Management Solutions for Improved Service Operation: Bus Rapid Transit System by Urban Managers

Content By: Kratika Narain Soham Munshi Shivangi Trisha Swarup Shambhavi Kumari Shravan Engineer Priyanka Agarwal Mithika Mathew Monika Gupta

Management Solutions for Improved Service Operation

BUS RAPID TRANSIT SYSTEM

Service Operations Management Studio Semester III, 2019

Studio Instructor Dr. Mercy Samuel

Teaching Assistant Himadri Panchal

Editor and Compiler Mithika Mathew, Monika Gupta

Graphic Designer Soham Munshi, Kratika Narain

Acknowledgement We are grateful to CEPT University, and the Faculty of Management for making it possible for us to do this study. We were privileged to work on this project under the guidance of Dr. Mercy Samuel and are grateful for their mentorship and support. We are indebted to Ms. Himadri Panchal for her constant guidance. We are grateful to all the jurors and guest faculty throughout the semester, who with their thoughtful comments gave the project more dimension at each stage. During the quest of data collection, we met managers and staff on the site who helped us get through the investigation process productively. We would like to thank the City Government authorities and BRT SPV authorities who made it possible for us to work with the organisations, and all the officers and staff at various offices who were generous with their time and expertise. Batch 2018-20 Master of Urban Management

Foreword Public Transport is a much talked about subject. With the ever increasing traffic and vehicle ownership it is pertinent to look at public transport comprehensively and holistically for making it accessible, comfortable and convenient for citizens to travel within a city. The density of private vehicles in the country is increasing, the effects of which can be felt on the road with increasing traffic, pollution and time delays. The easy access to two wheelers both in terms of convenience and affordability makes matter worse for public transport in India. Higher motorization leads to decline in public transport usage. Along with the comfort that a private mode offers it is the lack of appropriate public transport too which adds to the woes of traffic. Many cities in India have started a dedicated high priority bus lane called Bus Rapid Transit System to make bus transport fast and comfortable on select routes within a city. The semester III studio of services operations attempts to look at different aspects of public transportation with specific reference to Bus Rapid Transit System with a view to identify ways and means by which the systems can be made smoother for citizens to adopt and sustain travel modes of public transit. The studio looked at aspects of Contract Management, Fare determination, Fare collection and ticketing, Depot Management, Bus maintenance and Incident Management, Integration of feeder systems, Revenue Management, Intelligent Transit Management Systems and Adoption strategies with proposals to streamline and better manage each function with efficiency for better traveler comfort and experience. A case city was chosen to conduct the study and apply the operations tools from a service perspective. Transport being a service its operations need to be looked at from a service perspective to be able to professionally manage and cater to different customer segments. Segmentation, pricing, user behavior and strategic management tools and techniques were used for arriving at innovative improvement strategies. All this couldnâ&#x20AC;&#x2122;t have been possible without the help and support from the case city government in terms of data, interviews and documents for better system understanding. Dr. Mercy Samuel Studio Tutor

Contents Foreword List of figures List of tables Abbreviations Introduction 1. Contract management................................................................................. 14 2. Fare determination...................................................................................... 28 3. Fare collection & ticketing............................................................................ 38 4. Depot management..................................................................................... 46 5. Bus maintenance and incident management................................................ 56 6. Integration of feeder.................................................................................... 66 7. Revenue management................................................................................. 78 8. Intelligent transit management systems....................................................... 88 9. Adoption stategies to increase ridership........................................................ 102 Conclusion References Appendix ITMS

Adoption Strategy

Contract Management

Feeder System

Fare Determination

Revenue Management

Fare Collection

BRTS Depot Management Bus Maintenance and Incident Management

LIST OF

Figures CHAPTER ONE Figure 1: Contracts in public transport Figure 2: Gross cost contract Figure 3: Net cost contract Figure 4: Methodology of study Figure 5: Responsibilities of authority and operator Figure 6: Data reflecting driver behavior Figure 7: Driver performance index Figure 8: Benefit CHAPTER TWO Figure 1: Technical fare calculation Figure 2: Various pricing strategies Figure 3: Various stakeholderâ&#x20AC;&#x2122;s in city bus service system Figure 4: Fare revision formula, once a year Figure 5: Swim lane for analysis of fare determination CHAPTER THREE Figure 1: Equipment used Figure 2: Movement pattern in the BRTS station with a printed ticket Figure 3: Movement pattern in the BRTS station with a travel card Figure 4: Ticket analysis for ticketing type used Figure 5: Card Issuance Figure 6: Analysis of card issue applying process Figure 7: Analysis of card issue using process Figure 8: Swim lane showing process for availing passes Figure 9: System based proposal Figure 10: Proposed fast process CHAPTER FOUR Figure 1: Description of depots Figure 2: Process mapping for depot operation: swimlane Figure 3: Percentage of consumption of inventories Figure 4: Existing layout of inventory store-mixed form Figure 5: Proposed inventory sorting method CHAPTER FIVE Figure 1: Typical layout of a depot Figure 2: Preventive maintenance schedule followed by operators Figure 3: Observations Figure 4: Swimlane depicting work allocation process Figure 5: Roles and responsibility of the staff in hierachical order Figure 6: Incident categories in case city bus rapid transit Figure 7: Proposed work allocation regime for token system Figure 8:Proposed RACI matrix for work allocation regime Figure 9:Proposed work order format- productive tracking Figure 10:Proposed work order format- productive tracking Figure 11:Proposed work order format- productive tracking

Figure 12: Parameters for rewards and recognition Figure 13: Creating awareness amongst passengers CHAPTER SIX Figure 1: Illustration showing first & last mile connectivity Figure 2: Reasons for not using Public Transport Figure Figure 3: Factors for shifting to Public Transport Figure 4: Point to point VS hub & spoke model Figure 5: Feeder route 1 Figure 6: Feeder route 2 Figure 7: Traffic Signal Prioritisation CHAPTER SEVEN Figure 1: Distribution of Fund for Initialisation of BRTS Figure 2: Total Income Generation of Organization 2015-2025 Figure 3: Deficiency analysis in the Income of the Organization 2015-2025 Figure 4: Advertisement Revenue since 2015 through advertisement license fee Figure 5: Components of Advertisement Tender Figure 6: Per bus shelter revenue generation 2016-2019 Figure 7: Components of Semi â&#x20AC;&#x201C; Naming Rights Figure 8: Summarised procedure for semi-naming rights Figure 9: Strategies for semi-naming rights CHAPTER EIGHT Figure 1: Distribution of Fund for Initialisation of BRTS Figure 2: Total Income Generation of Organization 2015-2025 Figure 3: Deficiency analysis in the Income of the Organization 2015-2025 Figure 4: Advertisement Revenue since 2015 through advertisement license fee Figure 5: Components of Advertisement Tender Figure 6: Per bus shelter revenue generation 2016-2019 Figure 7: Components of Semi â&#x20AC;&#x201C; Naming Rights Figure 8: Summarised procedure for semi-naming rights Figure 9: Strategies for semi-naming rights CHAPTER NINE Figure 1: Strategies of Transport Demand Management Figure 2: Methodology Figure 3: Objective of Analysis Figure 4: SERVQUAL Figure 5: Parameters surveyed for quality analysis of BRTS Figure 6: Radar chart showing results of SERVQUAL Figure 7: Ishikawa Diagram to understand the issues faced by Non-Riders Figure 8: Issues identified Figure 9: Market segment identified for the case city Figure 10: Transport Aggregator Model Figure 11: Business model canvas for bus aggregator

LIST OF

Tables CHAPTER ONE Table 1: PPP Arrangement and responsibility matrix Table 2: Division of taxes and charges Table 3: SLAâ&#x20AC;&#x2122;s for fleet operation Table 4: Case city- fleet operators Table 5: Case city - Fleet availability as per contract Table 6: RACI- authority v/s operator Table 7: Risk indicators Table 8: Risk Matrix CHAPTER TWO Table 1: Fare comparison of all urban transport mode Table 2: Fare comparison at each stage Table 3: Integrated fare model (average fare) Table 4: Integrated fare model (new fare determined) Table 5: Impact of fare change due to pricing Table 6: Impact of fare change due to pricing Table 7: Fare determination for new passes with maximum operational hours considered Table 8: Fare determined according to certain operational hours Table 9: Incentive model CHAPTER FIVE Table 1: Maintenance operator details for workshops Table 2: Fines for maintenance related issues CHAPTER SIX Table 1: Access and Egress modes from BRTS in the Case City Table 2: Scenario 1 - IPT and BRTS Table 3: Scenario 2 - Two-wheeler Table 4: Scenario 2 - Two-wheeler cost analysis Table 5: Scenario 3 - Car Table 6: Scenario 3 - Cost analysis for Car Table 7: Analysis of feeder route 1 Table 8: Number of trips and hours of operations per bus on feeder route 1 Table 9: Analysis of feeder route 2 Table 10: Time saved at each intersection due to TSP Table 11: Fuel saved due to TSP Table 12:Cost Savings due to TSP and cost incurred for the idling time at each intersection CHAPTER SEVEN Table 1: Sources of Revenue in the Organization Table 2: Benchmarking of sample station for brand valuation e City CHAPTER EIGHT Table 1: Data recorded in the Maintenance Management module Table 2: Responsible, Accountable, Consulted and Informed personnel for device management

Abbreviations AFCS - Automated Fare Collection System AVLS- Automatic Vehicle Location System BRTS-Bus Rapid Transit System BI - Business Intelligence System CCC - Command Control Centre CNG- Compressed Natural Gas DMS- Depot Management Software/System DDU -Driver Display Units DMRC - Delhi Metro Rail Corporation EWT - Excess Waiting Time ETM – Electronic Ticketing Machine ETA - Estimated Time of Arrival EVs- Electric Vehicles EMS - Enterprise Management System FCVs- Fuel cell vehicles FOB – Fly Over Bridges GDCR - Gujarat Development Control Regulations GCC - Gross Cost model. GST - Goods and Services Tax GRP - Gross Rating Point HC - High Commercial Zone HEVs- Hybrid Electric Vehicles HHT– Hand Held Ticketing ICE -Internal Combustion Engines IPT - Intermediate Public Transport ITDP - Institute for Transportation and Development Policy IMS - Incident Management System ITMS- Intelligent Transit Management System KMRL - Kochi Metro Rail Limited LC - Low Commercial Zone mDVR - Mobile Digital Video Recorder NMT - Non-Motorized Transport NTWU - National Transport Workers’ Union KPI - Key Performance Indicators OBU - On-Board Unit OBITS - On-Board Intelligent Transit System OEM - Original Equipment Manufacturer PIS - Passenger Information System PPP - Public-Private Partnerships RFP - Request For Proposal SLA – Service Level Agreement TSP - Traffic Signal Priority TOD - Transit Oriented Development ULB - Urban Local Bodies VPSD- Vehicle Planning, Scheduling, and Dispatch

INTRODUCTION

Public transport

Bus Rapid Transit

How people move from one point to another is a critical factor which determines the shape of cities, the form of spaces in the public domain, the nature of employment and income, and overall, the quality of an urban inhabitant’s life. Public transport has evolved over centuries from rudimentary animal-drawn conveyances to hyper-technological modes such as vactrains, responding to increasingly sophisticated demand. In India, the rapidly expanding population and the race of urbanization create a great demand for convenient, affordable, and efficient public transport. The Indian government framed a National Urban Transportation Policy (NUTP) in 2006, amended as recently as 2014 to reflect new challenges and possibilities. The Policy envisions livable, people-centric cities which allow its citizens “safe, affordable, quick, comfortable, reliable, and sustainable access”. It prioritises public transport, sets out guidelines, prescribes funding support from the Government, and instructs “cities with a population of more than 10 lakh to start planning for high capacity public transport systems”. The various types of public transport systems in Indian cities include waterway modes such as ferries, rail-based modes including local trains, monorail and metro rail, on-road modes including bus services and Bus Rapid Transit systems

Bus Rapid Transit (BRT) is a Mass Rapid Transit system with capacity and speed like a Metro rail system, but with flexibility, a lower cost, and simplicity of a standard city bus service. BRT has dedicated right-ofway- a segment on the road where only these buses travel, allowing them to bypass traffic snarls and other causes of delay. This infrastructure is aligned either along the side, or along the median of a road. BRT also has dedicated stations along these routes which have platform-level boarding and off-board ticketing, both of which reduce the overall time a passenger spends in the system. BRT is a highly feasible option for Indian cities as it is relatively less expensive to set up and therefore equitable in terms of user fare, while meeting the need for a faster public transport to cater to the demands of bigger and busier urban areas.

16 |

SERVICE OPERATIONS MANAGEMENT: BRTS

Case city and BRT A service operations management study was conducted of the BRT service in a Tier-1 Indian city with a population of nearly 85 lakh, and area about 465 sq km. This city is governed by a Municipal Corporation, and is also a designated Smart City. Apart from the decade-old Bus Rapid Transit system, the city has a public bus service established in the mid-20th century, and is soon beginning its metro rail service. Initiated to improve the standard of public transport and draw in a new segment of users, the BRT system was also meant to improve air quality by reducing the number of vehicles on the road. The system has dedicated bus lanes and stations along the median of the road, and was designed to form a network around the city, rather than just transit corridors. The trunk-andfeeder system was designed as closed- only BRT buses would travel along it, but the system is currently opened partially to extend BRT routes, and allow city buses and state transport buses to use some sections. The entire system is IT-enabled and constantly monitored to optimize operational efficiency.

The BRT service is governed by a Special Purpose Vehicle (SPV) chaired by the cityâ&#x20AC;&#x2122;s Municipal Commissioner, with a Deputy Municipal Commissioner as its Executive Director. The SPV was set up 2 years before the service began, and facilitated planning, design, and implementation. Despite being a large and multifaceted operation, the core SPV staff strength is relatively small. Instead, the SPV works with a service model where functions from bus operations to fare collection and even Intelligent Transit Management are contracted out. Daily operation and maintenance is handled by these contractors according to stringent agreements, while the SPV core team handles monitoring, administration, and decision-making. The studied BRT covers nearly 100km, with about 260 buses and 160 stations. The bus fleet is a mix of Diesel, CNG, and electric buses, which are handled by four operators housed at five depots. The system operates for 17 hours daily beginning at 6:00AM. In a day, it is used by approximately 1.7 lakh passengers and generates a revenue of INR 22 lakh. The entire operation is monitored from a Command Control Centre.

Introduction to the book This book is the outcome of the study of Bus Rapid Transit service operations, and identifies opportunities and puts forward suggestions to optimize the system. Service operations involve all the daily activities, processes, and decisions involved in providing a service to a customer. This was an exercise to analyse a functioning system, and understand customer perception and expectation. For this study, 9 sectors within the system framework have been identified for analysis. These are: Contract Management Fare determination Fare collection and ticketing Depot Management Bus maintenance and Incident Management Integration of feeder systems Revenue Management Intelligent Transit Management Systems Adoption strategies The first stage of the study was of literature including published research, governing policy, and case studies to understand the bigger picture, and best practices. The next step, on-site study, was a mix of interaction with stakeholders, one-to-one interviews, site observation and documentation, surveys, and examination of official data. The collected information was analysed through process analysis tools including process profile worksheets, swim-lane diagrams, RACI matrices, and SERVQUAL. This enabled identification of gaps in existing processes, evaluation of challenges, and highlighted avenues for improvement. Suggestions have been tailored in response to these findings. While some of the examined topics are a documentation of existing processes, others are more conceptual and offer models for further analysis.

SERVICE OPERATIONS MANAGEMENT: BRTS |

Contract management

-Kratika Narain

CHAPTER ONE Contracts are agreements between two parties who are obligated legally to perform specific acts or services. Contracts in public transport are necessary to improve efficiency, increase responsiveness to market demand, promote organization, regulation and operational performance, involve private players, and allocate risks and costs. Hence, contracts can bring performance efficiency in the public sector.

Net Cost Contract Route Concession Bus Procurement Route planning Procurement and Risk rationalization

Bus Procurement (Optional ) Revenue, Procurement (optional), Scheduling Operation and Maintenance Maintenance Risk Fare Collection Operation

URBAN TRANSPORT AUTHORITY

PRIVATE PLAYER

Fare Fixation and revision

Highest Premium OR Lowest VGF per route / per bus

Figure 3: Net cost contract

Contracts for

Public transport services

Public-Private Partnerships (Concessions)

Private Operation (Deregulated)

Public provision (Public utility by transport authority)

Management / Service contracts

Gross cost contracts

Net cost contracts

Figure 1: Contracts in public transport

Contracting in Public Transport services are critical tools to ensure that operators deliver efficient, clean and high-quality service, in line with user expectations and the requirements of the authorities.

To understand the Bus Rapid Transit (BRT) operations, contractual arrangements in delivery of bus service in the case city were thoroughly reviewed. The key stakeholders of the system are the transit authority, and the private operators. The contracts used for BRT operations in the case city have been analysed taking into account the on-ground implementation, and also the opinions received from various stakeholders. Based on these findings, an understanding about how various clauses of contract impact the BRT operations is developed. Identification of Stakeholders

Gross Cost Contract

Bus Procurement

URBAN TRANSPORT AUTHORITY

PRIVATE PLAYER

Fares collection â&#x20AC;&#x201C; Fixation and revision

Review of contract documents

Examining various clauses for Efficient service delivery

Contracts in BRT

Bus Procurement (Optional )

Scheduling Procurement and Route planning Revenue Risk and rationalization

Interaction with stakeholders for areas of improvement

Figure 4: Methodology of study

Route Concession

Operation

Procurement (optional)/ Operation and Maintenance Risk

Maintenance

Lowest Cost of Operations (Per km / Per Vehicle / Per pax

Figure 2: Gross cost contract

20 |

System

SERVICE OPERATIONS MANAGEMENT: BRTS

In the case city, the Special Purpose Vehicle (SPV) set up as transit authority is responsible for contracts. It practices a service model, where operations to run the service, including the bus fleet, are contracted to operators. Competitive tendering is practiced, and contracts used are of the Gross Cost (GCC) model. These contracts are usually for a period of seven years, with no extension clause, and are monitored through the Intelligent Transit Management System (ITS). There are 4 categories of service contracts the studied SPV has entered to ensure efficient operations of

de and l monitoring es

gular ction and se penalty

the BRT system. Operation, management, and maintenance responsibilities are clearly defined in the contracts. Operator

Contract Length (Years)

Operation

Management Maintenance

Infrastructure

Bus Depot

Operator

Rolling stock

Buses

Operator

AJL & Operator

Operator

AJL

Operator

ITS application Other Services

ITMS & CCC

AJL & Operator

Fare collection

Operator

AJL

Operator

Housekeeping

AJL

Operator

AJL

Operator

Table 1: PPP Arrangement and responsibility matrix

AUTHORITY Provide infrastructure (depot, parking space)

Provide and install monitoring devices

Prepare operational plan

Do regular inspection and impose penalty

O P E R ATO R

Procure fleet for service

Maintenance of fleet and provided infrastructure

Operation of the fleet as per the operation plan

Employing drivers and staff

Figure 5: Responsibilities of authority and operator

A well-defined contract has shown to provide better service quality, and ensure appropriate engagement of service performance with public needs and goals. A contract must be comprehensive enough to describe the division of responsibilities between the parties in-

volved, and must not leave any room for ambiguity of involvement. Apart from articulating responsibility for fleet procurement, maintenance, and infrastructure investment and maintenance, extensive concession contracts must include parameters such as precedent conditions, payment mechanism, assignment of risk, dispute settlement mechanism, performance monitoring, and contract termination. The case cityâ&#x20AC;&#x2122;s contract was studied against these parameters to understand its service operations. The terms of the contract are as follows: Payment mechanism O P E R ATO R The Operators are offered annual assured kilometres, i.e. 60-70,000km per contracted bus. The bid price per Operation the km consists of the cost,ofoperations Procure fleetfuel price, driver fleet as per the for service costs, interest, and housekeeping and maintenance operation plan costs. For calculation of fuel cost; average of daily fuel cost at the end of the month is used as indicator. For of manpowerMaintenance and consumables, indicators are set using Employing fleet and and staff Whole-sale Price Index (WPI). Fordrivers payment, the kiloprovided metres considered are those defined in the bus operainfrastructure tion plan created by the SPV, or any additional routes authorized by them. In addition to this, the distance travelled by the bus to its depot for maintenance or to the nearest fuel station are also considered. Conditions precedent Before commencement of the operation, operators are required to supply prototype buses for a training period, and pay a performance security. Inspection of prototype buses are done by the authority. The operator is required to hire staff 15 days prior to Commercial Operation Date (CoD), and ensure all the taxes and charges for the buses are completed and paid for. These taxes and charges are divided among the authority as well as operator.

SERVICE OPERATIONS MANAGEMENT: BRTS |

Sr. No. 1 2 3

Taxes And Charges

Parties Responsible

Sr. no.

Incidents

Fine in Km

Operator

Delay in more than 20 min. end of shift,

Improper bus docking, speeding, improper uniform, missing station, changing routes, visible dents, adv. In/on buses damaged or broken bus parts.

Dirty vehicle, accidents due to negligence, bus breakdowns in bus lane, malfunctioning doors headlights, brake, mirror.

Damaged tire, Drunken driver

100

Abandoning bus during operational hours, damage to vehicle tracking device installed by authority.

200

Vehicle registration charges Insurance premium for buses and other assets owned by the authority Motor vehicle tax within municipal limit

Operator Operator

Motor vehicle tax outside municipal limit

Operator

Passenger tax

Authority

Stage carriage permit

Authority

GST

Paid by operator reimbursed by authority

Table 2: Division of taxes and charges

Bus Procurement

Operators are required to procure fully built buses as per technical specification in the RFP. Procurement of prototype buses is approved by the authority through inspections and testing. Operators must establish maintenance facilities for preventive and routine maintenance of the fleet.

Driver recruitment

The operator is responsible for hiring drivers and staff, as per requirements. Drivers hired must have 3+ year heavy duty commercial license, and have undergone skill and knowledge tests. Operators are supposed to train the drivers of driving, maintenance, safety, behaviour, hygiene, etc. The training program must be held on a regular basis for new recruits, and to update training of existing manpower.

Performance monitoring

There are a set of Service Level Agreements provided by the authority for effective monitoring of the BRT service. Operators are penalised for breach of these agreements, by deducting the corresponding number of KM for a misdemeanour from the total KM they are due to be paid for.

Dispute settlement mechanism

If a dispute arises due to non- compliance with agreement, there are two mechanisms that may be followed. The first is amicable settlement, where a notification to the party which has defaulted will be given to solve or improve the default. If not, there will be settlement under the purview of cityâ&#x20AC;&#x2122;s municipal 22 |

SERVICE OPERATIONS MANAGEMENT: BRTS

Table 3: SLA for fleet operation

commissioner. The second is arbitration, which will be conducted by an arbitration tribunal. Each party of the contract will put forward an arbitrator for the tribunal, in addition to a third arbitrator agreed on by both parties.

Infrastructure maintenance

investment

and

The authorities are required to provide the operators with infrastructure and amenities like the depot, parking space, terminals, water supply, and electricity. The operators are required to maintain the facilities, their maintenance equipment, and pay for utility services such as water, gas, and electricity.

Contract termination clauses

If the operator defaults on the contract, a notice of 45 days shall be given to remedy the situation. The counter-measures from the authority in case of such lapses can include revoking performance security, revoking any hardware or software, and removing the facility for buses under operatorsâ&#x20AC;&#x2122; possession. If there is default on the part of the authorities, operators are to be compensated by paying any sum that is due, refunding performance security, and finally transferring the bus fleet and operations to any similar system that is under the authorityâ&#x20AC;&#x2122;s jurisdiction. Once the contract period expires, the operator shall return any hardware, software, firmware and deliverables installed by the authority in proper working condition. They are also required to maintain confidentiality of operations information for a period of 3 years after the termination or expiry of the contract.

Operators in case city There are different types of contracts used in the studied BRT, with different combinations of owning, operating, and maintaining, as detailed in table 4. No. of Drivers

Bus Depot

Operator

Bus Type

No. of Buses

Model

Diesel

88 (25 O1 + 63 A)

Electric

Own-Operate-Maintain Operate-Maintain Own Operate-Maintain(O3)

CNG

Operate-Maintain

Diesel

Own-Operate-Maintain

100 78

The operators are required to assure 93% availability of bus fleet on route for the first 3 years of the contract period, and at least 90% for the remaining tenure. Fleet availability in the case city is described in Table 5. Bus Depot

Operator

Bus Type

Diesel

94%

Diesel

91%

Performance adherence mechanism The mechanisms used to ensure performance delivery are described below: payment mechanism, assignment of risk, performance monitoring through penalties or reward.

Payment mechanism

Table 4: Case city- fleet operators

No. of Buses

Analysis

On route

Spare

The operator generates an invoice every 10 days including fuel price bills, taxes of each contracted bus, and kilometres travelled. The SPV is required to make the payment within 3 days of receiving the invoice. The operator is paid per operated kilometre (as per approved operation plan) according to the fixed rate. Since these payments are fixed, they offer income security to the operator.

%Fleet on route

Electric

47%

CNG

95%

Diesel

92%

Table 5: Case city - Fleet availability as per contract

93% New contract

By mapping the process of payment, it was found that the SPV takes 7 days to make each payment- 4 days in excess of the agreed 3. These extra days are utilised to analyse the invoices generated by the operator, compare it with the on-ground report prepared by DC surveyors who record departure and arrival of buses from stations, and the report generated by the Intelligent Transit Management System (ITMS) which records real-time data of each bus. The 3 reports are forwarded to the audit team which accepts the report which quotes the lowest amount, deducts penalties for breach of SLA, and makes payment of the final amount via RTGS.

SERVICE OPERATIONS MANAGEMENT: BRTS |

Processes

Procurement

Operation

Maintenance

Responsible

Consulted

Accountable

Informed

Authority

Operator

Quality assurance Inspection of buses Delivery of buses Maintenance facility Fare setting Route scheduling Schedule following Setting standard Monitoring Payment Provision of site Maintenance standards Monitoring Insurance

Authority

7 5 Operator

6 4

Table 6: RACI- authority v/s operator

Assignment of risk

Monitoring mechanism

A critical part of contract management is the assignment of risk between the parties. The assignment of risk is a key factor of the success or failure of bus systems, and is tied closely to the strength and capacity of the SPV, and its willingness to manage risks that may fall under its extent of control. Risk must be shared, and a certain risk must be allocated to that party which is most able to manage it. (Delloite, 2015).

Monitoring can be through penalty or reward. The operator contract defines penalties, but also a cap to the penalty to spare the operator from unreasonable fines and to give them a chance to improve service. The contract restricts penalty to a maximum of 10% of the invoice amount. However, if the operator overshoots this 10% cap for five consecutive payment cycles, the contract may be terminated.

A RACI analysis of the parties and functions (Table 6) show that the division of responsibility between operator and SPV is almost equal. Risk analysis of the scenario (Tables 7 and 8) indicates significant risk in revenue, contributed to by leakage in revenue collection. The SPV owns this risk. The other major risk is operational, caused by driver behaviour and bus accidents. This risk is owned by the operator. These were identified through one-on-one interviews with the operators, and by analysis of data recorded through the ITMS.

24 |

SERVICE OPERATIONS MANAGEMENT: BRTS

Conversely, the capping criterion in the contract tends to make the operator lax about compliance. Therefore, the contract clause must be re-defined to ensure value of the penalty is high enough to act as a deterrent to non-compliance. Some solutions could be to impose extra penalty, fire the repeat offender (driver, operations manager), or to terminate the contract.

LIKELIHOOD

CONSEQUENCE INSIGNIFICANT 1

MINOR 2

MODERATE 3

MAJOR 4

EXTREME 5

RARE

UNLIKELY

LIKELY

DEFINITELY

Table 7: Risk indicators EVENT Indemnity (fire & vandalism)

FINANCIAL RISK

REVENUE RISK

OPERATIONAL RISK

A score of 1–3 Low risk A score of 4–6 Medium risk CONSEQUENCE LIKELIHOOD A score of 8–12 High risk A score of 15–20 Extreme 4 2 risk

RATING

RISK OWNER

Operator

Force majeure

Operator

Loss in ridership

Authority

Loss of revenue

Authority

Delay in operator payments

Authority

Change of law

Operator

Non availability of fleet

Operator

Breakdowns (maintenance issue)

Operator

Driver behavior (rough driving)

Operator

Accidents

Operator

Table 8: Risk Matrix

Reward-based monitoring mechanism defined in the contract prescribes a bonus to the contractor if total penalties levied in a given year are less than or equal to 3% of the total payments made to the operator in

A score of 1–3

Low risk

A score of 4–6

Medium risk

A score of 8–12

High risk

A score of 15–20

Extreme risk

the same year. An additional performance-based bonus possibility also exists, but neither are ever used in the studied case.

Driver - driving behavior analysis 2% (2097) 23%

(22684)

19%

Harsh acceleration

(18,316)

Harsh braking Sharp cornering

56%

(54899)

Oneweek data from 23rd sept 2019- 29th sept 2019

Over speeding

Reputational Risk to SPV

Figure 6: Data reflecting driver behaviour

SERVICE OPERATIONS MANAGEMENT: BRTS |

Suggestions Proposal: Driver Incentive Programs Performance of the driver is intricately linked to the ability to build and uphold efficient and successful delivery of BRT operations. Since the level of service that a BRT system delivers has a significant impact on the overall customer experience, it is necessary to find prolific ways to motivate and reward drivers. In order to recognize or reward good drivers, it is essential to have an extensive incentive or recognition program that clearly defines and measures good driving behaviour. Having a driver incentive program establishes that the company values their drivers, which in turn can result in higher driver retention rates. As competition for bus drivers remains high, along with a rising driver turnover rate, being able to preserve qualified and good drivers will positively impact the SPVâ&#x20AC;&#x2122;s bottom line. In the case city, bus operators are only informed of driver misdemeanours after deduction of penalty from payment. The operator could instead be provided access to view driver performance in real-time through the ITMS, allowing them to take prompt action. The operator contract does not contain a clause mandating recognition or reward of drivers through incentives based on performance monitoring. A solution could be to include a clause instructing the authority to evaluate driver performance on the basis of driver performance indicators, and provide monetary or non-monetary benefits on monthly basis.

Case Study: London (Quality incentive contract) In London, financial incentives were introduced to improve reliability of services. There are 3 incentive provisions: 1. Reliability Performance Payment: Based on measurement of the reliability of buses by Excess Waiting Time (EWT), i.e. the actual waiting time minus the waiting time expected if buses ran exactly at the intervals that they are scheduled at. 2. Two-year contract extensions: Offered as an incentive mechanism for better performance. 3. Quality performance payment scheme: Based on driving quality (including customer service), presentation of the vehicle, secret surveys through bus travel, and vehicle inspection by the authority. The score for each parameter leads to payment and deduction. (Source: Transport for London- Londonâ&#x20AC;&#x2122;s Bus Contracting and Tendering Process)

Case Study: Driver incentives in public transport Go-Ahead Singapore (service provider) signed an MoU with the National Transport Workersâ&#x20AC;&#x2122; Union (NTWU), to focus on safe driving and customer service skills. The salient features of this agreement include: 1. Competitive salary 2. Performance-related incentives: Bonus payments will be awarded based on accomplishments in providing safe, reliable and comfortable bus journeys.

Flexible benefits: To encourage person

al well-being and development 4. Increased maternity and family care leave 5. Free transport: Travel concessions for rides on public bus and MRT services. 6. Career progression opportunities: The opportunity to upgrade their skills through training programmes, and for career advancement. 26 |

SERVICE OPERATIONS MANAGEMENT: BRTS

Driver Performance Indicators An index (Figure 7) has been created to help rate driver performance, and decide on incentives or improvements based on whether their performance is satisfactory or dissatisfactory. Non-monetary incentives are recommended as previous studies have proven that they are more effective than monetary incentives, and also as it would not place any additional financial burden on the authority.

1 2 3

Harsh acceleration <=1500 <= 800 <= 200

Harsh braking <=1500 <= 800 <= 200

Sharp cornering <=1500 <= 800 <= 200

Over speeding <= 200 <= 100 <= 50

Uniform

Habit

Behavior

no uniform

drunk

Rude and abusive

half uniform (only smoking, shirt or pant) using phone Complete uniform attentive (batch, shoes) driver

less km traveled in given fuel

average km traveled in given fuel

more km traveled in given fuel

ignorant Polite listener

1 2 3

Stop skipping <=150 <= 100 <= 50

Driver Performance Indicators Driving Skills

Harsh acceleration Harsh braking Sharp cornering Over speeding Stop skipping

Responsiveness Driver Behavior negligent Action without consequence Quick thinking and action

Unsatisfactory (needs improvement) Fuel efficiency Average (can do better) Satisfactory

Driver appearance (Uniform) Driver habit (Smoking, drinking) Behavior towards passenger *Driver responsiveness

Daily fuel reading

Figure 7: Driver performance index

Some such non-monetary incentives are: Points to purchase merchandise: Establishing a point program so drivers can earn points or coupons that can be used to purchase merchandise of their choice.

Company newsletter acknowledgement: Well-performing drivers could be acknowledged in the company newsletter, with descriptions of their safe-driving incidents.

Recognition through certificate and awards: Recognizing drivers by awarding them certificates and trophies to motivate them to perform better.

On-the-spot acknowledgement: Encourage customers to acknowledge and praise a driver who is seen to â&#x20AC;&#x2DC;do the right thingâ&#x20AC;&#x2122;

Motivation

Positive competiveness

Responsibility towards passenger safety

Effective service delivery

Figure 8: Benefits

SERVICE OPERATIONS MANAGEMENT: BRTS |

FARE DETERMINATION

-soham munshi

CHAPTER TWO Public transport pricing is complex due to the diverse goals of sustainability, lack of overlap between institutions in charge of infrastructure and transport operations, and requirement for integration between multiple transport modes. This study aims at outlining price/fare determination models for public transport that can maximize farebox revenue. The public transport system is a service-based system for the public, hence pricing and fare should be affordable for every citizen. Moreover, the public transport system operates on economic viability rather than financial viability- an objective which prevents the system from being a profit-making enterprise for the transport authority. Pricing is a fare-box revenue system, and is one of the major sources of revenue for the enterprise. Therefore, the determination of fare/price is crucial and must take into consideration passenger willingness to pay, and the socio-economic profile of the region. In India, a large section of the population belong to low income groups, and so public transport fares must be affordable. The transportation costs in an Urban Transport System (UTS) are generally met by the provider of the System. The cost or price depends on various factors including infrastructure, geographical conditions, and administrative barriers. These costs may be either fixed or variable.

What is fare/pricing in transportation?

Fare is typically dedicated to a transit systemâ&#x20AC;&#x2122;s operating cost, though the generated amount rarely covers this cost. The increase in fare-box revenue generally depends on transit pricing and fare change, which may also respond to forecast or actual operating costs. It is the pricing policy which should balance out the value of service, with a userâ&#x20AC;&#x2122;s willingness or ability to pay.

30 |

SERVICE OPERATIONS MANAGEMENT: BRTS

The Role Of Pricing In Public Transportation The Simpson â&#x20AC;&#x201C; Curtin rule states that each 3% fare increase reduces ridership by 1%. The fare model of any transportation system starts with a concept of equality between the revenue and expenditure of the system. Improvements in price typically have 3 or 4 times the effect on profit as proportionate increase in volume.

Revenue (Number of trips sold multiplied by technical fare).

Expenditure ( Payments made to bus operators, fare collection costs, station customer service, staff salaries, and fund cost.

Figure 1: Technical fare calculation

Major factors for fare determination

There are various conditions and factors that need to be considered according to the varying scenarios of different locations where the transit system has to operate. These factors make it more convenient for the transit authority to determine the fare. The major factors to be considered are: Price of Fuel: Oil is the major economic controller of any country. Fuel price plays a significant role in determining the bus fare as it is the primary facilitator of bus movements. Competition: Many urban transport system have networks which ply on the same route, thus creating a competitive market to determine the fare. Season: According to geographical condition, the climatic condition also varies. This climatic variation affects fare price. For example, fare can be increased

or reduced in harsh summers. Holiday or peak travel season that attracts high demand for travel service can also impact fare. Demand and Supply: The bus fare changes according to demand and supply. When demand is high or low, the price can be accordingly higher or lower.

the marginal external cost (including congestion, air pollution, noise, accidents and maintenance cost of the infrastructure), for a given infrastructure Penetration Pricing

Influence of Elasticity

Value Pricing

Loss Leader

Cost-Plus Pricing Contribution Pricing

Taxation: Most countries run on taxes paid by citizens and enterprises. Tax rates impact fare prices as an increase in tax causes an increase in costs, and the changed amount is to be borne by the traveller.

Market Skimming

PRICING STRATEGIES

Target Pricing Marginal Cost Pricing

Psychological Pricing Price Leadership Tender Pricing

Absorption/full cost Pricing

Price Discrimination

Destroyer Pricing/ Predator Pricing

Distance: Prices are calculated according to the distance travelled.

Pricing Strategies

Figure 2: Various pricing strategies

System

Pricing of most public transport in urban areas is the responsibility of the Urban Local Bodies (ULB). Till Stakeholders now the ULB’s decisions on UTs fares determination The various stakeholders in the running of a public are primarily implemented by the by short-term pobus service are ULB, SPV, users, consultant, and filitical, fiscal, and administrative expediency. Looking nally state government. Generally in ULB, the municafter the rapid growth in UTs and its deficits, strinipal commissioner is the Chairman of all city bus sergency in public subsidy budgets have demanded a vices. The State government is the approval body for more comprehensive view of UTS pricing. Although changes and implementation of the project. Public it might seem that the whole city bus industry uses transport is driven by the user and hence their needs similar pricing principles, in reality, different operaare of highest priority in planning and designing a bus tors and business models need different approaches. system. One of the most important aspects in pricing is makSpecial Purpose Vehicle ing strategy, and the majorly used pricing strategies A company is established whichVehicle is joint Special Purpose Vehicle Special Purpose for UTS are: venture of state government andPurpose ULB called Special Purpose Vehicle Special Vehicle A company is established which is joint A company is established which is joint as SPV which looks after the operations of A company is established which iscalled joint Consultant of state government ULB called company isand established which is joint 1. Cost-plus pricing: total cost + mark-up venture venture ofA state government and ULB system. venture of state government ULB called as SPV looks the operations of ULB Planning and designing of the venture of after state government and aswhich SPV which looks after theand operations ofcalled Consultant Consultant as SPV which lookslooks afterafter thesystem. operations of infrastructure and system. as SPV which the operations of 2. Competitive pricing: deciding fare based on system. Consultant Planning and designing of the of the Consultant Urban Localsystem. Body Planning and designing system. Planning and designing of the infrastructure and system. Planning and system. designing of the infrastructure that of competition A local government which governs all Urban Local Body infrastructure and system. Local Body infrastructure and system. the cityUrban transport system. Urban Local Body Urban Body User’s A localAgovernment which which governs allLocal 3. Value-based pricing: deciding fare by what local government governs all The main user for whom the service is A local government which governs all all citythe transport system. Athe local government which governs city transport system. User’sUser’s made for. the city transport system. State customer believes it is worth the city Government transport system. User’s The main user for whom the service is User’s The main user for whom the service is The main user user for whom the service is is The main authority the is responsible made for. State Government The for whom the service made for.main Government Price skimming: reducing initial high price as market for running State made for. for. State Government the service system . made State Government The main authority the is responsible The main authority the is responsible grows The main authority isthe responsible for running the authority service system .responsible The main is for running thethe service system . BRTS the service system . for running the service system . Penetration pricing: initial low price which is raised as for running BRTS BRTS BRTS BRTS service gets more established Marginal Cost Pricing: prices are equal to the sum of the marginal resource cost (extra cost of driver time, fuel, wear and tear of vehicle, all before taxes) and Figure 3: Various stakeholder’s in city bus service system SERVICE OPERATIONS MANAGEMENT: BRTS |

Fare approval process

The process from determining fare to approval of fare was studied. Generally, SPV or ULB initiates the process, and proposes a new fare based on their current ridership and the change in the calendar year. Based on the framework of the ULB, the report of new fare is discussed with the appointed consultant to ULB/ SPV. Once the report of fare is done, it is further forFare Revision FormulaOnce a who Yearis the chairwarded to Municipal Commissioner man for city bus service system. After going through the report, the ULB through Municipal Commissioner sends it to the state government for final approval. likednew to fare fuel price change in same Once the state government Changes approves, the Fuel Charges proportion ( effected monthly). system is implemented.

Fare calculation To revise fare of a bus services, a formula based Changes liked to on change in wholesale price Charges fuelOther charges, and change in wholesale price index is index(effected annually). used Fare Revision Formula- Once a Year

Changes liked to fuel price change in same Revised Fare=Base Fare+1.2*(( Base Fare*0.5*change in fuel price)+(base fare*0.5*change Fuel Charges proportion ( effected monthly). in whole sale price index)). Fare Revision Formula- Once a Year

Changes liked to fuel price change in same proportion ( effected monthly).

Fuel Charges

Other Charges

Figure 4: Fare revision formula, once a year

Revised Fare=Base Fare+1.2*(( Base Fare*0.5*change in fuel price)+(base fare*0.5*change in whole sale price index)).

Changes liked to change in wholesale price index(effected annually).

Other Charges

Fare change

Changes liked to change in wholesale price index(effected annually).

Changes

Revised Fare=Base Fare+1.2*(( Base Fare*0.5*change in fuel price)+(base fare*0.5*change in whole AJL Report done if Any sale price index)).

Informed About Approval/Rejection

Rejected

Generated

For Review

COE

For Approval

AMC

STATE GOVT

Yes

Figure 6: Swim lane

32 |

SERVICE OPERATIONS MANAGEMENT: BRTS

Review

For Approval

Suggestions

Model 1: Fare model of Metro, BRT and City Bus Services

Modelling is for processes that can be controlled. It helps in understanding how a process would behave under various conditions. Simply put, it identifies what output can be expected for a given input. Further, analysing how the process behaves at extreme conditions or unstable conditions gives insight into how stable the process could be, and under what conditions. This helps to understand how to control a process. Several models have been considered to project the impact on fare by the variation of different factors.

This model is to define fares for a Metro rail project, based on the BRT fares.Tables 1 and 2 show the range from base fare to maximum fare, the fare model on which the fare is determined, and the average km travelled by a passenger in each mode of transport. To determine the metro fare and its escalation, BRT base fare is considered, the change of fare in each stage is observed, and the same increase of fare in percentage was applied to determine the corresponding fare for the metro. This establishes an INR 5 min fare, and INR 25 as max fare. This metro fare can be used in further analysis to determine the integrated fare system for all public transport in a city.

AMTS

BRTS

Metro

Fare Model

Stage wise

Station + Distance

N.A

Base fare

INR .3

INR. 4

INR. 5 (assumed)

Maximum fare

INR. 23

INR. 29

Rs. 25 (assumed)

Avg km travelled by Passenger

5 km

6 km

7 km

Cost of operation per KM

INR. 40-50

INR. 55-60

N.A

Discount on passes

Fixed rate

% based

N.A

Table 1: Fare comparison of all urban transport mode Sr. No

AMTS In INR

Current BRTS In INR

OLD BRTS FARE In INR

METRO In INR

0-2.

3.00

4.00

2.00

5.00

2-4.

7.00

5.00

8.00

4-6.

8.00

9.00

6.00

9.00

6-8.

11.00

10.00

7.00

10.00

8-10.

12.00

11.00

8.00

11.00

10-14.

13.00

11.00

15.00

14-18.

15.00

14.00

12.00

16.00

18-22.

17.00

20.00

14.00

18.00

22-26.

18.00

22.00

15.00

19.00

26-32

20.00

25.00

17.00

21.00

32-38.

22.00

27.00

19.00

23.00

38-44.

23.00

29.00

21.00

25.00

Table 2: Fare comparison at each stage

SERVICE OPERATIONS MANAGEMENT: BRTS |

Model 2: Impact of fare change on ridership In this model, the impact of fare change on ridership, and vice versa is looked at. Here, elasticity is calculated by percentage of change in ridership, and percentage of change in fare. This model will help understand how the change in fare will change ridership. To illustrate, Table 5 shows that a minimal fare change

(14%) increases ridership by 93%, and a large fare change (50%) changes ridership by 27%. Considering that the average passenger travels around 6-8km, the change in fare by 30% will change the ridership by 44%, thus making this a viable option. This model is made to determine the integrated fare for each mode of transport and the gap funding required to make it stable. In Table 3 it can be seen that

BRTS Fare In INR Sr. No KM

AMTS

CNG

DIESEL ELECTIRC

INTEGRATED REMANING FUND FARE ( BUS) In INR In INR

METRO AVERAGE

Gap Funding to BRTS CNG

DIESEL ELECTRIC

0-2.

3.00

4.00

5.00

6.00

5.00

2.00

-2.00

-3.00

-4.00

2-4.

7.00

8.00

9.00

8.00

1.00

-6.00

-7.00

-8.00

4-6.

8.00

9.00

10.00

11.00

9.00

1.00

-8.00

-9.00

-10.00

6-8.

11.00

10.00

11.00

12.00

10.00

11.00

0.00

-10.00

-11.00

-12.00

5 8-10.

12.00

11.00

12.00

13.00

11.00

12.00

0.00

-11.00

-12.00

-13.00

6 10-14.

13.00

14.00

15.00

14.00

1.00

-12.00

-13.00

-14.00

7 14-18.

15.00

14.00

15.00

16.00

15.00

0.00

-14.00

-15.00

-16.00

8 18-22.

17.00

20.00

21.00

22.00

18.00

20.00

3.00

-17.00

-18.00

-19.00

9 22-26.

18.00

22.00

23.00

24.00

19.00

21.00

3.00

-19.00

-20.00

-21.00

10 26-32

20.00

25.00

26.00

27.00

21.00

24.00

4.00

-21.00

-22.00

-23.00

11 32-38.

22.00

27.00

28.00

29.00

23.00

26.00

4.00

-23.00

-24.00

-25.00

12 38-44.

23.00

29.00

30.00

31.00

25.00

28.00

5.00

-24.00

-25.00

-26.00

Table 3: Integrated fare model (average fare) BRTS Fare In INR Sr. No

AMTS

CNG

DIESEL ELECTIRC

METRO AVERAGE

Gap Funding to BRTS INTEGRATED REMANING FUND FARE ( BUS) CNG DIESEL ELECTRIC In INR In INR

0-2.

3.00

4.00

5.00

6.00

5.00

7.00

4.00

0.00

-1.00

-2.00

2-4.

7.00

8.00

9.00

8.00

14.00

7.00

0.00

-1.00

-2.00

4-6.

8.00

9.00

10.00

11.00

9.00

17.00

9.00

0.00

-1.00

-2.00

6-8.

11.00

10.00

11.00

12.00

10.00

11.00

21.00

10.00

0.00

-1.00

-2.00

8-10.

12.00

11.00

12.00

13.00

11.00

12.00

23.00

11.00

0.00

-1.00

-2.00

10-14.

13.00

14.00

15.00

14.00

26.00

13.00

0.00

-1.00

-2.00

14-18.

15.00

14.00

15.00

16.00

15.00

29.00

14.00

0.00

-1.00

-2.00

18-22.

17.00

20.00

21.00

22.00

18.00

20.00

37.00

20.00

0.00

-1.00

-2.00

22-26.

18.00

22.00

23.00

24.00

19.00

21.00

40.00

22.00

0.00

-1.00

-2.00

26-32

20.00

25.00

26.00

27.00

21.00

24.00

45.00

25.00

0.00

-1.00

-2.00

32-38.

22.00

27.00

28.00

29.00

23.00

26.00

49.00

27.00

0.00

-1.00

-2.00

38-44.

23.00

29.00

30.00

31.00

25.00

28.00

52.00

29.00

0.00

-1.00

-2.00

Table 4: Integrated fare model (new fare determined)

34 |

SERVICE OPERATIONS MANAGEMENT: BRTS

when we consider the average fare the gap funding required ranges from INR 2 to INR 24. Thus to make sure the gap funding is reduced to nil, the min fare determined through this model ranges from INR 7 to INR 52 (table 4), when we split the fund by 50% in between two modes of transport. KM

0-2.

2-4.

4-6.

6-8.

8-10.

10-14.

14-18.

18-22.

22-26.

26-32

32-38.

38-44.

Old Fare

2.00

5.00

6.00

7.00

8.00

11.00

12.00

14.00

15.00

17.00

19.00

21.00

New Fare

4.00

7.00

9.00

10.00

11.00

13.00

14.00

20.00

22.00

25.00

29.00

50%

29%

33%

30%

27%

15%

14%

30%

32%

34%

28%

26%

46%

39%

43%

48%

85%

91%

43%

41%

38%

47%

Fare Change % % Ridership

Impact of Fare Change on Ridership 35.00 30.00 25.00 20.00 15.00 10.00 5.00 0.00

0-2.

2-4.

4-6.

6-8.

8-10.

Old Fare

10-14.

New Fare

14-18.

18-22.

22-26.

Fare Change %

26-3 2

32-38.

38-44.

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

% Ridership

Table 5: Impact of fare change due to pricing KM

0-2.

2-4.

4-6.

6-8.

8-10.

10-14.

14-18.

18-22.

22-26.

26-32

32-38.

38-44.

Old Fare

2.00

5.00

6.00

7.00

8.00

11.00

12.00

14.00

15.00

17.00

19.00

21.00

New Fare

3.00

6.00

8.00

11.00

13.00

16.00

19.00

20.00

22.00

25.00

29.00

Fare Change %

33%

17%

25%

36%

38%

31%

37%

30%

32%

34%

28%

% Ridership

39%

78%

52%

36%

34%

42%

35%

43%

41%

38%

47%

Impact of Fare Change on Ridership 35.00

90%

30.00

80% 70%

25.00

60%

20.00

50%

15.00

40% 30%

10.00

20%

5.00 0.00

10% 0-2.

2-4.

4-6.

6-8.

Old Fare

8-10.

10-14.

New Fare

14-18.

18-22.

Fare Change %

22-26.

26-32

32-38.

38-44.

% Ridership

Table 6: Impact of fare change due to pricing

SERVICE OPERATIONS MANAGEMENT: BRTS |

Model 3: Fare determination for new passes

change the bus operational hours to determine the best fare for passes. In Tables 7 and 8, we can see the change in fare as we change the operational hours, thus showing which fare is best suited according to a city

This model will help in determining whether new passes can be introduced in the system. The model considers the operational hours of buses i.e. the first bus that plies on the road till the last bus, which is from 6am to 11pm in the studied case. Here, we can

FARE DETERMINATION FOR NEW PASSES For Full day/ Half Day Pass Fare For travelling in BRTS only Formula = Max Fare* Operations hours of Bus( for half day pass consider half hours of operation)

Pass

Max Fare In INR

Operations hours

Fare In INR

10% Discount for using only BRTS

Fare to Be Paid In INR

493

49.3

443.7

Half day 29 Integrated Fare for AMTS and BRTS

8.5

246.5

24.65

221.85

Full day

Pass

Max Fare of BRTS/AMTS which ever is highest.

Operations hours

Fare to Paid In INR

Split Fund

Fare transfer to Each Organisation( AMTS/BRTS) In INR

Full day

493

50%

246.5

Half day

8.5

246.5

50%

123.25

Table 7: Fare determination for new passes with maximum operational hours considered FARE DETERMINATION FOR NEW PASSES For Full day/ Half Day Pass Fare For travelling in BRTS only Formula = Max Fare* Operations hours of Bus( for half day pass consider half hours of operation)

Pass

Full day

Max Fare In INR

Fare to Be Paid in INR

232.00

23.20

208.80

116.00

11.60

104.40

29.00

29.00 Half day Integrated Fare for AMTS and BRTS

Pass

10% Discount Fare In INR for using only BRTS

Operations hours

Max Fare of BRTS/AMTS which Operations hours ever is highest in INR

Fare to Paid In INR

Split Fund

Fare transfer to Each Organisation( AMTS/BRTS) In INR

Full day

29.00

232.00

50%

116.00

Half day

29.00

116.00

50%

58.oo

Table 8: Fare determined according to certain operational hours

36 |

SERVICE OPERATIONS MANAGEMENT: BRTS

Model: 4 Incentive schemes

A key component to encourage consistency in fuel efficiency is motivation, and a good way to motivate drivers is through incentive schemes to encourage continued performance. In this model, the fuel efficiency benchmark is considered by the ULB or transit authority. Considering the type of bus, load capacity,

and the mileage, this benchmark decided is 5km/l in the case city. So, when a bus driver drives the bus in a way which increases fuel efficiency, operational cost of each bus is reduced. This can contribute to fare reduction

Fuel Efficiency Reduced in Incentive in % by Driver Km/l Operation Cost

Change in Fare

Change in Ridership

Increase in fare box revenue

Table 9: Incentive model

Pricing is one of the most important business-related decisions a public transit operator can make. Thus, the analysis which supports choice and adoption of a

price model must be thorough. Such an analysis must be based on the type of activity, competition, regulations, and expectations of target customers.

SERVICE OPERATIONS MANAGEMENT: BRTS |

FARE COLLECTION AND TICKETING

-Shivangi

CHAPTER THREE Fare collection refers to the collection of fare in a transport system in return for a ticket or pass to permit travel. Fare collection and ticketing systems play an important part in the success or failure of any public transport system. Overpriced fare and improper collection methods may result in dissatisfaction and disappointment of passengers, while affordable fares and ease of use can attract more ridership and also ensure revenue generation. Generally, there are two types of fare collection processes: on-board, and off-board. Off-board systems emerged as a means of handling large passenger volumes efficiently and without the inconvenience of on-board collection. Most rapid transit systems including BRT and metro collect fares at the station, before passengers enter the vehicle. Any fare collection system must incorporate a mechanism to ensure payment by users. There are two primary means of ensuring compliance: barrier control which requires users to cross a physical barrier such as turnstiles which allows entry on basis of fare media;or proof of payment which has an â&#x20AC;&#x2DC;open systemâ&#x20AC;&#x2122; and allows users to move through freely on showing a proof of payment such as ticket.

System Rapid transit systems are designed to cater to large passenger volumes. Managing peak-hour volumes has been a challenge for public transport agencies around the world. In the case city, off-board ticketing system is used in the BRT system. Fare collection has been outsourced to two agencies which provide manpower for ticket sales and collection of fares, and to deposit collected fare with the respective agency. These agencies, which are on a 2 year contract, handle 60% and 40% of the stations each.

Types of ticketing There are four types of ticketing used in the studied case: QR printed ticket, smart card, mobile ticket, and web ticket. Paper tickets are printed on Handheld Terminals (HHT) or Point of Sale (POS) machines. They are also used to recharge smart cards. Turnstiles and fare validators are used to regulate passenger entry based on fare media, and to validate fare media.

POINT OF SALE MACHINE

ELECTRONIC TICKETING MACHINE

TURNSTILE CARD VALIDATOR

Figure 1: Equipment used

Printed ticket Printed paper tickets or QR ticket are a leading method of fare collection in any public transport systems. In most paper-based systems, printed tickets are generated to passengers in return for a cash payment of the fare. The paper ticket used in the studied BRT system use QR codes, and are printed on HHT or POS machines. It takes 30 sec to generate one tickets, and on an average, it takes every 10th passenger around 300 seconds (5 minutes) to get a ticket. Card based ticket The BRT system issues a pre-paid, chip-based smart card with a 5 year validity and with maximum recharge amount up to Rs 10,000. In addition to transit fare, the card can be used for parking payment, utilities bill payment, amusement parks and entertainment payments. There are five different named cards- instant, personalised, handicapped (10% discount on transit fare), blind (free travel), and student (40% discount). in the case city, the transit cards are issued at BRT stations, city civic centres, the SPV office, and few retailer outlets. However, of the 158 stations in the BRT system, only 30 stations issue cards.

40 |

SERVICE OPERATIONS MANAGEMENT: BRTS

Scan 5

Scan 3

6 Security check EXIT

ENTRY

4 Board the bus

Avg-5 mint-10th customer

2 Ticket counter

De-Board the bus

card form

Figure 2: Movement pattern in the BRTS station with a printed ticket in the case city

Scan 5

Scan 3

6 Security check EXIT

ENTRY

4 Board the bus

Avg-1 mint-Per customer

2 Ticket counter

De-Board the bus

card form

Stand in queue to recharge the card Figure 3: Movement pattern in the BRTS station with a travel card in the case city

SERVICE OPERATIONS MANAGEMENT: BRTS |

ISSUE OCCUR

Analysis

22 28 3 3

Despite the apparent advantages of the smart card, only a small fraction of BRT travellers use them. To understand the reason for this under-utilisation, a survey of 100 card users and 100 non-users was conducted in the case city. The surveys was carried out in and around a high, medium, and low footfall BRT station each. On an average 15 lakh fare transactions occur per week, of which 10 lakh are paper tickets, 2 lakh are transit cards, and the rest are mobile or other ticket modes. It is identified that of the 1.5 lakh daily fare transactions, only 30,000 are smart card transactions. It therefore emerges that out of the total 2.5 lakh cards issued thus far, only 30,000 are used daily. This is only 12% of the total cards issued.

4 37 23 0

NO.OF RESPONDENT NOT ANY

UNAWRE TO APPLY LOCATION SERVER DOWN

MORE NO OF DOCUMENTS

TIME TAKING PROCESS

OFFICE CLOSED

NON AVAIBILITY OF THE FORM

Figure 6: Analysis of card issue applying process in the case city

From the survey in the case city it was identified that nearly half the respondents found the card difficult to use as they had experienced instances of being unable to recharge their cards due to equipment or server failure. Another substantial section of respondents were unhappy with the time it took to get a card issued. ISSUES WHILE USING 6

TICKET ANALYSIS

998193

1200000 1000000

5 33 27 14

600000

16th SEPT

18th SEPT

19th SEPT

25628

20th SEPT

21st SEPT

DATES JANMITRA CARD USER

181462

119644

142316

140964

29844

30065

143549

151318

17th SEPT

22nd SEPT 16TH-22ND SEPT

CARD ISSUANCE

182480

175700

162877

INSTANT

STUDENT

HANDICAPPED

836

402

434

2172

1919

60312

64084

253

50000

18916

100000

45168

150000

12823

NO.OF USERS

242792

300000

200000

BLIND

TYPES OF PASSES BRTS

AMTS

TOTAL CARD

Figure 5: Card Issuance in the case city

42 |

SERVICE OPERATIONS MANAGEMENT: BRTS

DID NOT FACE ANY ISSUE

UNABLE TO CHECK BALANCE

PENALTY CHARGES

RECHARGING OF THE CARD

LOW BALANCE IN THE CARD

NON AVAILIBILITY OF THE FORM

NON FUNCTION OF THE MACHINE

Figure 7: Analysis of card issue using process in the case city

QR TICKET USER

Figure 4: Ticket analysis for ticketing type used in the case city

250000

NO.OF RESPONDENT

7459

29525

200000

29220

156895

400000

143507

29721

TYPES OF TICKETS

800000

TOTAL

Therefore the reasons for non-usage can broadly be categorized into two: problems during card issue, and problems during card usage. The process analysis in Figure 8 shows that the main reasons for delaying in issuing the card is at the approval and transfer stage, and at the data entry and form forwarding stage.

CUSTOMER

Not Everyday form submitted/Abse nce of staff & less no of forms

Apply for card

Collects form and forwards to ICICI Bank for data Entry

BRTS STATION, CITY CIVIC

Jan Mitra card received

Informed of rejection

21 days

Data Entry at office/Forwards the Forms along with Data mail to DGM

BANK

Form Approved on the Availability of the time

SPV

Yes

Send to ICICI Bank

BANK

Delay in print /sending to the Ahmedabad through courier

Reviews and approval Uploaded Scanned Virtual cards

MAIN BRANCH

Informed of Customer prints and forward to Banks

BANK

1 Day

1-2 Day

1 Day

3-5 Day

1 Day

7 Day

Enter the Programme Code

Distributes to the Outlets

1 Day

1-2 Day

Figure 8: Swim lane showing process for availing passes in the case city

Suggestions System-based proposal Fare collection and fare validation are an essential part of the BRT service. In a BRT system with limited physical space for stations in a centre median, providing infrastructure space for fare collection is a major challenge. Depending on how the fare system is configured, there may be some time lost while paying for off-board tickets. In the case city, it was observed that several BRT stations are also used by the city bus service. This causes a degree of chaos at boarding and de-boarding, and revenue leakage as both systems do not use the same fare rates, fare systems (BRT

uses off-board ticketing, but the city bus service practices on-board ticketing), or fare media. A simple solution for this tangle could be to issue tickets to city bus users off-board at the BRT station, but use a QR code scanner device on-board the city bus to validate these tickets. This will prevent entry into the system without some kind of ticket. Establishing kiosk machines will reduce manual dependency for ticketing, and reduce long queues at the ticket counters in the peak hours.

SERVICE OPERATIONS MANAGEMENT: BRTS |

Transit card proposal

ken down in Figure 9. The new system could include a single point of data entry into a server to cut the time it currently takes due to data entry at multiple points. If the system also has a database of schools and colleges in the city, it would make it easier to verify student card applications. Utilising a fast courier service to deliver the cards to the applicant could also cut time. These measures would compress the time taken to process the card from 21 days, to 8

In order to improve distribution of smart cards, a distributor model such as what is used for SIM cards could be implemented. This would include increasing area-wise the number of points where the card is available, or can be recharged. The kiosks suggested could allow card recharge and checking of balance, in addition to purchase of tickets. Steps must also be taken to reduce time taken to issue a smart card. The suggested process for this is bro-

Proposed Proposed Roles & Responsibility Roles & Responsibility

Existing practice Existing practice Roles & Responsibility Roles & Responsibility

Assign the security for allAssign the BRTS station for all the BRTS station the security Absence the security for Absence all the BRTS station for all the BRTS station the security

Collect all the printed tickets from passenger Collect all the printed tickets from passenger Check the validity Check the validity

Tickets are not collectedTickets are not collected

Validity of tickets are notValidity checkedof tickets are not checked

Incentivecollection on salary on maximum collection Incentive on salary on maximum of printed ticket of printed ticket folded tickets are being collected Torn & folded tickets areTorn being&collected

On a month end analysis of tickets of responsibility in security person. Absence of responsibilityAbsence in security person. generated is done Station wise data

Figure 9: System based proposal

CUSTOMER

System reload with data for automatic verification and glance approval by DJM on the day

Apply for card

Data entry at the station only/Forwards the Forms along with Data mail to DGM

BRTS STATION CITY CIVIC

On a month end of Daily entry analysis tickets theoftickets generated is done collected Station wise data

Informed of rejection

card received

8 days

Reviews and approval

SPV

Yes Send to Bank

BANK

Uploaded Scanned Virtual cards

Improved Courier service

prints and forward to Banks

MAIN BRANCH

Informed of Customer Enter the Programme Code

BANK

1 Day

Same Day

Figure 10: Proposed fast process

44 |

Daily entry of the tickets collected

SERVICE OPERATIONS MANAGEMENT: BRTS

1 Day

3 Days

1 Day

Distributes to the Outlets

1Day

Offers on tapping

Radio jingles

Insitution

Montly Offers

Retailer store

Free rides on making Cashbacks

Hoardings Hoardings

Figure 11: Proposed advertising mediums

From the survey it was identified that many citizens are unaware of the smart card, its various discount schemes, how to go about getting the card, etc. To counter this, awareness and adoption strategies can be deployed. Some measures taken for this could

include newspaper advertisements, radio jingles, hoardings, information at retail stores, outreach to educational institutions, among others.

SERVICE OPERATIONS MANAGEMENT: BRTS |

DEPOT MANAGEMENT -Trisha Swarup

CHAPTER FOUR Depot is a place in which buses are parked, sheltered and maintained. Bus depots consist of various facilities which allow washing of buses, regular maintenance which includes servicing, repairing and fuelling. It also includes basic infrastructure such as crew resting room, toilets, and parking spaces for visitors and staff, offices and conference room for administrative functions.

of inbound and outbound inventory, and maintain a logbook or register of all stock and goods. Inventory is recorded manually, but depot D1 also uses a software, â&#x20AC;&#x2DC;UDAANâ&#x20AC;&#x2122;, for this.

Bus depot categorisation can be done on the basis of size, and number of buses it can accommodate. Small depots hold up to 80 buses, medium depots 80 to 200, and large depots, more than 200. For the smooth functioning of the depot and making its performance level up to the set benchmarks, daily operations should be planned efficiently. These performance types differ from depot to depot. (Rao, 2017)

When new stock is to be purchased, quotes are taken from three suppliers. Selection is made based on price and quality, and once approval is received from the operator head office, a purchase order is sent to the supplier. The bought goods are delivered to the depot, copies of the bill are maintained at the depot and at the head office, then payment is made to the supplier.

In the Indian context, bus depots are hapazardly organized. Depots are freely accessible, and anyone can freely move to any part of the depot. Such movements in the depot lead to safety and security concerns and cause various problems. All depots must have segregated roles and activities for the entire operation, and there should be well defined scope of work for all personnel involved in the depot

Depot Operation

System Depot

There are five depots in the case city, D1, D2, D3, D4, D5, where bus maintenance and management is done. Data about these depots is listed in Table 1

Inventory Management

All depots have inventory stores where all equipment, tools, and spares are kept in stock. When work starts in the maintenance pit, tools and other required material are dispatched from this store. There are two store in-charges at each depot- one for day shift, and another for night shift- who keep all records 48 |

SERVICE OPERATIONS MANAGEMENT: BRTS

Depots D1 and D2 have the same operators. There are occasions where exchange of inventory happens between these depots, utilising the recovery van.

Depot operations start at 6:00 am. First, bus and crew scheduling is done by the Schedule Supervisor who allocates drivers to designated buses, and hands over a log sheet to drivers. Once the driver makes sure bus condition is good, it is driven to the depot gate where the security guard records bus number, bus route, and kilometre reading on the in-and-out register. When the bus returns to the depot, the guard records the kilometre reading, and collects the log sheet in which the driver has listed bus or trip issues. This log sheet is given to the Depot Manager who assigns work to all the particular department relevant to rectifying the issues. Bus maintenance is done every night from 11:00 pm to 6:00 am. If any breakdown occurs during the trip, the driver informs the Point Supervisor, who informs the concerned depot operator. This information is transferred to the breakdown team, who goes on the incident spot for repair. If an immediate solution is not possible, a spare bus is sent from depot to replace the damaged one.

Depot Management Software

Depot operations include processing and storing a

SERVICE OPERATIONS MANAGEMENT: BRTS |

60 250km -300km(covers both shift) – 150 litres Yes

Employee per depot

Bus kilometers per day

Refuelling van/ station

Table 1: Description of depots

Table 4 .1 Description of Depots

1- turn around time(half an hour)

Training (6-7 days), ITI, Diploma or experienced

Qualification and Training

Recovery van

7 years

Contract time

5 bus per day

78, 200rs to 500rs

Total drivers, late fine if drivers comes late.

No of buses washed per day

Spare bus per depot

45 total (41 on road) – 1618(Diesel), 1621(Auto Gare)

Average bus per depot

Washing area

Small

Size of depot

60,000km

7,345 m.sq

Area of Depot

Bus oil changing

Chartered, Tata

Depot A

Operators

DESCRIPTION

2(Narol- Naroda, GhumaManinagar)

10-12

60,000

4(Reliance), earlier- Indian oil corporation

250km

2 buses deep cleaning per day

2 washing bay

12 battery at a time(battery life – 78 years)

1hour (less than 3 minutes to swap a battery), 2 hour (6hour complete charging)

40km- Swap, 200km fast charging

50-60

Mechanical , Electrical, Diploma ; Training- Chennai

10th ,12th , graduate

45-50

7+2 years

120 drivers (25 drivers trained)

Total- 18(9 buses on road) 32 (on proposal)

Large

13,588 m.sq.

Ashok Lelyand

Depot C

7 years

100, 200rs and 500rs

Total : 88, 83 on route

Medium

13,981 m.sq

Chartered

Depot B

5-6

27000km

yes

200km-250km(115 liters to 144 liters)

100

Training -7days, earlier experience, expertise in mechanic work

7 years

Total : 60 buses, 57 on road

Small

12,523 m.sq

Maruti

Depot D

5-10 deep cleaning

Pressure nozzel

10,000per km

No, 175km to 250km(Sabarmati CNG Adalaj, Adani)

190km-225km

B.com, B.A, Diploma ; 4 days training(if they join salary are paid for 4 days)

7+3 years extendable if performance is good

65 , 500rs fined per day if trip loss

Currently : 50 ; On route: 46 – CNG(fuel)

Small

9,138 m.sq

Travel time

Depot E

range of data including about fleet, store recording or keeping, office administration, and information about fuelling. All this information can be recorded in the Depot Management System (DMS) software. The can record data on administration, inventory, operation, and scheduling. Reports generated through DMS can be used and analyzed for decision-making, to enhance performance, and to achieve benchmarks. Depot Management System involves modules for HR Management, Roster Management, Inventory Management, Maintenance Management, and Reports. Currently, only the Roster Management module is used.

Daily management of buses

Each depot has a re-fuelling station. The case city has a mix of Diesel, CNG, and Electric buses in each depot, and appropriate re-fuelling or recharging facilities. After the end of a shift when a bus reaches the depot, it is inspected for fuel details, tyre pressure, mechanical problems or parts malfunction. After this, washing and technical works begin. Cleaning may include wet and dry, and internal and

50 |

SERVICE OPERATIONS MANAGEMENT: BRTS

external. Depot may have several bays for wet washing, which is equipped with water hoses, and pressure washers. The main components included are washing brush, storage tank for water etc. Depots have maintenance pits where all inspection related-work is done: routine servicing, mechanical repair, painting etc. There is a pit chamber under the maintenance area where the bus underside maintenance, adding oil, removal of coolant system, heavy jacking, and brake repair are done. Every depot should have body painting zone.

Staff facilities

There should be basic facilities for staff in every depot such as resting room, toilets, canteen, and dispensary for drivers and depot staff. Canteen facility should be available in the depot for the bus drivers and employees of the depot. Basic utilities like water, electricity, waste disposal, electrical line, fire alarms, and communication systems should be present. Of the case city depots, 3 have resting rooms, all have toilets, and only one has a canteen.

Analysis The process for depot operations was analysed, as illustrated in Figure 1. As stated in the Bus Depot Design guidelines developed by Shakti Foundation, every depot should have at least two or

Supervisor

more recovery vans, but some depots of the case city do not meet this criterion. As a result, there is delay in the breakdown team reaching the incident spot.

Prepare schedule allocate bus to drivers

Driver checks the bus

Driver

He takes bus to route

He takes bus to gate

Starts itâ&#x20AC;&#x2122;s operation

Yes

Writes km and takes sign on in and out register

Security

Break down During trip

Depot manager (mechanics)

Informs to point supervisor

Point supervisor

Informs to operator

Operator

Break down team 6am-11pm

Figure 1A:Figure Process for depot operation: swimlane 4.1 A-mapping Process Mapping for Depot Operation:Swimlane

Supervisor

Starts itâ&#x20AC;&#x2122;s operation

Driver

Security

Depot manager (mechanics)

Bus sent to Maintainance area

Point supervisor

Operator

Break down team

Informs to operator

Breakdown team goes on spot

Delay

Figure 4.1 B- Process Mapping for Depot Operation:Swimlane Figure 1B: Process mapping for depot operation: swimlane

Break down

Yes

6am-11pm

SERVICE OPERATIONS MANAGEMENT: BRTS |

It was also observed that currently inventory is merely stacked in one room. This makes it difficult to locate a particular object. As per ABC analysis done, Figure 2 shows that items categorised A are consumed 80% of the time, B-items are 15%, and C-items 5%. Figure 3 shows the haphazard arrangement of these items in the store.

Suggestions Improving inventory with lean management by 5S Tools 5S is a system for organizing work spaces in a way that work can be done more efficiently, effectively, and safely. This methodology focuses on putting everything where it belongs and keeping the workplace clean and safe, which makes it easier for people to do their jobs without wasting time or risking injury. 5S techniques involve: Sort, Set-in-order, Shine, Standardize, and Sustain.

Figure 4 2 Percentage of consumption of inventories

Figure 2: Percentage of consumption of inventories

A B C A A A B B A

Highest consumption

Medium consumption

Low consumption

Figure 3: Existing layout of inventory store-mixed form

Various issues identified in depot management include lack of recovery vans, improper arrangement of inventory, and lack of designated lanes for bus parking.

Figure 4.3 Existing layout of inventory store- mixed form

52 |

SERVICE OPERATIONS MANAGEMENT: BRTS

Sort The results of the previously described ABC analysis can be used to sort inventory. A refers to highest consumption, B to medium consumption, and C refers to low consumption. This can be segregated accordingly to ease access and usability. The front of the store can be designated for fast pick-up, and items can be placed stack-wise. This suggested arrangement of store and stacking mechanism are illustrated in below in figure 5. While sorting of items in the store, red-tag areas can be defined. Red tags can be attached to inventory that are defective, dead, or obsolete stock. Set-in-place recommends that every item should have a designated places to make it quicker to identify and an item for a particular work. Currently, it is been observed that items are lying on the floor, or even outside the store in a dis-arranged manner. Inventory standardization can be done using label boards on the racks, and mark contents of each rack on the encompassing cabinet.

Highest consumption

Medium consumption

Low consumption

To sustain the 5S techniques, phase-wise process can be implemented:

Sustain This step is meant to maintain the pace generated at start of any events or project. A management team should be created to encourage employees. Incentives can be implemented to encourage efficient working.

PHASE 1: Team and management team should be trained to adapt and implement 5S. This can be done by conducting a short-term certificate course with external instructors. PHASE 2: Displays, label-boards on the racks, and other communication material should be placed to publicize success, and incentive should be given for better work. PHASE 3: Evaluation of 5S can be done to improve the efficiency of work. Weekly review meetings should be conducted to identify 5S strengths and opportunities.

Figure 4 .5 Proposed inventory sorting method

Figure 4: Proposed inventory sorting method

Shine The current inventory arrangements are untidy, and make the objects look dirty. For efficient and effective workflow, the workplace needs to be clean. A proper cleaning schedule must be prepared so that it meets standards, and can be monitored by the concerned Supervisor. Daily and weekly cleaning schedules should be prepared. Standardize Once the first three steps of 5S are done, things should look well-defined and be in designated places. All the extra items like old obsolete stock is placed in the red zone area, everything is organized, cleaned, and equipment is in good working condition. The objective of standardization is to establish best practices and to encourage team member to actively participate and share their creative ideas.

Figure 4. 7 Racks addressing sign board, 5S Manual, www.lean.o

Figure 5: Racks addressing sign board, 5s manual, www.lean..org

SERVICE OPERATIONS MANAGEMENT: BRTS |

ROLES

RESPONSIBILITIES

Assistant manager

• Surprise inspection and impose penalty if seen hindering the 5S regulation.

Depot manager

• Supervision of entire functioning or work of depot. • Assign works to different department if there is any issues regarding bus.

Supervisor

• Setting schedule for cleaning the inventory store and maintainence areas of depot • Assisting housekeeping staff for any cleaning related work.

Operator

• Monitoring and checking their buses , drivers • Supervising store –in- charge ,whether every items are recorded manually or on excel.

Store in charge

• Sorting of material • Red tagging n defective items , dead stocks. • Determining and setting inventories in order

Table 2: Proposed roles and responsibilities

Table 4 .3 Proposed roles and responsibilities

Designated parking lanes for buses As per the Bus Depot Design guidelines, every depot should have designated parking lanes where drivers park the buses at the end of the day, and collect it at the shift’s beginning. It was observed that none of the depots in the case city have designated parking lanes, and some have congested parking. As per this observation, every depot should have designated parking lanes. It has been observed that every bus has an identifying code, and buses can be parked in numerical order according to this code. This is to be done using label boards on the racks, and mark contents of each rack on the encompassing cabinet.

54 |

SERVICE OPERATIONS MANAGEMENT: BRTS

Fuelling pump

Inventory store Washing bay

Administrative block

Security cabin

Maintainence pit

Code wise

PARKING LANES

Staff facilities like canteen ,restroom, toilet

Parking area

Figure 6: Proposed layout

Placement of buses It was observed that there was haphazard placement 4.7the Proposed modelhinders for designated bus lane of Figure buses in depot, which the movement of the vehicles. It is advisable to park buses at a 60 degree angle instead of 90 to allow an ideal mix of easy parking, smooth manoeuvring, and better space utilization. A suggested layout for D1 is illustrated in the figure 6 Total Area for parking in the depot is 3,600.25 sqm. In this layout, buses can be parked in 3,094 sqm. This leaves 506 sqm for another 9 buses, or any other required activity in the case city.

SERVICE OPERATIONS MANAGEMENT: BRTS |

BUS MAINTENANCE & INCIDENT MANAGEMENT

-Shambhavi Kumari

CHAPTER FIVE “Bus service is an efficient and cost-effective mode of public transport. A bus service can accommodate large number of users without increasing the volume of traffic on the roads. It also uses the pre-existing roads and thus, requires very minimal setup, time and cost. But these urban modes of transport do require proper maintenance in order to run smoothly” (Shakti - Sustainable energy foundation, 2016). This study is an in-depth analysis of the bus maintenance and incident management practices being carried out in the case city with a comparative approach to the best practices and available guidelines for the same. The aim of the study is to find out loopholes in existing practices to give recommendations that can be incorporated in the existing systems.

System Bus maintenance in the studied scenario is sub-contracted to the bus operator which is contracted by the BRT SPV. Maintenance of buses is done at the workshops. All the workshops of the case city were studied to come to a comprehensive outcome. All the maintenance activities such as rectification of issues, oiling of parts, cleaning etc. is done at the workshops. The infrastructure and services available at the workshop also play a key role in the efficient maintenance of buses, in addition to facilities such as a good inventory, equipment, garage and inspection setup.

Buses for Maintenance The studied case fleet is mix of diesel, CNG, and electric buses. This proposes many new challenges to the process of maintenance as the buses which run on CNG or electricity have a different mechanical setup as compared to the traditional diesel buses. This becomes quite critical in the case of electric buses which require the assistance of an electrician for the maintenance of the electrical components.

58 |

SERVICE OPERATIONS MANAGEMENT: BRTS

• •

Total no. of scheduled buses – 236 PPP model for maintenance

Sl. No.

Workshop location

Name of the contractor

Type of buses • •

Old diesel New diesel

No. of drivers

Contract cost per km 80

INR. 62

Electric

Old diesel New diesel

700

INR. 62

CNG

INR. 64

Diesel

INR. 62

• • •

No. of buses (running)

• •

INR. 68

Table 1: Maintenance operator details for workshops Source – Primary survey dated 24/09/19 Table 1 shows the scale of maintenance work being carried out by the operators for different types of buses. The buses run an average of 250 km per day, and the daily maintenance work and general checking is done at night after the buses complete their scheduled trips. The contract cost for electrical buses is slightly higher than the diesel buses as they require battery swapping after every 40 km. The general and preventive maintenance checklists being followed are also different for each type of bus. The workshops also have spare buses that are used as a replacement if there is any issue with the scheduled bus on ground. A comparative study of all the workshops and the work of respective operators shows that the infrastructural components are an integral part of the maintenance processes. Table 1 shows the departments involved in the maintenance activities. Coordination between these departments is necessary to cut short the time being taken in work allocation, documentation, and routine maintenance work. Proper work allocation and its documentation often becomes a challenge for the operators. As a result, daily general checking is often neglected which further increases the frequency of breakdown of buses.

Maintenance Location The maintenance of buses is carried out at maintenance workshops. Out of the five built workshops of the case city, four are functional. The maintenance work is given to workshops through tenders. Their work is inspected by the BRT SPV officials on a monthly basis, and through random checks. All 4 bus operators handle the operations and maintenance at their respective workshops based on the maintenance modules of their parent companies. But the

inspection of their work is based on a standardized procedure followed by the authority. Lack of set regime for daily, weekly and monthly maintenance by the operators often makes it difficult for the authorities to inspect their work.The maintenance of buses is carried out at maintenance workshops. Out of the five built workshops of the case city, four are functional. The maintenance work is given to workshops through tenders. Their work is inspected by the BRT SPV officials on a monthly basis, and through random checks. All 4 bus operators handle the operations and maintenance at their respective workshops based on the maintenance modules of their parent companies. But the inspection of their work is based on a standardized procedure followed by the authority. Lack of set regime for daily, weekly and monthly maintenance by the operators often makes it difficult for the authorities to inspect their work. Workshop Layout

Shade

Battery swap technology Inventory storeroom

Housekeeping storage

•

Land for workshop has been provided by AMC and the development has been done by contractors

Depot cum workshop

Figure 1: Typical layout of a depot

Entry counter

1. 2. 3. 4.

Maintenance schedule Maintenance regime Bus cleaning Inspection by authority

Maintenance Schedule There are two maintenance categories- reactive and preventive. Reactive maintenance is required in case of breakdowns and other unscheduled bus-related issues. These can cause huge costs due to their uncertain nature and can be prevented by routine maintenance activities. Focus on required preventive maintenance can help reduce the frequency of breakdowns in buses and would eventually make them more fuel efficient. Apart from breakdowns and other incidents, preventive maintenance would also prevent the issue of bus shortage. The workshop operators have separate checklists for preventive maintenance and daily general checking. There are decided criteria of work for each type of maintenance, but the documentation of maintenance work done is given less emphasis. The workshop manager employed by the bus operator is responsible for work allocation, tracking, and documentation of the maintenance activities. The documents available on-site were mostly related to rectification of bus issues, and preventive maintenance of buses based on set kms. General checking of buses is not a common practice amongst the operators.

Entry Entry

Observation

Source – Primary survey dated 24/09/19

The maintenance activities were observed and analysed on the basis of time being taken for general checking, productivity of mechanics, regime being followed for maintenance, trends in maintenance related issues, and the rectification process. Following are the key components of maintenance considered for the study:

Daily

Weekly

Separa unavai

Monthly

Daily m only to • General checking

of doors, horns, wipers, electrical components, etc. • Rectification of issue if incident recorded and cleaning

• Detailed

checking of all the functions like engine, AC motor as per checklist

No pa of insp maint

• Scheduled

activities like engine oiling etc.

No r first extin

Figure 2: Preventive maintenance schedule followed by operators

SERVICE OPERATIONS MANAGEMENT: BRTS |

Observations Separate checklists for all categories unavailable in maintenance log Daily maintenance targeted only to rectification of incidents No pass/fail criteria and summary of inspections recorded in maintenance log book

e g etc.

No records of maintenance of first aid box and fire extinguisher

Preventive maintenance plan Maintenance of large number of buses every day requires a dedicated regime. Roles and responsibilities should be well defined as well as communicated to the concerned staff members. This would not only increase the productivity but would also facilitate the record maintenance process. Feedbacks should be taken from the mechanics of concerned departments in order to keep a track of condition of buses. Log sheets are given to the drivers of both the shifts to write the issues they face while driving the bus. Major incidents are also written by the drivers on the log sheet. These log sheets are submitted by the drivers in the workshop once they finish their shift.

Figure 3: Observations

Source â&#x20AC;&#x201C; Primary survey dated 25/09/19

Figure 4: Swimlane depicting work allocation process

The site observations show that the work allocation process starts once the log sheets are submitted by the drivers to the entry counter. These log sheets are then handed over to the workshop manager who then creates a summary of issues. Based on the type of incidents, concerned maintenance departments are verbally notified by the workshop manager completing the work allocation process. Issues are resolved under the inspection of department heads and checklists are updated. The daily rectification process 60 |

SERVICE OPERATIONS MANAGEMENT: BRTS

ends once the checklists are submitted to the workshop manager after completion of work. The driverâ&#x20AC;&#x2122;s log sheet, summary of complaints and the filled-up checklists are recorded as maintenance documents to show the authorities at the time of inspection. The detailed weekly and monthly preventive maintenance plan include oiling of engine, gear etc. after completion of certain kms.

Maintenance Work Inspection Maintenance Work Inspection

Bus cleaning

Asst. Manager workshop regular basis is

Inspection of work of subordinates

Sr. No.

Performance

Asst. Manager parameter workshop

Appraisal time period

Inspection of work of subordinates

Sr. No. Performance Mode of appraisal parameter

Apprais

Cleaning of buses on a crucial part of 1. Bus Monthly random Physical Checking 1. Bus Monthly Maintenance checking Maintenance checkin maintenance activities as it vitally affectsRandom the health and Random and Field Officer 2. Field Officer Staff behavior Through random Physical checking 2. Staff behavior Through monthly inspection monthly inspection of people using public transport. checking during operation checkin 8 in nos. 8 in nos. hours, Complaint call The operators have sub-contracted anAssisting agency for during Assisting during and letters from inspection Field Supervisors housekeeping. Both dry Field andSupervisors wet cleaning are work done passengers inspection work 10 in nos. 10 in nos. Observations on a regular basis, though the records or checklists Sr. No. Deficiencies Fine/Km Observatio Sr. No. Deficiencies Fine/Km are not maintained. On 1.an average, one employee Fire extinguisher missing/beyond expiry date 25 1. Fire extinguisher missing/beyond expiry date 25 is responsible for cleaning each day. Deep 2. two buses Placing advertisements or religious poster 25 2. Placing advertisements or religious poster 25 (without permission) outside or inside bus cleaning is done every fifteen days. Outer cleaning Visual (without permission) outsideNo ordedicated inside bus Fines levied 3. Dirty vehicle 50 Visual inspections logbooks for during is done with the help of an equipment which has 50 inspection inspection 4. Modification of bus design or paintwork3. 50Dirty vehiclecarried out bus to track is mailed to automatic brushes that roll on to the surface of the based on 4. paintwork 50 operators during carried o 5. Missing bus body panels – exterior and interior 50Modification of bus design ormaintenance checklists based o history billing bus, cleaning it throughout. Records should be main5. Missing bus body panels – exterior and interior 50 6. Damaged tire 100 checklists tained for cleaning of buses and the cleaning regime 6. Damaged tire 100 Source – BRTS RFP, 2017, Google Images should be documented with a checklist for the cleanTable 2: Fines for maintenance related issues ing process. The case city BRT system has a dedicated maintenance department to look after the maintenance work of operators. The assistant workshop manager is the head of the department and field officers and Maintenance work inspection field supervisors work on ground. Monthly and ranThe service contract model for operation and maindom checking is done on site by the field officers and tenance can effectively work only if the authorities they are assisted by field supervisors. Fines are levkeep a check on the work of private operators. There ied if breach of Service Level Agreement is observed. should be a dedicated inspection module to track the These fines are documented and are also commucondition of buses. Enforcement measures such as nicated to the operators so that they improve their fines etc. should be in place and the operators should work. be made aware of it. The higher authorities should make sure that the field staff who oversee workshop Record analysis of maintenance visits, work inspection of operators are doing their issues job responsibly. Thus, it becomes important to have coordination between higher authority and subordiThe maintenance and incident history of buses nates of maintenance department of the public body. should not only be recorded, but must also be analysed to identify gaps and therefore improve preventive maintenance. On the analysis of complaints, it can be figured that most of the issues related to bus Sr.are No.of breakdowns Performance Appraisal time periodis usuMode of ap and shortage. Bus shortage Inspection of work Asst. Manager parameter ally a result of lack of daily maintenance. This study of subordinates workshop has identified the system in place of Physical an 1. Bus that despite Monthly random Che inspection regime, fines and other enforcement meaMaintenance checking Random and sures, there remain gaps in the bus maintenance proField Officer 2. cesses. Lack Staffofbehavior Through random Physical che monthly inspection proper documentation, general checkchecking opera ing and feedback analysis of the buses contribute during to 8 in nos. the increased frequency of breakdown complaints.hours, Comp Assisting during and letters f Field Supervisors inspection work passengers Use of maintenance management software has now 10 in nos. Observations become frequent in service delivery by the governFigure 5:Sr. Roles of the staff in hierachical order No.and responsibility Deficiencies Fine/Km

Maintenance Work Inspection

Fire extinguisher missing/beyond expiry date

25 OPERATIONS MANAGEMENT: BRTS | SERVICE

ment. If used sustainably, technology can help save time and improve productivity. Depot Management System (DMS) software has been put into place by the authority to make the work convenient for operators. It is a part of the Intelligent Transit Management System (ITMS), but due to lack of enforcement and service level agreements, it is not being used currently. The dashboard has a range of components including daily maintenance and bus insurance details. The dashboard, if properly used, can help in increasing productivity and would lead to proper documentation of maintenance work for inspection. This would be beneficial for both authority and operators.

Incident management Maintenance of buses is important in order to prevent incidents while buses are on route. Despite all maintenance measures, accidental incidents are bound to happen. These incidents are categorized into two types- mechanical failure, or due to driver behaviour. Incident Categories The incidents which happen due to the rash and negligent driving on part of the driver can be attributed to poor training of the drivers or them getting no incentives to drive safely. Fatigue on the part of the driver or misinformation are also reasons for rash driving. Incident Data Analysis The incidents are recorded by passengers through mails and complaint helpline number. The incident once recorded is cross checked through the Incident

Bus Incidents • •

Accidents Breakdown

Driver behavior events • • • •

Harsh braking Over speeding Skip stops Harsh acceleration

Management Software which is one of the components of the intelligent transit management system. There are analytical tools in the management software that analyses the incident data in order to give the graphical representation of frequency and timings of incidents. The data is analysed, and operators are informed about the outcomes. Time based analysis of incidents is done to find out the timings when incidents majorly take place and the field officers are appointed based on that. Major Incidents The analysis of complaints recorded in past one year shows that most of the complaints were related to driver behaviour. Incidents of over speeding and skipping stops clearly indicate the need for routine driver training programs. Though driver’s training programs are currently in place, but it should be done regularly and not only at the time of hiring. The training programs should be directed towards low performing drivers. Apart from driver behaviour incidents, a survey carried out on the sample size of 55 passengers indicates that there is unawareness amongst users about the ways to file incident related complaints. It often discourages them to use the system as they are concerned about the driving techniques since, they do not know the ways to inform authority about the same.

Suggestions The maintenance and incident management regimes currently in place have several gaps such as lack of pro-active approach in work allocation, improper documentation of maintenance work, and therefore less time for general checking of the buses.

Minor

Major

Complaints can be recorded through: Calls

Mails Source – Incident Management Manual, CCC

Figure 6: Incident categories in case city bus rapid transit

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SERVICE OPERATIONS MANAGEMENT: BRTS

tenance manager after completion of rectification work, and feedback would be recorded in the work order. Use of coloured tokens would help save time in work allocation and documentation of complaints, pro-active analysis would help in tools and spare parts being ready, and time would be saved for general checking.

Work allocation regime based on token system

A token system can be integrated in the work allocation process so that the departments would be ready with the work orders and the inventory tool kit, and maintenance work could start with minimum delay once the bus reaches the workshop. Each maintenance department will be represented by coloured tokens. The tokens would be collectedRegime by the mainProposed Work Allocation | Token System

Driver finishes shift

Tokens, checklists submitted to maintenance manager

Issues • Work allocation starts only after the driver reaches workshop • Shortage of time for general checking of buses • Proper work orders not generated for work allocation • No proper documentation of summary of maintenance work done

Submits log sheet to workshop manager via online medium

Tier

Token handed Work allocated to over to driver at maintenance departments entry counter

Drivers hands over the bus to concerned department head

Colored Tokens

Body Paint

Work order generated by workshop manager

Benefits • Saved time in documentation and allocation of complaints • Pro-active analysis would lead to tools and spare parts being ready • Saved time for general checking

Figure 7: Proposed work allocation regime for token system

RACI Matrix Dimension Process

Drivers

Submitting log sheet to workshop manager via online medium

Work order generation and work allocation Token handed over to bus drivers

Maintenance department heads informed

Entry counter

R R

Maintenance department heads

Mechanics

A I

Issue rectification

Checklist submission, work order updating token collection

Workshop Manager

Figure 8: Proposed RACI matrix for work allocation regime

SERVICE OPERATIONS MANAGEMENT: BRTS |

Grading of Buses Based On Bus Condition Gradings of the buses – Parameters

Work orders

Sl. No.

Apart from the work allocation process, there is no definite format for creating summary of incidents and for documentation of work done. Maintenance measures taken are not being recorded which makes it difficult to track any repetitive issue. The complete process can be simplified if a definite format is followed for the complete process and feedbacks of mechanics involved in each rectification process in also recorded. at | Productivity Tracking

order ion of en for issues echanic

pdating on

Date:

Unique incident code:

Bus No: Issue: …………………………………………………………… …………. Assigned to: Inventory Used: Mechanic Feedback: …………………………………………………………… …………………………………………………………… ……………………

W1 – A W2 – B W3 C W4 – D Unique incident code – Workshop code + Bus no.+ Incident no. in particular month Regional language can be *Gujarati used in work order for convenience

Start time: Finished time: Source – Primary survey dated 25/09/19, Ranip

Figure 9:Proposed work order format- productive tracking

Grading of buses for route allocation A system of categorization of buses can effectively limit the logistical burden that the incidents of mechanical failure put on the concerned transport department. Buses which frequently breakdowns should be put to routes with low footfall of commuters. Buses having the least breakdown and thus graded the highest should be put on routes where the commuters are time bound, for example, going to office, schools, colleges etc. and on the routes with high footfall. The previously described maintenance records can help in the grading of the buses. Information can also be collected using work orders containing information such as the number of the bus, the date, the issue, and the parts used from the inventory, and mechanic feedback. This will help document the maintenance work and thus understand the issues being faced.

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SERVICE OPERATIONS MANAGEMENT: BRTS

Parameters

Breakdowns

Less than 15

Less than 20

More than 20

Avg. repair time

Less than 1 hr.

1.5 hrs.

More than 2 hrs.

Bus condition Mfg. Yr.

2017-2019

2014-2016

2012-2013

*Gradings to be updated every 3 months Time bound high footfall - Going for work, college etc.

Non time bound low footfall - Going to temples, parks etc.

Figure 10:Proposed work order format- productive tracking

SLAs for maintenance work documentation It is very necessary to track the work of mechanics working to resolve breakdown complaints. Such feedback can help simplify future issues in the absence of these personnel, and a summary of events will help keep track of work history. There can be QR codes for both mechanics and buses. Data recorded in the work orders can be categorised according to these codes, allowing retrieval of bus or employee-specific information at a later stage. The mechanic QR would help track the work done by each mechanic, and can be analysed over a period to track productivity of the maintenance department. It would also make the process of inspection easier as they can directly identify the responsible staff member for any maintenance issue. There should be Service Level Agreements mandating regularity of data updating. This data can be integrated with the operating software the SPV is using in order to make it rapidly accessible.

Bus Logbooks Maintaining bus logbooks should be an important aspect of maintenance, as well as incident management. This logbook should have all the information about the status of the bus such as work orders issued, records of the maintenance work, reports of all the inspections etc. The logbook should also contain the paperwork of the bus such as registration and insurance as well as pollution reports.

Logbooks for each bus having important details

Creating passenger awareness and involvement

Documents Included • Work orders issued for bus • Daily & monthly checking records • Mechanic Feedback for the bus • Gradings of the bus • PUC details • Insurance details

It is important to create trust amongst passengers using the service. Since most of the city transit models Uses • Easy inspection are on service contract basis, it is necessary to make • Performance evaluation of the bus the passengers aware that the authority is actively in• Facilitate bus allocation volved in the management and operators are bound process • Easy data updating on DMS by contract to provide safe and high quality service. Figure 11:Proposed work order format- productive tracking Complaint helpline numbers should be communicatSource – Google Images ed to passengers and there can be a feedback system Driver training based on through the same number so that drivers can directperformance-based analysis ly be graded by the users. This would also make the commuter feel that the system is safe and reliable. “In most public transport corporations, a training reSignage can be put up inside the bus so that passengime for the newly recruited drivers exist which are gers can immediately contact the authority when conducted by their contractors”. (India, 2018) These necessary. Passenger Awareness | Feedback System training regimes along with the safety rules should emphasize on the passenger’s response. All buses Complaint Helpline Helpline no.: should have the contact numbers of the transport ofXXXXXXXXXXXX Bus Ticket XXXXXXXXXXXXX fice complaint desk where the commuter can report Helpline no. can be Visible signage any incidents of rash and negligent driving. These mentioned on mentioning helpline tickets number complaints must then be cross-checked by the transUses Selection of port authorities. Drivers found guilty of these inciHow was your ride? drivers of the Option of user feedback Rate out of 5 and send month through compliant the rating to dents should be fined. Driver’s training helpline number Ø

XXXXXXXXXXX

Rewards and Recognition

Operator of the month • Documentation • Maintenance records • Fines on maintenance work and incidents Mechanic of the month • No. of incidents resolved (Major, minor) • Timely feedbacks and documents Driver of the month • Frequency of driver behavior incidents • Fuel efficiency of buses (Grade –wise) Important Instructions • Instructions from AJL • Fines etc.

Figure 13: Creating awareness amongst passengers

Month

Parameters

Operator of the month

Ø Ø

Incentives etc.

Source – Google Images

Driver of the month

Employ of the month Instructions …………………………………………………………………… …………………………………………………………………… …………………….. Signature

Figure 12: Parameters for rewards and recognition

Source – Google Images

SERVICE OPERATIONS MANAGEMENT: BRTS |

INTEGRATION OF FEEDER

-SHRAVAN ENGINEER

CHAPTER SIX A feeder system is one which connects the peripheral area to the trunk line or the main line of a Public Transport system. In simple words, feeder feeds the system with riders from those areas where the main trunk does not reach. Feeder routes typically serve an area within a zone, especially outside of the direct catchment area of the BRT, where zones are normally a bit larger. (ITDP, 2017) Services or Transport systems which run up and down the corridor or the path they have, are called “trunk-only” systems, often in this scenario the designers or the operators of the service think that the informal public transit operators will provide them the riders, acting as unofficial feeder systems. (EMBARQ India) Hence, a formal feeder system, which caters to the demand of the people for transport and also helps in realising the goal of shifting people from private vehicles to Public Transport, becomes a very important component in the case BRTS.

Figure 1

The public bus runs along a linear trunk line, while other modes of transportation i.e., walking, cycle, auto rickshaws, two wheeler, para transit, and other modes of transportation which carry the riders into the system of the public bus become feeders for public bus.

does not drop off people to their destinations. This phenomenon of people preferring private vehicles and shunning PT due to its poor connectivity will lead to low usage of the PT and its infrastructure. There are five broad ways through which the feeder systems can be integrated into the system in order to increase the demand for the PT. (ITDP, 2017) Physical or locational integration of feeder – this is physical ease with which feeders can be integrated with the PT and how easily can they be accessed. This integration can be carried out keeping in mind the land use patterns and efforts of transport planning. Service or by timetabling – feeders can be integrated with the system in such a way that it reduces the waiting time for the riders by synchronising the timetables with the PT Integrated ticketing – by aligning fare policy across each mode of transportation and their operators is another way of integrating feeders, which will in turn help the riders to get one ticket for a single journey. Identity – enhancing the identity of the PT along with its feeders is another way of integrating the feeder. This can be done by closely relating multiple modes of transport of the same system. Institutional – the feeders can be integrated from within the institution which can then enable better coordination, and ensure consistency in the workings of and planning for the system.

Figure 1: Illustration showing first & last mile connectivity

Feeder systems basically cater to those areas where the main PT of the city cannot reach. People around the system will only use the PT system that connects the whole city. If there is no feeder, people in areas not along the main trunk line will have a growing dependence on their own private vehicles. This also stands true if the main PT line 68 |

SERVICE OPERATIONS MANAGEMENT: BRTS

System Case study – Trans Jakarta, Jakarta, Indonesia

Jakarta as a city was and still is very heavily dependent on Public Transportation. Since the 1940s, modes shifted from trams to mini buses. In the 1970s, the Jakarta Government created two organisations- PT Metro Mini and Kopaja, who handled routing and fare for the minibuses of the city. This was also done to reduce the number of point of contacts for the government in case of any enforcement. These buses were handled by private players who hired drivers to drive their buses around the city. This led to the city being overrun by buses, and private players becoming rich. The people of Jakarta were by now reliant on the only mode of transportation, the minibuses, that was available to them. (ITDP, 2017)

Table 1

In 2004, the first government-run transportation system, TransJakarta, was launched. It was a Bus Rapid Transit system was limited to a single 12.90 km long corridor. This, in addition to the lack of a feeder system, limited the number of passengers using it. In 2016, after years of deliberation, that Kopaja got integrated as a feeder system with the BRT. The buses provided feeder services which extended the reach of the BRT, and pooled in more riders to the system. These buses were also allowed to use the BRT corridor.

Since 2017, Koperasi Wahana Kalpika minivan operators are being integrated as feeders. Riders buy a ‘Friend of KWK’ card on a monthly basis to avail the services of these vans, along with unlimited transfers. The revenue generated from these cards and their subsequent subscriptions went to TransJakarta, then paid the KWK members and the owners. In return, the operators of these minivans had to cut off the routes that competed with the BRT. These initiatives have led to TransJakarta becoming one of the leading BRTS organisations across the world, with almost 5 lakh people using the BRTS daily

Current scenario in the case city The Bus Rapid Transport System in the case city did not have a formal feeder system until recently. The system carries, on an average, 1.70 lakh to 1.80 lakh riders a day who fulfil their first and last mile by walking, hailing a shuttle auto, auto rickshaw, private two wheeler, or sometimes even the city bus service of the city. Mode of communication used to reach BRTS station from the place of Origin Access Mode Walking City Bus Service Auto Rickshaw 2-wheeler Total

Percent 79.80 4.30 13.80 2.10 100.00

Mode of communication used to reach Destination from BRTS station Egress Mode Walking Cycling Auto Rickshaw 2-wheeler Total

Percent 73.40 1.10 21.30 3.20 100.00

Table 1: Access and Egress modes from BRTS in the Case City

The Kopaja bus operators had to follow certain conditions: • Owners and drivers were to be paid by the BRT operator on kilometre basis. • Ownership of the buses and their operations and maintenance were with the private player. • The feeder buses had to be upgraded to current standards.

Table 1 mentions the mode of transportation used by people of the city to reach the BRT stations, or reach their destination from the BRT station. Almost 80% walk to the stations in order to catch a bus, while 73% walk to reach their destination from the BRTS stations. Another major mode used is that of the autorickshaws, where 14% people use them to reach the BRTS stations, and 21% use them to reach their SERVICE OPERATIONS MANAGEMENT: BRTS |

ure 2

destinations. These modes are preferred or used more as there is no formal feeder transport that can cater to the first and last mile connectivit. (Islam, Brussel, Munshi, & Grigolon, 2018) Predominant reasons for not using PT 10%

Not cost effective

The authorities acknowledged the fact that Bus Rapid Transit System needed a feeder system in order to provide first and last mile connectivity. Hence, two projects were conceived- first, a Public Bicycle-Sharing (PBS) project under the Smart City , and second, the implementation of e-autos as feeder autos.

Bus stops not at a walking distance

28% 60%

Circuitous route Not suitable for carrying heavy load

Figure 3

Figure 2: Reasons for not using Public Transport Figure Predominant factors for shifting to PT

22%

If bus quality is improved 42%

If journey time is reduced If there are bus stops at walking distance

34%

If fares are reduced

Figure 3: Factors for shifting to Public Transport

A leading newspaper in the case city had conducted surveys in order pin down the reason for people not using the Bus Rapid Transport System. It was found that 60% people found the bus stops too far for them to walk and reach. Another survey which was carried out to assess the willingness to shift to the Bus Rapid Transport System found that 34% people said that they would if the service had bus stops were within walkable distance. The ridership as well as share of private vehicles in the city did not show the trends expected at the time of conception or even implementation of the BRTS project. Until 2015, the ridership had stagnated to 1.30 lakh riders per day. In the same year, there was a 13% rise in the number of private vehicles in the city. The leads to the conclusion that the cityâ&#x20AC;&#x2122;s BRT had not met the expectations of citizens in terms of connectivity, scheduling, timings, fares etc. 70 |

Initiatives to incorporate feeder system in the city

SERVICE OPERATIONS MANAGEMENT: BRTS

The PBS project has been divided into phases, with Phase 1 focussed on the western region of the city, with almost 500 bicycle stations and 2,000 bicycles to be deployed on a permit basis. The bicycle operators will have to buy a permit from the authorities in order to distribute their cycles in the city. Along with the permit criterion, a Non-Motorised Transport (NMT) policy has also been drafted, which the operators will have to follow. The payment for these cycles will also be integrated with the Common Mobility Card of the city. For the e-auto service, authorities have identified four clusters in the city where the autos will run perpendicular to the BRTS main line. These autos will charge the riders INR 5 to INR 25, depending on the distance travelled by them. This is less than fare of the existing auto-rickshaw service. This project is being implemented on a Public-Private Partnership basis.

PT as a mode of Feeder Case Study: ‘Seamless Transportation for Kochi’

Kochi Metro Rail Limited (KMRL) recently signed a Joint Declaration of Intent with auto-rickshaw drivers of the city to integrate them with the Metro service in order to provide first and last mile connectivity to the riders. The charges for feeder routes will be INR 20/- and when it operates as share auto, if two commuters are there, then each will pay INR 10. If there are three commuters, each will pay INR 7/- . There will be swipe machines installed with the help of Axis bank, after which the KMRL will integrate the e-auto system with Kochi-1 which is a prepaid card which can then be used for cashless travel in autos too. The feeder services will operate its fleet through the identified routes with a specified number of services & trips. (Hari, 2019) These autos can also operate as regular auto rickshaws, hence not limiting the income generation for the auto driver. KMRL has approached these auto drivers by giving them a dream of better life, quality of living etc. The drivers who have decided to integrate with the system, must form a Society. This Society will include all the drivers as its members, hence giving them benefits like education loans for their children, empowering women by setting up stitching units for them, and also providing the drivers one meal a day. (Hari, 2019)

PT as a mode of Feeder As pointed out earlier, the case city has 13% access to BRTS through IPT mode, and 21% egress from BRTS to IPT. This indicates that the city is reliant on IPT for first and last mile connectivity. During a recent auto-rickshaw strike in the city, it was observed that BRT ridership at few stations had increased up to 70%. Thus, establishing the fact that IPT has major impact on the city.

Analysis The case city faces challenges in employing a formal, recognised feeder system from which the riders can seamlessly transfer onto the main line or the trunk line of the PT. What the case city also faces is a challenge in the competition from IPT modes of transport, wherein a large portion of the riders in the city prefer IPT modes over the PT in the city. The riders also face a problem of connectivity to and from the BRT stations. Hence, keeping in mind the ridership patterns and the demand from each area of the city, two suggestions are put forward- integrating IPT modes with the BRTS of the city and hence further providing the riders with door to door service, and the electric buses which can be used as a feeder bus service with a fixed tariff. These buses will run perpendicular to the trunk line and will penetrate the city deeper, in addition to having shorter, circular routes with transfers onto the trunk line.

Suggestions Integrating IPT IPT as mode of transport cannot be ignored in the city. Their importance and ability to reach locations where city buses can’t reach have been far too long been ignored. Hence, integrating them with the BRTS can be a major stepping stone in the direction towards a seamless transportation in the case city. Also, with the advent of Metro rail in the city, first and last mile connectivity issue needs to be addressed before it begins its operations. An analysis was done for different modes of transport in order to understand the cost and time taken to reach a destination from the origin. Three possibilities were examined – 1. An auto from the origin location till the nearest BRTS station, then getting off at the BRTS station nearest to the destination, and hailing another auto till the final destination.

SERVICE OPERATIONS MANAGEMENT: BRTS |

Description Cost of uber auto (from Point A to Point B) (in INR) Cost of BRT ticket (Point B to Point C) (in INR) Cost of uber auto (Point C to Point D) (in INR) Total (in INR) Round trip cost (in INR) Per km cost (in INR) Per annum cost (in INR)

Particulars 15.00 7.00 25.00 47.00 94.00 7.84 33,840.00

Table 2: Scenario 1 - IPT and BRTS Description Fuel cost Mileage (km/L) Per km cost Distance Fuel cost per month Fuel cost per annum Fuel cost for 5 years

Particulars 70 30 2.34 12 840.00 10,080.00 50,400.00

Table 3: Scenario 2 - Two-wheeler Description Total cost over 5 years Salvage value Net cost Net cost + fuel cost Cost per km Per trip cost

Particulars 1,03,125.00 10,000.00 93,125.00 1,43,525.00 6.64 79.74

Table 4: Scenario 2 - Two-wheeler cost analysis

Description Fuel cost (in INR) Mileage (km/L) Per km cost (in INR) Distance to be covered (round trip in km) Fuel Cost per month (in INR) Fuel Cost per annum (in INR) Fuel Cost for 5 years (in INR) Table 5: Scenario 3 - Car

Description Total cost over 5 years (cost of car, maintenance, PUC etc.) Salvage value Net cost Net cost + fuel cost Cost per km Per trip cost

Particulars 70.00 10 7.00 12 2,520.00 30,240.00 1,51,200.00

Particulars 6,83,250.00 1,00,000.00 5,83,250.00 7,34,450.00 34.00 408.03

Table 6: Scenario 3 - Cost analysis for Car

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SERVICE OPERATIONS MANAGEMENT: BRTS

2. Riding a two-wheeler from origin to destination 3. Riding a car from origin to destination The analysis was conducted between 6:30PM and 7PM on three different days, on a route that was 6 km one way, and so 12 km for a round trip. The cost analysis of each of these scenarios is detailed in Tables 2 to 6 , but excluding cost of parking and cost incurred while procuring and paying up loans for the purchased vehicles. The average time taken for each of these trips was 60 minutes, 20 minutes, and 25 minutes respectively. From this analysis, it is evident that car is the most expensive option of the three, and using a two-wheeler is the cost effective as well as time saving. In auto-rickshaws, authorities have an opportunity to make a brownfield investment and integrate and formalise them as feeder system for the BRT of the city. The next step is to give proper identity to the auto-rickshaw drivers, have them physically as well technologically integrated with the system, and providing them with swipe machines to enable the riders to use their common mobility cards. By integrating the auto rickshaws, the total time taken for the journey analysed can be reduced by 15 minutes. For integrating IPT mode into the system, it is important to have the IPT integrated physically, technologically, and administratively.

Physical Integration For physical integration, the authorities need to provide IPT stands at walkable distances from the origin points of the riders. These must preferably between 100 and 300 meters from residential or commercial areas. The autos can also be given the permission to run as shared autos in the city, hence increasing the number of riders catered to, while reducing the amount of pollution generated per rider.

Technological Integration

Electric buses as feeder for the system

The IPT modes need to be integrated with the city BRT systemâ&#x20AC;&#x2122;s mobile application, with autos/IPT being shown on the application just like one could see vehicles on an Uber or an Ola application. From this application, riders could book their entire journey, from origin to destination. Once a trip is booked, the passenger would board an IPT vehicle from the origin to the nearest BRT station, board a bus to the BRT stop closest to final destination, and board an IPT vehicle from this point to final destination. This would save time and money for the rider, while also augmenting incomes for both the bus service provider and the private IPT operators. The auto drivers can also be provided with a Point of Service machine or a tap-in tap-out machine in order to integrate with the case cityâ&#x20AC;&#x2122;s Smart Card initiative.

The studied BRT acquired 300 electric midi buses, each able to carry 50 passengers and with a range of 200 km per charge. These could be used as feeder buses, which penetrate within the city, and collect riders from locations which are not being served by the BRT trunk.

Administrative Integration For administrative integration, authorities need to recognise the importance of IPT as a mode of transport, and work with these private operators to give riders in the city a seamless, quick, and efficient transport system. The private IPT operators become middlemen in the said system. In order to keep them in the system, authorities can augment the farebox revenue of IPT operators by providing them INR 1.50/per trip made via the Application or for a trip paid by the Smart City Card. INR 1.50/- is 37% of the base fare of the BRT system of the city.

A 2015 study of the catchment area of this BRT system identified that almost 65% of the potential BRT users walk 10 minutes to or from a bus station. In order to cater to the demands of people who live further away from the catchment area of the BRTS stations, midi buses or the electric buses can run perpendicular to the trunk lines and bring riders into the system. Therefore, these midi buses will not only cater to the population living within walkable distance, but also those that live further away. A hub and spoke model would work effectively to define routes. The BRT stations can act as hubs, while midi buses going around and picking customers from the feeder routes will act as spokes.

This will lead to more riders coming using system. It will also help in increasing usage of the application and the usage of the Smart Card, as now the private operators will also market and urge riders to use them.

SERVICE OPERATIONS MANAGEMENT: BRTS |

Table 7 Figure 7

HUB

Table 8

Figure 4: Point to point VS hub & spoke model

As Figure 4 shows, point-to-point (linear) grid or mesh approach between 8 points needs 16 routes. In contrast, hub and spoke does the same work with 8 routes. Connectivity, time, and savings- all three are taken care in the hub and spoke model. Hence, feeders can be planned for short feeder routes around the BRTS corridor while also keeping in mind the charging requirements of the buses.

Feeder route 1 A â&#x20AC;&#x2DC;willingness to shiftâ&#x20AC;&#x2122; survey was conducted on 40 people in a predominantly residential area of the case city, of which the farthest point was 1 km away from a BRT station. 72% of the surveyed respondents agreed that unavailability of feeder is one of the major issues hindering their usage of BRT. At the same time, 80% respondents said that they would use BRT if there was a feeder available to them. According to the survey and interactions with residents of the area, a feeder bus every 5-10 minutes that drops directly to the BRT station would be ideal.

Figure 8

Figure 5: Feeder route 1

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SERVICE OPERATIONS MANAGEMENT: BRTS

Description Particulars Total Kms 4.92 Expected time taken by a bus (Stops + buffer) (in minutes) 30 Expected headways (mins) 5 Number of buses required 6 Avg. bus speed (km/hr) 20 Capacity of the bus 50 Passengers catered to in one hour 300 Number of trips before charging required 41 Total trips 244

Table 7: Analysis of feeder route 1 Description Particulars Running kms of one bus (in kms) 200 6 Distance to charging station (in kms) Hence number of trips including the trip 39 to the charging station Number of trips completed in one hour 2 Hours of operation by one bus on a 20 single charge for feeder service Running kms of one bus (in kms) 200 Distance to charging station (in kms) 6 Table 8: Number of trips and hours of operations per bus on feeder route 1

For feeder route 1, which will have headway 5 minutes, the number of buses required will be 6, and the number of passengers catered to will be 300 per hour at maximum capacity. These buses can make a cumulative of 244 trips in total, and can run for 20 hours each.

Feeder route 2 The second feeder route selected is in an area which is a mix of residential and commercial. It is one of the busiest commercial areas of the case city, but has no BRT connectivity. Hence, connecting the same to the BRT network will pool in riders who regularly visit the area for work, education etc. The route also touches one of the major attractions of the city, a lake, which is surrounded by retail as well as commercial outlets. Feeder route 2 will have headway 5 minutes, and will require only 4 buses as it is a shorter route than route

1. The number of passengers catered to will be 200 per hour at maximum capacity. The selected buses can make a cumulative of 252 trips in total, and can run for 20 hours each.

Figure 9

7 Figure 6: Feeder route 2 Description Particulars Total Kms 4.92 Expected time taken by a bus (Stops + buffer) (in minutes) 30 Expected headways (mins) 5 Number of buses required 6 Avg. bus speed (km/hr) 20 Capacity of the bus 50 Passengers catered to in one hour 300 Number of trips before charging required 41 Total trips 244 Table 9: Analysis of feeder route 2

More feeder routes can be planned with shorter round trips in order to increase the headway of the buses, while not forgetting the limitation of 200 km per bus before the batteries require charging. These feeders can fill gaps left by the city bus service, and augment the demand for BRTS of the city.

Bus prioritisation – Traffic Signal Priority Bus prioritisation is prioritising buses over other ve-

hicular traffic at by the use of technology or physical infrastructure to influence the external environment within which buses operate to improve commercial speed for buses and mitigate the impact of other road traffic. Bus priority is needed because there is too much traffic on the network and too little capacity for it all to flow freely. Giving buses priority over cars recognises the bus’s greater efficiency in the use of road space. Emphasis is placed on maximising the through-put of people, rather than the number of vehicles. Few examples of bus prioritisation are – 1. Segregated bus lane 2. Kerbside segregated bus lane 3. Queue jump lane for buses 4. High occupancy lane for carpools, buses etc. 5. Traffic signal prioritisation for buses As of now, in the case city, BRT buses are given priority in terms of segregated median lanes which can only be used by the BRT, as well as the city bus service on few routes. BRT buses also get traffic signal priority wherein in one traffic signal cycle at a junction, BRTS can pass twice. Every junction has different waiting times associated with it according to traffic density at the junction. Hence, waiting times at each junction varies from 40 seconds to 110 seconds for one. As there are more than 150 such junctions in the BRT corridor, the time taken by each bus during peak hours to complete one trip increases. This also leads to another problem of bus bunching, wherein buses get bunched together because of delays in the schedule.

SERVICE OPERATIONS MANAGEMENT: BRTS |

igure 10

Table 10

Table 12 Figure 7: Traffic Signal Prioritisation

Table 10: Time saved at each intersection due to TSP

It is through Traffic Signal Priority (TSP) that time, money, and fuel can be saved for BRT in the case city. TSP basically prioritises buses over other vehicles, giving buses more time to go through an intersection and reach the destination faster. A trip from Station A to Station B was undertaken at a peak traffic hour in order to assess how much time a bus stands still at junctions, waiting for the green signal. The route chosen had 7 intersections on the way, with each signal having varying time stops according to the traffic volume at that particular intersection.

Table 11

If the number of rounds of green signal during one traffic cycle during the peak hours is increased from two to four, the buses can reach faster, improving the headway and saving fuel while doing this. This in turn saves revenue for the authorities. The time saved on just one trip could be improved by almost 3 minutes by implementing the said initiative. The monetary savings per bus from such an intervention would be INR 19.80/-. If all buses of the fleet save 3 minutes in an hour during the peak hours, the total savings in a year would be INR 1,01,10,240/- . Fuel consumption saving from applying this TSP model for the surveyed bus was 0.29 litres per minute. If all buses of the fleet save 3 minutes in an hour during the peak hours, the total savings in a year amounts to 1,48,680 litres The time, cost, and fuel savings are illustrated in Tables 10, 11, and12. 76 |

If TSP is at Time taken in seconds implemented Names of intersections at each intersection each intersection 90 90 Intersection 1 45 25 Intersection 2 110 70 Intersection 3 40 20 Intersection 4 50 20 Intersection 5 60 30 Intersection 6 70 30 Intersection 7 465 255 Time taken (in seconds) 7.75 4.25 Time taken (in minutes)

SERVICE OPERATIONS MANAGEMENT: BRTS

Description Per hour consumption (in Litres/hr) Per minute fuel consumption (in litres/min) Per bus idling fuel consumed for the trip (in litres) If tsp is implemented, savings in fuel (in litres/hour) Therefore, savings in fuel consumed Per day fuel saving (in litres) for all buses

Particulars 5 0.08 0.65 0.35 0.29 413

Table 11: Fuel saved due to TSP Description Consumption of Diesel when only engine running (litres/hr) Adding 20% for ad hoc AC load (refrigeration, maintenance cost etc) (in litres/hr) Price of diesel (in INR) Minutes in an hour Cost of idling per minute (in INR) Cost of idling at junctions (survey junctions) (in INR) Cost if TSP followed (in INR) Savings (in INR) Number of busses Peak hours (8-11 and 5-8) Total savings in a day Consumption of Diesel when only engine running (litres/hr) adding 20 % for ad hoc ac load (refrigeration, maintenance cost etc) (in litres/hr) Price of diesel (in INR) Minutes in an hour Cost of idling per minute (in INR) Cost per hour per bus (in INR)

Particulars 4 5 68 60 5.7 43.9 24.1 19.8 236 6 28,084.00 4 5 68 60 5.70 340.00

Table 12:Cost Savings due to TSP and cost incurred for the idling time at each intersection

The ridership levels in the city even without a feeder system in place was an astounding 1.80 lakh, which implies that whenever the feeder systems are incorporate, the ridership will grow exponentially. Though there are steps being taken by the authorities with respect to getting the feeder system is place, one can always look to integrate a system which has been widely accepted by the people as the official mode of transport for short to medium trips, i.e., auto rickshaws. The authorities could consider a brownfield investment, and take steps into that direction rather than bringing in a new infrastructure all together and incurring huge capital cost while also increasing the number of vehicles on the already congested streets of the city.

At the same time, the electric midi buses can work as feeders too. Shorter trips are the way forward for feeder buses, with the hub and spoke model where BRT stations are the Hubs. And finally, a small measure in the greater picture, Traffic Signal Priority, which according to the analysis can not only save significant trip time, but save cost and fuel for the authorities.

SERVICE OPERATIONS MANAGEMENT: BRTS |

REVENUE MANAGEMENT

-PRIYANKA AGARWAL

CHAPTER SEVEN Revenue Management is concerned with demand-management and addresses broadly three decisions: the format in which a product is to be sold, the price to be set for it including calculations of profit or discount, and the time, market, and quantity to be launched. Revenue management in public transport is a crucial issue due to the limitations in sources of revenue. There are two types: fare-box, and nonfare-box. The fare-box comprises of ticketing, concessions, and payments received directly from passengers. Non-farebox comprises of sources such as advertisement revenue, land value capture methods, cross-subsidy, commercial development, etc.

The organization is being run on financial grants from the State government, and bulk of the operational cost is provided by the city MunicipalCorporation every year. The fare-box revenue is not reliable or sufficient, and several mechanisms are being deployed to increase it through various strategies aimed at increasing usage of public transport by citizens. In the case city, the Municipal Corporation funded about 50% of the capital cost incurred for the development of the BRT system. Viability Gap Funding from the Central government was the thrust for the projectâ&#x20AC;&#x2122;s implementation. The annual sources of income for the organization are categorised as direct and indirect income.

Fare-box revenue contributes to about 90% of total revenue generation in public transport, and is the most important source of revenue in the sector. Public transportation is meant to serve all of society without discrimination, with equity being more important than generating profit. The scope of fare-box is thus limited to the minimum price of the ticket as decided by the state government. The NationalUrbanTransportation Policy (NUTP) mandates the formation of an Urban Transportation Fund which has three distinct prospects of potential revenue: (a) Taxes and charges on vehicle owners (b) Direct and indirect beneficiaries and (c) Central and State Government allocations

System Land or inventory are the major assets of revenue generation under non-fare-box revenue. However, in the case city the BRT service is administered by an SPV under the cityâ&#x20AC;&#x2122;s municipal corporation,and such assets are owned by the city government.

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SERVICE OPERATIONS MANAGEMENT: BRTS

Funding for Case city BRTS

Central Government 35%

Municipality 50%

Governement of Gujarat 15%

Figure 1: Distribution of Fund for Initialisation of BRTS Sources of Income in the Organization Direct Incomes

Indirect Income

Advertisement License Fees

Grant

ATM Rent Income

Interest Income

Bus Fare Income

Penalty Income

Tender Fee Income CCR Income Grant for Repairs and Maintenance Donation Income

Table 1: Sources of Revenue in the Organization

Direct income sources contribute nearly 65% of the total revenue. The total revenue generation for the studied SPV has been ranging between Rs. 57.7 Crores- Rs.67.4 Crores, and is projected to reach around Rs. 95 Crores by the year 2025.

Total Income Generation of Organization 2015 â&#x20AC;&#x201C; 2025 (In Crores) 120.0 100.0

95.3

86.9 74.6

80.0 62.0

57.7

60.0

57.7

61.2

67.4

55.4

54.8

40.0

59.6

59.0 35.7

29.3 19.2

20.0

8.5

3.0

0.0

0.8

2015

2016

2017

2018

Indirect Income

Direct Income

2019

2025

Total

Figure 2: Total Income Generation of Organization 2015-2025

However, expenses are higher than income and predicted to continue in the same pattern, as result of which the organisation runs at a deficit. Deficiency of Fund in Organization 2015-2025 (In Crores) 200 174.9

180 160

141.1

140 120 100

125.7

98.5

95.32

86.9 74.6

80 60

129

117.8

57.7

67.4

40 20 0

40% 2014-15

66% 2015-16

76%

70%

2016-17

2017-18

Income

73.3%

139%

2018-19

2024-25

Expense

Figure 3: Deficiency analysis in the Income of the Organization 2015-2025

Though projected deficit by 2025 is 139%, a study of income and expense numbers since 2017 indicates that the actual quantum of deficit is almost constant. The gap has not grown narrower though there has been increase in fleet size.

cate that selling advertisement rights are a common and substantial source of revenue. Gujarat Development Control Regulations (GDCR) define the kinds of permission, and licenses that are to be acquired for setting up of advertisement which every agency providing advertisement service have to abide by.

Reviews of other similar transportation systems indiSERVICE OPERATIONS MANAGEMENT: BRTS |

Sources of revenue The major source of revenue of the studied system is ticketing, followed by advertisement license fund. The latter is currently INR 1.5-2 Crores per year, and being a part of non-fare-box has a direct possibility of improvement through intervention. Advertisement License Fees (In Crores)

2.00 1.80

1.79 1.62

1.62

1.60 1.30

1.40 1.20 1.00

0.84

0.80 0.60 0.40 .17

0.20 0.00

2015

2016

2017

2018

2019

2025

Figure 4: Advertisement Revenue since 2015 through advertisement license fee

However, an analysis of the trends show that by 2025, the advertisement revenue would go down to just INR 0.16 Crores if the interventions are not made without delay.

Analysis

Advertisement scenario Looking at the current scenario of advertisement rights in BRT of the case city, there is visible stagnation in revenue, and the strategies that could have been adopted to increase the revenue.

2016 â&#x20AC;&#x201C; Advertisement Rights Tender 2016 Rights Tender

bus shelter

rridor

Specified location on bus shelter

Glow Cubes on Corridor Figure 5: Components of Advertisement Tender

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SERVICE OPERATIONS MANAGEMENT: BRTS

2018 - Advertis 2018 - Advertisement Rights Tender

Specified location on bus shelter

Specified location Selected Flyovers bus shelter under Corporation

Glow Cubes on Corridor

Glow C

Per Bus shelter (In Lakhs) 1.19 1.18

1.18

2018

2019

1.17 1.16 1.15 1.14

1.14

1.13 1.12

2016

2017

Advertisement rights are distributed through licenses for each different type of advertising space: glowcubes along the bus corridor, bus stations, flyovers. The license for each is for two years, and the license fee is defined annually. The total annual revenue from this fee is currently about INR 3.2 Crores. On analysis of the data since 2016-2017, it is observed that the revenue from this source for a single bus shelter has increased by only INR 4,000. This clearly shows the need for revision of the existing model.

Figure 6: Per bus shelter revenue generation 2016-2019

Advertisement market scenario To understand the actual ability of the bus shelters to capture revenue, a market study of the existing advertisement rates for different kinds of spaces in the case city was carried out. A sample of 45 BRTS bus shelters were identified for the study. The market of these stations are categorized as: Low Commercial Zone (LC), Medium Com-

mercial Zone (MC) and High Commercial Zone (HC). The advertisement rates in these zones also depend on the size of the hoardings. Once the size and rates were identified, they were compared with the existing area available on the BRTS bus shelter.

Sample Study for market HC: Existing Rate of Hoarding Advertisement = Rh (per sqm) Existing Rate of BRTS bus shelter advertisement = RS Area available for advertisement on a bus shelter = A Thus, Rh â&#x2030;&#x2C6; R s / A i.e Rate of advertisement on a shelter = Rh * A No of bus shelter in HC zone = p Thus, rates of advertisement in BRT bus shelters in HC zone = p*Rh*A The rates for other parts of the city, and the net possible revenue can be calculated through variations of this formula. Thus, rate for advertisement in a city is majorly dependant on its location. On imposing the market advertisement rates of a particular location on the

space available for advertisement on a BRT shelter in the same location, it is seen that the possible revenue is much higher than that currently extracted by the SPV. Thus, it is very much important to carry out the revaluation of available advertising space.

SERVICE OPERATIONS MANAGEMENT: BRTS |

Suggestions Looking at the low demand for advertisement in bus shelters, an effective model has to be thought of to expand the limits of advertisement. By looking at the various strategies adopted in India and worldwide to increase the non-farebox revenue generation – ‘Leasing out of advertisement rights in the form of semi – naming rights’ has been studied as a solution. Semi – Naming rights leasing was first implemented in sports stadium where stadium stakeholders auctioned rights to prefix or suffix a brand’s name to the stadium’s name. This was then adopted by Delhi Metro Rail Corporation (DMRC) for metro stations, a practice later followed by Mumbai and Hyderabad. Upto 2018, DMRC has given semi-naming rights to almost 56 stations gaining revenue of about INR 2-2.5 crores per year from each station. These rights include advertisement rights inside the station, as well as painting and modelling the station as per the look and feel of the Brand.

Valuation of the BRT station semi-naming advertisement rights In order to prepare the RFP for semi-naming rights it is important to identify the value of advertising the brand name, and select the space that could be used. Valuation will be done in two parts – 1. Value of advertisement space: by comparing the rate of a hoarding for advertisement in the neighbourhood 2. Value of semi-naming rights – by comparing an implemented case in a different city For valuation, a BRT bus shelter has been selected and compared with a metro station in Gurgaon with similar dynamics of location, area, traffic. This method has been derived from ‘Market Value Method’ used in the field of branding for valuation.

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SERVICE OPERATIONS MANAGEMENT: BRTS

Identification of factors

In the field of advertisement, the pricing for any outdoor asset such as a hoarding or billboard is done based on the Gross Rating Point (GRP) of that asset. GRP defines the kind of viewership that would be available. This GRP for road advertisement is calculated on the basis of various factors such as ridership, location, traffic, and area. Since the BRT advertisement possibilities have different assets such as glow cubes, bus shelters, FOBs, the area available for advertisement is an important consideration. The factors identified to form the formulas are: a. Surface area b. Daily footfall at location c. Neighbourhood land value per sqm d. Road width adjacent to the station

The ratio thus obtained will then be multiplied by the existing naming rights value of the comparative station. To illustrate, consider a BT station with surface area 85 Sqm, with daily footfall of more than 5,000 passengers. The station lies in a high density commercial zone along a road of width of 12m with slow moving traffic. This is compared with Sikandarpur metro station in Gurgaon as it shows similar dynamics of road traffic and market. The major difference is the available surface area, which is 3,000 Sqm.

Weightage P (Sample BRTS bus shelter) Sikanderpur

Benchmarking station with respective to Sikanderpur Metro Station (Gurgaon) Area of the Daily Footfall Surrounding Traffic (Road Total Ratio Station Market Width) (commercial land value / sqm) Surface Area Branding would Market derives the Traffic based on paintable and be done outside viewership of the road width would place logo customer give its viewership 20% 10% 50% 20% 100%

Advertisement Rate

85 Sqm

INR 1,80,000.00

INR 2,500.00

16m 1288.20

INR 1,10,89,876.00

3,000 Sqm

INR 22,00,000.00

INR 3,000.00

16m 2323.20

1.8

INR 2,00,00,000.00

Table 2: Benchmarking of sample station for brand valuation

On application of formulaas shown in table 2, we get: Bus station naming value = (1: 1.8)* 2 crores (value of Sikanderpur Metro Station) Thus, naming right value of the examined BRTS station =INR 1.11 crores Therefore, the formula derived is:

{Area of the Station (20% ) + Daily Footfall (10%) + Surrounding Market (commercial land value / sqm) (50%) + Traffic (Road Width) (20%) } of required bus shelter {Area of the Station (20% ) + Daily Footfall (10%) + Surrounding Market (commercial land value / sqm) (50%) + Traffic (Road Width) (20%) } of metro station

X Y

Components of semi – naming rights

Scalability of semi – naming rights model

Semi-naming rights in a BRTS Station would be limited to 5 components, as illustrated in the below figure 7.

The formula could be repeated for comparison with any other existing scenario in the city with a location of same dynamics. For the price determination of BRTS station within the same market area, a price for single station can be identified and multiplied accordingly. For different market space, the ratio of advertisement rates can be taken and then multiplied.

Specified location on bus shelter

Brand Logo

Brand Paint

Glow Cubes on Corridor

Brand Name

Advertisement Posters

Figure 7: Components of Semi – Naming Rights

SERVICE OPERATIONS MANAGEMENT: BRTS |

Summary of proposed contract for semi naming licence The basic process flow from Issuing Tender to kind of Payment Mechanism to be adopted: Contracts “Semi-Naming Rights Advertisement” for a station

1 License for 5 years

Naming Rights + Advertisement Rights

Invite selected players

Bundling / NonBundling of stations

Valuation of Advertisement rights

Terms and Conditions

Electricity, Maintenance and repair responsibility of licensee

Area demarcation to be given by AJL.

10% increase in License Fee every year Figure 8: Summarised procedure for semi-naming rights

2 Comparison with Market Rate as per Location

1 Characteristics of existing

3 Derivation of

License for Advertisement Rights

Probable Rate

“Semi-Naming Rights” Strategy

4 Identification of Elements to be in Semi-Naming Rights

6 Leasing Process of Rights 5 Analysis of Brand Value of AJL to set the tender

Figure 9: Strategies for semi-naming rights

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SERVICE OPERATIONS MANAGEMENT: BRTS

Semi- naming rights players The suitable player of the naming rights willing to invest would be identified and RFP would be floated accordingly. For example, a BRT station near the airport could approach flight operators to purchase naming rights. As per global trend report 2014, almost 65% of semi-naming rights around the world are bought by financial institutions and telecom operators. Thus,

they could be easy targets to sell naming rights, and strategy could be developed accordingly.

SERVICE OPERATIONS MANAGEMENT: BRTS |

INTELLIGENT TRAnsit MANAGEMENT SYSTEM

-mITHIKA MaTHEW

CHAPTER EIGHT Intelligent Transit Management Systems (ITMS) are the integrated application of communications, control, and information processing technologies to a transit system to improve its operational efficiency. This is achieved through the collection, communication, analysis, and utilisation of data through devices and a connected network. ITMS is beneficial to all stakeholders of Mass Rapid Transit. The city government which owns the public transit system and provides the service to its citizens are able to offer better service delivery and customer satisfaction. The improved operational efficiency is also a big cost-saver. It also helps create an invaluable archive of data about the city and its citizens, which can be applied laterally for future development.

operations and support decision-making. The system enables real-time monitoring of the fleet, assists in rapid mitigation of incidents, enables better resource management, and supports better monitoring of Service Level Agreements (SLA) and Key Performance Indicators (KPI) of subsidiary contractors. The bus operators who handle operations of parts of the fleet on contract have access to easy and accurate billing through ITMS. It helps them with better resource management- both employee and inventoryand streamlines daily operations such as scheduling. The public transport users are provided real-time information on the bus service through ITMS, which enables trip-planning, makes it easier to provide feedback and get complaints redressed, and are able to save a significant amount of time.

The bus service operator uses ITMS to streamline

Chairman, MC

City Government

BRT ownership and decision-making

Smart City SPV

ITMS commissioning, financing

Executive Director, Dy MC

General Manager

BRT SPV

ITMS Contractor Consortium

Sub-agent to ITMS Contractor

BRT service operations decision-making and management, ITMS monitoring ITMS systems operations, management, and maintenance; data retrieval, analysis, and archiving; report generation

Assistant General Manager (ITMS) Control Room and Process Analyst VPSD Expert

AVLS Expert +BI

Field Technicians (6)

AFCS Expert + BI

DMS Expert

Network Expert + EMS

CCC In-Charge

ITMS daily operations AVLS Technicians(3)

Figure 1: Organisation chart of ITMS in SPV

90 |

Deputy General Manager (IT)

SERVICE OPERATIONS MANAGEMENT: BRTS

IMS Technicians(5)

Surveillance 1/50 Technicians(5)

Call Centre 1 Technicians(2)

IT Technicians(2)

System

The ITMS system is formed of several components- software systems, hardware devices, and managing facilities, as listed in Figure 2.

The Bus Rapid Transit (BRT) system in the case city is administered by a Special Purpose Vehicle (SPV) which handles several of its functions, including ITMS, through service contracts. The ITMS project is financed as part of the cityâ&#x20AC;&#x2122;s Smart City Mission, while the design, development, supply, implementation, operation, maintenance, and management of the ITMS project is handled by a consortium of contractors hired by the BRT. Though the SPV has management personnel dedicated to ITMS, the daily operations and management including data extraction and analysis are handled fully by the contractors. Thus, though the city government and SPV have accountability of the project, the in-house operational responsibility of ITMS is limited as it is handled by contracted operators, who also have daily contact with a treasure trove of the cityâ&#x20AC;&#x2122;s data.

Systems

Devices

Facilities

Vehicle Planning, Scheduling, and Dispatch (VPSD) This software sub-system is used to define and assign the route, stops, and other details of the bus schedule. It is used to execute policy for the BRT system, working with the number of buses and staff, required km per operator, peak times and routes, and other Service Level Agreements to define and implement number of buses per route at a time of the day, frequency, headway, shifts, breaks etc. The system allows dynamic planning of hundreds of buses throughout the day. The system is operated by the VPSD Expert- a transportation planner- working within the SPV, but employed by the ITMS Contractor.

Vehicle Planning, Scheduling, and Dispatch (VPSD) Depot Management System (DMS) Automatic Vehicle Location System (AVLS) Passenger Information System (PIS)

Automated Fare Collection System (AFCS) Incident Management System Enterprise Management System (EMS) Business Intelligence System (BI)

Optical Fibre Network Handheld Ticketing terminal (HHT) Point of Sale terminal (POS) Fare Validator Turnstile LCD screen CCTV

On Board Unit (OBU) Driver Display Unit (DDU) 2-way communication device LED boards Public Address system Mobile Digital Video Recorder (mDVR)

Command Control Centre (CCC)

Data Security Centre (DC)

Data Recovery Centre (DRC)

Figure 2: Components of ITMS

SERVICE OPERATIONS MANAGEMENT: BRTS |

Route, Stops, Schedule

PIS

Route, Stops, Schedule, Depot

Fleet, Crew, Dispatch

DMS

Route, Stops (latlong), Schedule

VPSD Route, Stops, Schedule, Depot

AFCS

VPSD

DMS

Ticketing/ridership data

Route, Stops, Depot, Schedule, Dispatch

AVLS

Route, Stops, Depot, Schedule, Dispatch

AVLS

Reporting data

GPS data Reporting data

All sub-systems, BI reports All sub-systems, BI reports

Figure 3: Integration of VPSD and DMS with other software sub-systems

Depot (DMS)

Management

System

This software module is operated from each bus Depot by each Depot Manager. It has 4 modules in this particular case. The Roster Management module functions complementary to the VPSD software, and is used for scheduling buses and staff as per the requirements conveyed through VPSD. The beginning of each trip from the depot is also marked in this. Currently, only this module of DMS is utilized by the bus operators in the case city. The remaining modules are HR Management- to monitor crew employed, crew available, and payroll, Maintenance Management- to track cleaning and maintenance of buses and their parts, Inventory Management- to manage inventory in the depots, bus parts etc

Automatic Vehicle Location System (AVLS)

the Passenger Information System (PIS). The devices which support this system on each bus are Driver Display Units (DDU) and On-Board Unit (OBU). Data on the health of these devices can also be extracted through this system. The AVLS system in the case cityâ&#x20AC;&#x2122;s CCC is monitored by 3 technicians, who check route selection and adherence, device health, co-ordinate first response, cross-check trip adherence with on-ground personnel, and generate daily reports on trips, vehicle usage, breakdowns or other events. GPS data Route, Stops, Schedule, Depot

VPSD

Actual KMs Driver, vehicle dispatch Incidents

DMS

IMS

AVLS

ETA

PIS Tracking buses

CCC

AVLS is used to track and monitor buses on the network. The system is enabled by a GPS unit on each bus, which transmits live data to the Command Control Centre (CCC). Each bus is tracked on a live GIS map at the CCC. The AVLS monitors bus location, speed, stops, driver behaviour such as over-speeding or sudden braking. It checks schedule adherence, gaping or bunching of buses. This data feeds into 92 |

SERVICE OPERATIONS MANAGEMENT: BRTS

2-way communication with driver Reporting data

All sub-systems, BI reports

Figure 4: Integration of AVLS with other ITMS sub-systems

Passenger Information System (PIS)

Enterprise Management System (EMS)

This system is used to supply information on bus schedules including live Estimated Time of Arrival (ETA) to passengers. At bus stations, this data appears on LCD screens which list the bus number and route, and ETA in 3 languages. On-board, LED screen and Public Address system convey approaching stop, current stop, and next stop to passengers. This system also feeds data into the mobile application and website, enabling customers to plan their trips based on real time information, and daily schedules

EMS monitors the ITMS network of devices and optical fibre cables. Distinct modules monitor different functions. Sitescope monitors all devices on the network, which includes the cables and station devices. Other modules monitor health of switches, performance of software applications, health of servers, patch and software update management.

Incident (IMS)

Management System

Any event which deviates from the actual is considered as an incident and registered in the Incident Management System. It manages the multi-agency, multi-jurisdictional response to any disruption. These may be incidents concerning the bus such as breakdowns or malfunctions, device or network related, external events such as accidents, driver behaviour. Incidents may be registered manually by CCC technicians, or automatically for events programmed for it

Automated Fare Collection System (AFCS) Collection of fare in the BRT system is automated and off-board to reduce passenger dwell time within the system. It consists of fare media, fare reader, and entry regulation device. In the studied case, these are paper tickets with QR codes, Handheld Terminal (HHT) and Point of Sale (POS) machines, and turnstiles and flap gates. The AFCS tracks every ticket sold and therefore every passenger using the system and all the revenue collected. The system makes management of revenue transparent as it is centrally tracked. This system allows ease of implementation of fare matrix. The CCC technicians assigned to AFCS generate reports on ridership and revenue, station staff, bank reconciliation, observe device health and monitor transaction errors.

Business Intelligence System (BI) BL receives data generated by the various other ITMS sub-systems for analysis and report generation. Various combinations of data can be compared to study the functioning of the bus system. BI is used to build reports from operations data to perform multi-dimensional analysis enabling better decision-making for higher operational efficiency. Customised reports and dashboards can be put together as per administrative requirements, where the analysed data is visually represented. Types of reports and dashboards used in the case BRT are listed in Fig 5.

Dashboards Convenience Schedule adherence Economics Executive Fare stage Incidents Penalty Vehicle utilization Violation analysis % of violations Hourly KPIs Bus details IMS details Open and closed incidents- operator wise

Reports Alighting and boarding stats-morning, evening time-wise, using smartcard Average age of incidents Average daily ridership Average travel speed Average user waiting time Best/worst operator Bus accidents Equipment SLA performance Driver compliance report Origin-Destination Volume to capacity ratio Incident resolution time Sales

Figure 5: Dashboards and reports in use

SERVICE OPERATIONS MANAGEMENT: BRTS |

Analysis Bus Scheduling

pot Manager to substitute a spare bus for a malfunctioning one and upload data accordingly on DMS. However, even these schedules are prepared for 30 days at a time so drivers can request leave in advance, and Depot Manager only need make daily changes if a certain bus or driver is unavailable, rather than input an entire new schedule every day which would be time consuming and cumbersome. The bus scheduling process is thus fairly smooth and responsive to real-time conditions. The visible flaw is the under-utilisation of DMS by the operator, as only the Roster module is in use. This could be corrected by mandating full use of DMS software provided by the SPV in the bus operator contract.

Bus scheduling is achieved through two of the subsystems- VPSD and DMS. While trip scheduling is done though VPSD, bus and driver scheduling are done via DMS. The process unfolds back-to-back with the input in VPSD triggering need for input in DMS. Risks to the prescribed schedule caused by external factors are minimized by creating schedules post analysing daily operations data, by assigning trips from the CCC but allowing bus and driver assignment from the Depot, and by live-monitoring on AVLS which allows dynamic planning and changes in schedule. Risks to the process from the Depot end include bus malfunction and driver absenteeism. As buses are allotted from the Depot rather than the CCC assigning a particular bus to a particular route, it allows the De-

VPSD Expert Demand and operations data analysis

DGM, ITMS

GM, SPV

Depot Manager

Bus Driver

Scheduling

Assigning vehicle and crew

Trip begins

Figure 6: Responsible, Accountable, Consulted, and Informed personnel for bus scheduling.

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Bus Operator

Bus monitoring The fleet of buses are monitored based on the daily operations policies defined through VPSD and DMS, and the Service Level Agreements and Key Performance Indicators detailed through contracts with the various operators. Breaches of these standards are registered as incidents. The CCC technicians are pre-

scribed Standard Operating Procedures to deal with possible events. However, it is observed that actual practices differ from the written down ones. As seen in Figure 7, a major difference in operations is that the CCC connects with operator in case of an event who then coordinates with driver, as opposed to directly informing the driver.

Prescribed SOP Driver behavior -Harsh braking -Over speeding -Skipped stops -Sharp cornering

Actual

-Event automatically logged in IMS as breach of SLA

-Operator to call driver and communicate occurrence of event

-Incident penalties marked in daily log and communicated to operator during billing -Vehicle highlighted in map

Bus breakdown

-Vehicle highlighted in map -CCC to check with driver and then depot

-CCC informs depot which communicates with driver and provides solution

-CCC informs equipment operations team Device malfunction

-Incident raised automatically or manually -ITMS operator dispatches field staff to respond

-If OBU is replaced, corresponding update to be made in AVLS

-OBU not fixed during trips

Figure 7: Integration of AVLS with other ITMS sub-systems

Technical Expert Checking and correcting schedule adherence, stops Correction of bunching, gaping etc

Report review

DGM

GM, SPV

Bus driver

Incident redressal Report generation

CCC Technician

C A

Contracted Operator

I R

Figure 8: Responsible, Accountable, Consulted, Informed personnel for bus monitoring

SERVICE OPERATIONS MANAGEMENT: BRTS |

The reports generated from monitoring the system and fleet are generated daily and keep the SPV administrators up to date. However, the bus operators are only informed of their penalties along with billing once in 10 days, and do not receive reports unless they specifically request it. This too could be corrected by including a clause on regular updates from ITMS on the bus operator contractor.

Device Maintenance and Management The various hardware devices are core components of the ITMS system. If each of these devices do not continuously function with precision, the data generated and therefore the entire system is compromised. Devices are monitored through various ITMS sub-systems that they contribute to, or by the users of the physical devices. Maintenance is handled by the contractor consortium, with division of responsibility according to level of fixing required. Initial ground support and basic fixing is handled by one member of the consortium is titled L1 support, while the other consortium member which designed and implemented the system handles escalated levels of fixing required, which is titled L2 support. L3 for maintenance

is by the Original Equipment Manufacturer (OEM). Service Level Agreements in the ITMS contract detail how many pieces are allowed to be damaged time, the allowable downtime, and levels of critical breach, and the associated penalties. The devices can be categorized as Station Devices and On-Board Devices.

Station Devices The Station Devices in the studied case are Handheld Ticketing terminal (HHT), Point of Sale terminal (POS), Fare Validator and Turnstile, Passenger Information System LCD screen, CCTV Camera, Station Server. Each station is meant to have 2 HHT devices. However, 20% of the units require correction in a day. However, if a HHT is available for less than 99% of the shift time, it is in critical breach of the SLA. As total operational time is 17 hours (1020 minutes), the machine cannot be down for more than 10.2 minutes. This is combated by having spare devices in each station, and ensuring technicians reach the station to fix the device immediately. The current downtime is up to 2 hours. The POS machines are currently being phased out as

Source: Toolkit on Intelligent Transport System for Public Transport & BRTSâ&#x20AC;&#x2122;

Figure 9: Station devices and communication

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Bus Devices

cost of replacement of their printer head has been deemed infeasible. Malfunction of these devices cause loss in revenue, and error in revenue collection and ridership figures. These devices are monitored through AFCS and EMS.

Devices on board the bus are the On-Board Unit (OBU), Driver Display Unit (DDU), PIS LED boards, Public Address system, and mobile digital video recorder (mDVR).

Each station has 4 turnstiles of which there are about 6-10 malfunctions daily. If one device is unavailable less than 99.5% of the operational time, it is a critical breach of SLA. This means it should not be damaged for more than 5.1 minutes in a day.

The DDU is the device through which the driver logs in and out at the beginning and end of shift. The DDU contains the GPS and GPRS and transmits data to the back-end. Together they compose the On-Board Intelligent Transit System (OBITS). There is one OBITS unit on each bus in the case BRT service. There are currently about 60 devices defective on a daily basis, though critical breach of SLA is if device availability is less than 99% (10.2 minutes).

Malfunction of these gates can lead to difficulty in passenger entry, revenue leakage, customer and revenue data not being recorded, and failure in crowd control. The measures to make up for this currently in place are the flap gates, physical verification and crowd control by employed personnel, and availability of technical staff for repair.

OBITS malfunction can prevent tracking of a bus which affects monitoring of bus and driver behaviour, affects km recording and incident registering, causes incorrect information to be transmitted in the PIS, and errors in the reports generated and compromises data used to improve operational efficiency. The buses with malfunctioning devices are currently monitored through station CCTVs, and DC officers present at route-ends recording the end of each bus trip. Scheduled timings are displayed on the PIS in-

The process for fixing of devices is described in Fig 8.10. When a device goes offline, the station is contacted to check if itâ&#x20AC;&#x2122;s a power supply issue or a device malfunction. If a device malfunction is identified, L1 contractor dispatches field technicians. Currently, there are only 6 technicians available per shift, though the ideal would be 8 per shift. This reduces efficiency. Incident closed

Insufficient number of technicians.

L1 ITMS contractor

Incident closed

Is device Yes malfunctioning?

Device fixed/replaced

Station staff contacted

Is fibre malfunctioning?

Is there electricity?

Station

Incident closed

Inform L1 field staff

Yes

CCC

Alert raised

BRT SPV

SPV informed

OFC vendor

Electrical technicians dispatched and issue fixed Vendor informed, issue fixed

Figure 10: Process for station device maintenance

SERVICE OPERATIONS MANAGEMENT: BRTS |

stead of actual. Reports are adjusted manually by CCC staff to make up for possible errors. There are 3 PIS LED boards on each bus, 2 outward-facing, and 1 inward-facing. Of these, boards on 122 buses are in regular disrepair as they are old devices integrated into the current system, but are not included in the maintenance required by the current Contractor Consortium. These devices warranty period have lapsed. Critical breach of SLA is when device is unavailable for more than 5% of operational time (51 minutes). Passengers are expected to identify stations from station signage.

Every bus has a PA system, but malfunctions can only be registered through manual complaints. This is not regularly monitored. The devices are only fixed when the buses return to depot, so a damaged device remains non-functional all day, therefore always resulting in a breach in SLA. The list of malfunctioning devices are extracted from AVLS by the L1 manager, and passed on to the 3 technicians who visit each depot between 11pm and 3am. However, the technicians are able to repair only 12-15 devices each night as opposed to the 20 they are allotted. Cases L1 cannot fix is escalated to L2, and then OEM. The process is detailed in Fig 10.

Source: Toolkit on Intelligent Transport System for Public Transport & BRTSâ&#x20AC;&#x2122;

Figure 11: Station devices and communication

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CCC technician L1 manager

Device incident generated by AVLS noted Alerted of device malfunctio n

No spare replacement

Consolidates list of incidents and assigns technician

L1 technician

Alerts L2 No Examine s device at depot

L2 manager

Is it L1 maintenance?

Yes

Can only be done after 11pm. Only 3 staff, unable to complete all scheduled.

Incident closed

Prepares repair report

Fixes device and Whatsapps root cause. Schedules technician

L2 technician OEM

Figure 12: Process of on-board device maintenance

Report Generation Daily reports are generated against fixed KPIs and benchmark criteria on heads such as bus availability and utilization, scheduled trip adherence, revenue, ridership, and device status and emailed to SPV upper management. Weekly review meetings are held to brief on the data generated and analysed. Irreg-

ularities in device health affect accuracy of data and therefore manual intervention is necessary to correct it. Therefore, visual representation on the BI dashboards are also incorrect. Though SPV officials have access to the various interfaces and dashboards they rely on ITMS Contractor staff for data extraction and analysis.

Suggestions Clauses in Operator Contract Despite the DMS system being designed to ease depot management, only the roster management module is used diligently. Operators continue with their own systems to manage HR, Maintenance, and Inventory. It is however necessary for AJL to be aware of these aspects as well, so an ideal way to mandate this would be to include a pertinent clause in the operator contract. The clause could be along the following lines: The designated bus operator staff shall ensure data is entered in Depot Management Software provided by SPV. Roster shall be prepared for 14 days at a time, and corrected on a daily basis prior to fleet dispatch. HR shall be updated with accurate information about

drivers on a monthly basis. Maintenance schedule shall be defined in the software and updated daily, weekly, monthly, as per type of maintenance. Inventory shall be defined and registered, and daily updates of inventory movement shall be made. Updates shall be monitored by CCC staff, Assistant Manager-Operations-SPV, and are subject to random ground checks by SPV authority and field staff. SPV shall arrange training of designated depot staff to operate software. Non-compliance with prescribed update schedule shall result in penalty. The data generated through ITMS is valuable and valid and bears more weight when utilised

SERVICE OPERATIONS MANAGEMENT: BRTS |

to improve operational efficiency. This can be helped to some extent by sharing relevant reports extracted at the CCC with the operator, to enable checks and balances. This too could be a provision in the contract to ensure it happens. The clause could be along the following lines: Daily reports on bus usage, driver behaviour, bus

breakdown incidents shall be shared with operator for internal performance monitoring by operator and to improve operational efficiency. Reports shall be generated by CCC staff, checked by AM-Operations, and sent to designated operator staff.

Maintenance Management module EMS Network and device status Maintenance Management

EMS

Network and device status

Device status and location

AVLS

Device status and location

AFCS

Responsive maintenance history on nd locati AVLS status a

IMS

evice sub-systems Figure 13:Ref Integration of Maintenance withDother Device no Current Current Management Location module Maintenance Scheduled Mean Mean Maintenance status and locationTime ToAFCS status location history history Time Device maintenance Management EMS Repair Before Responsive m aintenance Failure history Network and IMS device status location d n AVLS a s e statu Responsible Inventory AGM-IT, AJL Mean DevicManager,Operator; Maintenance Scheduled Mean Maintenance and location Location Ref Current Current Time tus sta e vic De Accountable Project Manager, Operator; Time To AFCS Device history maintenance Management no status location history Before Responsive m Repair aintenance Failure Consulted DGM-IT,hiAJL story IMS

Warranty history

Scheduled renewal

OEM

Warranty history

Scheduled renewal

OEM

Warranty history

Scheduled renewal

OEM

Table 1: Data recorded in the Maintenance Management module Informed GM,AJL Responsible

Device

Ref no

Current status

Location Current Accountable location history Consulted

Inventory Manager, Operator; AGM-IT, SPV Mean Maintenance Scheduled Mean Time Project Manager, Operator; Time To history maintenance Before Repair Failure DGM-IT, SPV

Informed Responsible

GM,SPV Inventory Manager, Operator; AGM-IT, SPV

Accountable

Project Manager, Operator;

Consulted

DGM-IT, SPV

Informed

GM,SPV

Table 2: Responsible, Accountable, Consulted and Informed personnel for device management

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It is evident from the study conducted that ITMS and the data generated and resultant potential for improved system efficiency relies heavily on the devices that collect and transmit this data. It is therefore essential to have accurate knowledge on the state of health of devices, maintenance procedures, warranties, etc. To enable managing inventory of these devices, a Maintenance Management module can be designed within the Enterprise Management System. The integration of the module with other sub-systems is as shown in Figure 13.

The module would maintain the fields described in Table 1 to keep track of each device in the system, with data collected from other systems, or entered manually. These metrics would help manage lifecycle of the device better, and generate data to inform future developments of the ITMS project in terms of device purchase and management

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ADOPTION STRATEGIES TO INCREASE RIDERSHIP

-MONIKA GUPTA

CHAPTER NINE “A Developed country is not a place where the poor have cars; it’s where the rich use public transportation” - Mayor of Bogotá At the beginning of 2015, approximately 74 percentage of aggregate passenger-trips in India were via recognized public transport services (MoRTH, 2o16), provided majorly by sixty two State-owned Road Transport Corporations. There was exponential vehicular development in the country. The rate of increase has been 6.2 in the last two decades. This hike was due to expansion in private vehicle development, and has brought about decreased traffic rates and endemic road blocks in many urban areas. Because of the expansion of single or low-inhabitance vehicles, the decrease in the modular sector of open transport is a reason for concern. Expanded clog levels have added to the absence of quality of public transport administrations. It is difficult to choose between private vehicles and public service as there are different influences. Excursion quality, for example, time of outing and consistency of outing, motivations behind outing, and statistic attributes such as age, gender and pay level, are among the huge influences. Likewise, as the age and salary of an individual increases; there is a decrease in the utilization of public transport. Other secondary solid influences are out of the pocket cost of travel, nature of administration, the proximity of the bus stop from the start point and nearness of destination from the station. Pulling in individuals to utilize public transport has never been simple. Private vehicles have regularly been the preferred choice over general transport. The test is much more prominent in rural settlements and smaller urban areas where factors such as ample parking area, and congestion free driving conditions have defended the utilization of private vehicle as a mode of transit. As the quantum of public transport riders keeps on falling, this in turn reduced the revenue for the municipalities and hampered the overall 104 |

SERVICE OPERATIONS MANAGEMENT: BRTS

investment in maintaining and improving the quality of the bus service. The subsequent decline compromises the feasibility of public transport and leaves travel specialists battling to work out how to produce the income required to keep up the service of public transportation. In fact, in numerous urban communities it is indistinct how travel specialists and city pioneers will fund their vows to address air quality concerns and reduce the carbon footprint of public transport by moving to electric transports—particularly increasing their capital expense. Vulnerability in transport frequency and its effect on waiting times at transport stops dishearten public transport utilization. In spite of the fact that most STUs are monetarily obliged, some are putting resources into Intelligent Transport Systems (ITS), including Vehicle Tracking Units and Passenger Information Systems (PIS), to increase the dependability on public transport.

National Urban Transport Policy National Urban Transport policy, 2014 clearly states that there is a need to control the development in transport demand in light of the fact that there is a breaking point to the enlargement of urban transportation foundation and administrations. Transport Demand Management comprises a lot of strategies that impact why, when, where and how individuals travel.

Figure 1: Strategies of Transport Demand Management

Workers should be made mindful about available methods of movement. They ought to be made mindful about quantifiable advantages or dis-advantages of choosing a mode regarding travel time, accommodation, cost, emanation rates and solace. Transport Demand Management plans to augment the effectiveness of urban transport by reducing need of private vehicle use, and advancing increasingly viable, sound and condition well-equipped methods of transport. Moreover, Government of India would monetarily support to actualize Transport Demand Management measures by urban areas. It also states

policy to control the use of personal vehicles Utilization of individual mechanized vehicles and its huge commitment to air contamination, ozone harming emissions, and petroleum derivative utilization are all around acknowledged. At the same time, there is an earnest need to put a restriction on the utilization of individual vehicles. Legislature of India would bolster estimates, for example, traffic quieted territories, pedestrianized zones, and vehicle constrained zones.

Methodology 3. Issue Identification

2. Capacity Check 1. Survey • Rider • Non-Riders

4. • • •

Literature study International cases National cases Research Papers

5. Bus Aggregator Model

6. Business Model Canvas

Figure 2: Methodology

Analysis There are two sides to the public transportation system. One is the receiving side: the public who creates the demand for service, and the other is the delivering side: the administrators who meet the demand for service. The objective of the analysis is illustrat-

ed below. The study was conducted in six Bus Rapid Transit stations of the case city based on footfall of the station from low, medium to high density.

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105

D E M A N D S U P P L Y

Existing riders Service quality of BRTS Non-riders

RIDERS

Strategies to increase riders

ISSUE IDENTIFICATION

Capacity Check

SERVICE PROVIDER

availability of buses at the stations in peak & non Peak hours

Figure 3: Objective of Analysis

Existing rider survey The SERVQUAL instrument was used to assess the participants’ bus service quality expectations and perceptions. The survey had 22 attribute statements measured on a 4-point Likert-scale across five broad service quality dimensions. The 4-point Likert scale has been shown to produce reliable test scores. The five service quality dimensions are defined as follows: Reliability: The ability of public bus transport operators to perform their services accurately Responsiveness: The promptness with which services

are provided. Assurance: The knowledge and courtesy of the transport operators’ employees, and their ability to convey trust and confidence Empathy: The provision of personalized attention and care to passengers Tangibility: The physical appearance of the operator’ vehicles, staff and other infrastructure

Figure 4: SERVQUAL

The study brought forward different findings among the 97 respondents from 6 selected stations. Since the sample stations are in close proximity to major universities of the city 40.7 percent of the total respondent were students, while remaining 59.3 percent 106 |

SERVICE OPERATIONS MANAGEMENT: BRTS

were academicians, government sector employee, private sector employee, house maker and entrepreneur. The sample was a balance between male and female ranging from the age of 17 to 50 years.

RELIABILITY

RESPONSIVENESS

ASSURANCE

EMPATHY

Passengers belongings are secure

Well aware about the availability of passes

Staff appear and smart

BRTS buses are punctual

Service availability and changes are communicated in advance

Station staff are polite

BRTS bus drivers stop at all bus stops

Service are timely and efficient

buses are spacious, safe and comfortable

BRTS buses never break down during the journey

Increase in service frequency in festive seasons

Station staff have indepth knowledge about the service

bus service information is readily available and accessible

Information routes

the

Bus drivers wait until all passengers are comfortably onboard

Driver drives safely by following traffic rules Disturbance causing passengers are not allowed onboard

Bus frequency are designed optimally (no additional bus required)

TANGIBLES neat

buses are clean BRTS clean

station

are

Bus route are designed optimally (no additional stop required)

SOURCE: Primary survey, September, 2 019

Figure 5: Parameters surveyed for quality analysis of BRTS

Bus services were perceived to be below passenger LOWER GAPS IN RESPONSIVENESS, expectations across all the five dimensions menASSURANCE AND TANGIBLE. tioned i.e., expectations were higher than perception of quality of service. The radar chart clearly shows the gap between what is expected and received by the respondent. The parameter of assurance, tangibles, and responsiveness of the service has very little gap though there is scope of improvement as the service quality is not at its optimum level. After a deeper study it was seen that the major gap in empathy and reliability parameters were due to the following aspects. Figure 6: Radar chart showing results of SERVQUAL

DECLINE IN QUALITY OF BUS SERVICES Bus services were perceived to be below passenger expectations across all the five dimensions mentioned.

Non-rider survey

A survey of 95 non-riders or occasional riders where conducted at major public spaces of the case city to understand why citizens are not willing to use the public transport service. BRTS service was used for occasional trips by respondents as it has the perk of surpassing major traffic congestions of the city due to signal priority and dedicated right of way, which cumulatively saves time for long distance travel. Another point of attraction was identified to be that the buses are air conditioned. An indirect reason which causes the respondent to choose BRTS is the lack of parking space in the close vicinity of the end destination.

It was clear from the survey that 82 percent of the respondents would choose the public transport if the quality of the public transport was improved and made convenient for riders. Lack of last mile connectivity is seen as the major drawback, as most of the respondents would prefer to be able to walk to and from the bus stations than use an additional mode of transportation. This demands availability of stations or stops at a maximum proximity of 800m from the initial and final destination of each passenger.

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107

Figure 7: Ishikawa Diagram to understand the issues faced by Non-Riders

Figure 7 is Ishikawa diagram (or Fishbone Diagram) which lists reasons which discourage the respondents from using the BRT service for their commute.

CAPACITY CHECK: To meet passenger requirements, it is necessary for the stock-end to be adequate. There must be the required number of buses to be able to provide transportation for the volume of passengers and at the frequency required. It was observed while conducting the survey that the BRT stations of the case city were packed at peak hours and 76 percent of the respondents complained of congested stations and buses.

PRIVATE VEHICLE OWNER

Figure 8: Issues identified

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There is evidently a gap between the demand and supply of the transit stock of the case city. An alternative arrangement could be double-decker, or articulated buses to carry more passengers comfortable in the same number of trips. Unfortunately, the case cityâ&#x20AC;&#x2122;s BRT infrastructure isnâ&#x20AC;&#x2122;t designed for such flexibility.

Suggestions Travel in a public sphere exists in a focused situation where numerous potential clients have options extending from driving alone to working from home. For an assortment of reasons, travel ridership has by and large been declining. Despite declining ridership across the country, transit authorities are moving their organisations to discover the best strategies for keeping up and expanding ridership. One market research apparatus - much of the time utilized successfully in the private area - is market segmentation. Public transit is hardly ever designed with this kind of segmentation in mind. However, there is an expanded mindfulness that all current and potential travel

Market segment

clients are not identical, and a better understanding of their identity would enable better and more targeted service provision. The market segment selected for this scenario is as per the demographic identified- daily commuters who can afford a private vehicle, but would shift to public transit if sufficient advantages are identified.

Travelling from? RESIDENTIAL COMPLEX

PRIVATE VEHICLE OWNER

MIDDLE INCOME

HOSTEL & DORM

Travelling to?

DAILY USERS

Figure 9: Market segment identified for the case city

Figure 9 suggests that if bus stations are placed in close proximity to a particular kind of high-usage development, ridership would increase. However, this assumption would be incorrect in the case city. A previous study conducted of the case city on ridership and the built-form indicators in 2018 disproves this assumption. The case city isn’t a Transit Oriented Development (TOD), development is not oriented along the BRTS corridor though such a relationship would increase ridership. Alternatively, new businesses have emerged in the country of exclusive bus-pool transport. These ‘Trans-

port Aggregators’ commonly possess no advantages other than the Information Technology framework. They form agreements with private transport proprietors for their activities. Aggregator transport managements contrast to State Transport U by empowering travellers to track transport timings, bus arrival, and guaranteeing them seating for the span of their trip.

SERVICE OPERATIONS MANAGEMENT: BRTS |

109

Bus

Figure 10: Transport Aggregator Model

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SERVICE OPERATIONS MANAGEMENT: BRTS

TRANSPORT AGGREGATOR Transport aggregator models use calculations to plot courses dependent on requests sourced from potential clients, representative travel information accessible from significant innovation parks, and current routes of informal transport in the city. The model permits boarding for travellers along pre-ordained courses, giving direct transit availability to travellers. The model sources interest for a route through its front-end interface- usually a cell phone application that enables travellers to hold and pay for seats for a trip. In addition to seat booking, the cell phone application builds a traveller data framework, allowing travellers to identify most suitable trips schedules and stations as per their requirements. In India there are fourteen buses pooling start-ups in Mumbai, Delhi, Hyderabad, Kolkata, Gurgaon. The legitimate system for aggregator transport administrations is administered by the Motor Vehicles Act of 1988, the arrangements of which pre-date advancements in Information Technology. The Act respects aggregators and limits their jobs to that of specialists in the booking of passes to travel, as opposed to framework organizers in a public transport. The Act additionally doesn’t direct such innovation-empowered transport administrations to best serve the interests of their target demographic. These issues are currently being re-examined in the ongoing Amendment in the Motor Vehicle Act 2019. DEMAND ANALYSIS: For the pilot project, hotspot destinations would be identified and surveyed in major commercial, corporate and residential hubs. Registration process would follow for the prospective rider, where one would mention: start and end destination, and estimated time of arrival at the final destination. Based on the survey, an optimised route would be designed along with the calculations of bus frequency and schedule. After all the analysis, a fare would be determined and various ticketing bundles (weekly, monthly, quarterly) would be created to cater to variable demands of the riders.

working of the aggregator model. This includes selection of buses, contracting bus operator(s), and improving the app. Registration processes would again begin where the riders would enter the same data with a valid Government ID proof, choose an appropriate ticket bundle (weekly, monthly, quarterly) and make the payment up front. FEEDBACK AND REFORMS: Once the model is on the road, there would be alterations and changes that would be require citizen engagement because if the demands are not met as per the expectation of the riders the model would fall apart. A regular feedback regime in the system would be required followed by necessary reforms. CHALLENGES After taking necessary steps, this change should be communicated to create awareness among the citizen. The challenges of the project include low registration, and infeasible routes. Following points are to be considered to overcome the challenges: 1. A stringent parking policy 2. Active marketing strategies for outreach to non-riders: To encourage people to avail the service, psychology based advertising could be conducted with strategies such as, monetary incentive, acknowledgment in the newspaper as ‘rider of the month’, a live talk show with the riders narrating their experiences in the bus, etc.

SERVICE PROVISION: After the demand analysis, if the project seems viable, a strong back-end team would be set up for the SERVICE OPERATIONS MANAGEMENT: BRTS |

111

BUSINESS MODEL CANVAS Key Partners

Key Resources

SPV Bus Operators (Also, Technology partners)

• • •

Customer Segment

• •

• • •

People who own a Vehicle People who need an convenient ride People who need a premium affordable ride daily.

Technology Teams Analytics Expertise Network Between drivers and passengers Brand Name & Asset Data

Key Activities • • •

Add more drivers Add more riders Offer help & support

Value Propositions

Cost Structure

FOR PASSENGERS • On demand bookings • Real Time tracking • Accurate ETA’s • Cashless Bus Rides • Subsidised Fare

Salary to Employees Driver Payments Technology Development R&D Marketing Legal Activities

FOR DRIVERS Training Sessions Better trip Allocation Uniform Non-monetory Incentive

Customer Relationship Rating & feedback system Customer support Self-service Highly Automated Meetings with regulators Channels • Mobile App • Social Media (online Advertisement) • Word of Mouth, Hoardings, (offline Advertisement)

Revenue Streams Premium Bus rides Cancellation fee

“The bus aggregator model is based on demand intensity of the city. Alternatively,a demand-centred, area-based, rtered bus system could be created.” Figure 11: Business model canvas for bus aggregator

CONCLUSION

A summary of the sectors studied, challenges identified and recommendations are listed below: SECTOR 1. Contracts Management

SECTOR 1. Contracts Management 2. Fare Determination

CHALLENGE 1. Lack of driver acknowledgment in the contract.

CHALLENGE

2. Lack of reward mechanism in contract. 1. Lack of driver acknowledgment in the contract.

2. Lack of reward mechanism in contract.

SUGGESTION 1. Driver performance incentives based on driver performance matrix.

SUGGESTION 1. Driver performance incentives based on driver 1. Integrated farematrix. model for PT. performance 2. Fare-change vs Ridership model 3. Fare model for daily bus 1. Integrated fare model for PT. passes.

2. Fare Determination

2. Fare-change vs Ridership 4. Fuel efficiency vs Fare. model 3. Fare Collection

1. Fare-box revenue leakage at BRT stations.

1. Closed station system. 3. Fare model for daily bus passes.

2. Lengthy process to avail Smart Cards.

3. Fare Collection

2. Speeding up the offline 4. Fuel efficiency vs Fare. process and introducing online process for application of 1. Fare-box revenue leakage at 1. Closed station system. Smart Cards. BRT stations.

3. Queuing at the ticketing counter to generate 2. Lengthy processmanual to avail tickets. Smart Cards. 4. Depot Management

1. Haphazard placement of inventory in store.

3. Queuing at the ticketing counter to generate manual 2.tickets. Chaotic bus parking at the depots. 4. Depot Management 5. Bus Maintenance and Incident Management

5. Bus Maintenance and Incident Management

1. Haphazard placement of inventory in store. Lack of set regime for general checking of buses and work allocation 2. Chaotic bus parking at the depots. Lack of documentation of bus Lack of set regime for general checking of buses and work allocation

3. Automatic Ticket Vending Machine. 2. Speeding up the offline process and introducing online process for application of 1. Structuring inventory Smart Cards. storage through 5 Sâ&#x20AC;&#x2122;s of Lean Management. 3. Automatic Ticket Vending

Machine. 2. Designated parking of buses by defining lane and assigning codes to buses. inventory 1. Structuring

storage through 5 Sâ&#x20AC;&#x2122;s of Lean Token-based work allocation Management. regime 2. Designated parking of buses by defining lane and assigning SLAs for data updating, codes to buses. Token-based work allocation regime

depots.

5. Bus Maintenance and Incident Management

6. Integration of Feeder system and Bus Prioritisation

by defining lane and assigning codes to buses.

maintenance activities for buses Lack of set regime for general Logbooks Token-based work allocation checking of buses and work regime allocation Maximum complaints related Bus grading for work allocation to breakdown of buses Lack of documentation of bus SLAs for data updating, Driver behaviour incidents

Driverâ&#x20AC;&#x2122;s training directed towards low performing drivers, rewards and recognition

Unawareness amongst passengers about BRTS complaint helpline

Passenger awareness through helpline number signage inside bus

1. Absence of integrated feeder system.

1. Intermediate Public Transport as a mode of feeder for the BRT. 2. Electric buses as a mode of feeder bus for BRT.

2. Bus bunching and delays in scheduled trips. 7. Revenue Management

8. ITMS

9. Adoption Strategies

3. Traffic Signal Prioritisation.

1. Semi-naming rights of BRT stations for revenue generation. 1. Minimal use of ITMS components by bus Operators.

1. Incorporate ITMS clause in Operator contract.

2. Negligent device maintenance

2. Device Maintenance Management module in Enterprise Management System.

1. Traffic congestion of private vehicles

1. Bus aggregator model

The learnings cover a wide range of aspects in the BRT system, but an overall theme that emerges is to do with the outsourced services, and regulation of them. The SPV has well-defined SLAs and KPIs, and the service would benefit greatly from additional proactive governance. This study has offered an entry point to investigate these possibilities.

References (2017). Bus depot design guidelines. Sgarchitects, delhi, association of state road transport . New delhi: shakti sustainable energy foundation. Retrieved from https://shaktifoundation.in/wp-content/uploads/2017/11/bus-depot-design-guidelines.pdf Chaudhary, m. L. (2017). â&#x20AC;&#x201C; is ahmedabad bus rapid transit system on the pathway it desired for? Retrieved october 2, 2019 Embarq india. (2013, may). Tamil nadu intermediate public transport policy. Retrieved september 15, 2019, from http://www.indiaenvironmentportal.org.in/files/file/tamil%20nadu_ipt%20policy__ may%202013.pdf Embarq india. (n.d.). Bus karo: a guidebook on bus planning & operations. Retrieved august 25, 2019 Gadepalli, r. (2016, march). Role of intermediate public transport in indian cities. Retrieved september 30, 2019 , from https://shaktifoundation.in/wp-content/uploads/2016/03/ravi_article.pdf Hari, g. P. (2019, october 21). How were auto rickshaw drivers integrated with the kochi metro? (s. Engineer, interviewer) Islam, m. R., brussel, m., munshi, t., & grigolon, a. (2018, september 20). Ridership and the builtform indicators: a study from ahmedabad janmarg bus rapid transit system. Retrieved september 10, 2019, from urbansci-02-00095%20.pdf Itdp. (2017, november 16). The brt planning guide. Retrieved september 21, 2019, from https:// www.sutp.org/files/contents/documents/resources/i_brt-planning-guide/giz_sutp_brt-planningguide_complete_4th_en.pdf Delloite. (2015). Consultancy services for preparing guidelines & model contract for city bus private operations. Deloitte touche tohmatsu india pvt. Ltd. Ministry of urban development,government of india. Shivanand swamy , h., & patel, g. (n.d.). Ppp arrangements in urban transport. 2nd asia brt conference, (p. 40). Ahmedabad

Annexure 1 WILLINGNESS TO SHIFT SURVEY FORM Question 1 Gender 2 Age group

3 Do you use BRTS

If you've answered Daily/Frequently to Q3, how do you reach the stations/stops?

Options 1. Male 2. Female 1. 1 - 15 2. 16 - 25 3. 25 - 45 4. 45+ 1. Daily 2. Frequently (3 - 4 times a week) 3. Sometimes (1 - 2 times a week) 4. No 1. Two Wheeler 2. Car 3. Auto rickshaw 4. Cycle 5. Walking 6. Other modes

1. Bus stations/stops are not within walk able distance 2. Not comfortable 3. Expensive 4. Time consuming Is unavailability of feeder system a major issue for you 1. Yes 6 2. No not using the BRTS? 1. Yes If a feeder service of buses that ran every 5 minutes 2. No 7 was started, would you use the BRTS more frequently? 3. Maybe 1. Punctuality 2. Comfortable 3. Cost effective What will you look for in a feeder service provided by 8 4. End to end solution BRTS? 5. Reliability 5

If you've answered Sometimes/No to Q3, what is your reason of not using the BRTS?

6. Integrated fare system

What would be the biggest benefits personally of using the feeder service?

1. Travel time savings 2. Convenience 3. Less stress 4. Less chance of accidents 5. No need to worry about parking Cost savings

Annexure 2 1 AGE GROUP

USABILITY OF JANMITRA CARD

2 OCCUPATION

3 FREQUENCY OF TRAVEL

4 METHOD OF TICKETING

5 AWRENESS OF JANMITRA CARD

6 AWARENESS OF JANYATRA APP

7 FUTURE USE

8 DO YOU KNOW WHERE TO APPLY

9 TIME TAKEN IN MAKING

10 PLACE OF MAKING

11 TYPES OF CARD USING

BELOW 18 18-25 25-40 40 AND ABOVE STUDENTS JOB BUSSINESS WORKERS HOME MAKER OTHERS DAILY WEEKLY (ONCE A WEEK) MONTHLY(ONCE A MONTH) OCCASIONALLY FIRST TIME JANMITRA CARD MANUAL TICKET YES NO YES NO YES NO YES NO SAME DAY WITHIN 15 DAYS MORE THAN 15 DAYS DONâ&#x20AC;&#x2122;T KNOW BRTS STATION RETAILER SHOP CITY CIVIC CENTRE AJL OFFICE INSTANT STUDENT STUDENT PERSONALISED BLIND

DONâ&#x20AC;&#x2122;T KNOW 10 PLACE OF MAKING

11 TYPES OF CARD USING

BRTS STATION RETAILER SHOP CITY CIVIC CENTRE AJL OFFICE INSTANT STUDENT STUDENT PERSONALISED BLIND HANDICAPPED

12 RECHARGE AREA

13 ISSUES FACED WHILE APPLYING

14 ISSUES FACED WHILE USING

15 AWARENESS ABOUT COMPLAIN PROCESS

16 IMPROVEMENTS/SUGGESTION

BRTS STATION RETAIL OUTLET JANYATRA APP NON AVAIBILITY OF THE FORM NOT KNOWING WHERE TO APPLY TIME TAKING PROCESS MORE NO OF DOCUMENTS NOT AWARE ABOUT THE SCHEMES OFFICE CLOSED SERVER DOWN NOT ANY NON AVAILIBILITY OF THE FORM LOW BALANCE IN THE CARD RECHARGING OF THE CARD NON FUNCTION OF THE MACHINE PENALTY CHARGES UNABLE TO CHECK BALANCE DID NOT FACE ANY ISSUE YES NO IF ANY

Annexure 3 Survey of BRTS Service Strongly Agree: 4, Agree: 3, Disagree: 2, Strongly Disagree: 1 1 Gender

Female Male Prefer not to say

2 Age

Below 17 Young (17-30 yrs) Middle (31-55 yrs) Old (Above 55 yrs)

3 Occupation

Ridership pattern of BRTS the form aims at both riders and non riders of BRTS 4 Do you use BRTS, if no, state the reason

5 How do you travel a short distance of 500 m?

6 For what purpose do you use BRTS

Government sector Private sector Entrepreneur Businessman Homemaker Academician

Yes Unreliable (Delays, Breakdowns) Inconvenient Crowded Expensive Walking Cycling Autorickshaw Bus Service Riding 2 Wheeler (motorised) Driving 4 wheeler Travelling to school/university Commuting for work Shopping Outings

Shopping Outings

8 9 10 11 12 13 14 15 16 17

18 19 20 21

22 23 24 25 26

27 28 29 30

Experienced insecurity due to discrimination in the BRTS station or bus under any of the following heads Caste Religion Gender Age Physical disability Otherâ&#x20AC;Ś Reliability the ability of BRTS to perform their services accurately Information on the route of the BRTS bus is available to the passengers BRTS buses are punctual BRTS bus drivers stop at all bus stops BRTS buses never break down during the journey Bus drivers wait until all passengers board/alight the bus comfortably Passengers belongings are secure (cases of theft or snatching) Assurance Station Staff are always polite the knowledge and courtesy of the transport operatorsâ&#x20AC;&#x2122; employees, and their ability to convey trust Station staff have in-depth knowledge to solve issues of the passenger Driver drive safely and follow traffic rules Personnel prevent the boarding of passengers that cause disturbance (drunk passenger, or vendor with their products, etc) Tangibility the physical appearance of the vehicles, staff and other infrastructured Staff appear neat and smart Buses are spacious, safe and comfortable Buses are clean BRTS stations are clean Empathy Aware about different passes available (instant pass, personalized pass, student pass, blind pass, handicapped pass, senior citizen pass, monthly ridership) Bus service information is readily available and accessible Staff are always on hand to serve passengers Bus frequencies are designed optimally, no additional schedule required Bus routes are designed optimally, no additional bus stops needed mention the location below Responsiveness the promptness with which services are provided Staff provide individualised attention to passengers Service availability and changes are communicated in advance Services are timely and efficient increase in service frequency in festive seasons Suggestion

I would appreciate if you could give me any advice or improvement or issues regarding the Bus Rapid Transit System of Ahmedabad 32 Would you like to shift to BRTS, if improvements are made? 31

Faculty

Dr. Mercy Samuel

Associate Professor Faculty of Management CEPT University

Himadri Panchal

Teaching Assistant Faculty of Management CEPT University

Student

Kratika Narain PG180442

Trisha Swarup PG181132

Priyanka Agarwal PG180545

Soham Munshi PG1801021

Shivangi PG180949

Shambhavi Kumari PG180925

Shravan Engineer PG180691

Mithika Mathew PG180547

Monika Gupta PG180550

Management Solutions for Improved Service Operation: Bus Rapid Transit System

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Management Solutions for Improved Service Operation: Bus Rapid Transit System