45 ‐ 24.00 49 20 16 1 2 1 3
LOCATION Pawta Circle
DIRECTION Mandor To Uday Mandir
Motorised Traffic Non-Motorised Traffic

TIME Three Two Mini Govt. Hand Cycle Animal
Cars Pvt. Bus Tempo LCV Truck Tractor Cycle
8.00 - 8.15 1 3 6 2 6
8.15 - 8.30 2 2 9 1 7
8.30 - 8.45 1 3 8 1 2
8.45 - 9.00 1 2 5 3
9.00 - 9.15 2 1 1
9.15 - 9.30 1 1 2 1
9.30 - 9.45 2 5 1 1 2
9.45 - 10.00 1 3 3
10.00 - 10.15 1 2 6 1 3
10.15 - 10.30 2 1 9 1
10.30 - 10.45 3 2 12 2 4
10.45 - 11.00 1 1 8 1 2
11.00 - 11.15 4 6 16 1 2 1 4 1
11.15 - 11.30 2 4 13 2 2
11.30 - 11.45 1 2 10 1 3
11.45 - 12.00 1 12 1 2
16.00 - 16.15 3 3 10 1 2
16.15 - 16.30 1 3 8 3
16.30 - 16.45 2 2 12 2 1
16.45 - 17.00 2 2 15 1 4
17.00 - 17.15 2 3 14 2 1 5
17.15 - 17.30 4 5 9 2 3
17.30 - 17.45 2 3 13 1 1 1
17.45 - 18.00 2 5 12 2 3
18.00 - 18.15 3 7 15 2 2 1
18.15 - 18.30 3 5 17 1 4
18.30 - 18.45 4 7 13 3 5
18.45 - 19.00 3 6 16 2 3
19.00 - 19.15 2 5 11 2 2
19.15 - 19.30 1 7 14 1 1
19.30 - 19.45 3 4 17 3 2
19.45 - 20.00 2 4 18 1 1
Total 59 104 340 0 0 0 41 4 0 0 1 88 0 3
Note: Three wheeler is auto‐rickshaw

Two wheeler is regular motorcycle
Tempo is 3‐wheel vehicle for carriage of goods only
LCV is light commercial vehicle defined as <7.5 tonnes Gross Vehicle Weight.
Tractor is agricultural tractor
DIRECTION Mandor To Banad

TIME Three Two Hand Cycle Animal
Cars Mini Bus Govt. Bus Pvt. Bus Tempo LCV Truck Tractor Cycle
Wheeler wheeler Drawn Rikshaw Drawn
8.00 - 8.15 3 6 20 2 1 3
8.15 - 8.30 5 18 14 6 1 11 1
8.30 - 8.45 4 8 38 2 1 1 3 2 2 6
8.45 - 9.00 8 10 39 9 2 2 1 8
9.00 - 9.15 8 9 25 1 8 10
9.15 - 9.30 6 16 34 14 3 1 1 9
9.30 - 9.45 2 11 37 6 2 1 1 7 1
9.45 - 10.00 8 19 32 1 6 2 5
10.00 - 10.15 11 14 34 5 1 1 9
10.15 - 10.30 7 17 23 2 7 5
10.30 - 10.45 6 18 19 1 10 1 2 3
10.45 - 11.00 6 21 19 7 2 1 3
11.00 - 11.15 7 24 37 6 1 1 5
11.15 - 11.30 9 14 24 5 10
11.30 - 11.45 5 23 41 9 1 2 3 1
11.45 - 12.00 9 21 31 1 1 7 2 1 7
16.00 - 16.15 7 20 29 3 1 9 1
16.15 - 16.30 12 18 34 1 2 1 3
16.30 - 16.45 8 19 40 1 2 4
16.45 - 17.00 11 18 34 3 1 7
17.00 - 17.15 13 10 32 1 1 3 2 1 1 16
17.15 - 17.30 14 21 29 1 1 1 2 1 13 1
17.30 - 17.45 11 9 44 1 1 1 9
17.45 - 18.00 9 21 36 1 2 14
18.00 - 18.15 7 16 44 1 2 1 6 1
18.15 - 18.30 10 13 42 1 1 3 8
18.30 - 18.45 5 10 55 2 1 8
18.45 - 19.00 7 9 28 3 1 1 5 6
19.00 - 19.15 5 14 30 1 1 2 1 11
19.15 - 19.30 7 17 29 2 2
19.30 - 19.45 9 2 20 1 2 3
19.45 - 20.00 6 6 16 4 1 6
Total 245 472 1009 6 2 10 139 33 13 3 21 228 9 3
DIRECTION Mandor To Fly Over & RL Station

TIME Three Two Cycle Animal
Cars Mini Bus Govt. Bus Pvt. Bus Tempo LCV Truck Tractor Hand Drawn Cycle
Wheeler wheeler Rikshaw Drawn
8.00 - 8.15 45 39 65 2 3 5
8.15 - 8.30 41 50 70 8 8 14
8.30 - 8.45 62 58 112 14 1 7 7 12 7
8.45 - 9.00 100 92 220 15 3 6 20 6 4 32
9.00 - 9.15 142 99 237 15 3 3 3 16 2 42
9.15 - 9.30 125 98 200 13 6 2 2 13 1 1 38 2
9.30 - 9.45 147 89 230 7 2 4 8 12 1 45
9.45 - 10.00 134 80 97 15 3 6 6 10 2 27
10.00 - 10.15 105 103 160 7 5 1 8 23
10.15 - 10.30 120 95 169 12 2 4 5 4 21
10.30 - 10.45 87 86 95 12 1 5 3 5 9
10.45 - 11.00 105 89 105 13 4 3 6 2 1 6
11.00 - 11.15 110 90 120 9 5 2 4 5
11.15 - 11.30 90 86 89 16 1 9 3 6 2 1 8
11.30 - 11.45 96 76 105 8 8 2 2 1 7
11.45 - 12.00 93 72 110 14 9 3 8 1 12
16.00 - 16.15 59 66 106 19 8 14 13 1 3 5

16.15 - 16.30 80 55 89 8 7 7 5 2 3
16.30 - 16.45 71 57 72 10 6 9 6 6 5
16.45 - 17.00 62 61 96 16 5 10 5 2 1 5
17.00 - 17.15 63 57 75 11 10 11 4 2 2 4
17.15 - 17.30 55 46 66 13 4 6 5 2 4
17.30 - 17.45 77 54 89 9 1 7 7 4 3 11
17.45 - 18.00 56 49 74 12 9 11 8 2 13
18.00 - 18.15 43 55 72 10 2 3 6 2 1 1 7
18.15 - 18.30 70 47 93 14 6 3 3 5 3
18.30 - 18.45 65 49 80 16 2 3 6 2 2 9 1
18.45 - 19.00 50 68 70 9 2 7 7 12
19.00 - 19.15 53 72 80 9 2 4 8 3 1 2 4
19.15 - 19.30 49 56 56 8 1 3 5 1 5 5 2
19.30 - 19.45 55 49 48 10 2 2 6 4 2 1 3 2
19.45 - 20.00 53 47 38 7 2 3 4 2 2 6
Total 2563 2190 3388 361 32 158 196 190 27 29 13 400 0 7
LOCATION Pawta Circle Date : 20/1/2012
DIRECTION Banad Road To Fly Over & RL Station

8.00 - 8.15 9 6 13 2 1 3
8.15 - 8.30 14 8 17 3 1 7
8.30 - 8.45 12 10 24 1 4 1 5 1 4 8
8.45 - 9.00 12 13 16 1 1 1 1 3
9.00 - 9.15 12 16 28 4 7 4 3 1 6
9.15 - 9.30 8 12 30 2 1 7 1 1 2 13 1
9.30 - 9.45 10 14 26 1 1 4 3 1 1 12
9.45 - 10.00 12 4 44 4 2 1 2 1 3 9 1 1
10.00 - 10.15 9 14 61 2 8 2 1 2 12 1
10.15 - 10.30 11 12 55 2 1 1 1 11
10.30 - 10.45 12 15 68 2 5 5 2 2 7
10.45 - 11.00 12 19 92 3 1 5 2 2 11
11.00 - 11.15 9 27 102 2 6 2 10 2
11.15 - 11.30 7 18 93 2 6 1 7 2
11.30 - 11.45 13 27 154 5 4 2 1 8 1
11.45 - 12.00 17 37 125 3 5 11
16.00 - 16.15 33 25 102 1 2 5 1 1 1 15

16.15 - 16.30 16 13 80 2 5
16.30 - 16.45 18 16 82 2 3 3 4 8
16.45 - 17.00 12 10 76 2 6 1 13
17.00 - 17.15 17 12 81 1 2 3 1 1 11
17.15 - 17.30 18 22 97 2 2 1 7 2 11
17.30 - 17.45 8 9 108 1 3 3 10
17.45 - 18.00 15 22 93 2 1 1 9
18.00 - 18.15 14 34 92 1 3 2 17
18.15 - 18.30 10 26 82 5 1 3 2 1 8
18.30 - 18.45 8 23 94 1 3 4 1 9
18.45 - 19.00 12 29 93 1 2 3 14
19.00 - 19.15 10 30 90 1 3 1 2
19.15 - 19.30 7 22 76 2 4 1 1
19.30 - 19.45 11 25 45 1 1 2 2
19.45 - 20.00 13 23 34 2 1 1
Total 401 593 2273 16 64 8 128 42 12 9 24 262 4 5
DIRECTION Banad Road To Uday Mandir

8.00 - 8.15 2 1 1 2 1
8.15 - 8.30 2 3 2 2 2 2
8.30 - 8.45 1 2 2 3 1 1
8.45 - 9.00 1 1 3 2 4
9.00 - 9.15 2 2 5 1 1 2 5
9.15 - 9.30 3 3 7 2 1 2
9.30 - 9.45 2 3 5 1 3
9.45 - 10.00 3 1 7 2
10.00 - 10.15 2 1 8 2 1 2 3
10.15 - 10.30 1 2 11 2 3
10.30 - 10.45 1 5 2 1
10.45 - 11.00 1 3 9 2 3 2
11.00 - 11.15 2 4 2 3 2 2 1
11.15 - 11.30 1 3 5 1 2 3 4
11.30 - 11.45 3 5 6 2 2 2
11.45 - 12.00 2 4 8 2 2 3
16.00 - 16.15 3 4 7 2 2 1
16.15 - 16.30 4 2 9 1 1 3
16.30 - 16.45 5 5 11 3 2 4 1
16.45 - 17.00 1 2 13 4 1 5
17.00 - 17.15 2 8 5 2 1 2
17.15 - 17.30 2 5 6 1 1 2
17.30 - 17.45 3 6 8 3 3 1
17.45 - 18.00 2 4 10 2 5 2
18.00 - 18.15 3 4 10 2 1 4
18.15 - 18.30 2 2 8 3 5
18.30 - 18.45 3 2 10 2 7
18.45 - 19.00 2 4 13 1 2 3
19.00 - 19.15 4 3 16 1
19.15 - 19.30 3 2 9 1
19.30 - 19.45 4 3 11 1
19.45 - 20.00 6 2 8 2
Total 77 95 240 3 0 0 45 19 0 0 27 84 1 7
DIRECTION Banad Road To Mandor

8.00 - 8.15 3 4 13 1 3
8.15 - 8.30 4 6 15 2 2 1
8.30 - 8.45 9 9 23 2 2 2 1
8.45 - 9.00 4 5 8 1 1 1 2
9.00 - 9.15 8 9 13 1 4 2
9.15 - 9.30 12 11 22 1 7 2
9.30 - 9.45 18 7 16 1 7 2 1
9.45 - 10.00 14 9 18 6 3
10.00 - 10.15 10 3 14 3 1 1
10.15 - 10.30 8 8 18 4 1
10.30 - 10.45 12 9 8 2 1
10.45 - 11.00 9 4 14 4 1 1
11.00 - 11.15 4 3 8 3 1 1
11.15 - 11.30 6 5 12 6
11.30 - 11.45 3 4 6 3 1
11.45 - 12.00 4 2 8 2 1
16.00 - 16.15 3 5 4 1
16.15 - 16.30 6 6 13 2 1
16.30 - 16.45 5 4 15 3
16.45 - 17.00 4 6 13 2 1
17.00 - 17.15 9 7 16 3 1
17.15 - 17.30 13 6 19 2
17.30 - 17.45 10 5 28 2 1
17.45 - 18.00 8 4 23 1 2
18.00 - 18.15 12 13 29 2 3
18.15 - 18.30 10 8 24 3 1 2
18.30 - 18.45 7 4 18 1
18.45 - 19.00 4 3 16 2
19.00 - 19.15 3 3 13 1 1
19.15 - 19.30 2 2 8 2
19.30 - 19.45 4 2 12 1
19.45 - 20.00 3 1 9 1
Total 231 177 476 1 0 5 81 27 1 2 2 18 0 0
DIRECTION Fly over To Mandor

8.00 - 8.15 13 9 34 1 1 2 2 1 2
8.15 - 8.30 26 13 56 1 1 6
8.30 - 8.45 34 22 56 3 1 5 7 3 2 4 1
8.45 - 9.00 37 10 62 1 1 3 12
9.00 - 9.15 50 23 83 9 1 4 4 4 1 3 6
9.15 - 9.30 57 38 73 6 1 2 3 1 1 13
9.30 - 9.45 64 21 86 4 4 2 3 2 11
9.45 - 10.00 44 9 68 5 1 3 1 6 7
10.00 - 10.15 53 18 72 10 3 5 7 1 4
10.15 - 10.30 62 19 78 5 2 4 5 1 2 2
10.30 - 10.45 73 24 103 3 4 2 2 1 3
10.45 - 11.00 56 18 99 4 1 1 5 5 1 2
11.00 - 11.15 92 31 152 7 1 7 6 1 3
11.15 - 11.30 64 17 127 4 2 8 6 1 1
11.30 - 11.45 73 23 107 3 2 8 11 1 2 4
11.45 - 12.00 58 21 113 6 1 8 5 8 1 3 2
16.00 - 16.15 64 26 128 6 6 5 6 1 3

16.15 - 16.30 71 22 139 3 1 6 2 10 2 5
16.30 - 16.45 61 19 159 4 2 11 4 3 3
16.45 - 17.00 93 17 148 7 4 9 7 1
17.00 - 17.15 119 17 164 6 6 3 7 3 2 2
17.15 - 17.30 148 13 244 5 3 2 6 2 1 4
17.30 - 17.45 166 18 284 5 1 2 10 11 1 2 6
17.45 - 18.00 128 8 278 8 2 5 7 11 2 1 1 3
18.00 - 18.15 169 19 258 4 1 5 7 12 2 4 7
18.15 - 18.30 143 12 275 6 3 2 6 3 1 3
18.30 - 18.45 179 15 268 4 2 3 9 1 2 4
18.45 - 19.00 156 8 234 7 8 1 7 6 3 2
19.00 - 19.15 152 12 184 5 3 6 9 1 2 3 1
19.15 - 19.30 183 17 188 4 1 1 3 8 2 1 3 2
19.30 - 19.45 164 9 148 3 3 2 7 1 1 2
19.45 - 20.00 138 14 139 5 2 3 12 2 4
Total 2990 562 4607 153 14 105 142 201 34 42 1 126 14 1
DIRECTION Fly over To Banad Road

8.00 - 8.15 2 2 1 1
8.15 - 8.30 2 2 3 1
8.30 - 8.45 2 8 2 1
8.45 - 9.00 4 9 2 1
9.00 - 9.15 2 3 2 1 1
9.15 - 9.30 1 4 6 1 1
9.30 - 9.45 4 4 4 2 1
9.45 - 10.00 2 4 6 1
10.00 - 10.15 2 3 2 1 1 1
10.15 - 10.30 3 1 1
10.30 - 10.45 3 4 5 1
10.45 - 11.00 1 1 2 1 1
11.00 - 11.15 1 2 2 1
11.15 - 11.30 1 1 1
11.30 - 11.45 1 3 1
11.45 - 12.00 1 1 2 1
16.00 - 16.15 1 3 3 2 2 1
16.15 - 16.30 1 1 1 2 1
16.30 - 16.45 3 1 1 2
16.45 - 17.00 3 3 2 2 1 1
17.00 - 17.15 1 3 4 1 2
17.15 - 17.30 2 1 5 1
17.30 - 17.45 3 5 2 2
17.45 - 18.00 2 2 3 1 1
18.00 - 18.15 3 3 4 1 1
18.15 - 18.30 2 2 2 1
18.30 - 18.45 3 1 2 1 2
18.45 - 19.00 1 4 1 1 2 1
19.00 - 19.15 2 3 3 2 2 1
19.15 - 19.30 5 2 1
19.30 - 19.45 3 3 1 1
19.45 - 20.00 1 6 3 1 1 1
Total 56 96 82 26 25 1 13 5 0 0 0 0 0 0
DIRECTION Fly over To Uday mandir

8.00 - 8.15 1 2
8.15 - 8.30 2 1 1 2
8.30 - 8.45 1 2
8.45 - 9.00 3 4 1 1
9.00 - 9.15 1 2 6
9.15 - 9.30 1 5 1 1
9.30 - 9.45 2 2 7
9.45 - 10.00 2 7 1
10.00 - 10.15 1 2 8
10.15 - 10.30 2 1 3 1
10.30 - 10.45 3 6 2
10.45 - 11.00 3 1 7 1
11.00 - 11.15 2 3 6 1 1 1
11.15 - 11.30 1 4
11.30 - 11.45 1 2 8
11.45 - 12.00 1 1 6 1
16.00 - 16.15 1 8 1
16.15 - 16.30 2 6 1
16.30 - 16.45 3 2 7 1
16.45 - 17.00 4 3 5
17.00 - 17.15 2 2 4
17.15 - 17.30 3 3 6 3
17.30 - 17.45 2 2 8 1
17.45 - 18.00 1 3 8
18.00 - 18.15 3 2 4 1
18.15 - 18.30 2 3 2 2
18.30 - 18.45 1 1
18.45 - 19.00 4 6 1 1
19.00 - 19.15 2 3 8 1 2
19.15 - 19.30 1 2 3
19.30 - 19.45 3 1 1 2 3
19.45 - 20.00 1 4 3 1 2
Total 51 61 157 0 0 0 15 3 0 0 1 18 1 0
DIRECTION Nai Sarak To Banad

8.00 - 8.15 2 3 1 1
8.15 - 8.30 1 2 1 2
8.30 - 8.45 3 1 3
8.45 - 9.00 1 4 5 1
9.00 - 9.15 1 3 2
9.15 - 9.30 2 4 1
9.30 - 9.45 1 4 7 1 2
9.45 - 10.00 2 3 1
10.00 - 10.15 3 2 1
10.15 - 10.30 1 2 5 3
10.30 - 10.45 4 2 1
10.45 - 11.00 1 6 4 1 1
11.00 - 11.15 2 8 7 2 1 3
11.15 - 11.30 3 9 10 1
11.30 - 11.45 3 3 6 1
11.45 - 12.00 2 2 4 1 2
16.00 - 16.15 1 3 9 1 2 1 3
16.15 - 16.30 5 4 7 2 2 3
16.30 - 16.45 2 8 13 2
16.45 - 17.00 4 3 17 2 1 3
17.00 - 17.15 3 5 12 2 1 3
17.15 - 17.30 3 4 9 3 2 4
17.30 - 17.45 1 2 4 1
17.45 - 18.00 1 2 3 2
18.00 - 18.15 1 1 2 1 1 2
18.15 - 18.30 2 3 3
18.30 - 18.45 1 1 5 1
18.45 - 19.00 3 3 4
19.00 - 19.15 2 1 1 1 1
19.15 - 19.30 1 3 2 1 1 1
19.30 - 19.45 1 3 2
19.45 - 20.00 2 2 4 2 2
Total 48 105 164 0 0 1 23 17 0 0 0 46 0 0
DIRECTION Nai Sarak To Mandor

8.00 - 8.15 8 4 28 4 2 1 13
8.15 - 8.30 13 17 32 9 6 18
8.30 - 8.45 17 32 54 12 1 10 2 23
8.45 - 9.00 25 38 82 12 13 20
9.00 - 9.15 29 37 114 13 2 7 5 17
9.15 - 9.30 32 42 138 13 1 1 12 3 23
9.30 - 9.45 32 39 134 14 3 12 2 2 1 20 1
9.45 - 10.00 30 39 114 20 2 9 3 1 22
10.00 - 10.15 37 51 115 14 1 8 1 1 40
10.15 - 10.30 48 67 186 15 2 14 2 1 27
10.30 - 10.45 39 62 190 7 1 1 6 1 3 1
10.45 - 11.00 25 54 169 15 1 1 5 1 19
11.00 - 11.15 47 57 189 13 2 1 10 3 18
11.15 - 11.30 42 62 228 18 4 1 17 2 12 1
11.30 - 11.45 43 62 212 15 2 1 12 1 2 2 8
11.45 - 12.00 32 47 202 15 3 7 2 1 6
16.00 - 16.15 54 61 155 16 5 13 1 5

16.15 - 16.30 56 57 191 16 3 10 1 1 7 2
16.30 - 16.45 58 69 183 18 3 9 2 8 1
16.45 - 17.00 43 64 192 17 2 11 3 1 11 1
17.00 - 17.15 48 62 202 15 3 15 2 1 14
17.15 - 17.30 58 79 194 16 2 19 4 1
17.30 - 17.45 41 59 187 12 4 14 2 2 9 2
17.45 - 18.00 47 63 151 15 3 11 1 10
18.00 - 18.15 47 72 173 14 3 2 13 2 8 1
18.15 - 18.30 52 59 169 16 2 8 1 1 11
18.30 - 18.45 47 45 136 17 4 1 8 3 12
18.45 - 19.00 53 48 132 16 2 1 8 1 8
19.00 - 19.15 53 67 143 12 3 1 8 1 1 12
19.15 - 19.30 47 54 128 11 1 2 11 2 8
19.30 - 19.45 58 71 144 17 2 6 1 14
19.45 - 20.00 49 64 117 14 3 1 2 3 1 11
Total 1310 1704 4784 451 67 17 316 55 0 20 4 437 1 9
DIRECTION Nai Sarak To Uday Mandir

8.00 - 8.15
8.15 - 8.30 2
8.30 - 8.45
8.45 - 9.00 2
9.00 - 9.15 1 1 2
9.15 - 9.30 1 2
9.30 - 9.45 1 1
9.45 - 10.00 1
10.00 - 10.15
10.15 - 10.30 1
10.30 - 10.45 2 2 1
10.45 - 11.00 3 2 2
11.00 - 11.15 1 2 2
11.15 - 11.30
11.30 - 11.45 1 2 1
11.45 - 12.00 1
16.00 - 16.15 2 1 2
16.15 - 16.30 2 3 1 1
16.30 - 16.45 2 1 1
16.45 - 17.00 1 3 2
17.00 - 17.15 2 1 6 1 4
17.15 - 17.30 1 1 9 1 2 7
17.30 - 17.45 3 2 5
17.45 - 18.00 4 9 2 1
18.00 - 18.15 1 3 1 1 1
18.15 - 18.30 2 1 2 1 1 3
18.30 - 18.45 3 2
18.45 - 19.00 4 6
19.00 - 19.15 1 1 2
19.15 - 19.30 2
19.30 - 19.45 1 1 1
19.45 - 20.00 2 3
Total 14 23 70 0 1 0 5 9 0 0 0 32 12 0
DIRECTION Uday Mandir To Mandor

8.00 - 8.15 1 3 2 1 1
8.15 - 8.30 3 5 6 1 2 1 3
8.30 - 8.45 1 1 5 2 3
8.45 - 9.00 3 6 9 1 2 5
9.00 - 9.15 2 9 13 1 1 10
9.15 - 9.30 3 10 14 1 2 5
9.30 - 9.45 5 9 22 1 1 2 7
9.45 - 10.00 4 10 22 1 7
10.00 - 10.15 1 12 24 1 1 4
10.15 - 10.30 6 12 30 2 1 2 7
10.30 - 10.45 8 18 34 2 1 14
10.45 - 11.00 7 19 31 1 3 9
11.00 - 11.15 11 17 37 2 2 13
11.15 - 11.30 9 21 33 2 1 9
11.30 - 11.45 14 19 28 1 2 6
11.45 - 12.00 18 25 37 5 2 18
16.00 - 16.15 12 12 48 1 2 1 6
16.15 - 16.30 14 15 59 1 3 1 1 9
16.30 - 16.45 14 19 85 1 8 1 11 1
16.45 - 17.00 12 17 90 2 1 3 17 1
17.00 - 17.15 9 18 75 1 3 1 1 13 2
17.15 - 17.30 14 23 90 1 3 1 2 19
17.30 - 17.45 13 19 80 3 1 1 15 1
17.45 - 18.00 9 25 65 2 9 1
18.00 - 18.15 9 17 48 2 1 1 6 3
18.15 - 18.30 16 26 58 1 4 9 2
18.30 - 18.45 15 23 55 2 1 2 13 2
18.45 - 19.00 12 22 38 4 3 14
19.00 - 19.15 16 13 28 3 2 2 4
19.15 - 19.30 22 18 26 1 1 3 3 5 1
19.30 - 19.45 19 19 25 1 1 3 3 10 2
19.45 - 20.00 17 14 25 4 1 2 8 1
Total 319 496 1242 17 0 4 83 24 4 2 13 287 4 16
DIRECTION Uday Mandir To Banad Road

8.00 - 8.15 1 6 9
8.15 - 8.30 3 2 4
8.30 - 8.45 1 6 13 1 3
8.45 - 9.00 1 9 21 2 1 6
9.00 - 9.15 1 5 20 3 1 3
9.15 - 9.30 4 7 15 2 1 7
9.30 - 9.45 2 5 14 1 1 3
9.45 - 10.00 5 7 14 1 6
10.00 - 10.15 3 6 16 1 6 1
10.15 - 10.30 4 7 17 1 7
10.30 - 10.45 2 4 21 5
10.45 - 11.00 3 6 31 5 2
11.00 - 11.15 3 7 23 2 8
11.15 - 11.30 2 4 26 1
11.30 - 11.45 2 4 20 1 2 5
11.45 - 12.00 4 5 19 1 2
16.00 - 16.15 4 11 22 2 1 3 7
16.15 - 16.30 2 6 23 1 7
16.30 - 16.45 4 9 25 4 3
16.45 - 17.00 4 6 17 1 3 6
17.00 - 17.15 6 5 27 2 1 1 3
17.15 - 17.30 6 3 22 1 1 1 6
17.30 - 17.45 2 4 14 1 5
17.45 - 18.00 3 3 16 1 6
18.00 - 18.15 5 5 14 1 5
18.15 - 18.30 4 4 22 1 4
18.30 - 18.45 3 5 26 1 3
18.45 - 19.00 2 4 22 7
19.00 - 19.15 3 6 17 1 6
19.15 - 19.30 1 3 11 1 3
19.30 - 19.45 1 4 13 1 2
19.45 - 20.00 2 1 9 1
Total 93 169 583 2 1 2 22 10 0 2 14 140 1 2
DIRECTION Uday Mandir To Fly Over & RL Station

8.00 - 8.15 3 5 11
8.15 - 8.30 2 2 6
8.30 - 8.45 3 2 5 1
8.45 - 9.00 1 3 13 8
9.00 - 9.15 4 6 15 2 1 5
9.15 - 9.30 3 7 10 2 1 7
9.30 - 9.45 2 6 11 2 1
9.45 - 10.00 4 7 18 1 5
10.00 - 10.15 3 5 16 1 1 5
10.15 - 10.30 2 6 22 1 6
10.30 - 10.45 2 5 17 1 3
10.45 - 11.00 5 8 23 3
11.00 - 11.15 5 5 21 1 1 2 5
11.15 - 11.30 4 4 17 1 1 2
11.30 - 11.45 6 4 21 2 1 5
11.45 - 12.00 3 6 17 3
16.00 - 16.15 6 9 22 1 5
16.15 - 16.30 5 10 17 2
16.30 - 16.45 11 5 24 1 1 3
16.45 - 17.00 6 8 18 3
17.00 - 17.15 10 6 34 1 3
17.15 - 17.30 8 3 23 5
17.30 - 17.45 3 4 14 1 6
17.45 - 18.00 5 5 16 5
18.00 - 18.15 5 5 16 5
18.15 - 18.30 3 5 20 1 1 5
18.30 - 18.45 4 3 22 1 3
18.45 - 19.00 3 4 23 7
19.00 - 19.15 7 12 21 1 4
19.15 - 19.30 4 6 12 3
19.30 - 19.45 3 4 16 6
19.45 - 20.00 4 5 12 1 2
Total 139 175 553 0 0 2 16 10 2 0 2 126 0 0
LOCATION Nai Sadak
DIRECTION High Court To MG Hospital

8.00 - 8.15 38 32 60 12 12 3 2 1 8 1
8.15 - 8.30 54 62 190 25 15 1 4 17 1
8.30 - 8.45 67 79 189 22 18 2 28
8.45 - 9.00 88 95 205 24 15 8 1 2 25
9.00 - 9.15 85 105 218 29 25 5 1 3 65 2
9.15 - 9.30 70 156 235 26 19 6 3 2 58
9.30 - 9.45 90 149 256 25 21 6 62 3
9.45 - 10.00 69 165 269 21 20 6 2 1 42
10.00 - 10.15 98 235 342 28 22 4 2 38
10.15 - 10.30 85 243 382 22 27 5 2 5 52 2 2
10.30 - 10.45 93 228 372 25 26 3 3 48
10.45 - 11.00 89 237 364 26 29 6 2 2 43 4
11.00 - 11.15 98 175 325 22 21 4 2 38
11.15 - 11.30 75 143 289 24 24 3 2 2 45
11.30 - 11.45 85 157 275 25 18 4 41 2
11.45 - 12.00 95 163 310 21 20 5 3 3 52
16.00 - 16.15 98 189 235 24 27 5 3 18

16.15 - 16.30 112 207 300 22 23 4 2 22 2
16.30 - 16.45 107 235 384 25 19 2 2 19
16.45 - 17.00 110 213 313 20 21 6 21 3
17.00 - 17.15 198 180 230 25 25 4 18 9
17.15 - 17.30 120 215 285 24 21 4 2 25
17.30 - 17.45 105 207 384 22 18 3 27 3 2
17.45 - 18.00 109 189 393 21 22 7 1 20
18.00 - 18.15 110 128 335 22 21 4 31
18.15 - 18.30 89 145 305 27 27 4 3 37
18.30 - 18.45 101 175 372 23 32 4 28
18.45 - 19.00 107 204 337 17 23 5 2 22
19.00 - 19.15 87 185 349 18 16 4 2 8
19.15 - 19.30 115 143 312 15 18 2 12 2
19.30 - 19.45 135 151 362 12 16 3 10 2
19.45 - 20.00 109 132 306 13 14 1 2 18
Total 3091 5322 9483 707 0 0 675 133 33 4 32 998 29 11
LOCATION Nai Sadak
DIRECTION High Court To Ratanada Police Line

8.00 - 8.15 9 9 9 4
8.15 - 8.30 9 6 8 2
8.30 - 8.45 4 6 17
8.45 - 9.00 1 3 2
9.00 - 9.15 2 5 5 2
9.15 - 9.30 2 6 10 3
9.30 - 9.45 3 7 43 5 8
9.45 - 10.00 9 10 61 2 14 1
10.00 - 10.15 10 7 48 3 8
10.15 - 10.30 5 20 40 10 1
10.30 - 10.45 13 11 55 2 1 6
10.45 - 11.00 8 7 35 1 9
11.00 - 11.15 16 18 41 2 1 1 12 1
11.15 - 11.30 32 13 54 1 3
11.30 - 11.45 26 21 68 3 1 15 1
11.45 - 12.00 22 17 67 1 7 1
16.00 - 16.15 8 7 38 4 2
16.15 - 16.30 11 10 45 2 12 2
16.30 - 16.45 5 5 52 2 10
16.45 - 17.00 8 5 45 2 15
17.00 - 17.15 8 11 35 3
17.15 - 17.30 7 10 25 4
17.30 - 17.45 4 11 15 3
17.45 - 18.00 4 8 10 2
18.00 - 18.15 5 5 21 1
18.15 - 18.30 2 4 18 2
18.30 - 18.45 3 6 13 1
18.45 - 19.00 6 6 14 3
19.00 - 19.15 3 7 10 1
19.15 - 19.30 5 6 12 3
19.30 - 19.45 4 8 7 2
19.45 - 20.00 6 4 11 1
Total 260 279 934 6 0 0 28 3 1 0 2 162 6 1
LOCATION Nai Sadak
DIRECTION High Court To Ghantaghar

8.00 - 8.15 1 3 6 1 1 2
8.15 - 8.30 4 5 4 2 1 1
8.30 - 8.45 2 6 6 2 1
8.45 - 9.00 1 4 5 1
9.00 - 9.15 3 7 22 2 2
9.15 - 9.30 2 12 22 1 3
9.30 - 9.45 4 17 23 2 4
9.45 - 10.00 7 23 34 3 1
10.00 - 10.15 6 16 17 1 2
10.15 - 10.30 8 18 23 1
10.30 - 10.45 5 13 20 2 1
10.45 - 11.00 8 18 28 2
11.00 - 11.15 6 14 22 3
11.15 - 11.30 4 17 27 2
11.30 - 11.45 8 19 32 1
11.45 - 12.00 11 13 31 2
16.00 - 16.15 6 18 25 1 1
16.15 - 16.30 3 27 33 1 3
16.30 - 16.45 2 19 33 1 1 2
16.45 - 17.00 3 15 25 1 5
17.00 - 17.15 12 42 54 6 5 1
17.15 - 17.30 12 32 48 15 5
17.30 - 17.45 11 16 34 5 2 3
17.45 - 18.00 11 23 44 10 4
18.00 - 18.15 2 22 46 7 3
18.15 - 18.30 5 12 16 9 4 1
18.30 - 18.45 12 13 45 11 4
18.45 - 19.00 6 13 25 7 6
19.00 - 19.15 11 13 43 22 3 17
19.15 - 19.30 5 23 55 12 1 3 4
19.30 - 19.45 3 32 40 8 3 8
19.45 - 20.00 2 10 20 2 1 10
Total 186 535 908 0 0 1 138 16 1 1 6 101 0 1
LOCATION Nai Sadak
DIRECTION Ratanada Police Line To MG Hospital

8.00 - 8.15 3 4 8 1 3
8.15 - 8.30 3 11 15 1 1 10
8.30 - 8.45 8 15 22 3 2 9
8.45 - 9.00 13 22 65 2 11
9.00 - 9.15 12 20 45 3 1 1 7
9.15 - 9.30 22 38 85 5 2 14
9.30 - 9.45 18 35 99 4 16
9.45 - 10.00 26 21 125 2 2 15
10.00 - 10.15 17 18 110 3 3 16
10.15 - 10.30 22 33 107 2 3 15
10.30 - 10.45 24 27 120 1 4 1 18
10.45 - 11.00 20 19 113 2 3 8
11.00 - 11.15 22 26 113 5 4 15
11.15 - 11.30 22 16 70 1 2 18
11.30 - 11.45 25 28 108 2 6 14
11.45 - 12.00 18 19 110 3 5 1 13
16.00 - 16.15 22 18 96 3 3 1 14
16.15 - 16.30 20 29 132 5 4 23
16.30 - 16.45 16 16 118 3 5 17
16.45 - 17.00 19 27 178 3 3 11
17.00 - 17.15 21 32 123 2 4 8
17.15 - 17.30 21 27 190 4 2 1 1 19
17.30 - 17.45 31 20 117 2 4 13
17.45 - 18.00 32 23 128 3 1 3 19
18.00 - 18.15 20 20 130 2 7 15
18.15 - 18.30 17 12 117 3 5 2 24
18.30 - 18.45 38 22 92 1 1 2 13
18.45 - 19.00 27 29 160 2 4 2 10
19.00 - 19.15 32 18 200 2 4 16
19.15 - 19.30 23 22 148 2 2 3
Total 614 667 3244 77 4 0 87 5 2 2 2 407 0 0
LOCATION Nai Sadak
DIRECTION Ratanada Police Line To Ghantaghar

8.00 - 8.15 2 3 3 1
8.15 - 8.30 6 6 1 1
8.30 - 8.45 2 4 4 1
8.45 - 9.00 5 10 20 1 1 1 2
9.00 - 9.15 4 7 26 1 1
9.15 - 9.30 4 15 18 2 1 1 1
9.30 - 9.45 3 7 21 4 1
9.45 - 10.00 7 3 23 2 4
10.00 - 10.15 6 17 32 1 4
10.15 - 10.30 11 10 40 1 5
10.30 - 10.45 6 9 41 1 11
10.45 - 11.00 14 13 49 1 2 7
11.00 - 11.15 15 20 50 1 1 13
11.15 - 11.30 7 16 27 3 3
11.30 - 11.45 17 13 60 1 6
11.45 - 12.00 5 17 55 1 3
16.00 - 16.15 10 20 48 1 2 9
16.15 - 16.30 13 22 54 1 13
16.30 - 16.45 6 21 56 10
16.45 - 17.00 3 21 49 1 5 4
17.00 - 17.15 10 20 57 1 3 6
17.15 - 17.30 8 17 65 5
17.30 - 17.45 8 16 62 2 2 13
17.45 - 18.00 9 15 72 7
18.00 - 18.15 10 19 108 2 7 2
18.15 - 18.30 12 23 115 1 14
18.30 - 18.45 7 15 112 8
18.45 - 19.00 9 14 62 2 8
19.00 - 19.15 5 24 95 1 1 1 12 2
19.15 - 19.30 13 27 43 1 7
Total 237 438 1473 15 0 0 25 4 0 1 5 190 0 6
LOCATION Nai Sadak
DIRECTION Ratanada Police Line To High Court

8.00 - 8.15 13 12 7 2
8.15 - 8.30 13 4 8 3
8.30 - 8.45 3 3 12
8.45 - 9.00 2 13 3 1 1
9.00 - 9.15 3 4 22 1 4
9.15 - 9.30 6 10 23 1 1 2
9.30 - 9.45 4 8 31 2
9.45 - 10.00 3 10 29 4 1 1 4 1
10.00 - 10.15 9 11 55 3 1 9
10.15 - 10.30 6 10 64 1 2 3 1 6
10.30 - 10.45 17 18 55 1 3 1 3
10.45 - 11.00 22 14 55 2 4
11.00 - 11.15 11 15 59 4 4 7
11.15 - 11.30 7 6 53 4 4
11.30 - 11.45 10 12 67 1 3 1 6
11.45 - 12.00 7 13 71 1 3 6
16.00 - 16.15 4 10 26 3 4
16.15 - 16.30 9 19 57 2 1 18
16.30 - 16.45 12 21 66 3 3 3
16.45 - 17.00 11 9 54 3 4
17.00 - 17.15 4 11 63 1 1 3
17.15 - 17.30 11 13 54 4 4
17.30 - 17.45 8 11 54 1 1 4
17.45 - 18.00 8 12 62 3 1 5
18.00 - 18.15 16 14 74 2 1 7
18.15 - 18.30 11 13 62 4 2 5 2
18.30 - 18.45 12 14 68 3 2 4 2
18.45 - 19.00 18 24 62 4 3 7
19.00 - 19.15 14 24 82 8 3 1 1 8
19.15 - 19.30 13 18 73 4 2 1 6
Total 285 365 1481 9 4 3 71 30 4 3 1 140 1 4
LOCATION Nai Sadak
DIRECTION MG Hospital To Ratanada Police Line

8.00 - 8.15 3 11 24 2 2 2
8.15 - 8.30 6 21 33 4 8
8.30 - 8.45 6 16 21 2 1 5
8.45 - 9.00 14 21 33 1 1 6
9.00 - 9.15 8 31 24 2 2 1 10
9.15 - 9.30 21 21 36 5 12
9.30 - 9.45 8 20 31 2 2 1 3
9.45 - 10.00 16 19 36 2 1 1 6
10.00 - 10.15 14 39 45 2 7 8
10.15 - 10.30 21 23 54 2 4 14
10.30 - 10.45 29 20 41 3 6 11
10.45 - 11.00 18 40 38 2 4 7
11.00 - 11.15 11 18 52 4 5 1 13
11.15 - 11.30 9 25 41 2 8 17
11.30 - 11.45 16 34 38 2 8 31
11.45 - 12.00 23 27 56 3 11 15
16.00 - 16.15 13 22 50 3 2 1 6
16.15 - 16.30 20 27 46 1 3 7
16.30 - 16.45 15 13 38 3 3 6
16.45 - 17.00 23 27 23 1 4
17.00 - 17.15 46 41 62 2 11 12
17.15 - 17.30 43 35 53 2 6 16
17.30 - 17.45 50 52 67 1 3 12
17.45 - 18.00 48 41 66 1 6 21
18.00 - 18.15 23 36 65 2 8 10
18.15 - 18.30 21 46 80 1 3 17
18.30 - 18.45 40 151 70 2 11 1 21
18.45 - 19.00 36 45 84 2 7
19.00 - 19.15 31 26 60 2 12 18
19.15 - 19.30 37 34 64 1 5 11
19.30 - 19.45 47 27 70 1 5 15
19.45 - 20.00 33 24 53 9 21
Total 749 1033 1554 63 0 2 149 3 2 1 0 372 0 0
LOCATION Nai Sadak
DIRECTION MG Hospital To High Court

8.00 - 8.15 35 51 28 8 4 1 2 11
8.15 - 8.30 28 61 55 10 12 13
8.30 - 8.45 45 60 57 12 1 7 15
8.45 - 9.00 43 48 67 16 1 13 2 2 16
9.00 - 9.15 35 59 110 11 7 1 15 1
9.15 - 9.30 46 80 172 13 7 7 1 20
9.30 - 9.45 56 82 258 14 1 5 3 17 1 1
9.45 - 10.00 60 92 315 16 1 3 7 13 2
10.00 - 10.15 93 115 410 12 27 8 2 7
10.15 - 10.30 75 90 344 12 23 9 8
10.30 - 10.45 82 80 316 13 24 13 13
10.45 - 11.00 75 90 417 15 40 14 2 17
11.00 - 11.15 85 93 360 12 24 27 27
11.15 - 11.30 186 83 349 12 2 27 7 17
11.30 - 11.45 78 92 319 13 1 28 7 7
11.45 - 12.00 79 82 280 13 23 5 11
16.00 - 16.15 60 45 110 9 20 2

16.15 - 16.30 76 85 200 25 34 1 19
16.30 - 16.45 121 150 220 15 14 1 4
16.45 - 17.00 85 105 190 12 22 1 3 5 1
17.00 - 17.15 77 91 259 13 9 2
17.15 - 17.30 105 113 381 14 7 1 2
17.30 - 17.45 100 105 250 22 20 8
17.45 - 18.00 103 108 521 9 13
18.00 - 18.15 97 98 402 12 24 7 1
18.15 - 18.30 102 102 354 13 27 2 7 1
18.30 - 18.45 102 126 551 12 23
18.45 - 19.00 67 90 121 10 7
19.00 - 19.15 83 77 557 16 7 1
19.15 - 19.30 77 103 551 10 3
19.30 - 19.45 90 90 371 10 7
19.45 - 20.00 60 73 266 3 1
Total 2506 2819 9161 407 5 2 511 114 11 0 2 255 36 4
LOCATION Nai Sadak
DIRECTION MG Hospital To Ghantaghar

8.00 - 8.15 1 8 11 3 2 1
8.15 - 8.30 3 9 4 3 1
8.30 - 8.45 9 1 10 1 1
8.45 - 9.00 5 18 5 4 2
9.00 - 9.15 3 24 12 5 3 2
9.15 - 9.30 10 38 28 6 1 1 1 6
9.30 - 9.45 5 29 32 5 1 1 1 6
9.45 - 10.00 6 23 44 5 1 1 7
10.00 - 10.15 10 34 61 3 1 5 1
10.15 - 10.30 10 40 65 6 1 1 7
10.30 - 10.45 17 39 171 7 6 11
10.45 - 11.00 8 55 55 6 4 1 5
11.00 - 11.15 11 45 71 6 5 16 1
11.15 - 11.30 7 35 57 9 5 4 6
11.30 - 11.45 8 53 52 4 6 1 4 1
11.45 - 12.00 15 48 51 7 4 5
16.00 - 16.15 15 44 34 6 2 1 1 1
16.15 - 16.30 12 43 53 6 7 1 3 2
16.30 - 16.45 13 61 72 5 6 3
16.45 - 17.00 16 53 67 6 1 3 1 1 12
17.00 - 17.15 12 55 64 3 6 2 10 1
17.15 - 17.30 15 68 54 4 1 5 10
17.30 - 17.45 22 66 73 6 6 8
17.45 - 18.00 20 65 65 4 5 15
18.00 - 18.15 16 78 83 9 3 7
18.15 - 18.30 10 69 85 5 6 1 13
18.30 - 18.45 15 85 190 4 8 13
18.45 - 19.00 16 77 85 6 5 15
19.00 - 19.15 18 63 83 3 1 3 2 15 2
19.15 - 19.30 18 63 82 4 3 1 1 6
19.30 - 19.45 8 63 88 1 2 8
19.45 - 20.00 16 41 73 2 5 7 1
Total 361 1501 1971 163 0 6 113 10 10 1 6 228 2 7
LOCATION Nai Sadak Date : 17/1/2012
DIRECTION Ghantaghar To Ratanada Police Line

8.00 - 8.15 3 4 9 4
8.15 - 8.30 4 12 1 4 1
8.30 - 8.45 3 9 12 1 2
8.45 - 9.00 5 12 18 1 2
9.00 - 9.15 5 10 21 2 3 8
9.15 - 9.30 1 9 30 1 12
9.30 - 9.45 4 4 31 2 1 1 3
9.45 - 10.00 3 10 40 4
10.00 - 10.15 5 6 49 1 1 12
10.15 - 10.30 5 14 66 3 4
10.30 - 10.45 7 9 45 5
10.45 - 11.00 5 5 24 3
11.00 - 11.15 8 16 40 1 1 10
11.15 - 11.30 7 26 39 2 1 8
11.30 - 11.45 5 8 33 4 11
11.45 - 12.00 3 14 21 1 7
16.00 - 16.15 9 24 45 2 3 7
16.15 - 16.30 12 12 62 1 1 4
16.30 - 16.45 12 24 87 1 4
16.45 - 17.00 11 22 47 1 1 1 4
17.00 - 17.15 7 28 41 1 5
17.15 - 17.30 6 12 36 2 1 5
17.30 - 17.45 10 33 55 3 2 10
17.45 - 18.00 6 20 40 2 1 4
18.00 - 18.15 8 17 28 1 2 2 7
18.15 - 18.30 13 40 42 1 1 1 3
18.30 - 18.45 5 25 45 1 2
18.45 - 19.00 17 35 62 3 6
19.00 - 19.15 12 37 50 1 2 2 4
19.15 - 19.30 11 26 25 6 2
19.30 - 19.45 15 32 52 2 5 3
19.45 - 20.00 17 18 21 1 1 1
Total 240 565 1228 16 0 0 52 13 0 1 1 170 0 1
DIRECTION Ghantaghar To High Court

8.00 - 8.15 3 4 9 3
8.15 - 8.30 3 9 13 4
8.30 - 8.45 3 4 11 6
8.45 - 9.00 1 3 25 1 1 1
9.00 - 9.15 7 4 22 3 5
9.15 - 9.30 2 19 34 1 7 3 9 8
9.30 - 9.45 2 12 18 3 1 6
9.45 - 10.00 4 15 39 1 4
10.00 - 10.15 5 30 50 1 2 2 10
10.15 - 10.30 5 2 51 1 1
10.30 - 10.45 6 34 91 4 8
10.45 - 11.00 4 24 44 1 1 2
11.00 - 11.15 7 32 49 1 1 7
11.15 - 11.30 7 38 65 2 1 1 1 1
11.30 - 11.45 6 22 44 1
11.45 - 12.00 9 48 40 1 5 1 10
16.00 - 16.15 8 39 80 2 4 1 6
16.15 - 16.30 7 32 45 1 1
16.30 - 16.45 3 27 60
16.45 - 17.00 3 38 85 2 1 1 3
17.00 - 17.15 6 32 55 3 7
17.15 - 17.30 9 50 69 1 5 7
17.30 - 17.45 8 20 61 1 1 1 10
17.45 - 18.00 9 33 55 11 2
18.00 - 18.15 11 30 60 2 1 15 2
18.15 - 18.30 12 55 77 1 5
18.30 - 18.45 20 60 80 3 2 5
18.45 - 19.00 10 55 70
19.00 - 19.15 5 34 83 3 5 1 5
19.15 - 19.30 3 25 55 2 7 3 5
19.30 - 19.45 1 30 64 2 2
19.45 - 20.00 8 37 45 7 1 3
Total 197 897 1649 25 2 0 61 15 2 3 14 159 0 5
DIRECTION Ghantaghar To MG Hospital

8.00 - 8.15 3 7 14 5 1 2 2
8.15 - 8.30 2 16 27 5 2 1 4
8.30 - 8.45 9 17 18 3 1
8.45 - 9.00 7 24 26 7 2 12
9.00 - 9.15 4 12 20 3 4
9.15 - 9.30 6 11 27 2 1 1 10
9.30 - 9.45 6 11 32 4 1 1 1 8
9.45 - 10.00 10 16 34 4 2 1 8
10.00 - 10.15 7 17 32 5 2 2 7
10.15 - 10.30 11 33 44 6 3 1 2 4 1
10.30 - 10.45 6 28 39 6 4 1 4
10.45 - 11.00 6 33 41 5 1 7
11.00 - 11.15 11 38 29 5 4 6
11.15 - 11.30 12 40 30 3 5 1 1 7
11.30 - 11.45 17 53 58 8 2 1 1 1 3
11.45 - 12.00 9 50 42 5 4 1 9
16.00 - 16.15 12 50 52 4 3 1 6
16.15 - 16.30 13 63 58 7 6 4
16.30 - 16.45 19 40 46 5 6 1 3 1
16.45 - 17.00 11 86 45 5 7 1 4
17.00 - 17.15 12 83 56 4 5 1
17.15 - 17.30 8 42 36 4 6 4
17.30 - 17.45 19 72 53 6 1 12 1 4 1
17.45 - 18.00 11 65 66 7 2 1 8
18.00 - 18.15 15 46 60 4 2 1 6 1
18.15 - 18.30 24 71 75 7 6 2
18.30 - 18.45 19 59 63 4 6 2
18.45 - 19.00 12 69 50 4 6 1 5
19.00 - 19.15 8 53 60 3 10 1 1
19.15 - 19.30 17 51 70 4 7 1 3
19.30 - 19.45 18 60 68 3 3 2 2 1
19.45 - 20.00 10 45 55 2 4 4
Total 354 1361 1426 147 0 1 127 12 7 4 7 154 2 4
LOCATION Swastikgate
DIRECTION High Court To MG Hospital

8.00 - 8.15 17 30 49 12 1 10 3 2 1 8 1
8.15 - 8.30 52 58 118 25 2 13 1 5 17 1
8.30 - 8.45 57 72 105 22 2 19 2 28
8.45 - 9.00 58 90 185 18 15 8 1 2 31
9.00 - 9.15 88 135 230 28 22 6 2 2 70 1
9.15 - 9.30 58 150 230 24 17 5 2 2 55
9.30 - 9.45 94 150 252 23 17 6 1 3 50
9.45 - 10.00 73 150 250 18 18 4 44 1
10.00 - 10.15 83 236 330 26 19 3 2 1 1 34 2
10.15 - 10.30 80 320 390 21 24 5 1 4 44 1
10.30 - 10.45 92 230 360 24 22 4 2 34
10.45 - 11.00 97 235 340 22 24 4 2 30
11.00 - 11.15 100 165 323 20 19 3 1 1 32
11.15 - 11.30 71 140 240 23 23 2 2 22
11.30 - 11.45 80 150 265 22 16 4 23
11.45 - 12.00 96 160 330 20 21 6 1 2 21 1
16.00 - 16.15 87 160 220 23 26 5 2 16 3

16.15 - 16.30 110 200 350 23 19 3 18 1
16.30 - 16.45 101 210 435 22 16 3 11 1
16.45 - 17.00 103 175 385 18 19 8 2 1 12
17.00 - 17.15 155 160 300 26 21 7 8 1
17.15 - 17.30 126 145 280 19 15 4 1 7 1
17.30 - 17.45 114 `220 365 21 17 5 18 1
17.45 - 18.00 115 200 390 25 23 2 11
18.00 - 18.15 107 145 385 19 15 1 1 21
18.15 - 18.30 82 170 300 23 22 3 2 29 1
18.30 - 18.45 93 200 370 14 21 3 3 18 1
18.45 - 19.00 103 245 460 15 20 1 12
19.00 - 19.15 102 220 390 15 14 2 12
19.15 - 19.30 105 125 360 12 9 1 18
19.30 - 19.45 100 160 410 15 11 3 1 16 1
19.45 - 20.00 97 145 290 8 11 3 7
Total 2896 5131 9687 638 11 2 567 127 27 3 30 770 12 14
LOCATION Swastikgate
DIRECTION High Court To Swastik Gate

8.00 - 8.15 14 2
8.15 - 8.30 7 6 33 1 1 1 1 7
8.30 - 8.45 1 10 32 2 3 4
8.45 - 9.00 6 7 37 4
9.00 - 9.15 7 12 43 1 1 7
9.15 - 9.30 7 10 60 2 10
9.30 - 9.45 12 9 61 1 1 2
9.45 - 10.00 4 10 55 1 9
10.00 - 10.15 6 13 65 1 5
10.15 - 10.30 8 20 69 2 1 1 6
10.30 - 10.45 5 17 79 4 1 2 10
10.45 - 11.00 8 18 60 2 1 10
11.00 - 11.15 10 20 78 2 1 12
11.15 - 11.30 5 15 69 14
11.30 - 11.45 9 12 72 2 1 12 1
11.45 - 12.00 7 21 79 1 3
16.00 - 16.15 6 18 57 3 1 13
16.15 - 16.30 10 16 55 2 8
16.30 - 16.45 10 14 59 2 7
16.45 - 17.00 6 13 3 1 1 6
17.00 - 17.15 8 14 56 2 8
17.15 - 17.30 9 20 75 2 1 8
17.30 - 17.45 7 17 86 2 1 1 12
17.45 - 18.00 10 15 91 1 9
18.00 - 18.15 9 12 81 5 5
18.15 - 18.30 10 14 92 2 1 1 8
18.30 - 18.45 13 17 98 1 1 1 6 1
18.45 - 19.00 11 20 102 7 1 5
19.00 - 19.15 8 13 110 1 5
19.15 - 19.30 10 11 114 2 7
19.30 - 19.45 5 9 108 1 3
19.45 - 20.00 4 6 93 2 4
Total 238 429 2186 2 0 0 58 9 2 5 10 229 0 2
LOCATION Swastigate
DIRECTION MG Hospital To High Court

8.00 - 8.15 45 42 85 14 1 6 7 1 2 28 2
8.15 - 8.30 64 72 144 22 10 1 43
8.30 - 8.45 59 72 118 30 1 17 1 1 47
8.45 - 9.00 64 76 129 23 17 3 2 1 46
9.00 - 9.15 80 93 208 27 16 2 1 29
9.15 - 9.30 107 119 228 23 18 2 2 57
9.30 - 9.45 59 74 197 26 24 3 1 41
9.45 - 10.00 62 88 242 25 24 34
10.00 - 10.15 110 127 267 29 2 22 3 1 52
10.15 - 10.30 142 128 287 23 34 7 57
10.30 - 10.45 117 153 328 25 31 4 53
10.45 - 11.00 113 152 296 24 36 3 1 52
11.00 - 11.15 125 192 484 31 38 3 32
11.15 - 11.30 90 193 422 22 19 2 1 39
11.30 - 11.45 89 228 435 21 27 4 2 43
11.45 - 12.00 117 233 433 22 32 7 28
16.00 - 16.15 84 177 232 18 23 3 1 27

16.15 - 16.30 87 157 278 16 14 7 24
16.30 - 16.45 92 163 316 20 1 19 2 23
16.45 - 17.00 88 178 349 18 34 7 52
17.00 - 17.15 82 163 294 23 1 38 8 2 36
17.15 - 17.30 88 210 418 21 34 5 1 25
17.30 - 17.45 82 163 337 22 27 4 29
17.45 - 18.00 99 217 433 19 32 4 24
18.00 - 18.15 72 149 394 18 33 2 27
18.15 - 18.30 107 184 459 24 33 3 1 43
18.30 - 18.45 83 163 333 19 31 5 32
18.45 - 19.00 84 173 371 25 19 2 1 41
19.00 - 19.15 97 193 355 27 13 6 13 3
19.15 - 19.30 98 158 353 18 18 3 14 1 1
19.30 - 19.45 84 118 234 18 16 2 8
19.45 - 20.00 82 114 258 6 9 3 11
Total 2852 4722 9717 699 0 6 764 118 16 6 0 1110 6 1
LOCATION Swastigate
DIRECTION MG Hospital To Swastik Gate

8.00 - 8.15 6 19 2 5
8.15 - 8.30 5 7 23 1 5 11
8.30 - 8.45 7 21 40 4 16
8.45 - 9.00 1 22 51 5 1 8
9.00 - 9.15 3 11 65 7 17
9.15 - 9.30 6 29 72 7 2 13 1
9.30 - 9.45 5 30 85 9 26 1
9.45 - 10.00 13 27 103 8 25
10.00 - 10.15 11 29 105 10 22 1
10.15 - 10.30 3 41 120 13 31
10.30 - 10.45 4 32 117 16 27
10.45 - 11.00 3 40 145 8 2 29
11.00 - 11.15 4 42 120 23 3 20
11.15 - 11.30 2 53 155 20 2 22 1
11.30 - 11.45 1 48 115 21 1 2 26 2
11.45 - 12.00 8 61 105 22 2 30
16.00 - 16.15 4 46 102 11 3 17

16.15 - 16.30 9 51 143 17 25
16.30 - 16.45 7 63 130 9 15
16.45 - 17.00 5 71 151 13 27 1
17.00 - 17.15 6 67 135 10 16 1
17.15 - 17.30 7 86 116 13 1 14
17.30 - 17.45 9 92 133 9 1 20
17.45 - 18.00 6 105 120 7 27
18.00 - 18.15 6 94 129 10 21
18.15 - 18.30 3 84 105 12 27
18.30 - 18.45 7 97 120 5 2 35
18.45 - 19.00 9 45 150 13 4 38
19.00 - 19.15 8 86 135 8 52
19.15 - 19.30 4 68 115 9 41
19.30 - 19.45 6 75 93 6 33
19.45 - 20.00 6 74 90 9 25
Total 178 1703 3407 1 0 0 339 0 0 2 26 761 4 4
LOCATION Swastik Gate Date : 16/1/2012
DIRECTION Swastik Gate To M.G Hospital

8.00 - 8.15 4 16 37 1 16
8.15 - 8.30 7 20 73 1 1 27
8.30 - 8.45 5 26 110 3 41
8.45 - 9.00 4 31 178 2 3 72
9.00 - 9.15 12 44 196 1 3 65
9.15 - 9.30 2 54 273 3 94
9.30 - 9.45 4 26 283 5 72 1
9.45 - 10.00 6 33 282 9 1 79
10.00 - 10.15 9 17 250 6 1 73
10.15 - 10.30 6 45 272 7 5 93
10.30 - 10.45 7 33 203 15 1 63
10.45 - 11.00 7 53 184 11 1 62 1
11.00 - 11.15 6 30 184 9 2 30
11.15 - 11.30 5 34 92 14 2 12 1
11.30 - 11.45 6 38 117 13 1 13
11.45 - 12.00 9 32 107 17 1 2 13
16.00 - 16.15 3 47 117 7 1 1 16

16.15 - 16.30 2 45 181 11 3 14 2
16.30 - 16.45 9 55 154 6 28
16.45 - 17.00 2 48 127 6 22
17.00 - 17.15 5 46 129 8 2 18
17.15 - 17.30 7 52 204 6 1 1 17
17.30 - 17.45 13 40 179 11 22
17.45 - 18.00 10 49 187 3 25
18.00 - 18.15 9 43 213 5 23
18.15 - 18.30 6 57 184 13 27 1
18.30 - 18.45 3 33 180 8 1 10
18.45 - 19.00 7 38 170 6 14 1 1
19.00 - 19.15 2 47 159 6 9
19.15 - 19.30 5 61 173 8 18
19.30 - 19.45 8 35 184 14 21
19.45 - 20.00 6 41 251 8 24
Total 196 1269 5633 0 0 0 243 9 0 2 23 1133 5 3
LOCATION Swastigate
DIRECTION Swastik Gate To High Court

8.00 - 8.15 5 14 23 1 1 6
8.15 - 8.30 9 13 25 3 3 8
8.30 - 8.45 6 13 22 10
8.45 - 9.00 1 14 32 1 13
9.00 - 9.15 5 17 44 1 1 5
9.15 - 9.30 6 13 44 1 12
9.30 - 9.45 10 5 44 4 8
9.45 - 10.00 7 14 35 2 10
10.00 - 10.15 4 6 53 13
10.15 - 10.30 5 20 49 1 10
10.30 - 10.45 4 14 42 2 5
10.45 - 11.00 7 18 34 2 8
11.00 - 11.15 7 18 54 1 7 1
11.15 - 11.30 6 14 31 1 4 1
11.30 - 11.45 3 12 28 1 4
11.45 - 12.00 5 12 30 2 7 1
16.00 - 16.15 6 13 52 3 5
16.15 - 16.30 3 23 33 3 5
16.30 - 16.45 4 24 53 1 22
16.45 - 17.00 11 24 43 5 3
17.00 - 17.15 4 25 65 3 4
17.15 - 17.30 10 26 62 4 7
17.30 - 17.45 10 27 52 2 7
17.45 - 18.00 4 31 56 2 9
18.00 - 18.15 6 39 59 2 7
18.15 - 18.30 9 37 97 8 2 7
18.30 - 18.45 10 30 61 3 4 9
18.45 - 19.00 11 27 88 5 1 8
19.00 - 19.15 8 28 84 1 8
19.15 - 19.30 10 21 48 1 4
19.30 - 19.45 9 19 73 2
19.45 - 20.00 8 17 41 2 1
Total 213 628 1557 1 0 0 67 7 0 4 1 238 1 2
LOCATION M.G.Hospital Station Road
DIRECTION High Court To M.G.Hospital

8.00 - 8.15 44 40 88 18 7 1 1 7 1
8.15 - 8.30 35 48 32 9 3 2 3 5
8.30 - 8.45 68 62 153 7 12 4 13
8.45 - 9.00 53 92 115 9 26 1 2 2 42
9.00 - 9.15 87 81 129 5 41 2 44
9.15 - 9.30 101 73 118 4 40 1 10 57
9.30 - 9.45 79 62 104 2 22 1 2 64 2
9.45 - 10.00 63 70 121 1 19 1 2 50
10.00 - 10.15 58 66 114 36 3 2 29
10.15 - 10.30 41 77 121 25 1 6 34 1
10.30 - 10.45 51 88 140 1 32 2 1 5 39
10.45 - 11.00 57 85 136 1 26 4 20
11.00 - 11.15 48 93 127 1 15 1 10
11.15 - 11.30 29 85 155 20 2 20 1
11.30 - 11.45 58 85 105 1 30 1 2 3 14
11.45 - 12.00 40 75 85 20 2 15
16.00 - 16.15 40 65 100 1 15 2 5 1

16.15 - 16.30 44 55 80 1 1 20 18
16.30 - 16.45 45 55 140 1 20 2 11
16.45 - 17.00 53 77 185 1 28 2
17.00 - 17.15 47 83 170 1 18 13
17.15 - 17.30 49 82 204 1 28 1 13
17.30 - 17.45 48 80 187 3 30 2 25
17.45 - 18.00 83 103 260 1 28 2 23
18.00 - 18.15 68 117 150 1 28 14
18.15 - 18.30 54 108 270 43 1 25
18.30 - 18.45 73 125 270 52 16
18.45 - 19.00 70 135 295 48 24
19.00 - 19.15 53 180 280 5 33 3 22
19.15 - 19.30 61 170 320 30 10
19.30 - 19.45 48 135 250 23 1 22 2
19.45 - 20.00 48 100 190 3 38 22
Total 1796 2852 5194 77 0 2 856 2 16 8 58 728 0 8
DIRECTION High Court To Railway Station

8.00 - 8.15 21 31 47 14 6 3 1 13
8.15 - 8.30 7 33 60 22 1 1 3 1 21
8.30 - 8.45 26 41 97 17 1 65
8.45 - 9.00 23 52 75 20 1 5 1 2 40
9.00 - 9.15 33 50 55 20 7 2 35
9.15 - 9.30 26 40 50 21 2 3 1 1 1 30 1
9.30 - 9.45 33 50 60 20 1 14 1 1 25 1
9.45 - 10.00 26 40 50 25 6 2 25
10.00 - 10.15 22 35 55 20 7 1 1 15 1
10.15 - 10.30 35 47 63 26 8 4 30 1
10.30 - 10.45 17 45 93 22 10 1 10
10.45 - 11.00 35 60 60 22 10 1 1 1 15 1
11.00 - 11.15 16 25 50 14 5 5
11.15 - 11.30 23 50 105 16 2 8 1 10
11.30 - 11.45 23 40 75 23 1 6 3
11.45 - 12.00 23 40 80 25 14 1 1 4 1
16.00 - 16.15 40 40 55 23 12 6
16.15 - 16.30 36 53 55 21 7 3
16.30 - 16.45 35 50 65 18 11 1 3 1
16.45 - 17.00 39 45 50 18 1 14 3
17.00 - 17.15 33 35 50 22 6 10
17.15 - 17.30 43 35 50 25 16 6
17.30 - 17.45 32 30 40 21 14 11 3
17.45 - 18.00 43 35 50 17 6 7
18.00 - 18.15 45 35 55 24 10 12
18.15 - 18.30 33 35 42 37 22 2
18.30 - 18.45 35 40 50 31 14 7
18.45 - 19.00 32 30 45 25 7 3
19.00 - 19.15 33 23 35 28 2 17 6
19.15 - 19.30 50 70 70 42 17 3
19.30 - 19.45 52 55 70 37 10 2 6
19.45 - 20.00 50 50 32 32 17 1 6
Total 1020 1340 1889 748 8 5 312 11 4 3 19 438 3 6
DIRECTION Railway Station To M.G.Hospital

8.00 - 8.15 1 3 1
8.15 - 8.30 1
8.30 - 8.45
8.45 - 9.00
9.00 - 9.15 1 1
9.15 - 9.30 2 3 1
9.30 - 9.45 1 2 1
9.45 - 10.00 1
10.00 - 10.15 1 1
10.15 - 10.30 1 2 4
10.30 - 10.45 1 1 1
10.45 - 11.00 2 2
11.00 - 11.15 1 1 1
11.15 - 11.30 1 1
11.30 - 11.45 2 1 3 3
11.45 - 12.00 1 1 4 2
16.00 - 16.15 2 9 2
16.15 - 16.30 1 5 1
16.30 - 16.45 1 1 6
16.45 - 17.00 4 13 2
17.00 - 17.15 5 2
17.15 - 17.30 3 14 1 2
17.30 - 17.45 3 2 10 1
17.45 - 18.00 1 3 19 4
18.00 - 18.15 3 2 14 3
18.15 - 18.30 4 2 15 1 2
18.30 - 18.45 5 3 19 1 1
18.45 - 19.00 2 5 12 4
19.00 - 19.15 2 2 10 2
19.15 - 19.30 4 2 13 2
19.30 - 19.45 6 2 9 1
19.45 - 20.00 3 1 19 1
Total 53 36 217 2 0 0 3 1 0 0 3 36 0 0
DIRECTION Railway Station To High Court

8.00 - 8.15 32 92 82 2 3 5
8.15 - 8.30 23 61 93 1 4
8.30 - 8.45 15 35 62 4 3
8.45 - 9.00 18 33 61 1 1
9.00 - 9.15 24 58 79 2 6
9.15 - 9.30 29 54 71 3 6
9.30 - 9.45 26 58 67 5 1 9
9.45 - 10.00 36 66 96 3 21 1
10.00 - 10.15 22 63 133 9 1 24 1
10.15 - 10.30 48 72 114 7 1 18
10.30 - 10.45 29 61 108 8 1 12
10.45 - 11.00 17 38 128 11 1 1 13
11.00 - 11.15 18 62 132 9 1 7
11.15 - 11.30 17 47 94 8 3 22
11.30 - 11.45 35 61 103 18 3 23
11.45 - 12.00 34 69 137 21 1 27
16.00 - 16.15 37 83 138 1 12 1 22

16.15 - 16.30 31 63 94 16 11
16.30 - 16.45 32 68 105 1 17 1 19
16.45 - 17.00 37 79 123 16 1 22
17.00 - 17.15 31 84 126 15 2 13
17.15 - 17.30 37 76 142 16 1 1 20 1
17.30 - 17.45 30 64 134 10 1 19
17.45 - 18.00 35 83 162 9 1 27
18.00 - 18.15 28 108 246 1 22 1 34 1
18.15 - 18.30 23 123 217 33 2 47
18.30 - 18.45 23 91 177 18 36
18.45 - 19.00 24 99 193 27 2 1 37
19.00 - 19.15 27 79 194 1 9 30
19.15 - 19.30 41 76 210 1 23 29
19.30 - 19.45 28 47 144 20 1 18
19.45 - 20.00 24 52 108 8 11
Total 911 2205 4073 7 0 0 384 23 0 0 8 521 77 1
LOCATION M.G.Hospital Station Road Date : 17/1/2012
DIRECTION M.G.Hospital To High Court

8.00 - 8.15 17 36 66 32 10 7 16
8.15 - 8.30 41 42 117 34 25 15 1 30
8.30 - 8.45 27 54 195 28 11 10 27
8.45 - 9.00 25 97 170 22 12 9 1 1 21 1
9.00 - 9.15 26 46 168 26 10 8 3 42
9.15 - 9.30 41 63 273 31 18 10 1 46
9.30 - 9.45 44 97 224 26 16 8 1 1 41
9.45 - 10.00 28 84 264 22 13 4 1 36
10.00 - 10.15 54 68 363 27 23 5 1 43 1
10.15 - 10.30 57 62 388 24 13 3 1 32
10.30 - 10.45 48 87 355 27 28 3 36 1
10.45 - 11.00 52 93 325 29 19 2 42
11.00 - 11.15 32 92 466 24 13 1 1 33 1
11.15 - 11.30 46 93 425 28 12 2 3 32
11.30 - 11.45 44 101 388 31 22 1 52 1
11.45 - 12.00 54 92 498 23 23 1 38
16.00 - 16.15 80 127 385 27 18 1 3 40

16.15 - 16.30 74 136 377 24 21 5 27 1
16.30 - 16.45 91 119 415 22 13 3 22
16.45 - 17.00 84 113 388 25 21 3 33
17.00 - 17.15 103 107 318 23 12 1 20
17.15 - 17.30 116 138 363 26 20 2 37
17.30 - 17.45 111 123 384 24 26 6 1 34
17.45 - 18.00 108 108 389 26 23 3 1 24
18.00 - 18.15 127 152 378 24 24 3 2 32
18.15 - 18.30 117 122 384 27 12 5 24
18.30 - 18.45 98 108 313 22 15 3 32
18.45 - 19.00 107 112 368 23 22 4 37
19.00 - 19.15 97 96 294 22 17 5 3 22 1
19.15 - 19.30 102 87 314 23 21 6 23
19.30 - 19.45 109 122 328 17 13 3 1 27
19.45 - 20.00 84 108 308 12 10 3 14 1
Total 2244 3085 10391 801 0 0 556 144 14 2 12 1015 0 8
DIRECTION M.G.Hospital To Railway Station

8.00 - 8.15
8.15 - 8.30
8.30 - 8.45
8.45 - 9.00 1 1
9.00 - 9.15 1 4
9.15 - 9.30 3 1 2
9.30 - 9.45 2 1
9.45 - 10.00
10.00 - 10.15 2 1
10.15 - 10.30 1
10.30 - 10.45
10.45 - 11.00
11.00 - 11.15 1 1
11.15 - 11.30 1
11.30 - 11.45 1 1
11.45 - 12.00 2 1 1
16.00 - 16.15 4 1
16.15 - 16.30 1 1
16.30 - 16.45 1
16.45 - 17.00 1
17.00 - 17.15 1 1
17.15 - 17.30 1 1
17.30 - 17.45 1
17.45 - 18.00 1
18.00 - 18.15 1 1
18.15 - 18.30 1 2
18.30 - 18.45
18.45 - 19.00 2 1
19.00 - 19.15 1
19.15 - 19.30 1
19.30 - 19.45 1
19.45 - 20.00
Total 7 1 28 0 0 0 0 0 1 0 3 14 1 0
LOCATION Jalori Gate Date 18/1/2012
DIRECTION Chopasani To Swastik Gate

8.00 - 8.15 12 26 27 3 1 2
8.15 - 8.30 12 21 22 5 3
8.30 - 8.45 12 8 8 1 8 1 2 3
8.45 - 9.00 6 11 12 8 1 3
9.00 - 9.15 8 10 17 12 1 8
9.15 - 9.30 9 17 22 3 1 13
9.30 - 9.45 8 22 18 8 1 12 1
9.45 - 10.00 3 18 13 8 2 1 3
10.00 - 10.15 12 18 17 3 7
10.15 - 10.30 8 18 21 7 3
10.30 - 10.45 8 17 27 8 1 7
10.45 - 11.00 11 25 27 7 2
11.00 - 11.15 18 9 22 13 1 12
11.15 - 11.30 11 22 30 12 16
11.30 - 11.45 8 21 32 14 1 1 12
11.45 - 12.00 12 27 37 27 12
16.00 - 16.15 12 8 33 13 7
16.15 - 16.30 17 24 35 12 7
16.30 - 16.45 7 17 28 12 3
16.45 - 17.00 12 12 28 8 7
17.00 - 17.15 12 22 33 17 3
17.15 - 17.30 13 11 35 13 8 1
17.30 - 17.45 14 26 42 23 12
17.45 - 18.00 11 21 33 11 3
18.00 - 18.15 22 22 32 21 1 12
18.15 - 18.30 21 22 33 13 1 17 1
18.30 - 18.45 12 21 32 11 2 11
18.45 - 19.00 26 36 27 17 17
19.00 - 19.15 22 21 32 12 3 1
19.15 - 19.30 17 32 41 16 2
19.30 - 19.45 17 22 36 12 6
19.45 - 20.00 11 16 30 11 4
Total 404 623 882 1 0 0 368 12 0 5 2 240 2 2
DIRECTION Chopasani To Sardarpura

8.00 - 8.15 20 30 75 10 2 5
8.15 - 8.30 22 15 60 5 5 1 1 22
8.30 - 8.45 13 17 60 3 2 1 7
8.45 - 9.00 7 14 10 1 2 6
9.00 - 9.15 17 15 120 10 2 1 12
9.15 - 9.30 12 16 120 14 9
9.30 - 9.45 23 17 120 7 2 14
9.45 - 10.00 13 23 90 13 3 13
10.00 - 10.15 23 18 100 13 1 17
10.15 - 10.30 27 24 160 19 3 13
10.30 - 10.45 18 20 140 13 1 14
10.45 - 11.00 24 23 170 14 3 18
11.00 - 11.15 23 18 110 12 1 14
11.15 - 11.30 31 38 200 16 2 19
11.30 - 11.45 33 29 170 19 13
11.45 - 12.00 33 34 220 18 2 18
16.00 - 16.15 19 34 62 1
16.15 - 16.30 15 15 55 1 6
16.30 - 16.45 20 23 65 2 9
16.45 - 17.00 28 30 80 2 4
17.00 - 17.15 22 28 58 7 1 6 1
17.15 - 17.30 22 20 82 3 3
17.30 - 17.45 27 32 73 9 8
17.45 - 18.00 20 25 72 8 12 1
18.00 - 18.15 23 22 65 8 2 12
18.15 - 18.30 15 33 75 17 18
18.30 - 18.45 28 38 43 7 1 2 2
18.45 - 19.00 19 23 63 13 1 7
19.00 - 19.15 15 29 85 14 1 7
19.15 - 19.30 15 32 83 7 1 8 1
19.30 - 19.45 23 23 76 17 2 17 2
19.45 - 20.00 17 27 92 8 2 8
Total 667 785 3054 15 0 0 297 37 0 0 9 342 0 5
DIRECTION Chopasani To Basni

8.00 - 8.15 3 6 15 2 2 4
8.15 - 8.30 6 18 25 2 5 2 2 8
8.30 - 8.45 5 15 28 1 3 13
8.45 - 9.00 13 27 38 3 5 1 1 20
9.00 - 9.15 18 30 38 2 7 2 1 19
9.15 - 9.30 14 28 42 2 3 3 2 1 10 2
9.30 - 9.45 22 28 35 2 5 2 2 13
9.45 - 10.00 28 41 42 2 8 1 3 17
10.00 - 10.15 17 35 55 2 7 2 2 18 1
10.15 - 10.30 20 35 58 3 3 4 1 19
10.30 - 10.45 24 22 68 2 6 2 10
10.45 - 11.00 27 30 70 2 2 1 1 12
11.00 - 11.15 23 33 63 2 2 1 1 1 7
11.15 - 11.30 25 38 65 3 4 3 3
11.30 - 11.45 28 35 64 2 3 2 10
11.45 - 12.00 19 38 75 3 5 2 2 10 1
16.00 - 16.15 18 28 38 2 5 1 3
16.15 - 16.30 24 27 42 3 8 3 2 12 2
16.30 - 16.45 38 32 48 2 18 2 23
16.45 - 17.00 23 33 43 3 8 5 1 3 10
17.00 - 17.15 35 43 73 2 8 4 18
17.15 - 17.30 33 41 74 3 13 5 1 2 23 2
17.30 - 17.45 38 53 92 3 13 2 3 18
17.45 - 18.00 42 41 83 2 5 3 22
18.00 - 18.15 22 58 89 2 3 15
18.15 - 18.30 46 55 93 2 1 2 2 2 23
18.30 - 18.45 41 49 84 4 2 5 4 3
18.45 - 19.00 48 63 74 3 3 2 1 5
19.00 - 19.15 31 52 99 2 3 1 2 3
19.15 - 19.30 37 56 94 5 2 1
19.30 - 19.45 43 46 83 1 2 3 2
19.45 - 20.00 33 36 74 4 1 7
Total 844 1172 1964 69 2 6 174 62 7 4 35 374 0 8
DIRECTION Chopasani To High Court

8.00 - 8.15 30 31 57 25 20 1 2 1 15
8.15 - 8.30 63 43 78 35 22 1 3 18
8.30 - 8.45 54 58 73 30 21 1 2 32
8.45 - 9.00 55 55 75 23 23 1 22
9.00 - 9.15 58 63 96 38 1 23 2 33
9.15 - 9.30 53 110 180 37 23 4 1 21 2
9.30 - 9.45 58 135 229 27 25 2 28
9.45 - 10.00 52 120 103 37 31 1 2 28
10.00 - 10.15 43 117 175 33 23 22
10.15 - 10.30 54 125 198 33 48 3 2 33
10.30 - 10.45 43 137 233 26 22 13
10.45 - 11.00 38 105 165 29 24 1 17
11.00 - 11.15 32 103 184 22 26 13
11.15 - 11.30 38 85 193 23 24 1 1 15 1
11.30 - 11.45 48 95 133 26 17 1 1 13 1
11.45 - 12.00 32 93 174 18 16 12 7 1
16.00 - 16.15 31 77 134 22 13 1 6

16.15 - 16.30 33 94 133 28 17 8
16.30 - 16.45 39 105 179 27 22 17
16.45 - 17.00 34 108 184 34 28 2 19 1
17.00 - 17.15 48 107 170 33 32 1 3 23
17.15 - 17.30 44 127 170 32 31 1 25
17.30 - 17.45 32 84 120 24 23 22
17.45 - 18.00 34 84 150 22 26 13 1
18.00 - 18.15 43 127 224 33 37 1 1 27 1
18.15 - 18.30 57 177 253 36 33 23
18.30 - 18.45 58 194 305 30 28 3 23 2
18.45 - 19.00 39 122 254 26 22 18
19.00 - 19.15 34 94 233 17 23 1 7
19.15 - 19.30 33 88 338 27 12 12 1
19.30 - 19.45 28 102 280 22 8 1 6
19.45 - 20.00 32 97 293 23 13 7
Total 1370 3262 5766 898 0 1 756 1 22 9 17 591 8 10
LOCATION Jalorigate Date :
DIRECTION Swastik Gate To Sardarpura

8.00 - 8.15 2 5
8.15 - 8.30 1 6
8.30 - 8.45 1 2 4 1
8.45 - 9.00 1 1 2
9.00 - 9.15 2
9.15 - 9.30 1 3 7 2
9.30 - 9.45 2 9
9.45 - 10.00 2 3 11 1
10.00 - 10.15 3 7
10.15 - 10.30 1 8 1
10.30 - 10.45 2 2 12
10.45 - 11.00 3 3 8
11.00 - 11.15 1 3 9
11.15 - 11.30 1 7 1
11.30 - 11.45 2 2 10
11.45 - 12.00 1 4 2
16.00 - 16.15 1 2 7
16.15 - 16.30 1 10 1
16.30 - 16.45 1 2 4
16.45 - 17.00 2 2 7
17.00 - 17.15 2 1 7
17.15 - 17.30 2 9
17.30 - 17.45 2 3 11
17.45 - 18.00 2 9
18.00 - 18.15 2 7
18.15 - 18.30 2 3 6
18.30 - 18.45 1 3 8
18.45 - 19.00 2 5
19.00 - 19.15 1 2 6
19.15 - 19.30 3 1 8 1
19.30 - 19.45 1 2 6 1
19.45 - 20.00 2 1 4
Total 31 61 225 0 0 0 2 0 0 0 0 9 0 0
DIRECTION Swastik Gate To High Court

8.00 - 8.15 1 4
8.15 - 8.30 3
8.30 - 8.45 2
8.45 - 9.00 1
9.00 - 9.15 1 4
9.15 - 9.30 6
9.30 - 9.45
9.45 - 10.00 1
10.00 - 10.15
10.15 - 10.30
10.30 - 10.45 1
10.45 - 11.00 2
11.00 - 11.15
11.15 - 11.30
11.30 - 11.45 1
11.45 - 12.00
16.00 - 16.15 2
16.15 - 16.30
16.30 - 16.45 1
16.45 - 17.00 2
17.00 - 17.15
17.15 - 17.30 1
17.30 - 17.45
17.45 - 18.00 1
18.00 - 18.15 1
18.15 - 18.30
18.30 - 18.45 1
18.45 - 19.00 2
19.00 - 19.15
19.15 - 19.30 1 1
19.30 - 19.45 2
19.45 - 20.00 1
Total 0 3 37 0 0 0 0 0 0 0 0 3 0 0
DIRECTION Swastik Gate To Chopasani

8.00 - 8.15 2 4 12 2 1 2
8.15 - 8.30 4 10 18 1 1
8.30 - 8.45 5 25 35 1 1
8.45 - 9.00 7 40 43 1 3 1
9.00 - 9.15 6 `31 55 1 1 1 1
9.15 - 9.30 2 16 37 2 1
9.30 - 9.45 2 13 39 2
9.45 - 10.00 4 8 33 2
10.00 - 10.15 5 8 32 1 1
10.15 - 10.30 3 11 29 1 1 3
10.30 - 10.45 7 9 36 2 1 2
10.45 - 11.00 4 7 26 2
11.00 - 11.15 6 8 30 2 1
11.15 - 11.30 7 12 35 2 3
11.30 - 11.45 6 13 38 1 1
11.45 - 12.00 4 12 42 2 3
16.00 - 16.15 9 12 38 2
16.15 - 16.30 10 15 41 4
16.30 - 16.45 5 11 50 4
16.45 - 17.00 6 17 52 2 1
17.00 - 17.15 6 7 42 2
17.15 - 17.30 4 9 46 2 2 1
17.30 - 17.45 4 7 50 2
17.45 - 18.00 4 6 47 1
18.00 - 18.15 5 5 62 3
18.15 - 18.30 3 10 46 1
18.30 - 18.45 7 6 43 1 2 1
18.45 - 19.00 4 7 40 3
19.00 - 19.15 5 7 42 1 2 1
19.15 - 19.30 4 5 33 1 2
19.30 - 19.45 6 7 25 3 1 1
19.45 - 20.00 4 3 22 1 2
Total 160 330 1219 2 0 0 53 14 1 3 0 30 0 0
DIRECTION Swastik Gate To Basni

8.00 - 8.15 3 6 2
8.15 - 8.30 1 4 6 1 2 1
8.30 - 8.45 1 8
8.45 - 9.00 3 10 2 3
9.00 - 9.15 5 28 27 1 1 21
9.15 - 9.30 4 18 14 6
9.30 - 9.45 5 9 19 1 7
9.45 - 10.00 3 6 14 2 1
10.00 - 10.15 1 4 17 1 2
10.15 - 10.30 5 4 21 1
10.30 - 10.45 4 6 14 2 3
10.45 - 11.00 2 4 9 1 2
11.00 - 11.15 2 6 13 2 1 1 3
11.15 - 11.30 3 3 17 3 1
11.30 - 11.45 4 5 15 5 4
11.45 - 12.00 3 5 13 2 1 3
16.00 - 16.15 3 6 12 1
16.15 - 16.30 6 2 7 2 2
16.30 - 16.45 6 3 12 1 2 2
16.45 - 17.00 3 4 10 4 1 1 1
17.00 - 17.15 4 2 11 4 2 1
17.15 - 17.30 4 5 16 5 1 2
17.30 - 17.45 7 3 12 4
17.45 - 18.00 5 7 19 6 2 5
18.00 - 18.15 10 1 31 4 5 1
18.15 - 18.30 8 7 24 4 1 2
18.30 - 18.45 13 6 22 1 1 4
18.45 - 19.00 3 2 16 2 1
19.00 - 19.15 5 4 43 2
19.15 - 19.30 2 1 14 2
19.30 - 19.45 6 16 23 1 6
19.45 - 20.00 4 7 24 3 3
Total 131 185 519 1 0 0 64 5 0 4 9 96 0 2
LOCATION Jalorigate
DIRECTION High Court To Swastik Gate

8.00 - 8.15 3 5 8
8.15 - 8.30 2 7 6 6
8.30 - 8.45 1 6 8 2 3 1 1
8.45 - 9.00 3 8 11 5 2
9.00 - 9.15 3 12 13 8 7
9.15 - 9.30 2 14 15 2 1 3
9.30 - 9.45 5 18 21 13 7
9.45 - 10.00 3 11 13 4 1 1 4
10.00 - 10.15 2 14 18 7 8
10.15 - 10.30 6 19 25 9 7
10.30 - 10.45 7 15 29 1 4
10.45 - 11.00 4 18 20 4 9
11.00 - 11.15 3 17 23 11 1 8
11.15 - 11.30 4 20 28 4 3
11.30 - 11.45 8 25 30 13 2 1 9
11.45 - 12.00 2 20 30 9 1 7
16.00 - 16.15 2 12 16 6 2 3
16.15 - 16.30 7 18 23 4 1 7
16.30 - 16.45 3 15 22 12 4
16.45 - 17.00 6 18 29 8 1 8
17.00 - 17.15 2 13 26 12 4
17.15 - 17.30 6 22 28 7 1 3 1
17.30 - 17.45 8 22 33 4 8
17.45 - 18.00 3 13 19 3 4
18.00 - 18.15 4 16 18 7 1 4
18.15 - 18.30 2 20 22 4 3 1
18.30 - 18.45 3 15 24 8 2 7
18.45 - 19.00 4 13 15 3 4
19.00 - 19.15 1 12 14 3 7
19.15 - 19.30 2 14 17 4 3
19.30 - 19.45 1 12 15 2 4
19.45 - 20.00 2 11 13 3 6
Total 111 473 629 2 0 0 196 13 0 4 4 155 0 2
DIRECTION High Court To Chopasni

8.00 - 8.15 22 18 42 10 15 1 1 1
8.15 - 8.30 22 30 42 6 17 5 1 3
8.30 - 8.45 35 45 60 13 1 19 4 1 4
8.45 - 9.00 50 50 90 13 20 1 1 1 6
9.00 - 9.15 85 70 100 25 2 15 2 1 1 1 10
9.15 - 9.30 90 90 150 20 1 25 2 1 1 12
9.30 - 9.45 86 65 110 16 15 1 1 7 2
9.45 - 10.00 75 95 145 5 1 20 1 1 5
10.00 - 10.15 90 98 160 7 22 1 3 2 13 1
10.15 - 10.30 120 140 193 6 10 1 1 10
10.30 - 10.45 65 105 171 5 10 1 1 1 16 3
10.45 - 11.00 63 102 196 8 1 16 1 2 1 2 18 1 1
11.00 - 11.15 60 86 168 3 6 1 1 11
11.15 - 11.30 48 95 141 2 10 1 7
11.30 - 11.45 32 77 141 2 8 1 12
11.45 - 12.00 38 80 115 1 22 1 21 1 1
16.00 - 16.15 57 105 183 2 18 2 2 1 9

16.15 - 16.30 58 128 192 6 29 1 9 1
16.30 - 16.45 40 90 173 2 20 1 3
16.45 - 17.00 47 110 200 1 15 2 1 5
17.00 - 17.15 39 130 198 1 10 3 1 2
17.15 - 17.30 30 110 180 2 12 2 2 4
17.30 - 17.45 64 159 256 5 25 1 3 3 6
17.45 - 18.00 60 130 260 5 17 3 5 3
18.00 - 18.15 85 181 284 4 2 22 1 2 4 1 2
18.15 - 18.30 117 191 313 5 1 32 4 1 16 1
18.30 - 18.45 87 124 216 3 20 3 1 1 14
18.45 - 19.00 47 100 150 4 1 18 1 8 1
19.00 - 19.15 41 104 157 1 1 11 1 7 1
19.15 - 19.30 33 84 133 1 14 1 5 4
19.30 - 19.45 33 105 113 12 1 7 2
19.45 - 20.00 28 74 110 6 1 1 3
Total 1847 3171 5142 183 1 11 516 61 24 10 12 253 9 33
DIRECTION High Court To Sardarpura

8.00 - 8.15 1 1 14 1 1 3
8.15 - 8.30 5 3 11 3 1 2 1
8.30 - 8.45 2 5 12 1 1
8.45 - 9.00 5 3 25 1 2 2 3
9.00 - 9.15 5 9 17 2 2 1 2
9.15 - 9.30 3 3 22 1 1 1 8
9.30 - 9.45 2 7 20 2 1 8
9.45 - 10.00 4 3 15 1 1 9
10.00 - 10.15 4 8 17 1 1 9
10.15 - 10.30 4 5 37 1 4 15
10.30 - 10.45 3 1 30 2 7
10.45 - 11.00 3 4 20 1 2 3
11.00 - 11.15 3 4 35 3 5
11.15 - 11.30 2 4 29 1 1 3
11.30 - 11.45 8 11 26 1 11
11.45 - 12.00 8 8 38 1 6
16.00 - 16.15 10 11 66 2 4
16.15 - 16.30 10 17 67 1 5 1 4
16.30 - 16.45 11 11 62 1 1 3
16.45 - 17.00 7 8 65 1 2 1 8
17.00 - 17.15 10 7 54 3 1 1 7
17.15 - 17.30 4 11 72 1 3 5
17.30 - 17.45 7 18 84 1 1 2
17.45 - 18.00 7 11 53 2 1
18.00 - 18.15 6 9 72 1 1 3
18.15 - 18.30 7 8 46 1
18.30 - 18.45 4 5 60 2 6
18.45 - 19.00 6 4 32 1 4
19.00 - 19.15 4 11 37 1 1 1
19.15 - 19.30 9 9 29 2
19.30 - 19.45 6 4 34 1
19.45 - 20.00 2 2 11
Total 172 225 1212 20 0 0 42 10 0 1 8 146 0 0
DIRECTION High Court To Basni

8.00 - 8.15 1 2 4
8.15 - 8.30 1 4
8.30 - 8.45 6 1
8.45 - 9.00 2 6 12 1 1
9.00 - 9.15 2 6 14 1 1
9.15 - 9.30 1 11 2 14
9.30 - 9.45 7 2 13 4 6
9.45 - 10.00 5 3 23 1
10.00 - 10.15 4 17 3
10.15 - 10.30 4 6 25 1
10.30 - 10.45 1 7 34 3 3
10.45 - 11.00 2 3 20 2 1 3
11.00 - 11.15 6 5 8 2 1
11.15 - 11.30 6 9 18 1 1 3 4
11.30 - 11.45 4 10 16 3 6
11.45 - 12.00 3 6 27 3 2 4
16.00 - 16.15 3 4 10 2 1 2
16.15 - 16.30 3 1 12 1
16.30 - 16.45 7 1 17 1 1 2
16.45 - 17.00 4 3 31 4 2
17.00 - 17.15 7 4 39 1 2
17.15 - 17.30 6 6 25 2 3
17.30 - 17.45 7 6 38 2 1 2
17.45 - 18.00 8 2 38
18.00 - 18.15 4 8 35 1 3
18.15 - 18.30 9 5 36 1 3
18.30 - 18.45 8 8 32 1 1
18.45 - 19.00 8 6 33 2
19.00 - 19.15 6 6 37 4 4
19.15 - 19.30 6 6 28 4 1 2
19.30 - 19.45 4 5 35 1 5
19.45 - 20.00 3 7 23 1 1 1
Total 141 144 721 0 0 0 46 10 0 1 6 80 0 0
LOCATION Jalori Gate
DIRECTION Basni To Swastik Gate

8.00 - 8.15 2 6 1
8.15 - 8.30 1 4 3
8.30 - 8.45 1 6 1 1
8.45 - 9.00 8 3 6 5 1
9.00 - 9.15 5 2 6 2
9.15 - 9.30 1 2 6
9.30 - 9.45 2 3 4 1 1
9.45 - 10.00 2 2
10.00 - 10.15 2 1 6 1 1
10.15 - 10.30 2 3 1 1
10.30 - 10.45 1 4 2
10.45 - 11.00 1 1 2 1
11.00 - 11.15 1 3 1
11.15 - 11.30 1 2 3 3
11.30 - 11.45 1 2 2
11.45 - 12.00 3 3 1
16.00 - 16.15 7 2 10 3 1 1
16.15 - 16.30 5 2 12 3 1 1
16.30 - 16.45 3 5 20 1
16.45 - 17.00 10 5 21 2
17.00 - 17.15 5 3 30 2 1
17.15 - 17.30 4 2 28 3
17.30 - 17.45 5 3 21 1
17.45 - 18.00 5 4 20 1
18.00 - 18.15 2 3 18
18.15 - 18.30 2 4 7
18.30 - 18.45 4 1 15 1 1
18.45 - 19.00 5 5 21 2
19.00 - 19.15 3 2 15 2
19.15 - 19.30 1 1 7
19.30 - 19.45 1 2 9 1
19.45 - 20.00 2 1 6 2
Total 94 63 326 1 1 0 49 5 3 1 0 0 0 0
DIRECTION Basni To Chopasani

8.00 - 8.15 6 4 10 4 7 2
8.15 - 8.30 3 8 6 7 5 2
8.30 - 8.45 10 19 17 15 3 1 1
8.45 - 9.00 7 17 22 16 12 4
9.00 - 9.15 13 25 35 28 1 15 2 1
9.15 - 9.30 17 30 40 20 17 2 3
9.30 - 9.45 10 42 55 35 20 1 2
9.45 - 10.00 8 38 45 33 13 1 1 3
10.00 - 10.15 11 29 53 27 18 3 1 3
10.15 - 10.30 10 27 48 26 17 3 5 1
10.30 - 10.45 13 33 51 31 17 6 4 6
10.45 - 11.00 16 36 48 29 18 2 4 5 2
11.00 - 11.15 13 36 48 32 13 1 1 2 3 2
11.15 - 11.30 15 34 57 35 16 2 1 2 4 1
11.30 - 11.45 17 32 61 37 15 2 3 5 1
11.45 - 12.00 22 38 55 39 19 4 2 4 5 3
16.00 - 16.15 16 33 52 22 25 2 3
16.15 - 16.30 21 36 48 27 14 2 4
16.30 - 16.45 13 29 63 29 19 5 6
16.45 - 17.00 21 44 66 32 22 1 8
17.00 - 17.15 22 56 67 31 17 3 10
17.15 - 17.30 28 37 48 26 21 5 6
17.30 - 17.45 28 48 64 22 13 2 5
17.45 - 18.00 27 43 78 26 13 4 2
18.00 - 18.15 41 58 78 32 20 4 5
18.15 - 18.30 34 36 82 26 12 2 7
18.30 - 18.45 46 63 69 28 18 1 7
18.45 - 19.00 36 51 88 22 19 7 12
19.00 - 19.15 38 53 73 24 1 20 7 6
19.15 - 19.30 32 51 94 19 21 2 1 11
19.30 - 19.45 37 47 63 26 14 4 18
19.45 - 20.00 43 68 91 22 22 2 20
Total 674 1201 1775 828 0 2 515 76 8 0 25 184 0 10
DIRECTION Basni To High Court

8.00 - 8.15 2 3 4 1 1
8.15 - 8.30 1 6 1
8.30 - 8.45 2 2 4
8.45 - 9.00 5 4 3 3
9.00 - 9.15 3 3 4 3 1
9.15 - 9.30 4 2 6 1
9.30 - 9.45 1 16
9.45 - 10.00 8 1 9 3
10.00 - 10.15 8 1 12 1
10.15 - 10.30 2 2 10 2 1
10.30 - 10.45 3 1 10
10.45 - 11.00 2 4 23 3
11.00 - 11.15 5 6 40 3 1
11.15 - 11.30 2 36 1
11.30 - 11.45 2 36 2 1
11.45 - 12.00 2 5 40 1
16.00 - 16.15 3 2 61 2 1
16.15 - 16.30 2 1 37 1
16.30 - 16.45 6 3 41
16.45 - 17.00 6 1 26 1
17.00 - 17.15 2 5 32
17.15 - 17.30 3 1 41 1
17.30 - 17.45 6 1 45 1
17.45 - 18.00 3 3 46 1
18.00 - 18.15 8 3 35 1
18.15 - 18.30 5 5 31
18.30 - 18.45 6 2 47 1
18.45 - 19.00 2 2 36 2
19.00 - 19.15 3 3 41 2 1
19.15 - 19.30 10 6 25 1
19.30 - 19.45 1 1 26
19.45 - 20.00 3 3 31 2 1
Total 121 76 860 0 0 0 38 3 0 2 3 3 0 0
DIRECTION Basni To Sardarpura

8.00 - 8.15 1 2 1
8.15 - 8.30 1 1 2 1 3
8.30 - 8.45 1 4 5 1
8.45 - 9.00 1 3 3 5
9.00 - 9.15 1 3 6 6
9.15 - 9.30 1 1 2 6 1
9.30 - 9.45 2 4
9.45 - 10.00 1 2 2 4 1
10.00 - 10.15 3 1 4 1 1
10.15 - 10.30 2 4 5 1 2
10.30 - 10.45 1 2 4
10.45 - 11.00 3 4 6 4 1 3
11.00 - 11.15 2 8 3 1
11.15 - 11.30 1 7 5
11.30 - 11.45 2 4 5 1 1
11.45 - 12.00 1 3 7 5
16.00 - 16.15 1 1 2 3 1
16.15 - 16.30 1 2 6
16.30 - 16.45 3 1 4 1
16.45 - 17.00 1 3 2 4
17.00 - 17.15 4 2 6 2
17.15 - 17.30 4 4 13 4 1
17.30 - 17.45 7 4 19 3 3
17.45 - 18.00 4 2 8 4 4
18.00 - 18.15 3 2 7 3
18.15 - 18.30 5 2 1
18.30 - 18.45 1 1 2 2
18.45 - 19.00 1 3 5 4
19.00 - 19.15 2 5 2
19.15 - 19.30 1 1 2 3
19.30 - 19.45 2 3
19.45 - 20.00 2 1 2
Total 43 56 142 117 0 0 4 1 1 0 0 24 0 0
LOCATION Jalorigate
DIRECTION Sardarpura To Basni

8.00 - 8.15 1 2 5 4
8.15 - 8.30 1 1 4 4
8.30 - 8.45 2 3 2
8.45 - 9.00 1 2 5 2
9.00 - 9.15 2 2 5 4
9.15 - 9.30 1 2 4 3
9.30 - 9.45 2 1 3 3
9.45 - 10.00 1 4 2 6
10.00 - 10.15 3 3 8 1 8
10.15 - 10.30 2 4 4
10.30 - 10.45 1 3 2
10.45 - 11.00 2 3 2
11.00 - 11.15 7 3
11.15 - 11.30 1 3 2
11.30 - 11.45 3 2
11.45 - 12.00 1 4 6
16.00 - 16.15 2 1
16.15 - 16.30 1 4 3
16.30 - 16.45 1 2 3 6
16.45 - 17.00 4
17.00 - 17.15 3 4 3
17.15 - 17.30 1 3 3
17.30 - 17.45 5 6
17.45 - 18.00 1 1 4
18.00 - 18.15 4 2
18.15 - 18.30 1 6 4
18.30 - 18.45 2 7
18.45 - 19.00 3 4
19.00 - 19.15 1 3 4
19.15 - 19.30 2 4 2
19.30 - 19.45 7 6
Total 18 29 123 0 0 0 3 0 0 0 0 112 0 0
DIRECTION Sardarpura To High Court

8.00 - 8.15 2 2 20 1 1 1
8.15 - 8.30 14 4 31 3 2 2
8.30 - 8.45 3 3 15 2 3
8.45 - 9.00 3 5 16 4 1 5
9.00 - 9.15 4 6 30 1 5
9.15 - 9.30 2 2 8 1 2
9.30 - 9.45 3 4 9 3
9.45 - 10.00 5 5 10 1 6
10.00 - 10.15 1 2 8 1
10.15 - 10.30 2 5 11 2 3
10.30 - 10.45 4 4 17 1
10.45 - 11.00 5 8 4
11.00 - 11.15 3 6 15 3 2 5
11.15 - 11.30 4 4 11 3 2
11.30 - 11.45 5 3 9 1 1
11.45 - 12.00 6 2 7 4 2 4
16.00 - 16.15 3 3 11 2 1 3
16.15 - 16.30 2 4 14 1 5
16.30 - 16.45 5 2 16 1 2 8
16.45 - 17.00 4 7 13 5 1 3
17.00 - 17.15 2 5 15 1 2 3
17.15 - 17.30 4 3 7 1 3
17.30 - 17.45 6 9 12 3 2 1
17.45 - 18.00 3 6 16 5 2 6
18.00 - 18.15 2 4 12 2
18.15 - 18.30 1 4 8 2
18.30 - 18.45 4 6 16 5
18.45 - 19.00 6 3 13 3
19.00 - 19.15 2 4 3 2 1 2
19.15 - 19.30 3 8 15 6 5
19.30 - 19.45 5 3 9 2 3
Total 118 128 405 4 0 0 61 23 0 0 0 88 0 0
DIRECTION Sardarpura To Swastik Gate

8.00 - 8.15 1 4
8.15 - 8.30 1 5 1
8.30 - 8.45 1 9
8.45 - 9.00 4 14 1
9.00 - 9.15 2 1 11 1
9.15 - 9.30 1 8 1
9.30 - 9.45 3 1 7
9.45 - 10.00 2 20
10.00 - 10.15 2 9
10.15 - 10.30 2 16 1
10.30 - 10.45 8
10.45 - 11.00 1 4 7
11.00 - 11.15 2 5 11
11.15 - 11.30 2 7 21 2
11.30 - 11.45 1 10 1
11.45 - 12.00 2 3 18 1 4
16.00 - 16.15 1 2 5 1
16.15 - 16.30 3 1 20 7
16.30 - 16.45 2 11 30
16.45 - 17.00 2 2 15 2
17.00 - 17.15 3 11 16 2
17.15 - 17.30 6 27 4
17.30 - 17.45 2 2 20 1
17.45 - 18.00 2 1 20 1 3
18.00 - 18.15 5 22
18.15 - 18.30 3 15 1 2
18.30 - 18.45 1 3 32 3
18.45 - 19.00 1 28 1 4
19.00 - 19.15 2 1 31 5
19.15 - 19.30 1 2 22 1 3
19.30 - 19.45 2 37 6
Total 37 83 518 0 0 0 5 2 0 0 0 53 0 0
DIRECTION Sardarpura To Chopasni

8.00 - 8.15 3 6
8.15 - 8.30 2
8.30 - 8.45 1 1 1
8.45 - 9.00 2 3
9.00 - 9.15 1 1
9.15 - 9.30 3 2
9.30 - 9.45 4 3
9.45 - 10.00 1 1 6 1
10.00 - 10.15 1 7 1
10.15 - 10.30 1 2
10.30 - 10.45 7 1
10.45 - 11.00 2 1 3
11.00 - 11.15 1 6 1
11.15 - 11.30 2 9 1
11.30 - 11.45 1 7 1
11.45 - 12.00 1 3 1
16.00 - 16.15 5 1 3 1
16.15 - 16.30 1 2 10
16.30 - 16.45 4 5 1
16.45 - 17.00 2 1
17.00 - 17.15 2
17.15 - 17.30 1 2 7
17.30 - 17.45 1 1
17.45 - 18.00 3 1
18.00 - 18.15 4 10 7 7
18.15 - 18.30 10 12 2 2
18.30 - 18.45 12 12 17 20 2 7
18.45 - 19.00 2 4 9 1 7 13
19.00 - 19.15 2 5 18 1 3
19.15 - 19.30 1 5 15 1 6
19.30 - 19.45 5 3 22 1 3
Total 56 55 187 39 1 0 18 1 0 0 1 49 0 0
LOCATION Pal Chopasni (5th Road)
DIRECTION Pal Road To M.G.Hospital

8.00 - 8.15 9 17 31 8 2 2
8.15 - 8.30 16 20 27 11 3 6
8.30 - 8.45 19 28 52 13 7 4
8.45 - 9.00 25 49 73 8 7 10
9.00 - 9.15 43 53 83 6 12 1 1 6
9.15 - 9.30 31 48 77 5 9 1 9
9.30 - 9.45 36 53 103 8 14 9
9.45 - 10.00 30 43 94 8 9 6
10.00 - 10.15 38 52 112 11 12 8
10.15 - 10.30 35 46 93 11 8 1 11
10.30 - 10.45 41 54 104 7 15 5 1
10.45 - 11.00 23 34 84 5 8 3
11.00 - 11.15 22 30 62 7 9 6
11.15 - 11.30 26 46 72 7 10 4
11.30 - 11.45 26 45 78 8 12 3
11.45 - 12.00 22 38 54 7 7 2
16.00 - 16.15 25 42 81 8 15 3
16.15 - 16.30 32 46 66 7 22 5
16.30 - 16.45 47 71 79 5 12 1 3
16.45 - 17.00 26 52 78 5 10 7
17.00 - 17.15 23 46 93 7 13 4
17.15 - 17.30 26 62 77 7 7 8
17.30 - 17.45 25 54 82 5 4 2
17.45 - 18.00 26 47 88 5 1 11 4
18.00 - 18.15 33 53 118 4 8 2 15 1
18.15 - 18.30 38 58 95 4 5 1 1 14
18.30 - 18.45 27 53 127 5 8 1 1 19
18.45 - 19.00 28 52 89 4 6 17
19.00 - 19.15 22 44 82 5 5 6
19.15 - 19.30 24 40 78 5 8 7
19.30 - 19.45 29 34 63 4 7 11
19.45 - 20.00 29 38 71 4 7 7
Total 902 1448 2566 214 1 0 292 6 4 0 1 226 0 2
DIRECTION Pal Road To Umed Hospital

8.00 - 8.15 3 7 12 2 2 1 2
8.15 - 8.30 2 2 10 1 1 3 3 1
8.30 - 8.45 8 8 15 2 2 1 13
8.45 - 9.00 18 17 28 3 3 2 3 25 2
9.00 - 9.15 16 33 63 2 2 26 3 2 1 28
9.15 - 9.30 24 41 52 2 14 3 2 23 2
9.30 - 9.45 23 30 46 2 2 7 5 1 2 27
9.45 - 10.00 17 28 55 3 17 4 1 14 1
10.00 - 10.15 25 33 57 2 1 7 5 1 10
10.15 - 10.30 37 44 71 2 7 7 1 7 2
10.30 - 10.45 45 62 94 2 14 5 25 2
10.45 - 11.00 34 41 83 2 19 1 1 3 8
11.00 - 11.15 50 66 85 2 14 2 1 2
11.15 - 11.30 46 64 97 3 18 1 12
11.30 - 11.45 38 49 78 2 8 2 10
11.45 - 12.00 32 56 89 2 13 1 16 2
16.00 - 16.15 34 50 81 2 12 3 1 1 2
16.15 - 16.30 28 37 74 2 17 2 3
16.30 - 16.45 31 49 64 2 14 1 10
16.45 - 17.00 21 42 69 3 1 15 2 13
17.00 - 17.15 32 54 74 2 3 2 15
17.15 - 17.30 27 50 89 2 2 1 12
17.30 - 17.45 34 61 78 3 3 2 1 5 2
17.45 - 18.00 38 46 73 3 4 1 2 12
18.00 - 18.15 28 50 82 2 6 2 1 14
18.15 - 18.30 34 38 94 2 3 3 2 12
18.30 - 18.45 34 47 88 2 5 5 12
18.45 - 19.00 28 52 90 8 4
19.00 - 19.15 30 67 83 2 8 4 2
19.15 - 19.30 32 76 103 5 8 5
19.30 - 19.45 43 56 97 1 3 2 3
19.45 - 20.00 38 42 125 1 5 5
Total 930 1398 2299 62 0 8 285 73 6 11 20 354 0 14
DIRECTION Pal Road To Chopasni

8.00 - 8.15 1 3 5 1
8.15 - 8.30 2 5 7 1 1
8.30 - 8.45 1 1 17 2 2
8.45 - 9.00 3 2 24 1 3
9.00 - 9.15 2 4 7 1 2
9.15 - 9.30 3 2 8 2 4
9.30 - 9.45 4 18 1 2
9.45 - 10.00 1 2 5 1
10.00 - 10.15 1 1 2
10.15 - 10.30 3 1 2
10.30 - 10.45 5
10.45 - 11.00 1 2 1
11.00 - 11.15 2 3
11.15 - 11.30 1 5
11.30 - 11.45 3 1 1
11.45 - 12.00 1 5
16.00 - 16.15 1 2 3 2
16.15 - 16.30 3 5 1
16.30 - 16.45 1 5 1 2
16.45 - 17.00 1 3 1
17.00 - 17.15 1 3 5 2
17.15 - 17.30 2 4 2 1
17.30 - 17.45 2 1 3
17.45 - 18.00 5 3 5
18.00 - 18.15 1 5 12 2
18.15 - 18.30 3 7 8 4
18.30 - 18.45 5 2 3 2
18.45 - 19.00 2 5 7 1
19.00 - 19.15 2 3 7 2
19.15 - 19.30 3 5 10 1
19.30 - 19.45 1 3 7 1
19.45 - 20.00 5 7 5
Total 44 88 200 3 0 0 11 0 0 0 0 45 1 1
DIRECTION Chopasni To Umed Hospital

8.00 - 8.15 22 29 60 13 18
8.15 - 8.30 22 32 52 12 13 1
8.30 - 8.45 21 20 32 16 8 2 1
8.45 - 9.00 15 22 95 16 8 1
9.00 - 9.15 16 27 81 12 7 6 2 8
9.15 - 9.30 21 32 92 12 27 3 1 2 8
9.30 - 9.45 21 40 73 8 17 2 12
9.45 - 10.00 27 36 78 8 12 1 2 6
10.00 - 10.15 21 27 58 10 14 6 1 1 21
10.15 - 10.30 35 62 112 18 33 4 2 33
10.30 - 10.45 11 31 93 15 17 6 1 22
10.45 - 11.00 31 56 117 8 36 8 3 31
11.00 - 11.15 28 62 107 11 27 5 1 28
11.15 - 11.30 18 58 98 6 32 8 1 18
11.30 - 11.45 15 41 91 6 26 6 2 27
11.45 - 12.00 32 54 112 12 35 3 12
16.00 - 16.15 26 49 92 6 17 6 1 7
16.15 - 16.30 20 45 103 7 12 4 2 6
16.30 - 16.45 34 36 112 7 1 6 1 1 16
16.45 - 17.00 23 63 98 6 1 18 1 2 17
17.00 - 17.15 33 65 103 7 18 2 1 12
17.15 - 17.30 27 46 87 12 11 6 7
17.30 - 17.45 21 47 82 8 17 2 1 3
17.45 - 18.00 16 56 98 9 21 3 7
18.00 - 18.15 16 41 86 10 1 7 3 3 11
18.15 - 18.30 21 33 98 8 11 1 2 1 32
18.30 - 18.45 18 47 117 8 7 6 6 22
18.45 - 19.00 23 42 104 4 6 2 21
19.00 - 19.15 16 27 91 6 8 2 11
19.15 - 19.30 18 25 107 2 14 4 7
19.30 - 19.45 17 16 87 3 11 2 7
19.45 - 20.00 11 29 79 2 9 1 4
Total 696 1296 2895 288 0 3 523 101 10 35 0 416 1 1
DIRECTION Chopasni To Pal Road

8.00 - 8.15 3 1
8.15 - 8.30 1 1
8.30 - 8.45 2 1
8.45 - 9.00 1 3 2 1
9.00 - 9.15 1 3 1 2
9.15 - 9.30 1
9.30 - 9.45 1 1 3
9.45 - 10.00 1 2 4 1
10.00 - 10.15 1 3 2 2
10.15 - 10.30 2 1 1
10.30 - 10.45 2 1 3 2 1
10.45 - 11.00 1 2 1 3
11.00 - 11.15 1 2 1 2 1
11.15 - 11.30 3 2 1 3
11.30 - 11.45 2 4 2 3
11.45 - 12.00 2 1 3 3
16.00 - 16.15 1 3 2 2
16.15 - 16.30 2 4 2 1 3
16.30 - 16.45 2 1 6 1 2 1
16.45 - 17.00 2 3 3
17.00 - 17.15 1 2 1
17.15 - 17.30 2 1 1
17.30 - 17.45 2 1
17.45 - 18.00 3 1 2 1
18.00 - 18.15 1 3 1
18.15 - 18.30 2 1 4 2
18.30 - 18.45 2
18.45 - 19.00 2 1
19.00 - 19.15 1 2 1
19.15 - 19.30 1 1 2
19.30 - 19.45 1 1
19.45 - 20.00 2 2
Total 24 40 64 5 0 0 26 0 0 0 1 33 0 0
DIRECTION Chopasni To M.G.Hospital

8.00 - 8.15 23 43 133 4 8 1 1 18

8.15 - 8.30 31 34 172 8 12 1 23
8.30 - 8.45 34 41 142 17 1 28 2 24
8.45 - 9.00 15 38 127 15 10 23
9.00 - 9.15 44 74 168 8 18 1 2 1 18
9.15 - 9.30 39 63 210 4 20 2 1 1 18
9.30 - 9.45 31 44 202 5 27 22
9.45 - 10.00 33 61 188 3 28 12
10.00 - 10.15 43 69 170 2 28 2 1 24
10.15 - 10.30 31 57 198 1 23 28 1
10.30 - 10.45 68 93 174 2 37 23
10.45 - 11.00 34 82 154 1 30 24
11.00 - 11.15 25 54 144 1 28 2 1 23
11.15 - 11.30 47 62 170 2 23 2 16
11.30 - 11.45 42 58 139 22 1 3 24 1
11.45 - 12.00 33 64 192 30 2 1 1 1 13
16.00 - 16.15 30 55 105 1 17 1 18

16.15 - 16.30 44 65 200 2 20 1 8
16.30 - 16.45 49 80 210 2 33 1 17
16.45 - 17.00 26 62 185 2 24 3 1 10
17.00 - 17.15 27 60 180 22 2 1 12
17.15 - 17.30 39 55 182 2 28 1 1 18
17.30 - 17.45 32 54 164 18 4 12
17.45 - 18.00 22 47 145 1 18 2 7
18.00 - 18.15 28 53 150 17 1 13
18.15 - 18.30 32 54 159 24 1 23
18.30 - 18.45 37 57 195 22 2 1 2 23
18.45 - 19.00 36 59 155 24 1 1 12
19.00 - 19.15 33 62 200 1 22 2 1 8
19.15 - 19.30 38 58 190 1 27 1 2 13
19.30 - 19.45 43 54 175 22 8
19.45 - 20.00 32 50 180 1 22 1
Total 1121 1862 5458 86 0 1 732 38 12 5 9 535 0 2
DIRECTION Umed Hospital To Chopasni

8.00 - 8.15 11 22 33 12 12 7
8.15 - 8.30 8 3 26 11 11 1
8.30 - 8.45 18 24 42 16 13 7
8.45 - 9.00 21 22 37 21 13 8
9.00 - 9.15 21 28 48 28 12 4 8
9.15 - 9.30 23 27 56 22 17 11
9.30 - 9.45 42 57 73 37 13 7 16
9.45 - 10.00 27 47 67 40 16 2 4
10.00 - 10.15 22 26 57 12 18 3 12
10.15 - 10.30 12 31 65 31 11 3 3
10.30 - 10.45 21 29 87 21 12 7 7
10.45 - 11.00 16 37 62 16 13 1 7
11.00 - 11.15 13 27 31 11 12 5 1 3
11.15 - 11.30 12 24 37 21 3 2 6
11.30 - 11.45 17 22 43 27 12 2
11.45 - 12.00 18 22 41 18 7 1 3
16.00 - 16.15 25 28 62 17 11 1 2
16.15 - 16.30 26 43 60 28 1 2 2
16.30 - 16.45 22 46 73 21 11 1
16.45 - 17.00 21 49 59 28 22 4 3
17.00 - 17.15 12 26 63 21 9 2 1
17.15 - 17.30 32 42 62 22 8 2 3
17.30 - 17.45 17 38 52 23 12 8
17.45 - 18.00 30 38 48 32 7 1 2
18.00 - 18.15 17 36 53 17 12 2 8 2
18.15 - 18.30 22 42 60 21 8 1 7
18.30 - 18.45 33 42 53 12 11 1 3
18.45 - 19.00 12 33 40 23 8 3 1 7
19.00 - 19.15 28 32 72 17 12 1 3
19.15 - 19.30 23 41 63 18 8 3 2
19.30 - 19.45 23 57 84 9 17 1
19.45 - 20.00 27 54 73 19 8 3 2
Total 672 1095 1782 672 0 0 360 60 2 3 0 158 0 2
DIRECTION Umed Hospital To M.G.Hospital

8.00 - 8.15 1
8.15 - 8.30 1 2 1
8.30 - 8.45 2 1 1
8.45 - 9.00 2 4 1
9.00 - 9.15 2 2
9.15 - 9.30 1 5 2
9.30 - 9.45 1 1 1
9.45 - 10.00 2 1
10.00 - 10.15 1 1
10.15 - 10.30 2 2
10.30 - 10.45 1 1 1 1
10.45 - 11.00 1
11.00 - 11.15 1 2 1 1
11.15 - 11.30 1 1
11.30 - 11.45 1 1
11.45 - 12.00 1
16.00 - 16.15 1 5 15
16.15 - 16.30 1 1 3
16.30 - 16.45 1 1
16.45 - 17.00 1 3 6 1
17.00 - 17.15 2 2
17.15 - 17.30 1 1 1 2
17.30 - 17.45 1 2
17.45 - 18.00 2 1 1
18.00 - 18.15 1 1 1 1 1
18.15 - 18.30 2 1 1
18.30 - 18.45 2 7
18.45 - 19.00 1 3 3 1
19.00 - 19.15 3
19.15 - 19.30 2 1
19.30 - 19.45 3
19.45 - 20.00
Total 28 27 72 1 0 0 2 0 0 0 2 13 0 0
DIRECTION Umed Hospital To Pal Road

8.00 - 8.15 5 4 29 1 2 1 6
8.15 - 8.30 7 2 12 2 1 1 1
8.30 - 8.45 3 6 27 5 7 2 3
8.45 - 9.00 8 10 26 3 2 1 1 3
9.00 - 9.15 7 12 38 2 4 2 2 8
9.15 - 9.30 6 7 28 4 6 1 1 4
9.30 - 9.45 4 12 24 3 6 7
9.45 - 10.00 5 6 21 2 1 1 3 1 6
10.00 - 10.15 5 6 47 4 9 1 1 2
10.15 - 10.30 2 4 19 3 3 1 1 2
10.30 - 10.45 1 5 22 3 6 1
10.45 - 11.00 6 8 10 2 1 3 2 1 1
11.00 - 11.15 2 13 21 2 1 1 9
11.15 - 11.30 6 6 13 3 1 7 1 1 1 2
11.30 - 11.45 4 2 13 3 1 3 1
11.45 - 12.00 12 5 16 2 1 2 5
16.00 - 16.15 12 16 70 3 1 4 1 1 6
16.15 - 16.30 10 22 83 3 6 1 3
16.30 - 16.45 11 18 92 1 1 1 7 1
16.45 - 17.00 7 25 85 2
17.00 - 17.15 14 23 60 2 3 2 1 3
17.15 - 17.30 11 18 72 3 6 1 6
17.30 - 17.45 15 21 80 2 1 8 2 1
17.45 - 18.00 21 25 88 1 1 5 1 2 2
18.00 - 18.15 18 24 72 3 6 1 6 1
18.15 - 18.30 20 27 81 3 3 3 1 3
18.30 - 18.45 16 22 90 2 8 1 1
18.45 - 19.00 20 20 85 1 5 1 7 1
19.00 - 19.15 15 22 65 1 3 1 1 4
19.15 - 19.30 19 35 74 3 2 2
19.30 - 19.45 23 30 80 1 1 4
19.45 - 20.00 17 3 89
Total 332 459 1632 64 4 4 124 30 4 10 8 116 3 8
LOCATION Pal Chopasni (5th Road) Date : 19/1/2012
DIRECTION M.G.Hospital To Pal Road

8.00 - 8.15 4 16 6 1 2 1 1 2
8.15 - 8.30 6 10 10 1 1 1
8.30 - 8.45 8 15 17 1 1 1
8.45 - 9.00 6 13 21 1 1
9.00 - 9.15 11 15 24 3 2 5
9.15 - 9.30 4 17 45 5 1 3
9.30 - 9.45 16 18 69 7 3 11
9.45 - 10.00 11 21 57 3 2 2 5
10.00 - 10.15 12 14 64 4 5 1 8
10.15 - 10.30 16 26 78 4 7 3 1 12
10.30 - 10.45 12 10 73 2 4 2 1 2 12
10.45 - 11.00 10 14 63 2 6 2 18
11.00 - 11.15 14 18 63 4 5 7 1
11.15 - 11.30 11 20 67 2 6 2 7
11.30 - 11.45 17 17 52 4 7 1 14
11.45 - 12.00 21 33 73 7 13 18 2
16.00 - 16.15 18 31 56 15 11 2 1 6
16.15 - 16.30 19 27 72 12 7 3 13
16.30 - 16.45 20 29 83 7 7 1 4
16.45 - 17.00 11 18 64 7 9 1 3
17.00 - 17.15 13 28 77 3 1 6 2 11 2
17.15 - 17.30 27 36 58 4 10 1 8
17.30 - 17.45 31 34 83 2 3 14
17.45 - 18.00 18 28 68 2 7 3 12
18.00 - 18.15 22 28 59 6 3 1 4 1 2
18.15 - 18.30 15 32 78 2 7 1 10 1 2
18.30 - 18.45 21 32 82 2 17 17
18.45 - 19.00 14 18 80 6 4 2 1 17
19.00 - 19.15 19 31 64 3 4 6
19.15 - 19.30 21 29 81 4 3 1 9 1
19.30 - 19.45 16 35 95 1 2 13
19.45 - 20.00 12 22 92 1 15 1
Total 476 735 1974 127 1 0 164 23 2 13 3 287 4 9
DIRECTION M.G.Hospital To Chopasni

8.00 - 8.15 22 25 34 5 7 1 3 17
8.15 - 8.30 16 17 29 4 14 8
8.30 - 8.45 12 18 32 3 13 2 7 1
8.45 - 9.00 22 29 22 1 13 1 1 13
9.00 - 9.15 31 32 61 6 22 3 12
9.15 - 9.30 28 47 68 8 12 1 1 13
9.30 - 9.45 37 43 62 3 21 2 8
9.45 - 10.00 32 53 74 1 18 1 1 7
10.00 - 10.15 24 36 158 14 2 13
10.15 - 10.30 28 34 152 1 12 2 2 9
10.30 - 10.45 26 49 163 17 6
10.45 - 11.00 29 52 192 16 1 8
11.00 - 11.15 33 52 162 3 12 2 3
11.15 - 11.30 24 48 153 1 9 6
11.30 - 11.45 22 28 168 3 1 6
11.45 - 12.00 34 48 170 1 8 6
16.00 - 16.15 34 41 147 4 1 7 2 4

16.15 - 16.30 31 38 152 7 2 8 7
16.30 - 16.45 36 41 156 4 1 7 3 6
16.45 - 17.00 27 39 146 3 7 1 4
17.00 - 17.15 27 49 168 2 7 1 9
17.15 - 17.30 26 44 159 8 3 1 6
17.30 - 17.45 32 57 177 3 6 2
17.45 - 18.00 32 42 158 1 4 4 2
18.00 - 18.15 36 52 169 1 3 3 2
18.15 - 18.30 37 53 174 2 4 4 12
18.30 - 18.45 34 47 182 6 13
18.45 - 19.00 28 44 169 2 3 2 1 15
19.00 - 19.15 33 49 177 3 17 1 7
19.15 - 19.30 22 37 166 2 9 4
19.30 - 19.45 24 29 172 1 7 3 1
19.45 - 20.00 32 34 173 8 7
Total 911 1307 4345 72 0 4 322 36 15 2 0 245 0 2
DIRECTION M.G.Hospital To Umed Hospital

8.00 - 8.15 1 2 1 1
8.15 - 8.30 2 1 3 2
8.30 - 8.45 1 1
8.45 - 9.00 2 1
9.00 - 9.15 1 3 2
9.15 - 9.30 1 3 1
9.30 - 9.45
9.45 - 10.00 1 1
10.00 - 10.15 1 2
10.15 - 10.30 2
10.30 - 10.45 1
10.45 - 11.00 1
11.00 - 11.15 1 2 1
11.15 - 11.30 1 1 1
11.30 - 11.45 2
11.45 - 12.00 1 1
16.00 - 16.15 1 2 1
16.15 - 16.30 1 1
16.30 - 16.45 1 1
16.45 - 17.00 1
17.00 - 17.15 1 1 1
17.15 - 17.30 1 1 1
17.30 - 17.45 1 1
17.45 - 18.00 1 1
18.00 - 18.15 1 2
18.15 - 18.30 1 1
18.30 - 18.45 1 1 1
18.45 - 19.00 1 1
19.00 - 19.15 1 1 2 2
19.15 - 19.30 1 1
19.30 - 19.45 1
19.45 - 20.00 1 1
Total 9 13 38 1 1 0 0 0 0 0 0 27 0 0
ANNEX B
1:1000 BRT CORRIDOR DRAWINGS

ANNEX C
RESETTLEMENT FRAMEWORK ENTITLEMENT MATRIX

Annex 1 Entitlement Matrix for ADB Funded Rajasthan Urban Sector Development Investment Program
Definition of
Type of Loss Application Compensation Policy Implementation Issues Responsible Agency
 Compensation at replacement value  If land-for-land is
Entitled Person
1 Loss of Agricultural Legal titleholders The Valuation Committee will
1
 Fees, taxes, and other charges

private land land, or land-for-land where feasible. offered, titles will be in determine replacement value.
homestead the name of original IPMU will ensure provision of
landowners. 5
 Fees, taxes, and other
land or vacant related to replacement land notice. NGO will verify the
plot (applicable to all parcels of extent of impacts through a
replacement land, which totals the charges will be limited 100% survey of APs,
equivalent area of land acquired, if to those for land determine assistance, and
parcels of non-contiguous land are purchased within a identify vulnerable
bought due to the unavailability of year of compensation households.
 Transitional allowance 2 based on

one contiguous parcel). payment and for land
 Vulnerable households
of equivalent size.
 Shifting assistance for households.

three months minimum wage rates.
3
 Notice to harvest standing seasonal

will be identified during
the census.
crops. If notice cannot be given,
compensation for share of crops will
 Additional compensation for

be provided.
4
 Compensation for rental deposit or  Land owners will

vulnerable households (item 7).
1-a Loss of Agricultural Tenants and NGO will confirm land rental
 Transitional allowance based on

private land land, leaseholders unexpired lease. reimburse tenants and and ensure tenants and
homestead (whether having leaseholders land leaseholders receive
land or vacant written reimbursement for land rental
three months minimum wage rates. rental deposit or
plot tenancy/lease unexpired lease deposit or unexpired lease,
documents or not)  Notice to harvest standing seasonal and report to IPMU. IPMU will
crops. If notice cannot be given, will be identified during ensure provision of notice.
compensation for share of crops will the census.
be provided.
1
Including option for compensation for non-viable residual portions.
2
To be provided for APs whose livelihood is affected by the Program. The transitional allowance is calculated based on minimum wage rates for semi-skilled
labor in the respective towns/cities for three months (estimated at Rs 81/day). This allowance is intended for utilization till an alternative means of livelihood is
found.
3
To be provided to APs relocating to a new AP-determined site. This will be equivalent to one day hire charges for a truck, including shifting within a radius of
50km (estimated as Rs 2,000).
4
Vulnerable households comprise female-headed household, disabled-headed household, scheduled tribe-headed households, and Below Poverty Line
households.
5
Joint titles in the name of husband and wife will be offered in the case of married APs.
1
Definition of
Entitled Person
 Notice to harvest standing seasonal  Harvesting prior to

vulnerable households.
1-b Loss of Agricultural Sharecroppers IPMU will ensure provision of
private land land crops. If notice cannot be given, acquisition will be notice. NGO will identify
compensation for share of crops will accommodated to the vulnerable households.
 Additional compensation for  Work schedule will

be provided. extent possible.
vulnerable households. avoid harvest season.
will be identified during
 60 days advance notice to shift from  Vulnerable households

the census.
1-c Loss of Agricultural Encroachers and IPMU will ensure provision of

private land land, Squatters encroached land. will be identified during notice. NGO will identify
homestead the census. vulnerable households.
land or vacant crops. If notice cannot be given,
plot compensation for share of crops will

be provided.
 Reimbursement of unexpired lease.  Vulnerable households

 Transitional allowance based on

2 Loss of Vacant plot, Leaseholders IPMU will ensure provision of
Government Agricultural will be identified during notice. NGO will identify
land land, vulnerable households.
three months minimum wage rates. the census.
homestead
land  Notice to harvest standing seasonal
crops. If notice cannot be given,
compensation for share of crops will

be provided.

2-a Loss of Vacant plot, Encroachers IPMU will ensure provision of

Government Agricultural encroached land. will be identified during notice. NGO will identify
land land, the census. vulnerable households.
homestead crops. If notice cannot be given,
land, RoW of compensation for share of crops will
road
be provided.

2-b Loss of Vacant plot, Squatters IPMU will ensure provision of

Government Agricultural occupied land. will be identified during notice.
land land, the census. NGO will identify vulnerable
homestead crops. If notice cannot be given, households.
Definition of
Entitled Person
land, RoW of compensation for share of crops will

road be provided.
Additional compensation for
  Vulnerable households
3 Loss of Residential Legal titleholders Replacement value of the structure Valuation committee will
residential structure and and other assets (or part of the will be identified during verify replacement value.
structure other assets 6 structure and other assets, if the census. NGO will verify the extent of

remainder is viable). impacts through a 100%
Fees, taxes, and other charges survey of AHs determine
assistance, verify and identify

related to replacement structure.

Shifting assistance for households.
Right to salvage materials from
structure and other assets with no

deductions from replacement value.
  Land/structure owners
3-a Loss of Residential Tenants and Replacement value of the structure Valuation committee will
residential structure and leaseholders and other assets (or part of the will reimburse tenants verify replacement value.
structure other assets structure and other assets, if and leaseholders NGO will verify the extent of
remainder is viable) constructed by rental deposit or impacts through a 100%
the AP. unexpired lease. surveys of AHs determine
Compensation for rental deposit or assistance, verify and identify

unexpired lease. will be identified during

Shifting assistance for households. the census.

3-b Loss of Residential Encroachers and 60 days advance notice to shift from NGO will verify the extent of

residential structure and squatters occupied land will be identified during impacts through a 100%
structure other assets survey of AHs determine

Shifting assistance for households. the census.
Right to salvage materials from assistance, verify and identify

structure and other assets
4 Loss of Commercial Legal titleholders Replacement value of the structure Valuation committee will
commercial structure and and other assets (or part of the will be identified during determine replacement value.
6
Other assets include, but is not limited to walls, fences, sheds, wells, etc.
1
Definition of
Entitled Person
structure other assets structure and other assets, if the census. NGO will verify the extent of

remainder is viable). impacts through a 100%
Fees, taxes, and other charges survey of AHs determine

related to replacement structure. assistance, verify and identify
Transitional allowance based on vulnerable households.



  Land/structure owners
4-a Loss of Commercial Tenants and Replacement value of the structure Valuation committee will
commercial structure and leaseholders and other assets (or part of the will reimburse tenants determine replacement value.
structure other assets structure and other assets, if and leaseholders land NGO will verify the extent of
remainder is viable) constructed by rental deposit or impacts through a 100%
the AP. unexpired lease. survey of AHs determine
Compensation for rental deposit or assistance, verify and identify

unexpired lease. will be identified during
Transitional allowance based on the census.



4-b Loss of Commercial Encroachers and 60 days advance notice to shift from NGO will verify the extent of

commercial structure and squatters occupied land will be identified during impacts through a 100%
structure other assets Transitional allowance based on the census. surveys of AHs determine
assistance, verify and identify



structure and other assets.
5 Loss of Livelihood Legal titleholder/ Assistance for lost income based on NGO will verify the extent of

livelihood tenant/leaseholder three months minimum wage rates. will be identified during impacts through a 100%
/non- Additional compensation for the census. survey of AHs determine
titled/employee of assistance, verify and identify

commercial Consideration for project vulnerable households.
Definition of
Entitled Person
structure, employment.
farmer/agricultural
 Notice to harvest standing seasonal  Harvesting prior to

worker
6 Loss of trees Standing trees Legal titleholder/ IPMU will ensure provision of
 If notice cannot be provided,

and crops and crops tenant/leaseholder crops acquisition will be notice. Valuation Committee
/sharecropper/non accommodated to the will undertake valuation of
 Work schedules will

-titled AP compensation for standing crop (or extent possible. standing crops, perennial
share of crop for sharecroppers) at crops and trees, and finalize
compensation rates in
 Compensation for trees based on  Market value of
market value avoid harvest season.
consultation with APs.
timber value at market price, and trees/crops has to be
compensation for perennial crops and determined.
fruit trees at annual net product
market value multiplied by remaining
productive years; to be determined in
consultation with the Forest
Department for timber trees and the
Horticulture Department for other
 Land. Further to item 1, in case of  Vulnerable households

trees/crops.
7 Impacts on All impacts Vulnerable APs NGO will verify the extent of
vulnerable total loss of land, and a total will be identified during impacts through a 100%
 If land-for-land is
APs dependency on agriculture, land-for- the census. surveys of AHs determine
land compensation if signified by the assistance, verify and identify
 Government land. Further to Item 2,

AP. offered, titles will be in vulnerable households.
the name of original
provision for skills training for occupants (refer to
 Residential structure. Further to Item

displaced APs. footnote 10).
3, in case of total loss of structure,
 Commercial structure. Further to item

skills training for APs.
4, in case of total loss of business,

skills training for vulnerable
 Livelihood. Vulnerable households

households.
will be given priority in project
 Provision of rent for period of  Assessment of

construction employment.
8 Temporary Land Legal titleholders, Valuation Committee will
 Compensation for assets lost at

loss of land temporarily non-titled APs occupation for legal titleholders. impacts if any on determine rental value and
required for structures, assets, duration of construction
sub-project replacement value, and trees and crops and trees due to survey and consultation with
construction crop loss in accordance with item 6. temporary occupation. APs. A pre-sub-project
1
Definition of
 Restoration of land to previous or  Site restoration.
Entitled Person
photograph to be made by
better quality. the NGO. IPMU will ensure
compensation is paid prior to
site being taken-over by
contractor. Contractor will be
responsible for site
 30 days advance notice regarding  Identification of

restoration.
9 Temporary Legal titleholders, Valuation Committee will
disruption of non-titled APs construction activities, including alternative temporary determine income lost.
 Contractor’s actions to ensure there

livelihood duration and type of disruption. sites to continue Contractors will perform
economic activity. actions to minimize
is no income/access loss consistent income/access loss.
with the IEE. 7
 Assistance to mobile
vendors/hawkers to temporarily shift
for continued economic activity. 8
 For construction activities involving
unavoidable livelihood disruption,
compensation for lost income or a
transitional allowance for the period
 Replacement or restoration of the

of disruption whichever is greater.
10 Loss and Common Communities - IPMU and Contractor.
temporary resources affected community facilities –
impacts on including public water stand posts,
common public utility posts, temples, shrines,
 Unanticipated involuntary impacts will

resources etc.
11 Any other - - - NGO will ascertain the nature
loss not be documented and mitigated based and extent of such loss.
identified on the principles of the Resettlement IPMU will finalize the
Framework. entitlements in line with the
Resettlement Framework.
7
This includes: leaving spaces for access between mounds of soil, providing walkways and metal sheets to maintain access across trenches for people and
vehicles where required, increased workforces to finish work in areas with impacts on access, timing of works to reduce disruption during business hours,
phased construction schedule and working one segment at a time and one side of the road at a time.
8
For example assistance to shift to the other side of the road where there is no construction.
ANNEX D
ECONOMIC AND FINANCIAL

ASSESSMENT DETAILS
Annex D-1 Table D-1
Option 1 Minimum Land Take and Capital Cos
No of No of
Stations remove median Roundabouts to No of
Approx (excl and construct reposition relocate be converted to Junctions to be signalised Signalised Ped
Dist terminals) Tunnel Section Rigid Flexible Sidewalk new dividers median lighting utilities Junctions widened TOTAL junctions Xings
Width Height Volume Width Width Width
Sections m Length (m) (m) (m) (cu m) Length (m) (m) Area (sq m) Length (m) (m) Area Length (m) (m) Area linear m linear m linear m nos nos nos nos
Mandore Lal Sagar 1,850 2 - 1,850 14 25,900 - 4 - - - 1 1 1
Lal Sagar Stadium 5,450 9 5,450 7 38,150 5,450 14 76,300 5,450 4 21,800 5,450 5,400 5,450 4 6 12 2
Stadium Jalori Gate 1,600 3 - - 1,600 18 28,800 - 4 - - - 0 2 4 1
Jalori Gate RR junction 9,100 16 - 9,100 7 63,700 - 0 - - 4 - 9,100 9,100 0 2 7 9 8
RR junction Terminal 2,000 0 - - - - - - - 0 0 0 0 0
Total Route 20,000 30 - 101,850 131,000 21,800 14,550 14,500 5,450 6 16 26 12
8,900 131,000 5,450 21,800 14,550 14,500 5,450 6 16 26 12
I USD 53 INR 2400 1950 8000 2000 900 8250 500 10,000,000 4,000,000 8,000,000 1,000,000
244,440,000 - 255,450,000 43,600,000 43,600,000 13,095,000 119,625,000 2,725,000 60,000,000 64,000,000 208,000,000 12,000,000
4,612,075 - 4,819,811 822,642 822,642 247,075 2,257,075 51,415 1,132,075 1,207,547 3,924,528 226,415
4.61 - 4.82 0.82 0.82 0.25 2.26 0.05 1.13 1.21 15.97 3.92 0.23
Option 2 Tunnel
No of No of
Approx (excl and construct reposition relocate be converted to Junctions to be signalised Signalised Ped
Dist terminals) Tunnel Section Rigid Flexible Sidewalk new dividers median lighting utilities Junctions widened junctions Xings
Sections m Length (m) (m) (m) (cu m) Length (m) (m) Area Length (m) (m) Area Length (m) (m) Area linear m linear m linear m nos nos nos nos
Mandore Lal Sagar 1,850 2 1,850 7 12,950 1,850 14 25,900 1,850 4 7,400 - - 1 1 1
Stadium Jalori Gate 1,600 3 1,600 8 6 76,800 - 1,600 18 28,800 1,600 4 6,400 - - 0 2 4 1
Total Route 20,000 30 1,600 76,800 114,800 131,000 35,600 14,550 14,500 5,450 6 16 26 12
8,900 131,000 8,900 35,600 14,550 14,500 5,450 6 16 26 12
Unit rate USD 53 INR 350,000,000 2400 1950 8000 2000 900 8250 500 10,000,000 4,000,000 8,000,000 1,000,000
Cost (Rs.) 560,000,000 275,520,000 - 255,450,000 71,200,000 71,200,000 13,095,000 119,625,000 2,725,000 60,000,000 64,000,000 208,000,000 12,000,000
Cost ($) 10,566,038 5,198,491 - 4,819,811 1,343,396.23 1,343,396 247,075 2,257,075 51,415 1,132,075 1,207,547 3,924,528 226,415
Cost (mil $) 10.57 5.20 - 4.82 1.34 1.34 0.25 2.26 0.05 1.13 1.21 28.17 3.92 0.23
Option 3 Urban Renewal

No of No of
(excl and construct reposition relocate be converted to Junctions to be signalised Signalised Ped
te terminals) Tunnel Section Rigid Flexible Sidewalk new dividers median lighting utilities Junctions widened junctions Xings
Sections m Length (m) (m) (m) (cu m) Length (m) (m) Area Length (m) (m) Area Length (m) (m) Area linear m linear m linear m nos nos nos nos
Mandore Lal Sagar 1,850 2 1,850 7 12,950 1,850 14 25,900 1,850 4 7,400 1,850 1,850 1,850 1 1 1
Stadium Jalori Gate 1,600 3 - 1,600 7 11,200 1,600 14 22,400 1,600 6 9,600 3,200 1,600 1600 2 4 1
Total Route 20,000 30 - 126,000 124,600 38,800 19,600 17,950 8,900 6 16 26 12
8,900 124,600 8,900 38,800 19,600 17,950 8,900 6 16 26 12
I USD 53 INR 2400 1950 8000 2000 900 8250 500 10,000,000 4,000,000 8,000,000 1,000,000
302,400,000 - 242,970,000 71,200,000 77,600,000 17,640,000 148,087,500 4,450,000 60,000,000 64,000,000 208,000,000 12,000,000
5,705,660 - 4,584,340 1,343,396 1,464,151 332,830 2,794,104 83,962 1,132,075 1,207,547 3,924,528 226,415
5.71 - 4.58 1.34 1.46 0.33 2.79 0.08 1.13 1.21 18.65 3.92 0.23
Annex D-1 Capital Cost Estimatesroadway costs etc 7/11/2012

Annex D-1 Table D-1 (contd) Costs of Common Items for all Options
USD USD
Terminals qty unit cost Total cost
Land required for Mandore terminal sq m 3500 700 2,450,000
Land required for Southern terminal sq m 3500 700 2,450,000
Two storey Buildings sq m GFA 1000 1000 1,000,000
Sub total 5,900,000
Depot -
Land required for main depot sq m 10,000 400 4,000,000
Land required for secondary depot sq m 3000 400 1,200,000
Buildings sq m GFA 2000 1000 2,000,000
Equipment lot 1 1000000 1,000,000
Sub total 8,200,000
Fares and Ticketing -
Central computer and software 1 lot 1 1,000,000 1,000,000
Depot computers and software depot 2 10,000 20,000
Card encoding equipment 1 lot 2 100,000 200,000
Turnstile card readers (3 per station) stations 32 10,000 320,000
Add value machines nos 32 10,000 320,000
Mobile inspection devices nos 5 1,000 5,000
Smart cards card 200000 1.5 300,000
Sub total 2,165,000
ITS
GPS Central computer and software 1 1,000,000 1,000,000
BRT driver communication system 1 100,000 100,000
On bus equipment incl display 60 10,000 600,000
Station passenger display 32 10,000 320,000
Interface with traffic control system 1 50,000 50,000
ATC system 1 750,000 750,000
New signals and controllers junction 26 100,000 2,600,000
New signals and controllers ped Xing 12 50,000 600,000
Sub total 6,020,000
Buses
12 m diesel bus 60 150000 9,000,000
Annex D-2 Economic Costs
1. Costs
1. The economic costs of capital works and annual operation and maintenance are
calculated from the financial cost estimates on the following basis:
(i) Price contingencies are excluded but physical contingencies are included because
they represent real consumption of resources;
(ii) Import duties and taxes are excluded because they represent transfer payments. For
this the shadow exchange rate factor worked out below was used;
Table 1: Shadow exchange rate factor
2010-11 2009-10 2008-09 2007-08 2006-07
Details
Actual Actual Actual Actual Actual
National export (free on board) = Ex * (Rs Crores) 1,157,475 845,125 840,755 655,864 571,779
National import (CIF) = Im* (Rs Crores) 1,605,315 1,356,468 1,374,436 1,012,312 840,506
Customs Duties =Ct* (Rs Crores) 93,393 60,223 69,217 75,382 62,819
AD-HOC STANDARD CONVERSION FACTOR
(CF = (Ex + Im)/( Ex + Im+Ct)) 0.967 0.973 0.970 0.957 0.957
Shadow exchange rate factor (Y):(Y=1/CF) 1.03 1.03 1.03 1.05 1.04
* - Source : Handbook of Statistics on Indian Economy, 2011, Reserve Bank of India
RE - Revised Estimates
Note: Calculation Method based on the handout on Economic Analysis
(iii) The existence of unemployment and under-employment for unskilled workers

within the Indian economy means that the opportunity cost of unskilled labour can
be considered to be lower than its wage rate – a conversion factor of 0.6 of the
market wage rate for agriculture casual labour is used to estimate the shadow
wage rate;
Table 2: Shadow Wage-rate Factor (Y)
Casual agriculture labor cost (Rs. per day)* ( L) 80
National minimum wage of unskilled worker (Rs. per day)** (M) 145
Shadow Wage-rate Factor (Y); Y = L/M 0.6
*- Minimum Agricultural Labor wage fixed by many sates at Rs. 80 a day (for men working six hours) and Rs.
70 (for women working five hours)
** Rajasthan: Minimum Wages w.e.f. January 1, 2011, 1.Department of Labour and Employment, Government
of Rajasthan, http://www.paycheck.in/main/salary/officialminimumwages/rajasthan
(iv) The market wage rate for skilled labour and the acquisition cost of land are
considered to represent opportunity costs, as both factors are in demand;
(v) All costs are valued using the domestic price numeraire, to enable an easier
comparison with the information used to measure benefits (e.g. a significant
component of benefit is the savings in resources, which would be used in the
without project situation).
2. Estimated financial base cost without contingencies and allowances for the
Jodhpur BRTS project is estimated for three options as shown in Table 3. Using the basis,
the economic cost (resource cost) was estimated both for capital cost and operation &
maintenance costs and presented in Tables 4 to 6. For estimating the economic cost from
the financial cost, the following other assumptions were also considered:
A. Capital Cost
 Contingences and other allowances considered to the base cost (12%):

o Design Supervision Consultancy (DSC)+ Third Party Inspection (TPI) - 3%,
o Information, Education & Communication (IEC) activities 1%,
o Incremental Administration (PIU) – 2%,
o Physical contingency 3%,
o Environmental mitigation 1%,
o Social intervention 1%,
o Institutional development and capacity building activities1%
 Share of foreign cost to total project cost

Share of foreign Cost (%)
Sector Services Materials Total
Water Supply 0.75% 2% 2.75%
Sewerage 0.75% 0% 0.75%
Drainage 0.75% 0% 0.75%
SWM 0.75% 0% 0.75%
Urban Transport
(BRTS) 1.00% 4% 5.00%
 Tax and duties

o Local cost – 12%

o Foreign Cost – 4%
Share of unskilled labor in Local Cost – 12%
B. Maintenance Cost
 Share of foreign cost to total project cost

o Urban Transport – 0%
Tax and duties
o Local cost – 12%

o Foreign Cost – 4%

Share of unskilled labor in Local Cost – 15%
Components of O&M Cost
o The costs of the Agency to manage the BRT system including the costs of
daily upkeep and cleaning of the stations and the bus-way – assumed to be
undertaken by the Agency staff;
o The costs of the bus operators to provide the BRT services;
o The costs of the financial institution responsible for providing the
ticketing.
 Considering the following O&M Unit cost rate for different components, the total
O&M cost was estimated for the operation period and the same was converted
into economic cost by the CF arrived from the resource cost estimation from the
capital cost.
Ticketing Bus Infrastructure

Management Total
Agency operation maint.
0.26 0.19 0.31 0.08 0.85
Table 3: Details of Base Financial Cost (2012-13)

Sl.
No. Item Option 1 Option 2 Option 3
1 Roadway USD Million 20.12 32.32 22.80
2 Capital Cost USD Million 1.05 1.19 1.05
3 Other Infra + Fleet 27.535 27.535 27.535
5 Total Rs Million 2,581.54 3,235.24 2,723.35
6 Land +RR USD Million 1.078 2.664 65.074
8 Total Rs Million 2,638.67 3,376.43 6,172.27
Source: Consultant
Table 4: Details of Resource Cost Estimation – Capital Cost (Jodhpur BRTS Option 1)
Capital Cost - Jodhpur BRTS - Option 1

Financial Cost (Capital) Resource Cost (Capital)
Details Rs Million Rs Million S P Factor
Base Cost 2,638.67
Allowances 12% 316.64
Foreign Cost
- Base cost & allowance 5% 147.77 153.68 1.04
- Taxes & Duties 4% 5.73 - -
153.50 153.68
Local Cost -
- Unskilled labour 12% 336.91 202.14 0.60
- Skilled labour & Others 88% 2,470.64 2,470.64 1.00
- Taxes & Duties 12% 326.80 - -
3,134.35 2,672.79
Total 3,287.85 2,826.46
Capital Cost -
Base Cost 3,376.43
Foreign Cost
- Taxes & Duties 4% 7.34 - -
196.42 196.64
Local Cost -
- Taxes & Duties 12% 418.17 - -
4,010.69 3,420.08
Total 4,207.11 3,616.73
Capital Cost -
Base Cost 6,172.27
Foreign Cost
- Taxes & Duties 4% 13.41 - -
359.06 359.47
Local Cost -
- Taxes & Duties 12% 764.43 - -
7,331.73 6,252.07
Total 7,690.79 6,611.54
3. Considering 2012-13 as base year followed by two year construction period and
20 years implementation period considered for the analysis, the cash outflow for
economic cost was worked out.
Annex D-3 Valuing Economic Benefits of BRTS Project
1. The benefits arising from improved urban transport infrastructure results in improved
service level delivery in urban transport travel requirements in the Project city / town. Benefits
are achieved through more effective connectivity, better speed, less traffic related issues like
congestion, accidents etc.
2. Project beneficiaries will be those travelers for whom accessibility to economic and
social activities will be improved through better road conditions, better accessibility, better
public transport and traffic flows brought about by the sub-projects. This improvement is
achieved by reducing the effort or inconvenience of travel between the origin of the traveler and
the destination offering these activities.
3. Support urban infrastructure facilities like off-street vehicular parking, planned terminal
for bus or trucks will also improve the quality of service delivery in terms of less traffic
congestion on major city roads, improvement in traffic environment, better safety etc.
4. Present sub-project component in Jodhpur City in Rajasthan considered for the present
report comprises construction of a BRTS facility. Presently public transport is mainly provided
by privately owned minibuses which operate on ten routes in Jodhpur. In addition to the fixed
route bus services it was estimated that there are about 4000 auto rickshaws which operate as
taxis throughout Jodhpur.
5. The subproject in Jodhpur is the proposed BRTS facility for a 18 km length corridor
where demand for public transport is heavy. This facility is to reduce the accessibility problems
for the public transport users and public transport buses with free flow. Subproject proposal will
benefit the vehicular traffic on the corridor with less traffic congestion, less traffic conflict at
junctions; increase the travel speed resulting in savings in vehicle operating cost (VOC) and
travel time.
6. The economic benefits considered in the present analysis for the BRTS subproject in
Jodhpur city include:
(i) Vehicle operating cost saving for those vehicles whose traffic is shifted to BRTS
and they include mini buses, auto rickshaws and two wheelers;
(ii) Savings in travel time for the passengers who have shifted to the better BRTS
system;
7. VOC savings for the passenger traffic using BRTS: Proposed BRTS is estimated to shift
passengers from the existing minibuses, auto rickshaws and two wheelers and this will remove
appropriate number of vehicles from the BRTS corridor. Accordingly, the removed vehicle VOC
is savings to the economy. Also the reduction of private and IPT vehicles from the congested
corridor will improve the service quality in terms of reduced vehicle operating costs to the
remaining vehicles.
1
8. Value of Passenger Travel Time Savings: Proposed BRTS will result in reduction in
travel time for the shifted passengers from mini bus and autorickshaw due to the efficient and
dedicated BRTS system.
9. In the absence of detailed traffic modeling, assumptions were made regarding impact of
improvements on BRTS, in terms of likely Program benefit including savings in travel time and
related cost as well savings in vehicle operating cost (VOC). These assumptions and
methodology followed include:
(i) Proposed BRTS facility will help to shift passengers from the existing public
transport/IPT/private vehicles and thus the BRTS operation will reduce the operation of
these vehicles. Thus the operation cost (VOC) of the reduced vehicles is treated as
savings to the economy. Based on the traffic diversion estimation discussed in the traffic
section of the main report, the quantum of reduced vehicle operation was estimated.
(ii) Average travel speed in peak and off-peak conditions is assumed to increase from
the existing travel modes by shifting to BRTS. Existing travel speed for passengers by
different vehicles is observed from the field surveys and by comparing the same with the
speed of the proposed BRTS, saving in travel time is estimated for different vehicle
categories. The improvement in travel speed is used to estimate the savings in travel time
and further costing the time saved.
10. VOC savings and Travel time savings for the vehicles and passengers are using the
project road, in terms of hours and its monetary value using the time unit rates, was estimated
from the following data collected at field as well guidelines stipulated by Indian Roads Congress
(IRC), and relevant study reports:
 Average vehicle occupancy – the number of passengers by vehicle type, plus paid driver

and crew where applicable;

Traffic composition – the percentage of each vehicle type in the traffic stream;
Passenger composition – the percentage of each socio-economic category using each

vehicle type and the percentage of passengers who are in the workforce;
Savings in VOC and travel time – estimated based on the existing travel speed / VOC at

congested travel conditions and the improved service level for the proposed project;
Unit cost of VOC and travel time for different vehicle users – Based on a relevant study
report, unit time cost at 2012 price level.
11. Road user cost unit rates including VOC for different vehicles used for the analysis is
given in Table 1. Calculation of travel time value for urban conditions in Rajasthan using the
WB Guidelines for different vehicle categories are presented in Tables 2 to 4. Inputs considered
for savings in travel time to the BRTS passengers, estimated from primary data collected are
presented in Tables 5 to 8.
12. Finally the estimated project benefits of VOC savings and travel savings during the
analysis period is given in Tables 9 and 10.
2
13. Exclusions. The following benefits of transport component for BRTS operation have not been
quantified for want of adequate data and quantification techniques. These qualitative benefits along with
the quantifiable benefits discusses above, the proposed tunnel construction will tend to provide better
living condition in the project town.
(i) Improvement in the environment due to reductions of air pollution and greenhouse gas
(GHG) emissions;
(ii) Increase in land values along the BRTS corridor
(ii) Savings in traffic accident costs due to better traffic management; and
(iii) Effects on tourism and tourist-related businesses.
Table 1: Details of Road User Cost adopted for the Study

VOC (Rs. / Vehicle Km)
Vehicle Category 1, 2
2008 2012
Car 4. 07 7.12
Bus 16. 37 28.63
TW 1. 40 2.45
Aut o rickshaw 3. 98 6.96
Share-Aut o 4. 49 7.85
Taxi 4. 70 8.22
2-Axle Truck 14. 77 25.83
LCV 10. 96 19.17
Goods Tempo 4. 61 8.06
Goods Aut o 3. 59 6.28
Source: Analysis
1. Approach f or Economic and Operat ion Assessment f or Ident if ied Urban Roads and
Transport at ion Sub-proj ect s, Working Paper No. : WP-05, Comprehensive Transport at ion St udy
f or Chennai Met ropolit an Area, May 2008
2. Escalated to 2012 with 15% annual growth.
Table 2: Estimate of Passenger Travel Time for Rajasthan State (2012)

Unit Value Datum Annual 2012
yr Growth
(%)
Input…
Gross State Domestic Product (NSDP)**** A Rs million 1,569,517 2009-10 7.3 1,807,030
Population* B million 66.309 2011 2.140 67.73
Working population: Main * C % 19.16% 1991 12.98
Working population: Marginal* D % 14.44% 1991 9.78
Working population: FTE** E=C+D/2 % 26.38% 17.87
3
Computed…
Assumed NSDP (85%) to households F=A0.85 Rs million 1,535,976
Average income per FTE worker G=(F/B)/E Rs/year 85,969
Average income per FTE worker*** H=G/2400 Rs/hour 35.82
Work time value, with 33% overheads I=H1.33 Rs/hour 47.64
Non-work time value at 30% J=H0.30 Rs/hour 14.29
* Census of India, 2001

** Full-time equivalent workers, assuming marginal workers are employed half-time.
*** Assuming 2,400 worked hours per year.
**** Reserve Bank of India
Table 3: Vehicle Category wise Passenger Travel Time for Rajasthan State (2012)
Vehicle Type Time value (Rs / Hour), 2012
Work Non work Combined
Bus 47.64 14.29 34.30
Mini Bus 53.37 16.01 38.43
TW 38.90 11.67 28.01
Car - Old Tech 59.91 17.97 43.13
Car - New Tech 77.46 23.24 55.77
Table 4: Vehicle Category wise Passenger Travel Time for Rajasthan State (2012) - Urban
Condition
Vehicle Type Time value (Rs / Hour), 2012
Work Non work Combined
Bus 68.11 20.43 49.04
Mini Bus 76.31 22.89 54.94
TW 55.62 16.69 40.04
Car - Old Tech 85.65 25.70 61.67
Car - New Tech 110.75 33.22 79.74
Table 5: Observed Average Travel Speed on Project Corridor (2012)

Section Length Peak Hour Off‐Peak Hour
(Km) Peak Hr Travel Off‐Peak Travel
Travel Speed Hr Travel Speed
Time (Km/Hr) Time (Km/Hr)
(Mts) (Mts)
Mandori Gate ‐ Paota Circle 6.5 11.5 33.9 11.7 33.4
Paota Circle ‐ Panchi Road Circle 4.1 14.5 17.0 9.7 25.4
Panchi Road Circle ‐ Bypass Circle 7.5 13.0 34.6 12.7 35.5
Total 18.1 39.0 27.8 34.0 31.9
Source: Survey by TA Consultant, May 2012
4
Table 6: Estimated Average Travel Speed by Project Impact Vehicles on Project Corridor (2012)
(Peak Hour Speed)
Section Length Peak Hour Travel Time (Mts)
(Km) Car Mini Bus Autorickshaw TW
Panchi Road Circle ‐ Bypass Circle 7.5 13.0 27.8 17.94 15.7
Total 18.10 39.00 78.9 53.82 47.0
Peak Hour Travel speed (Km/Hr) 27.8 13.8 20.2 23.1
Table 7: Estimated Average Travel Speed by Project Impact Vehicles on Project Corridor (2012)
(Off-Peak Hour Speed)
Section Length Off‐Peak Hour Travel Time (Mts)

(Km) Car Mini Bus Autorickshaw TW
Panchi Road Circle ‐ Bypass
7.5
Circle 12.7 27.3 17.48 15.3
Total 18.1 34.0 71.1 46.9 41.0
Off‐Peak Hour Travel speed
(Km/Hr) 31.9 15.3 23.1 26.5
Table 8: Time Savings / Trip in Minutes (6 Km length) – Option 1

Mini Bus Rickshaw TW
Peak Hour 15 6 3
Non Peak Hour 14 5 3
Source: estimated from the Survey by TA Consultant, May 2012
Table 9: Estimated Savings in Vehicle Operating Cost – Option 1

No. of Replaced Vehicle Km / Day Annual Savings in VOC ‐ Rs Million
Year Mini Bus Rickshaw TW Total Mini Bus Rickshaw TW Total
2012 12,730 13,640 62,980 89,351 89.07 34.66 56.29 180.02
2013 13,240 14,185 65,500 92,925 92.63 36.04 58.54 187.22
2014 13,769 14,753 68,120 96,642 96.34 37.48 60.88 194.70
2015 14,320 15,343 70,844 100,507 100.19 38.98 63.32 202.49
2016 14,893 15,957 73,678 104,528 104.20 40.54 65.85 210.59
2017 15,488 16,595 76,625 108,709 108.37 42.16 68.48 219.02
2018 16,108 17,259 79,690 113,057 112.70 43.85 71.22 227.78
2019 16,752 17,949 82,878 117,579 117.21 45.60 74.07 236.89
2020 17,422 18,667 86,193 122,283 121.90 47.43 77.03 246.36
5
2021 18,119 19,414 89,641 127,174 126.78 49.33 80.12 256.22
2022 18,844 20,190 93,226 132,261 131.85 51.30 83.32 266.47
2023 19,598 20,998 96,955 137,551 137.12 53.35 86.65 277.13
2024 20,382 21,838 100,834 143,053 142.61 55.49 90.12 288.21
2025 21,197 22,711 104,867 148,775 148.31 57.70 93.72 299.74
2026 22,045 23,620 109,062 154,726 154.24 60.01 97.47 311.73
2027 22,927 24,565 113,424 160,915 160.41 62.41 101.37 324.20
2028 23,844 25,547 117,961 167,352 166.83 64.91 105.43 337.17
2029 24,798 26,569 122,680 174,046 173.50 67.51 109.64 350.65
2030 25,789 27,632 127,587 181,008 180.44 70.21 114.03 364.68
2031 26,821 28,737 132,690 188,248 187.66 73.01 118.59 379.27
2032 27,894 29,887 137,998 195,778 195.17 75.94 123.33 394.44
2033 29,010 31,082 143,518 203,609 202.97 78.97 128.27 410.21
2034 30,170 32,325 149,258 211,754 211.09 82.13 133.40 426.62
2035 31,377 33,618 155,229 220,224 219.54 85.42 138.73 443.69
2036 32,632 34,963 161,438 229,033 228.32 88.83 144.28 461.43
2037 33,937 36,362 167,895 238,194 237.45 92.39 150.06 479.89
2038 35,295 37,816 174,611 247,722 246.95 96.08 156.06 499.09
2039 36,706 39,329 181,596 257,631 256.83 99.93 162.30 519.05
2040 38,175 40,902 188,860 267,936 267.10 103.92 168.79 539.81
2041 39,702 42,538 196,414 278,654 277.78 108.08 175.54 561.40
2042 41,290 44,239 204,270 289,800 288.89 112.40 182.57 583.86
2043 42,941 46,009 212,441 301,392 300.45 116.90 189.87 607.22
2044 44,659 47,849 220,939 313,447 312.47 121.57 197.46 631.50
2045 46,445 49,763 229,776 325,985 324.97 126.44 205.36 656.76
Source: Analysis
6
Table 10: Estimated Savings in Travel Time Cost to BRT Passengers – Option 1
Source: Analysis
7
Annex D‐4 Cost Benefit Analyses
Jodhpur BRTS - Option 1
Appendix 12-III (1): Economic Cost-Benefit Analysis of BRTS Component
Base Case (Rs.in Million)

Year Economic Cost Economic Project Benefits Net Benefit
Capital O&M Cost O&M O&M Total VOC Time Employment Total
Cost - Fleet Cost - Cost - Savings savings Benefit
Others Total
2012-13 - - - - - - - 0.00 - -
2013-14 1,130.59 - - - 1,130.59 - - 101.07 101.07 (1,029.51)
2014-15 1,695.88 - - - 1,695.88 - - 101.07 101.07 (1,594.81)
2015-16 - 42.65 102.65 145.30 145.30 155.62 195.60 169.14 520.36 375.06
2016-17 - 44.36 102.65 147.01 147.01 161.85 203.42 169.14 534.41 387.41
2017-18 - 46.13 102.65 148.78 148.78 168.32 211.56 169.14 549.02 400.24
2018-19 - 47.98 102.65 150.63 150.63 175.06 220.02 169.14 564.22 413.59
2019-20 - 49.90 102.65 152.55 152.55 182.06 228.82 169.14 580.02 427.48
2020-21 - 51.89 102.65 154.54 154.54 189.34 237.98 169.14 596.46 441.92
2021-22 - 53.97 102.65 156.62 156.62 196.91 247.50 169.14 613.55 456.93
2022-23 - 56.13 102.65 158.78 158.78 204.79 257.40 169.14 631.33 472.55
2023-24 - 58.37 102.65 161.02 161.02 212.98 267.69 169.14 649.82 488.79
2024-25 - 60.71 102.65 163.36 163.36 221.50 278.40 169.14 669.04 505.69
2025-26 328.05 63.13 102.65 165.79 493.84 230.36 289.54 169.14 689.04 195.20
2026-27 - 65.66 102.65 168.31 168.31 239.58 301.12 169.14 709.83 541.52
2027-28 - 68.29 102.65 170.94 170.94 249.16 313.16 169.14 731.46 560.52
2028-29 - 71.02 102.65 173.67 173.67 259.13 325.69 169.14 753.95 580.29
2029-30 - 73.86 102.65 176.51 176.51 269.49 338.72 169.14 777.35 600.84
2030-31 - 76.81 102.65 179.46 179.46 280.27 352.27 169.14 801.68 622.21
2031-32 - 79.88 102.65 182.54 182.54 291.48 366.36 169.14 826.98 644.44
2032-33 - 83.08 102.65 185.73 185.73 303.14 381.01 169.14 853.29 667.56
2033-34 - 86.40 102.65 189.05 189.05 315.27 396.25 169.14 880.66 691.60
2034-35 (334.07) 89.86 102.65 192.51 (141.56) 327.88 412.10 169.14 909.12 1,050.67
Total 2820.45 1270.06 2053.04 3323.09 6143.54 4634.18 5824.61 3584.95 14043.74 7900.20
NPV
@12%
2150.86 293.28 545.76 839.04 2989.90 1070.11 1345.00 1051.77 3466.88 476.98
(Rs.
Million)
EIRR (%) 15.09%

Appendix 12-III (2) : Economic Cost-Benefit Analysis of BRTS Component

Others Total
2012-13 - - - - - - - 0.00 - -
2013-14 1,446.69 - - - 1,446.69 - - 129.33 129.33 (1,317.36)
2014-15 2,170.04 - - - 2,170.04 - - 129.33 129.33 (2,040.70)
2015-16 - 42.65 102.65 145.30 145.30 155.62 226.59 169.14 551.36 406.05
2016-17 - 44.36 102.65 147.01 147.01 161.85 235.66 169.14 566.65 419.64
2017-18 - 46.13 102.65 148.78 148.78 168.32 245.08 169.14 582.55 433.76
2018-19 - 47.98 102.65 150.63 150.63 175.06 254.89 169.14 599.08 448.45
2019-20 - 49.90 102.65 152.55 152.55 182.06 265.08 169.14 616.28 463.73
2020-21 - 51.89 102.65 154.54 154.54 189.34 275.69 169.14 634.17 479.62
2021-22 - 53.97 102.65 156.62 156.62 196.91 286.71 169.14 652.77 496.15
2022-23 - 56.13 102.65 158.78 158.78 204.79 298.18 169.14 672.11 513.33
2023-24 - 58.37 102.65 161.02 161.02 212.98 310.11 169.14 692.23 531.21
2024-25 - 60.71 102.65 163.36 163.36 221.50 322.51 169.14 713.15 549.80
2025-26 328.05 63.13 102.65 165.79 493.84 230.36 335.41 169.14 734.91 241.08
2026-27 - 65.66 102.65 168.31 168.31 239.58 348.83 169.14 757.55 589.24
2027-28 - 68.29 102.65 170.94 170.94 249.16 362.78 169.14 781.08 610.14
2028-29 - 71.02 102.65 173.67 173.67 259.13 377.29 169.14 805.56 631.89
2029-30 - 73.86 102.65 176.51 176.51 269.49 392.39 169.14 831.02 654.51
2030-31 - 76.81 102.65 179.46 179.46 280.27 408.08 169.14 857.49 678.03
2031-32 - 79.88 102.65 182.54 182.54 291.48 424.40 169.14 885.03 702.49
2032-33 - 83.08 102.65 185.73 185.73 303.14 441.38 169.14 913.66 727.93
2033-34 - 86.40 102.65 189.05 189.05 315.27 459.04 169.14 943.44 754.39
2034-35 (488.75) 89.86 102.65 192.51 (296.23) 327.88 477.40 169.14 974.41 1,270.65
Total 3456.03 1270.06 2053.04 3323.09 6779.13 4634.18 6747.51 3641.47 15023.16 8244.03
NPV
@12%
2728.94 293.28 545.76 839.04 3567.98 1070.11 1558.12 1094.41 3722.64 154.66
(Rs.
Million)
EIRR (%) 12.81%

Appendix 12-III (3): Economic Cost-Benefit Analysis of BRTS Component

Others Total
2012-13 - - - - - - - 0.00 - -
2013-14 2,644.62 - - - 2,644.62 - - 236.42 236.42 (2,408.19)
2014-15 3,966.93 - - - 3,966.93 - - 236.42 236.42 (3,730.50)
2015-16 - 42.65 102.65 145.30 145.30 155.62 226.59 169.14 551.36 406.05
2016-17 - 44.36 102.65 147.01 147.01 161.85 235.66 169.14 566.65 419.64
2017-18 - 46.13 102.65 148.78 148.78 168.32 245.08 169.14 582.55 433.76
2018-19 - 47.98 102.65 150.63 150.63 175.06 254.89 169.14 599.08 448.45
2019-20 - 49.90 102.65 152.55 152.55 182.06 265.08 169.14 616.28 463.73
2020-21 - 51.89 102.65 154.54 154.54 189.34 275.69 169.14 634.17 479.62
2021-22 - 53.97 102.65 156.62 156.62 196.91 286.71 169.14 652.77 496.15
2022-23 - 56.13 102.65 158.78 158.78 204.79 298.18 169.14 672.11 513.33
2023-24 - 58.37 102.65 161.02 161.02 212.98 310.11 169.14 692.23 531.21
2024-25 - 60.71 102.65 163.36 163.36 221.50 322.51 169.14 713.15 549.80
2025-26 328.05 63.13 102.65 165.79 493.84 230.36 335.41 169.14 734.91 241.08
2026-27 - 65.66 102.65 168.31 168.31 239.58 348.83 169.14 757.55 589.24
2027-28 - 68.29 102.65 170.94 170.94 249.16 362.78 169.14 781.08 610.14
2028-29 - 71.02 102.65 173.67 173.67 259.13 377.29 169.14 805.56 631.89
2029-30 - 73.86 102.65 176.51 176.51 269.49 392.39 169.14 831.02 654.51
2030-31 - 76.81 102.65 179.46 179.46 280.27 408.08 169.14 857.49 678.03
2031-32 - 79.88 102.65 182.54 182.54 291.48 424.40 169.14 885.03 702.49
2032-33 - 83.08 102.65 185.73 185.73 303.14 441.38 169.14 913.66 727.93
2033-34 - 86.40 102.65 189.05 189.05 315.27 459.04 169.14 943.44 754.39
2034-35 (3,765.18) 89.86 102.65 192.51 (3,572.67) 327.88 477.40 169.14 974.41 4,547.09
Total 3174.41 1270.06 2053.04 3323.09 6497.50 4634.18 6747.51 3855.66 15237.34 8739.84
NPV
@12%
4721.15 293.28 545.76 839.04 5560.19 1070.11 1558.12 1256.01 3884.24 -1675.95
(Rs.
Million)
EIRR (%) 7.18%

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Technical Assistance Consultant’s Report

Technical Assistance 7750-IND

India: Strengthening Urban Transport Subsector

Prepared by Gordon Neilson, Subhajit Lahiri, Boominathan Muthuthevar, R. Viswanathan,

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8.5 Potential Impacts - Private Structures .................................................................. 55

ANNEX A Survey Results

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Table 2.1 Vehicle Registrations by Type (2003/4 – 2010/11) ....................................3

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Mr. Gordon Neilson Urban Transport Specialist/Team Leader

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Figure 1-1 CMP Mass Transit Proposals (Phase 1: 2010-2020)

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1.3 Report Structure

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2.1 Population and Employment

2.2 Private Vehicle Ownership

Table 2.1 Vehicle Registrations by Type (2003/4 – 2010/11)

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Figure 2-1 Vehicle Registration Growth Rates

2.3 Proposed New Infrastructure

Figure 2-2 JDA and JMC Housing Projects

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2.3.2 The developments include a number of affordable housing projects as well as

 Stone Park, Jodhpur: The 1st Stone Park of Rajasthan was

established at 9 Mile, Mandore, Jodhpur for the promotion of Jodhpuri

 Special Economic Zone (SEZ) : The 2nd Special Economic Zone of

Rajasthan was established at Boranada, Jodhpur on 09.09.2003

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3.1.2 The survey locations are shown in Figure 3.1

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Figure 3.1Figure 3-1 Survey Locations

3.2 Methodology for Surveys

3.3 Minibus and Rickshaw Surveys

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Table 3.2 Summary of Auto-Rickshaw Ridership

3.4 Classified Vehicle Counts

Table 3.3 Classified Vehicle Counts on MG Hospital Road (pcu values)

Date 16 Jan 2012 Location: MG Hospital Road Near Station

Direction Passenger Vehicles Commercial Vehicles Slow Moving Veh. Total

Total 563 1,207 972 147 - 279 60 12 3 45 98 18 3,403

Direction Passenger Vehicles Commercial Vehicles Slow Moving Veh.

Jalori gate High Court 232 325 354 101 3 72 36 - 2 24 51 12 1,211

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Table 3.4 Classified Vehicle Counts on Pal Road

Direction Passenger Vehicles Commercial Vehicles Slow Moving Veh. Total

Jalori Gate Palgaon 345 304 487 53 3 15 14 27 9 5 3 61 - 1,324

Total 714 668 1,022 128 12 24 92 48 33 21 3 118 12 2,894

Direction Passenger Vehicles Commercial Vehicles Slow Moving Veh.

3.5 Junction Turning Movement Counts

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Table 3.5 Peak Hour Traffic at Key Intersections

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3.6 Analysis of Data