faridabad smart city limited · 11.3 review of role of various agencies in bus services in...

Faridabad Smart City Limited

Project Management Consultancy to Design, Develop, Manage and Implement Smart City Project

Under

Smart City Mission

In

Faridabad

DETAILED PROJECT REPORT FOR CITY BUS SERVICES IN FARIDABAD

LEA Associates South Asia Pvt. Ltd.

In consortium with

Wadia Techno‐Engineering Services Limited, India &

Avineon India Private Limited, India

August, 2018

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | i

Key Statement Block:

This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA

benefit our client’s project and what differentiates us.

Detailed Project Report for City Bus Services in Faridabad


TABLE OF CONTENTS

EXECUTIVE SUMMARY

1. Background ......................................................................................................................................... xiv

2. CITY PROFILE AND CONNECTIVITY...................................................................................................... xiv

3. Travel Characteristics and demand in Faridabad (CMP, 2010) ........................................................... xv

4. Challenges to CITY BUS SERVICE .......................................................................................................... xv

5. Need for CITY BUS SERVICE ................................................................................................................. xv

6. CURRENT TRAVEL CHARACTERISTICS ................................................................................................. xvi

7. BUS Route Network PLANNING ......................................................................................................... xvii

8. Bus Fleet REQUIREMENT AND OPERATION MODELS ........................................................................ xvii

8.1. Feeder Bus Routes ............................................................................................................. xviii

8.2. Intra City Operations ........................................................................................................... xix

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | i i






9. Bus Infrastructure PLANNING AND MANAGEMENT MODELS ............................................................ xix

10. Intelligent TransIt System (ITS) Requirement for CBS ........................................................................ xxi

11. POLICY AND LEGAL Framework .......................................................................................................... xxi

12. COST AND REVENUES ......................................................................................................................... xxi

13. ECONOMIC AND FINANCIAL ANALYSIS ............................................................................................. xxiii

14. Proposed IMPLEMENTATION Arrangements ................................................................................... xxiii

15. Benefits of CITY BUS OPERATIONS ................................................................................................... xxiv

16. Way Forward ..................................................................................................................................... xxv

1 INTRODUCTION ................................................................................................................................... 1‐1

1.1 PROJECT BACKGROUND .................................................................................................................... 1‐1

1.2 PROJECT OBJECTIVES ......................................................................................................................... 1‐1

1.3 CITY PROFILE ...................................................................................................................................... 1‐1

1.4 DEMOGRAPHIC PROFILE .................................................................................................................... 1‐2

1.5 ECONOMIC BASE ............................................................................................................................... 1‐3

1.6 LAND USE PATTERN ........................................................................................................................... 1‐3

1.7 EXISTING ROAD NETWORK AND REGIONAL CONNECTIVITY ............................................................. 1‐4

1.8 REGISTERED VEHICLES IN FARIDABAD ............................................................................................... 1‐6

1.9 INTENT OF THIS REPORT .................................................................................................................... 1‐7

1.10 STRUCTURE OF THE REPORT ............................................................................................................. 1‐7

2 EXISTING TRAVEL CHARACTERISTICS AND DEMAND FOR PUBLIC TRANSPORT ....................................... 2‐1

2.1 TRAVEL NEEDS FROM/TO FARIDABAD .............................................................................................. 2‐1

2.2 TRAVEL DEMAND............................................................................................................................... 2‐1

2.3 TRAVEL CHARACTERISTICS IN FARIDABAD (CMP, 2010) ................................................................... 2‐2

2.4 EXISTING PUBLIC TRANSPORT FACILITY ............................................................................................ 2‐2

2.4.1 PASSENGER FLOW AT METRO STATIONS .......................................................................................... 2‐2

2.4.2 EXISTING BUS SERVICES ..................................................................................................................... 2‐3

2.4.3 CHALLENGES TO CITY BUS SERVICE ................................................................................................... 2‐4

2.5 NEED FOR CITY BUS SERVICE ............................................................................................................. 2‐5

2.6 STAKEHOLDER CONSULTATIONS ....................................................................................................... 2‐7

2.7 CURRENT TRAVEL CHARACTERISTICS ................................................................................................ 2‐7

2.7.1 OBJECTIVE OF PRIMARY SURVEYS ..................................................................................................... 2‐7

2.7.2 SURVEY METHODOLOGY ................................................................................................................... 2‐8

2.7.3 CONDUCTING SURVEYS ..................................................................................................................... 2‐8

2.7.4 ANALYSIS AND FINDINGS – SPEED & DELAY SURVEY ...................................................................... 2‐11

2.7.5 ANALYSIS AND FINDINGS –OD SURVEY ........................................................................................... 2‐12

2.8 CONCLUSION ................................................................................................................................... 2‐18

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | i i i






3 BUS ROUTE NETWORK PLANNING ........................................................................................................ 3‐1

3.1 OBJECTIVES FOR ROUTE NETWORK PLANNING ................................................................................ 3‐1

3.2 ROUTE NETWORK PLANNING ............................................................................................................ 3‐2

3.2.1 FEEDER BUS ROUTES ......................................................................................................................... 3‐3

3.2.2 INTRA CITY OPERATIONS ................................................................................................................... 3‐7

4 BUS FLEET REQUIREMENT AND OPERATION MODELS ........................................................................... 4‐1

4.1 BUS FLEET REQUIREMENT ASSESSMENT ........................................................................................... 4‐1

4.2 BUS FLEET REQUIREMENT ASSESSMENT‐ BASE YEAR (FY 2018‐19) .................................................. 4‐2

4.3 BUS FLEET REQUIREMENT ASSESSMENT‐ PHASE I (FY 2019 to 2021) ............................................... 4‐4

4.4 BUS FLEET SPECIFICATIONS ............................................................................................................... 4‐4

4.5 BUS OPERATION MODELS ................................................................................................................. 4‐6

5 INFRASTRUCTURE PLANNING AND MANAGEMENT MODELS ................................................................ 5‐1

5.1 INTRODUCTION ................................................................................................................................. 5‐1

5.2 Bus Depot .......................................................................................................................................... 5‐1

5.3 BUS TERMINALS ............................................................................................................................... 5‐11

5.4 BUS STOPS ....................................................................................................................................... 5‐13

5.5 INFRASTRUCTURE MANAGEMENT MODELS ................................................................................... 5‐14

6 ITS FOR CITY BUS OPERATIONS ............................................................................................................ 6‐1

6.1 Introduction ....................................................................................................................................... 6‐1

6.2 Intelligent TRANSIT Systems – Potential Applications in PT .............................................................. 6‐2

6.3 ITS Solution for CBS in Faridabad ...................................................................................................... 6‐2

6.4 Geographical Coverage of the ITS ..................................................................................................... 6‐3

6.5 Details of Proposed ITS Applications ................................................................................................. 6‐4

6.5.1 Electronic Ticketing Vending Machine (ETVMs) ................................................................................ 6‐4

6.5.2 GPS based Automatic Vehicle Location System (AVLS) ..................................................................... 6‐8

6.5.3 Passenger Information Systems (PIS) ................................................................................................ 6‐8

6.6 CCTV Video Surveillance Security Camera System and Network Video Recorder (NVR) ................ 6‐12

6.7 IT Infrastructure ‐ Depot Control System (DCS) and Central Control System (CCS) (Off board) ..... 6‐12

6.7.1 Revenue Collection Integrity ........................................................................................................... 6‐13

6.7.2 System Description .......................................................................................................................... 6‐13

6.7.3 DCS Hardware and Software ........................................................................................................... 6‐14

6.7.4 Configuration Data Management .................................................................................................... 6‐15

6.7.5 Data Storage .................................................................................................................................... 6‐16

6.7.6 DCS Security .................................................................................................................................... 6‐16

6.7.7 Clock Management .......................................................................................................................... 6‐16

6.7.8 Reports ............................................................................................................................................ 6‐16

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | iv






6.8 INTEGRATED Depot Management System ...................................................................................... 6‐17

6.9 Incident / Alert Management System ............................................................................................. 6‐18

6.10 Technical Details of Hardware and Software .................................................................................. 6‐18

7 ENVIRONMENT AND SOCIAL SAFEGUARD FRAMEWORK ...................................................................... 7‐1

7.1 Introduction ....................................................................................................................................... 7‐1

7.2 NEED AND Application of the ESMF .................................................................................................. 7‐1

7.3 Applicable Legislations & Policies ...................................................................................................... 7‐2

7.4 Environmental and Social Screening ................................................................................................. 7‐3

7.5 POTENTIAL IMPACTS & MANAGEMENT MEASURES ......................................................................... 7‐5

7.5.1 INVOLUNTARY RESETTLEMENT ......................................................................................................... 7‐5

7.5.2 CULTURAL PROPERTY RESOURCES .................................................................................................... 7‐6

7.6 Consultation Framework ................................................................................................................... 7‐6

7.6.1 PARTICIPATION / CONSULTATION FRAMEWORK .............................................................................. 7‐6

7.6.2 INFORMATION DISCLOSURE .............................................................................................................. 7‐7

7.7 Monitoring and Reporting ................................................................................................................. 7‐8

7.8 Grievance Redressal Mechanism....................................................................................................... 7‐8

7.9 Capacity Building and Training .......................................................................................................... 7‐9

8 APPLICABLE POLICY AND LEGAL FRAMEWORK ..................................................................................... 8‐1

8.1 INTRODUCTION ................................................................................................................................. 8‐1

8.2 Applicable Legislations for CITY Bus Operation and Management ................................................... 8‐2

8.2.1 MOTOR VEHICLE ACT 1988 ................................................................................................................ 8‐2

8.2.2 THE CENTRAL MOTOR VEHICLES RULES, 1989 .................................................................................. 8‐2

8.2.3 NATIONAL URBAN TRANSPORT POLICY (NUTP), 2014 ...................................................................... 8‐2

8.2.4 THE HARYANA MOTOR VEHICLES RULES, 1993 ................................................................................. 8‐2

8.2.5 THE HARYANA MOTOR VEHICLES TAXATION ACT, 2016 ................................................................... 8‐3

8.2.6 MOTOR TRANSPORT WORKERS ACT, 1961 ....................................................................................... 8‐3

8.2.7 THE FACTORIES ACT, 1948 ................................................................................................................. 8‐3

8.2.8 THE BUILDINGS AND OTHER CONSTRUCTION WORKERS (REGULATION OF EMPLOYMENT AND CONDITIONS OF SERVICE) ACT, 1996 ................................................................................................ 8‐6

8.2.9 THE PAYMENT OF WAGES ACT, 1936 ................................................................................................ 8‐9

8.2.10 PAYMENT OF GRATUITY ACT 1972 .............................................................................................. 8‐9

8.2.11 PAYMENT OF BONUS ACT 1965 ................................................................................................ 8‐10

8.2.12 MOTOR ACCIDENTS CLAIMS TRIBUNAL (MACT) ....................................................................... 8‐10

8.2.13 THE EQUAL REMUNERATION ACT, 1976 AND EQUAL REMUNERATION (AMENDMENT) ACT, 1987 (NO. 49 OF 1987) .................................................................................................................... 8‐10

8.2.14 THE PUBLIC LIABILITY INSURANCE ACT, 1991 ........................................................................... 8‐10

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | v






8.2.15 PERSONS WITH DISABILITIES (EQUAL OPPORTUNITIES, PROTECTION OF RIGHTS AND FULL PARTICIPATION) ACT, 1995 ............................................................................................................. 8‐11

8.3 APPLICABLE Environmental SAFEGUARD Acts ................................................................................ 8‐11

8.3.1 THE ENVIRONMENT (PROTECTION) ACT, 1986 ............................................................................... 8‐11

8.3.2 WATER (PREVENTION AND CONTROL OF POLLUTION) ACT, 1974 ‐ AS AMENDED IN 1978 & 1988 8‐12

8.3.3 NOISE POLLUTION (REGULATION AND CONTROL) RULES, 2000 ..................................................... 8‐12

8.3.4 FOREST (CONSERVATION) ACT, 1980 ‐ AS AMENDED IN 1988 ........................................................ 8‐12

8.3.5 WILD LIFE PROTECTION ACT, 1972 AND AMENDMENT 2002 ......................................................... 8‐12

8.3.6 PETROLEUM ACT, 1934 ................................................................................................................... 8‐13

8.3.7 MANUFACTURE, STORAGE AND IMPORT OF HAZARDOUS CHEMICAL RULES, 1989 ...................... 8‐13

8.3.8 HAZARDOUS WASTE (MANAGEMENT, HANDLING AND TRANSBOUNDARY MOVEMENT) RULES, 2008 ................................................................................................................................................. 8‐14

8.3.9 THE ANCIENT MONUMENTS AND ARCHAEOLOGICAL SITES AND REMAINS ACT, 1958 .................. 8‐14

8.3.10 ANCIENT MONUMENTS AND ARCHAEOLOGICAL SITES AND REMAINS (AMENDMENT AND VALIDATION) ACT, 2010 .................................................................................................................. 8‐14

8.3.11 THE CHEMICAL ACCIDENTS (EMERGENCY PLANNING, PREPAREDNESS, AND RESPONSE) RULES, 1996 ..................................................................................................................................... 8‐14

8.3.12 THE EXPLOSIVE SUBSTANCES ACT, 1908 ................................................................................... 8‐15

8.3.13 EXPLOSIVES ACT 1884 AND THE EXPLOSIVES RULES, 2008 ....................................................... 8‐15

8.4 NATIONAL LEGISLATIONS FOR RESETTLEMENT .............................................................................. 8‐15

8.4.1 THE RIGHT TO FAIR COMPENSATION AND TRANSPARENCY IN LAND ACQUISITION, REHABILITATION AND RESETTLEMENT ACT, 2013 .......................................................................... 8‐15

8.4.2 MAIN ELEMENTS OF SEXUAL HARASSMENT OF WOMEN AT WORKPLACE (PREVENTION, PROHIBITION AND REDRESSAL) ACT, 2013 ..................................................................................... 8‐17

8.4.3 THE STREET VENDORS (PROTECTION OF LIVELIHOOD AND REGULATION OF STREET VENDING) ACT, 2014 ........................................................................................................................................ 8‐18

8.4.4 HARYANA MUNICIPAL STREET VENDORS (PROTECTION OF LIVELIHOOD AND REGULATION OF STREET VENDING) ORDINANCE, 2013 AND THE POLICY GUIDELINES FOR STREET VENDORS/ HAWKERS ‐2014 .............................................................................................................................. 8‐19

9 COSTS AND REVENUES ......................................................................................................................... 9‐1

9.1 Introduction ....................................................................................................................................... 9‐1

9.2 Capital Cost Estimates for Bus Fleet .................................................................................................. 9‐1

9.3 Capital Cost Estimates for Bus PT Infrastructure ............................................................................... 9‐4

9.4 General Assumptions for Cost Estimation of PT Operations ............................................................. 9‐7

9.5 PT Operations Cost Elements and Assumptions................................................................................ 9‐8

9.5.1 COST ELEMENTS OF PT OPERATIONS COST ....................................................................................... 9‐8

9.5.2 PHYSICAL PERFORMANCE PARAMETERS FOR ESTIMATION OF PT OPERATIONS COST .................... 9‐9

9.5.3 TOTAL AVERAGE ANNUAL PT OPERATIONAL COST ......................................................................... 9‐10

9.6 Average annual Earnings For the fleet ............................................................................................ 9‐11

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | vi






9.7 Summary of Costs and Revenues ESTIMATION ............................................................................... 9‐15

10 ECONOMIC AND FINANCIAL ANALYSIS ............................................................................................... 10‐1

10.1 Introduction (ECONOMIC ANALYSIS) ............................................................................................... 10‐1

10.2 City Bus Routes ................................................................................................................................ 10‐1

10.3 Approach and Methodology ............................................................................................................ 10‐1

10.4 Planning and Analysis Period ........................................................................................................... 10‐2

10.5 Project Cost ..................................................................................................................................... 10‐2

10.6 Input for Economic Analysis ............................................................................................................ 10‐2

10.6.1 STANDARD CONVERSION FACTORS .......................................................................................... 10‐2

10.6.2 TRAFFIC DATA ........................................................................................................................... 10‐2

10.6.3 OPERATION AND MAINTENANCE COST .................................................................................... 10‐2

10.6.4 ROUTE NETWORK...................................................................................................................... 10‐2

10.6.5 INPUTS FOR ESTIMATION OF VEHICLE OPERATING COSTS ....................................................... 10‐4

10.6.6 VALUE OF TIME ......................................................................................................................... 10‐4

10.6.7 SAVINGS IN ROAD ACCIDENTS AND REDUCTION IN CARBON EMISSIONS ................................ 10‐5

10.7 Economic Analysis for Project Alternative ...................................................................................... 10‐5

10.8 Sensitivity Analysis .......................................................................................................................... 10‐5

10.9 Conclusion ....................................................................................................................................... 10‐6

10.10 Introduction (FINANCIAL ANALYSIS) ................................................................................................ 10‐6

10.11 Inputs and Assumptions for Analysis............................................................................................... 10‐6

10.12 Total Project Cost ............................................................................................................................ 10‐6

10.13 Operation Costs ............................................................................................................................... 10‐7

10.14 Revenue Estimation and Financial Analysis ..................................................................................... 10‐7

10.14.1 FINANCIAL ANALYSIS ............................................................................................................ 10‐7

10.15 Conclusion ....................................................................................................................................... 10‐8

11 IMPLEMENTATION ARRANGEMENTS .................................................................................................. 11‐1

11.1 INTRODUCTION ............................................................................................................................... 11‐1

11.2 REVIEW OF EXISTING INSTITUTIONAL SET UPS FOR BUS SERVICES IN INDIA .................................. 11‐2

11.3 REVIEW OF ROLE OF VARIOUS AGENCIES IN BUS SERVICES IN FARIDABAD ................................... 11‐3

11.4 NEED OF SPV FOR FARIDABAD CBS ................................................................................................. 11‐5

11.5 OPTIONS FOR A SPV FOR FARIDABAD CBS ...................................................................................... 11‐6

11.6 PROPOSED INSTITUTIONAL ARRANGEMENT OF THE SPV FOR FARIDABAD CBS ............................. 11‐8

11.7 PROPOSED FUNCTIONS OF THE SPV FOR FARIDABAD CBS ........................................................... 11‐11

11.8 REQUIRED QUALIFICATION AND EXPERIENCE OF THE SPV STAFF ................................................ 11‐12

11.9 CONCLUSION ................................................................................................................................. 11‐24

11.10 WAY FORWARD ............................................................................................................................. 11‐25

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | vi i






11.10.1 SETTING UP UNIFIED METROPOLITAN TRANSPORT AUTHORITY ....................................... 11‐25

11.10.2 CREATION OF URBAN TRANSPORT FUND ........................................................................... 11‐27

11.10.3 CAPACITY BUILDING............................................................................................................ 11‐27

11.10.4 NEED FOR PUBLIC AWARENESS AND COOPERATION ......................................................... 11‐28

12 CONCLUSIONS AND WAY FORWARD .................................................................................................. 12‐1

12.1 CONCLUSIONS ................................................................................................................................. 12‐1

12.2 BENEFITS OF CITY BUS OPERATIONS ............................................................................................... 12‐1

12.3 WAY FORWARD ............................................................................................................................... 12‐2

LIST OF TABLES

Table‐1: Bus fleet Requirement (cumulative) during Terminal Years of Each Phase ......................................... xviii

Table‐2: Quantitative Requirements– Bus fleet, Infrastructure, ETVMs, etc. {Phase I (FY19‐FY21), Phase II

(FY21‐26) & Phase III (FY26‐31)} ............................................................................................................................ xx

Table‐3: Requirement of funds for CBS in Base year (2018‐19) .......................................................................... xxi

Table‐4: Total Capital Cost Estimates for the Project in Base Year FY 2019, Phases I, II, III – and Funding by

(Authority + Private Operator) / by Authority ..................................................................................................... xxii

Table‐5: Board of Directors of Proposed FCTSL ................................................................................................. xxiii

Table 1‐1: Road Lengths and its Width ................................................................................................................ 1‐5

Table 2‐1: Breakup of PT trips‐ Demand and Supply ........................................................................................... 2‐1

Table 2‐2: Modal Split in Faridabad, 2010 ........................................................................................................... 2‐2

Table 2‐3: Number of Boarding/Alighting passengers at Metro Stations ........................................................... 2‐2

Table 2‐4: Number of Buses Operated from Ballabgarh Depot (during a period of 12 days) ............................. 2‐3

Table 2‐5: Existing Bus Routes (in National Capital Region) and their Operational Status ................................. 2‐3

Table 2‐6: Modal Split for Indian Cities ............................................................................................................... 2‐6

Table 2‐7: List of Survey Locations .................................................................................................................... 2‐11

Table 2‐8: Speed and Delay Survey Analysis ...................................................................................................... 2‐12

Table 2‐9: Modal Split of vehicles to reach/disperse to/from Metro stations, Markets/Malls & Terminals ... 2‐12

Table 2‐10: Mode Wise Average Trip Length (kms) ........................................................................................... 2‐13

Table 2‐11: Mode Wise Average Travel Time (mins) ......................................................................................... 2‐14

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | vi i i






Table 2‐12: Mode Wise Average Speed (km/h) ................................................................................................. 2‐14

Table 2‐13: Monthly Expenditure on Transport as Percentages of monthly income (Income Group wise) ..... 2‐15

Table 2‐14: Distribution of trips by income groups (Percentage of Trips by Income) ....................................... 2‐15

Table 2‐15: Percentage of Trips by Age ............................................................................................................. 2‐16

Table 2‐16: Operating Cost by Mode used (Rs) ................................................................................................. 2‐17

Table 2‐17: Willingness to shift to proposed bus service from different Modes .............................................. 2‐17

Table 3‐1: Proposed Bus Routes for Metro Feeder services (FY2018‐2019) ....................................................... 3‐3

Table 3‐2: Proposed Intra City Bus Routes in FY 2018‐2019 ................................................................................ 3‐7

Table 4‐1: Travel demand during base year and phase wise ............................................................................... 4‐1

Table 4‐2: Deployment of Bus Fleet on Feeder Service Routes ........................................................................... 4‐2

Table 4‐3: Deployment of bus Fleet on Intra‐ City Routes .................................................................................. 4‐3

Table 4‐4 : Bus fleet Requirement (cumulative) during Terminal Years of each Phase ....................................... 4‐4

Table 4‐5: Bus Fleet Specifications – CNG fuelled Midi buses ‐ 650 mm floor height ......................................... 4‐4

Table 4‐6: Contractual Structures Applicable to Investment in Infrastructure ................................................... 4‐6

Table 4‐7: Pros and Cons of Different Models for CBS Operations ..................................................................... 4‐8

Table 5‐1: Land Parcels Identified for Depots and Terminals .............................................................................. 5‐2

Table 5‐2: Summary of Facilities to be provided in Depot .................................................................................. 5‐6

Table 5‐3: Proposed space allocation for facilities/Circulation in the Depot ...................................................... 5‐6

Table 5‐4: Details of Proposed Equipment at Bus Depots ................................................................................... 5‐8

Table 5‐5: Equipment related to Occupational Safety Health and Environment .............................................. 5‐10

Table 5‐6: Supporting Fixtures/items required at Depots ................................................................................. 5‐10

Table 5‐7: Facilities and Area allocation in Terminal ......................................................................................... 5‐12

Table 6‐1: Details of ITS Solutions ....................................................................................................................... 6‐3

Table 7‐1: Screening of Sub‐Projects ................................................................................................................... 7‐4

Table 7‐2: Entitlement Framework for CBS ......................................................................................................... 7‐5

Table 8‐1 Applicable Acts, Rules and Policies for City Bus Operation and Management .................................... 8‐1

Table 8‐2: Provision of the Factories Act, 1948 ................................................................................................... 8‐3

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | i x






Table 8‐3: Provision of the Building and Other Construction Workers (Regulation of Employment and

Conditions of Service) Act 1996 ........................................................................................................................... 8‐7

Table 8‐4: Provision of the Right to Fair Compensation and Transparency in Land Acquisition Rehabilitation and

Resettlement Act, 2013 ..................................................................................................................................... 8‐15

Table 8‐5: Main Elements of Sexual Harassment of Women at Workplace (Prevention, Prohibition and

Redressal) Act, 2013 .......................................................................................................................................... 8‐17

Table 8‐6: Provisions for the Street Vendors (Protection of Livelihood and Regulation of Street Vending) Act,

2014 ................................................................................................................................................................... 8‐18

Table 9‐1: Bus Fleet, Auxiliary Vehicles and ETVMs ‐ Investment Requirement in base year ............................. 9‐1

Table 9‐2: Bus Fleet, Auxiliary Vehicles and ETVMs ‐ Investment Requirement in base year and in various

phases .................................................................................................................................................................. 9‐3

Table 9‐3: PT Infrastructure Investments in Base Year FY 2018‐19 ..................................................................... 9‐4

Table 9‐4 : Depots, Terminals, BQS, Control rooms ‐ Investment Requirement in base year and in various

phases .................................................................................................................................................................. 9‐6

Table 9‐5: Cost Elements Considered for Estimating Operations Cost ................................................................ 9‐9

Table 9‐6: Physical Performance Parameters Considered for Estimating Operations Cost .............................. 9‐10

Table 9‐7: Average Annual Total Operations Cost for Bus Fleet........................................................................ 9‐10

Table 9‐8: Average Life Cycle Operating Cost of Bus Fleet (Rs. per bus km) ..................................................... 9‐11

Table 9‐9: Cost Elements “Group Wise” Life Cycle Cost per bus km (Rs. per km) ............................................. 9‐11

Table 9‐10: Earnings & Costs, LFs for Breakeven & Subsidy requirement per bus km ...................................... 9‐12

Table 9‐11: Earnings, Costs & Subsidy Requirement per Bus: Yearly and Monthly .......................................... 9‐12

Table 9‐12: Average Annual Earnings and Costs for the Fleet ........................................................................... 9‐13

Table 9‐13 : Average life cycle cost per bus km, per bus per annum and for the fleet per year in various phases

........................................................................................................................................................................... 9‐14

Table 9‐14: Requirement of funds for CBS in Base year (2018‐19) ................................................................... 9‐18

Table 9‐15: Quantitative Requirements– Bus fleet, Infrastructure, ETVMs, etc. {Phase I (FY19‐FY21), Phase II

(FY21‐26) & Phase III (FY26‐31)} ........................................................................................................................ 9‐19

Table 9‐16: Total Capital Cost Estimates for the Project in Base Year FY 2018‐19, Phases I, II, III – and Funding

by (Authority + Private Operator) / by Authority .............................................................................................. 9‐19

Table 10‐1: Details of City Bus Service ............................................................................................................... 10‐1

Table 10‐2: Details of City Bus Service Financial Cost ........................................................................................ 10‐2

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | x






Table 10‐3: Proposed Feeder Bus Routes .......................................................................................................... 10‐3

Table 10‐4: Proposed Intra City Bus Routes ...................................................................................................... 10‐3

Table 10‐5: Vehicle Operating Cost (INR/km) at 2018‐19 prices ....................................................................... 10‐4

Table 10‐6: Value of Time (INR/hr) at 2018‐19 prices ....................................................................................... 10‐4

Table 10‐7: Result of Economic Analysis for CBS ............................................................................................... 10‐5

Table 10‐8: Result of Sensitivity Analysis ........................................................................................................... 10‐5

Table 10‐9: Total project cost (in INR lakhs) ...................................................................................................... 10‐7

Table 10‐10: Financial Analysis (in INR lakhs) .................................................................................................... 10‐7

Table 11‐1: Physical and Financial Performance of SRTUs, 2011‐2015 ............................................................. 11‐2

Table 11‐2: Current Urban Transport Related Functions .................................................................................. 11‐4

Table 11‐3: Board of Directors of Faridabad CBS ............................................................................................ 11‐10

Table 11‐4: Qualifications and Experience of the Key Managerial Staff .......................................................... 11‐12

Table 11‐5: Qualifications and Experience of the Other Staff ......................................................................... 11‐16

LIST OF FIGURES

Figure‐1: Organizational Structure of FCTSL ....................................................................................................... xxiv

Figure‐2: Implementation Schedule .................................................................................................................. xxvii

Figure 1‐1: Faridabad in NCR Context .................................................................................................................. 1‐2

Figure 1‐2: Population Growth in Faridabad (1940 – 2040) ................................................................................ 1‐2

Figure 1‐3: Compound Annual Growth Rate Faridabad (1940 – 2040) ............................................................... 1‐2

Figure 1‐4: Land use ‐ Faridabad of 2011 and 2031 ............................................................................................ 1‐4

Figure 1‐5: Land use ‐ Faridabad (as per Development Plan 2031) ..................................................................... 1‐4

Figure 1‐6: Regional Connectivity of Faridabad ................................................................................................... 1‐6

Figure 1‐7: Vehicle Registration (2013 – 2017) ................................................................................................... 1‐6

Figure 2‐1: Survey Locations for Passenger OD ................................................................................................. 2‐10

Figure 3‐1: Proposed Routes for Metro Feeder Services (Route 1 & Route 2) .................................................... 3‐4

Figure 3‐2: Proposed Routes for Metro Feeder Services (Route 3 to Route 9) ................................................... 3‐5

Figure 3‐3: Proposed Routes for Metro Feeder Services (Route 10) ................................................................... 3‐6

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | x i






Figure 3‐4: Proposed Intra‐City Routes ............................................................................................................... 3‐8

Figure 3‐5: Proposed Intra‐City Routes ............................................................................................................... 3‐9

Figure 3‐6: Proposed Intra‐City Routes ............................................................................................................. 3‐10

Figure 3‐7: Proposed Intra‐City Routes with Bus Stops ..................................................................................... 3‐11

Figure 4‐1: Different Contractual Structures in Public Transport Operations ..................................................... 4‐6

Figure 4‐2: Different PPP Models‐ Features ........................................................................................................ 4‐7

Figure 4‐3: Summary of Different Models ........................................................................................................... 4‐8

Figure 5‐1 Operational Integration in Bus Depot ................................................................................................ 5‐1

Figure 5‐2: Identified Depot and Terminal Locations .......................................................................................... 5‐3

Figure 5‐3: Schematic Layout Planning of Depot ................................................................................................. 5‐5

Figure 5‐4: Schematic Layout Planning of Depot Workshop ............................................................................... 5‐6

Figure 5‐5: Layout of Administrative Building – Ground Floor ............................................................................ 5‐7

Figure 5‐6: Layout of Administrative Building – First Floor ................................................................................. 5‐8

Figure 5‐7: Layout plan of a typical City Bus Terminal ....................................................................................... 5‐12

Figure 5‐8: Typical Models/Designs for Proposed Bus Q Shelters (12 and 6 meters length) ............................ 5‐14

Figure 6‐1: ITS Components for PT Operations ................................................................................................... 6‐1

Figure 6‐2: ITS Solution Architecture for CBS in Faridabad ................................................................................. 6‐3

Figure 7‐1: ESMF Implementation Process .......................................................................................................... 7‐2

Figure 7‐2: Consultation Framework ................................................................................................................... 7‐7

Figure 11‐1: Proposed Organisation Structure of FCTSL .................................................................................. 11‐11

Figure 12‐1: Implementation Schedule ............................................................................................................. 12‐4

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | x i i






ABBREVIATIONS

ABD Area Based Development

AC Air Conditioned

AFCS Automated Fare Collection System

ANPR Automatic Number Plate Reader

APC Automatic Passenger Counters

ATL Average Trip Length

AVL Automatic Vehicle Location

BCTU Bus Control and Ticketing Unit

BCV Bus Card Validator

BIM Bulk Initializations Machine

BQS Bus Queue Shelter

CAGR Cumulative Annual Growth Rate

CBS City Bus Service

CCS Central Computer System

CCHS Central Clearing House

CCTV Closed‐Circuit Television

CEO Chief Executive Officer

CMP Comprehensive Mobility Plan

CNG Compressed Natural Gas

CPD Card Personalisation Device

CRM Customer Relationship Management

CSC Contact less Smart Card

DCS Depot Computer System

DTC Delhi Transport Corporation

DMRC Delhi Metro Rail Corporation

EMUs Electrical Multiple Units

ETM Electronic Ticketing Machine

ETVMs Electronic Ticketing Vending Machines

FCTSL Faridabad City Transport Services Limited

FIA Faridabad Industries Association

FSCL Faridabad Smart City Limited

GCC Gross Cost Contract

GIS Geographic Information Systems

GoI Government of India

GPRS General Packet Radio Service

GPS Global Positioning System

HGCC Hybrid Gross Cost Contract

HNCC Hybrid Net Cost Contract

HR Haryana Roadways

HSRTC Haryana State Road Transport Corporation

HSVP Haryana Shahari Vikas Pradhikaran

ICCC Integrated Command and Control Center

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | x i i i






ICT Information and Communication Technology

IMT Industrial Model Township

ITS Intelligent Transit System

IVR Interactive Voice Response

IVRS Interactive Voice Response System

LCD Liquid Crystal Display

MCF Municipal Corporation Faridabad

MIS Management Information System

MoHUA Ministry of Housing and Urban Affairs

MoUD Ministry of Urban Development

NCC Net Cost Contract

NCR National Capital Region

NH National Highway

NMT Non‐Motorized Traffic

NTDPC National Transport Development Policy Committee

NUTP National Urban Transport Policy

OTS Off The Shelf

PCTR Per Capita Trip Rate

PIS Passenger Information Systems

PIMS Passenger Information management System

PMC Project Management Consultancy

PPP Public Private Partnership

PPR Preliminary Project Report

PT Public Transport

RoW Right of Way

S&D Scheduling and Dispatching

SC Stakeholder Consultation

SC Station / Site Computer

SCP Smart City Proposal

SCP Station Card Processor

SoV Share on Voice

SPV Special Purpose Vehicle

SRTCs State Road Transport Corporations

TMC Traffic Management Center

TOT Ticket Office Terminal

TRMS Traffic Regulatory Management System

TSP Traffic Signal Priority

TSP Transit Signal Priority

ULB Urban Local Body

w.r.t with respect to

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | x iv






EXECUTIVE SUMMARY

1. BACKGROUND

With the adoption of National Urban Transport Policy (NUTP) in 2006, achieving sustainable urban transport is

a primary objective for the Government of India (GoI) and initiation/promotion of City Bus Services (CBS)

became an important strategy.

Faridabad, the second biggest city in the State of Haryana, taking a cue on curbing fast growth of personal

motorized vehicles, increasing road congestion and related air pollution, intends to implement City Bus Service

(CBS) to provide its citizens with an efficient & sustainable Public Transport (PT) option. The study and

implementation of City Bus Service is planned to be taken up under the Smart Cities Mission by Faridabad

Smart City Limited (FSCL).

The FSCL intends to plan and implement an efficient city bus transport with the following main objectives:

► To provide efficient, user‐friendly and sustainable Public Transport (PT) services to the citizens; and

► To achieve a modal shift in favour of PT to reduce road congestion, improve journey speeds and air quality.

The Detailed Project Report (DPR) for initiating CBS in Faridabad presents details of existing road network,

travel needs in Faridabad, travel characteristics of commuters, current PT system and facility, challenges to PT

system, travel demand pattern, need and requirement of Buses, related infrastructure, proposed bus routes,

cost estimates & revenues and implementation arrangements.

2. CITY PROFILE AND CONNECTIVITY

Faridabad is a linear industrial city within the NCR adjoining National Capital Territory (NCT) of Delhi on its south‐eastern side, Gurugram and Mewat districts as the western boundary; the state of Uttar Pradesh as its eastern boundary and to its south is the newly created Palwal district. It is one of the largest agglomerations in Haryana consisting three urban centers, namely Faridabad Old, Ballabgarh and NIT Faridabad collectively administered by The Municipal Corporation of Faridabad (MCF).

Municipal Corporation of Faridabad (MCF) has a population of around 14.04 lakhs (Census of India 2011) with

a spatial extent of 207.88 Sq. Km. With the current CAGR of 5.6% the present (2017) population is estimated of

20 lakhs spreading over an area of 207 sq.kms. However, the spatial extent being considered for planning and

implementation of the CBS is the Development Plan area of 343.68 sq.km. Master Plan 2031, projects the

population to increase to 24 lakhs by 2021 and 39 lakhs by 2031. Industries form the main economic base of

the city along with small scale commerce.. Faridabad Industries Association is the 9th biggest industrial body in

Asia.

The city has a total road network of 1230 km length includes 80 km of National Highway, State Highway, and Public Works Department roads. The total length of roads under MCF is 1,150 km. The city has wide roads with adequate carriageway to run standard buses on arterial roads / sub‐arterial roads and Midi/Mini buses on collector roads.

Faridabad also has good connectivity to Delhi and neighbouring towns by way of Metro, EMUs, Delhi Transport

Corporation (DTC) and Haryana Roadways (HR) buses. However, there is hardly any intra‐city bus service

available to the city residents.

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | xv






A few HR buses provide skeleton intra‐city Bus services on some routes, where patronisation appears to be low

on account of poor service quality. Similarly connectivity of residential areas to / from Metro stations, railway

stations, bus terminals, industrial, commercial, educational, recreational and health services locations etc calls

for priority provisioning of feeder and intra‐city PT services.

3. TRAVEL CHARACTERISTICS AND DEMAND IN FARIDABAD (CMP, 2010)

A significant part of the travel demand in Faridabad is that of intercity travel to / from various locations in

Delhi, Gurugram, Noida etc. Findings of CMP (2010) reveal:

Average Per Capita Trip Rate (PCTR) : 0.95

Modal Split of 35:65 : for Non‐Motorised & Motorised trips respectively

PT share : 11% of total & 17% of Motorised trips (significantly low share)

Average Passenger Trip length : 14.26 km (Intercity & Intra city)

However, desirable Modal share of PT : 33% (30%, 31%, 20% as per CMP, MoHUA & NUTP respectively)

Considering current population, PCTR & desirable PT modal share:

Estimated PT demand : 6.27 lakh trips daily

Less demand serviced by Metro : 1.32 lakh trips daily

Less demand serviced by EMU : 0.50 lakh trips daily

Balance demand for PT services : 4.45 lakh trips daily

Though part of the demand is serviced by intercity bus services operated by Haryana Roadways (HR), there is

total absence of an organized public transport for local/intra‐city transport in Faridabad. Majority of the intra‐

city travel needs are addressed by six‐seater shared auto rickshaws operated by private owners.

HR operates bus services from its Ballabhgarh depot with a fleet size of 312 buses largely deployed on

intercity services. However, some of these buses also operate on two city routes connecting Faridabad to

Tughlakabad and Badarpur with passenger occupancy of only 30‐40% and headway of 30‐40 minutes.

4. CHALLENGES TO CITY BUS SERVICE

Challenges facing provision of City Bus transport in Faridabad are:

► Absence of City Bus route network and operations Plans

► Lack of Physical infrastructure such as bus depots, bus stops and terminals

► Lack of Institutional Framework

► Tariff fixation, structuring and revision mechanism

► Dominance of Other Transport Modes

5. NEED FOR CITY BUS SERVICE

Increasing demand for travel and lack of CBS in Faridabad leads to large scale usage of private vehicles– particularly two wheelers and four wheelers; and shared IPTs –poorly designed, generally overloaded and

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | xvi






invariably causing air and noise pollution. Such a modal share also causes congestion on roads, reduces vehicular speeds, increases journey time and leads to wastage of otherwise productive time of commuters.

Although Metro services a large quantum of commuters between Faridabad and Delhi, absence of last mile connectivity, at Metro stations in Faridabad, forces commuters to use private vehicles either to reach metro stations or to perform their entire trip.

Intra city bus services are required in Faridabad to:

To provide Feeder services to Metro commuters;

To improve commuters accessibility to Public Transport;

To effectively and efficiently provide PT connectivity amongst trip generation and trip attracting locations in and around Faridabad;

To decongest arterial and sub arterial roads;

To improve vehicular speeds and reduce journey time;

To reduce volume of emission levels;

To minimize noise and air pollution; and

To enhance safety of travelers and other road users.

6. CURRENT TRAVEL CHARACTERISTICS

Primary surveys were carried out to assess the present day travel characteristics and Public Transport demand of the users. The survey methodology included defining the purpose and objectives of the surveys, finalization of types of surveys, defining sample sizes, identifying survey locations, preparation and testing of questionnaire. Survey formats were prepared taking into consideration the purpose and the objective of assessing travel characteristics of the users. Two types of surveys as discussed below are conducted:

► Passenger Origin and Destination (OD) Survey: Passenger OD Survey was carried out to appreciate travel characteristics and assess the intensity of through and destined traffic.

► Speed and Delay Survey: Speed and Delay survey was conducted to determine the network’s journey speed, running speed, delays if any, and their characteristics like delays type (fixed or operational), duration, cause etc. The survey was conducted by floating car method.

Surveys were conducted at 30 selected locations taking an average sample size of 1000 at each location by

targeting a sample of 1.5% of the present estimated population of 20 lakhs. The locations identified included

market places, metro stations and major transit stations.

The key findings of the survey include:

► On an average 10% of total trips are performed by NMTs; 90% of trips by motorized modes. Among the motorized modes nearly 17% of trips are undertaken by private modes and the remaining 73% by public transport mainly (66%) by IPTs.

► IPTs appear to be the most preferred mode of travel servicing 71% trips as metro feeders and 61% trips for travel to markets, malls, intercity terminals, railway stations etc.

► Buses service only about 4.7% of total trips

► Persons belonging to Lower income group (monthly income less Rs. 15, 000 per person) to spend the largest percentage (nearly 14%) of their monthly income on travel.

► Expenditure on transport, as percentage of monthly income for persons with monthly Income less than 15,000, is high causing affordability issues of public transport service for such commuters.

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | xvi i






► Income group persons with monthly income less Rs.30, 000 appear to undertake larger share, nearly 82% of total trips.

► Travel mode wise (cars and two wheelers) operating cost for a round trip to/from Metro Stations is calculated for the average round trip length keeping in view only a few factors such as fuel efficiency, fuel purchase rates, parking fee rates, parking duration,, etc., Cost of ownership of vehicles, investments, repair and maintenance, manpower etc is not considered for this comparison.

► Travel cost by buses for a round trip to / from metro stations would be Rs 20 for feeder services at user tariff rates currently set out for intra city services by Government of Haryana. Travel cost by auto, e‐rickshaw and cycle rickshaw is taken as currently charged for first stage of travel (i.e. minimum tariff) by these modes.

► The overall willingness to shift comes to be around 90% and the willingness of of the auto users is about 95% which is a huge potential for CBS.

7. BUS ROUTE NETWORK PLANNING

The main considerations for undertaking the route network planning were:

► Inputs based on user interviews and stakeholder consultations

► Findings of the Primary Surveys mainly wrt spatially spread of travel demand,

► Socio‐economic distribution of population across the city and the density patterns. This included review of population density, income levels across the city and the corresponding spatial concentration etc.

► Low ridership of Metro Services

► Lack of East‐ West connectivity in the city

► Inadequacy of intra‐sector and residential areas connectivity to commercial, industrial, educational and other services locations

► Road characteristics such as ROW, geometry, proximity to travel demand areas, etc

► Existing routes followed by IPTs, etc

► Availability of facilities for crossing NH44 and the Railway lines,

Based on the above, it is being proposed to have two types of bus service route network in the city, namely

routes for Feeder Service to Metro stations and a few intra‐city routes to afford immediate connectivity.

8. BUS FLEET REQUIREMENT AND OPERATION MODELS

Fleet requirement is assessed using two methods as discussed below:

a) Method‐1: Based on average PCTR (0.95), ATL (9.6 kms), modal share of 33% and present population of

20 lakhs‐ a total demand for 700 standard buses is estimated.

b) Method‐II: Based on Service Level Benchmarks of Ministry of Housing and Urban Affairs; 30 buses per

lakh population, requirement of fleet estimated is 600 standard buses for the current population of 20

lakhs.

After offsetting PT demand serviced by Metro rail, inter‐ city bus services and EMUs, for the remaining

demand a total fleet of 177 standard buses is required to cater to intra city trips. Out of this only 30% fleet (53

standard buses) is planned in base year to serve as metro feeders and main routes on intra city operations.

The acquisition and deployment of remaining fleet would be done in Phase I to Phase III following revision of

CMP for Faridabad.

i) Metro Feeder Fleet Requirement

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | xvi i i






Considering carrying capacities of standard bus and that of the midi buses (1 standard bus equivalent to 1.67 midi buses and 53 standard buses would be equivalent to 90 midi buses. The breakup of proposed bus fleet of 90 midi buses for deployment on Metro feeder services and intra‐city operations on a few main routes is further worked out. Based on the estimated travel demand in terms of number of trips for feeder services, average trip length, modal share of motorized trips that are likely to be performed by metro feeders, 44 rounded off to 40 midi buses are required.

ii) Intra City Fleet Requirement (Midi Buses)

Offsetting 40 buses deployment from out of the overall fleet of 90 midi buses, 50 midi buses are proposed to be deployed for intra city bus operations.

All midi buses to be deployed in the base year would be CNG fuelled & air‐conditioned buses for Metro feeder services and CNG fuelled & non air‐conditioned buses for intra city services.

Bus fleet acquisition and yearly/phase‐wise deployment details are given in Table‐1.

Table‐1: Bus fleet Requirement (cumulative) during Terminal Years of Each Phase

Sr. Nr.

Description Base Yr. FY 2018‐2019

Phase I FY 2019 to 21 Phase II FY 2021 to 26

Phase III FY 2026 to 31

1 Midi buses requirement at the end of terminal year of various Phases (Nos) for

Fleet during 1st Year FY 2019‐ 20

Fleet during 2nd Year FY 2020‐21

1.1 Metro Feeder services – Air Conditioned

40 132(92)* 132 198(66)** 264(66)**

1.2 Intra‐city services – Non AC buses

50 165(115) 165 248(83)** 331(83)**

Total fleet requirement of midi buses

90 297(207) 297 446(149)** 595(149)**

*‐Figures in parenthesis indicate additions by end of 1st year (FY 2020).

** Figures in parenthesis indicate additions by end of terminal year of the phases for operational deployment from beginning of following phases.

Above fleet is proposed to be acquired by end of the terminal year of each of the above phases for operational deployment from commencement from first year of following phase.

Service Planning for Base Year

8.1. Feeder Bus Routes

Feeder bus services are planned for 10 routes‐ each route serving at least one metro station, except Ballabgarh

metro station which has been included in the intra‐city services. With average route length of feeder services

as 6.9 kms, total length of nearly 69 kms, Feeder services are planned to operate at headway of 3‐4 minutes

generally synchronised with Metro headways.

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | x ix






8.2. Intra City Operations

On similar basis, nine routes are identified for intra‐city bus operations with a total route length of about 97

kms servicing an effective route network (excluding overlaps) of about 79 kms. Intra city services headways of

about 10 minutes (average) are planned.

Bus Operation Model

Gross Cost Model (basic) is being proposed for Faridabad. In this model a private operator (PO) will acquire, operate and maintain bus fleet at his cost and be paid on the basis of volume of kms serviced. In another variant of GCC, PO is paid partly on the basis of kms operated (subject to a maximum number of assured kms by the Authority during a period) and partly on reaching pre‐defined capacity utilization or load factor. Latter payment would be further graded to reward PO at higher rates for achieving higher levels of load factor. However for the immediate phase basic GCC model is proposed for operational ease in a PT system being introduced for the first time.

Authority provides requisite infrastructure such as depots, terminals, Bus queue Shelters (BQS), control room etc at its cost and also sets out standards/specifications, operational routes and service schedules, monitors & controls performance, besides arranging for revenue collection.

In this system revenue collection is made on PPP mode. In one alternative of this system revenue collection is

arranged by the authority through contracted manpower supply agency who would supply customer service

providers (conductors) and supervisors to manage them, their attendance as per service roster, service

matters and other related records. Electronic Ticket Vending Machines (ETVMs) along their repair and

maintenance services will be hired separately from ETVM suppliers. Authority will make payment to

manpower and ETVM supply agencies on the basis of service volumes and applicable SLAs. In another

alternatively, a Revenue collector to providing all these services in an integrated manner would be acquired to

minimize frequent inter‐operator conflicts and shifting the responsibility behavior. Advertisement revenue

from all revenue collection media will be retained by the authority.

In the later system Revenue collector would make investments in acquiring, operation & maintenance of Electronic Ticket Vending machines (ETVMs), transmission of way bills in digitized form using GPRS/Zigbee etc. Revenue collector would be paid by authority at rates decided through competitive bidding. Monitoring & control of all activities is proposed to be carried out using ITS/IT facilities and controlled by ICCC being developed under the Smart City Mission (SCM).

9. BUS INFRASTRUCTURE PLANNING AND MANAGEMENT MODELS

Success of public transport largely depends on its supportive infrastructure such as depots, terminals, bus stands, control rooms, etc.

A bus depot is used mainly for repair and maintenance, and parking of buses and in some cases as initiation and culmination points of bus routes. There are two critical factors determining its optimum utilization i.e. placement / location of depots and adequacy of space availability.

Generally an area of 5 acres is earmarked for a fleet of 100 buses for accommodating all activities, spaces and facilities. The bus depot for CBS in Faridabad is proposed to cater to the requirement of 100 buses. This depot facility shall include provision of area to accommodate parking of fleet of buses, fuelling station, vehicle washing/cleaning area, workshop and maintenance area, administrative offices, private parking, crew facilities and other utilities. Land identification for developing depots and terminals has also been undertaken as part of the DPR preparation work. Eight land parcels have been identified for Depots and Terminal development in consultation with Haryana Shahari Vikas Pradhikaran (HSVP), MCF and FSCL with a total area of 39.3 acres. These identified eight parcels have been identified to cater to not only the immediate needs but also the future requirement.

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | xx






Bus Terminals: are basic nodes acting as origin/destination points for different routes providing bus shelters,

bus bays, parking facilities for short duration, passenger amenities, passenger information centers, rest areas

and general amenities. Considering the quantum of PT operations in the first phase and to take care of future

growth a minimum of two terminals of one hectare area each are suggested for Faridabad. The bus terminals

will include passenger areas (ticketing & queuing, passenger waiting areas, passenger conveniences, passenger

circulation, boarding/alighting areas, facility entry, general information, security and retail areas), areas for

terminal staff (office, security, ticket vending machine, staff conveniences and canteen), and areas of bus crew

(canteen, resting areas and bus staff conveniences.

For early commencement of PT services initially hard standing, boundary wall, Bus Queue shelters and

temporary built up spaces are proposed to be constructed at depots and terminals. The depot with basic

facilities shall be developed by the Authority. Equipment with usability period longer than the bus operator

contract shall only be purchased by Authority and maintained by the bus operator. The private operator shall

be responsible for procurement of all required equipment and other consumables at his own cost along with

their maintenance. The operator shall also pay all related utilities bills. The authority shall construct and

maintain the proposed terminals.

Bus Stops complete with bus bays and bus queue shelters (BQSs), are locations on the route network for

stoppage of buses for boarding / alighting of passengers. A typical bus stop equipped with BQS offers sitting

space, queuing space, passenger information system, etc. Bus stops are generally positioned at every 500‐750

meters on both sides of routes /roads. In Central business areas however bus stops are located at every 300‐

350 meters. For proposed route network length of 150 kms, 311 bus stops would be required. While bus bays

of about 15‐18 meters are required for standard buses, BQS of 6 and 12 meters length are proposed for low

and high density of boarding / alighting passengers respectively. BQS shall be developed by the Authority at its

cost to generate additional revenue stream for FCTSL.

Quantity requirements for bus fleet and infrastructure for CBS in all phases is summarised as under:

Table‐2: Quantitative Requirements– Bus fleet, Infrastructure, ETVMs, etc. {Phase I (FY19‐FY21), Phase II

(FY21‐26) & Phase III (FY26‐31)}

S.

No.

Description Unit Phase wise Q Required

Base

Year

Ph I Ph II Ph III Total

1 Year 2nd Year

1.0 Infrastructure

i Bus Depots + CWS Nos. 2 2 1 2 6+1

Ii Bus Terminals Nos. 2 2 2 6

Iii BQS Nos 310 50 50 50 460

Iv Control Rooms Nos. 2 2 2 6

v CNG Stations Nos. 2 2 2 6

1.2 Land for Depots, CWS &

Terminals

acres 13.3 14.5 10 15 52.8

2.0 Bus fleets, Misc. veh., ETVMs

2.1 Bus Fleets (Midi buses‐AC &

Non AC) @ Rs 46 & 40

Lakhs/bus respectively

Nos 90 207 148 238 includes

90

replacement

593+90

2.2 Auxiliary Vehicles Nos 4 2 1 1 8

2.3 ETVMs @2.5 machines per bus Nos 225 518 372 372 1487

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | xx i






10. INTELLIGENT TRANSIT SYSTEM (ITS) REQUIREMENT FOR CBS

ITS in city bus systems helps PT agencies in improving effectiveness and efficiency of operations, enhancing its

performance and quality of transit services to passengers. It timely provides desired information to

passengers, improves productivity of resources and that of overall operations and management of PT services

by taking data based decisions.

Keeping in view transport needs of CBS services in Faridabad, hardware and software for ITS solutions that are

proposed for bus operations are discussed below:

i. Hardware

a) GPS based Automated Vehicle Location System (AVLS) – On board

b) Passenger Information System (PIS) ‐ On‐board & Off‐board

c) Electronic Ticket Vending Machines (ETVMs) with Smart Card and GPS compatibility

d) CCTV Video Surveillance Security Camera System and Network Video Recorder (NVR) – On

board

e) IT Infrastructure at Bus Depot and the Central Control Centres (Off board)

ii. Software Application

f) Automated Vehicle Location Application Software

g) Passenger Information System Software

h) Electronic Ticketing Solution

i) Depot Management System Software (DMS)

j) Financial Management System (FMS)

k) Alert Management System Software

l) Back Office Software Solution

11. POLICY AND LEGAL FRAMEWORK

All applicable existing acts, rules and policies applicable for initiating, operating and managing city bus services and to set up its institutional framework and processes for minimizing negative impacts to environment and people have been duly reviewed and included as part of the DPR for the CBS. An Environmental and Social Management Framework (ESMF) has also been drafted to lay down the principles and guidelines for addressal of environment and social safeguard impacts due to implementation of the CBS for Faridabad. The key objectives of the ESMF are to provide a framework for integration of social and environmental aspects at all stages of the project.

12. COST AND REVENUES

Total investment in bus fleet (90 midi CNG fuelled buses ‐ 40 air conditioned (AC) buses for supplying metro

feeder services and 50 Non air‐conditioned (Non‐AC) buses for minimum intra‐city services) with on‐board ITS

is assessed as Rs 3,840 lakhs, to be made by PO. Requirement of funds for CBS in base year is summarised as

under:

Table‐3: Requirement of funds for CBS in Base year (2018‐19)

S.

No. Description Unit Quantity

Base year,

2018‐19 Capex

Rs in lakhs

Base year funding by

Authority Private

Operator Total

1 Infrastructure Cost 5900 5900 0 5900

i Bus Depots Nos. 2 2400 2400 0 2400

ii Bus Terminals Nos. 2 400 400 0 400

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | xx i i






S.


Base year,

2018‐19 Capex

Rs in lakhs


Authority Private

Operator Total

iii BQS Pairs 155 3100 3100 0 3100

iv Control Rooms Nos. 3 As part of ICC 0 0 0

v CNG Stations Nos. 2 ‐‐ 0 As required

vi Land for 2 Depots &

Terminals on lease @ Re 1

per annum per land parcel

Acres 13.3 0 0 0 0

2 Auxiliary Vehicles nos 4 40 40 0 40

3 FCTSL Incorporation

Expenses

100 100 0 100

4 Bus Fleet (Midi buses‐AC &

Non AC) @ Rs 46 & 40


Nos 90 3840 0 3840 3840

5 ETVMs @2.5 machines per

bus

nos 225 35 0 35 35

6 ITMS Costs not included being part of FSCL’s ICCC

7 Misc. Expenditure @ 5% of

above capex including Land

496 302 194 496

Total Capex including Land

cost

10411 6342 4069 10411

Overall Capital cost estimates for the project in all phases by authority is summarised as under:

Table‐4: Total Capital Cost Estimates for the Project in Base Year FY 2019, Phases I, II, III –

and Funding by (Authority + Private Operator) / by Authority

S.

No.

Description Overall Capex in Rs. Lakhs Capex by Authority in Rs. Lakhs

Base

Year

Ph I Ph II Ph III Total Base

Year

Ph I Ph II Ph

III

Total

1st

Year

2nd

Year

1.1 Total for

Infrastructure

5900 3300 2900 3300 15400 5900 3300 2900 3300 15400

1.2 Land for Depots,

CWS & Terminals

0 0 0 0 0

1 Total for Infra Land

+ Buildings

5900 3300 2900 3300 15400 5900 3300 2900 3300 15400

2 Bus fleet, ETVMs 3875 8896 6351 10191 29312

3 Auxillary vehicles 40 20 10 10 80 40 20 10 10 80


Expenses

100 0 0 0 100 100 100

5

Misc. Expenditure @

5% of above capex

excluding Land cost

496 302 194 496 1488 302 166 146 166 779

Total Capex

including Land cost 10411 12518 9455 13997 46380 6342 3486 3056 3476 16359

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | xx i i i






13. ECONOMIC AND FINANCIAL ANALYSIS

Economic analysis has carried out for the project by comparing the societal cost of with and without the

project of CBS. The economic sustainability of the city is dependent on providing an efficient public transport

system, and the proposed project will provide a fast and reliable transport alternative to the city.

The CBS project is desirable from the society’s point of view. The EIRR is greater than 12% and NPV is positive,

even in the worst scenarios of drop in benefits coupled with increase in cost, thereby confirming the project’s

viability apropos economic returns.

The financial analysis examines whether the project can be possible to implement with private sector

participation and the level of budgetary support required, if any. The project is a commercially attractive

venture for concessionaire.

14. PROPOSED IMPLEMENTATION ARRANGEMENTS

The proposed administrative set up of CBS envisages its institutionalization as a SPV, under the companies act 2013 as amended till date, incorporated as a public limited company comprising of the Board of Director at the administrative level, Chief Executive and other managers at the management level for its day to day management, including acquisition, monitoring and control of private service providers and provisioning of PT services.

Equity of the company is proposed to be shared amongst Municipal Corporation of Faridabad (MCF), HSVP and Haryana State Industrial Infrastructure Development Corporation Limited (HSIIDC) in the ratio of 40%, 30% and 30% respectively. The authorized Share Capital of the Company is Rs. 100,00,00,000/‐ (Rupees Hundred Crore) divided into 100,00,000 (Hundred Lakhs) Equity Shares of Rs. 100/‐ (Rupees Hundred) each.

The Board of Directors (BoD) of the SPV may consist mainly of representatives of government / governmental agencies and chaired by a senior level bureaucrat having highest institutional stakes in efficient operation of the CBS. The Principal Secretary, Department of Urban Local Bodies, Government of Haryana shall be the ex officio, non‐executive Chairperson of the Company. BoD would meet periodically, may be monthly or bimonthly for policy level decisions, investment decisions and performance review. Proposed BoD of the SPV is given in Table‐5.

Table‐5: Board of Directors of Proposed FCTSL

Organization/Department /Profession

Designation Position on FCTSL Board

Remarks

Department of Urban Local Bodies, Government of Haryana (GoH)

Principal Secretary Chairman

Municipal Corporation of Faridabad Commissioner, MCF Managing Director

Department of Finance, GoH

Representative of Finance Department not below the rank of Additional Director

Director

Faridabad District Administration, GoH Deputy Commissioner

Director

Haryana Shahari Vikas Pradhikaran (HSVP)

Administrator Director

Department of Police, Government of Haryana

Commissioner of Police, Faridabad

Director

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | xx iv






Organization/Department /Profession


Remarks

Haryana State Industrial Infrastructure Development Corporation (HSIIDC)

Managing Director or his representative

Director

Faridabad Smart City Limited Chief Executive Officer

Director

Faridabad City Transport Services Limited

Chief Executive Officer

Director

Independent Director




Company Secretary Company Secretary

Part Time; No voting rights

Department of Transport, GoH Secretary, State Transport Authority (STA)

Special Invitee No voting rights

Haryana Roadways, Faridabad General Manager Special Invitee No voting rights


Deputy Commissioner of Police, (Traffic), Faridabad


Public works Department, Buildings and Roads, Govt. of Haryana

Chief Engineer Roads or his representative


Figure‐1 presents the proposed organizational structure of FCTSL.

Figure‐1: Organizational Structure of FCTSL

15. BENEFITS OF CITY BUS OPERATIONS

This project is likely to accrue benefits for city authorities, bus operators and overall city environment as

discussed below:

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | xxv






Benefits to the city as a whole:

Better environment – lower pollution levels.

Improved safety to road users.

Benefits to bus users.

Less travel time.

Lowering of travel cost

Convenient, comfortable and safe and faster journeys

Benefits to other road users:

Increased commercial speeds.

Opportunity to use other modes as feeder services to bus

Benefits to the city authorities

More organized road traffic, hence ease of regulation.

Well planned transport system facilitates further growth of city.

Advertising revenue.

Benefits to the bus operators

Revenues from the fare box.

Revenue from advertising on buses.

16. WAY FORWARD

The suggested way forward towards implementation, promotion and strengthening of CBS for the FSCL is as listed below:

Set up an SPV to manage bus services using PPP models for PT operations & revenue collection, etc

Following approval of Detailed Project Report, commence preparations for the under mentioned tasks simultaneously to economise on time:

Procedurals for takeover of land parcels for depots / terminals from government agencies – two each, required, in short term, prepare for providing minimum facilities such as hard standing, boundary walls, temporary sheds, washing system, maintenance pits etc simultaneously while full‐fledged development is underway;

Prepare BQS designs & specifications. Prepare RFP documents for their development at Authority’s cost;

Prepare requirements etc for Control Rooms – 1 at each depot and one at SPV office, duly integrating the same with ICCC being developed by FSCL

Prepare bus Specifications, RFP documents for engaging Private Operator for acquisition of buses, their operations and maintenance,

Prepare ETVM Specifications, RFP documents for engaging manpower supply agency and the ETVM supply agency. Alternatively prepare RFP etc for acquiring the Revenue Collector for acquisition of ETVMs, their operations and maintenance, and for revenue collection.

Workout route network for feeder and intra‐city bus services along with tentative operational plans for each route

Prepare for acquiring route permits and obtaining necessary clearances from different agencies,

Coordinate with CNG suppliers for developing CNG stations at the proposed depots

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | xxvi






Set up an Urban Transport Fund.

Use of ITS and integration of multi‐modal systems with ICCC

Prepare plans for Bus prioritisation at intersections, dedicated/demarcated lanes for buses

Designate a nodal department for urban transport

Formulate a policy on parking and its implementation plan

Formulate a policy on advertising and its implementation plan

Undertake implementation of Transit Oriented Development

Set up a Traffic Information and Management Centre

Institute a study for preparation of CMP for providing over all mobility plans to / from Faridabad for up to horizon year of 2038.

Figure‐2 presents the Implementation schedule of the activities from the approval of DPR to commencement of bus operations.






L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | xxvi i

Sl. No. Activity/Description Jun‐18 Jul‐18 Aug‐18 Sep‐18 Oct‐18 Nov‐18 Dec‐18 Jan‐19 Feb‐19 Mar‐19 Apr‐19 May‐19 Jun‐19 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20

A ADMINISTRATION RELATED APPROVALS

1 Approval of DPR including SPV structure

2 Designate a Nodal Department/Officials of FSCL for Urban Transport

3 Meeting with Partners in the SPV and approval of AOA and MoA

4 Incorporation of SPV/ FCTSL

5 Disbursal of Rs 100 lakhs of funds for incorporation of SPV and Start up/ Gestation Period Expenses

6 Hiring of FCTSL Office Space

7 Induction of Key Personnel in the SPV

8 Power to allocate Bus Operation Permit to MCF (similar to Gurugram)

9 Power to fix, Structure and Revise User Tariffs to MCF (similar to Gurugram)

10 Disbursal of Shareholder's Equity

11 Any other Required Legal and Regulatory Clearances: Labour wages, EPF, ESIC, Factories Act, Consent to Establish from CPCB

12 Transfer of Land for Depots (4nos), Terminals (4nos) and Bus‐Q Shelters

13 Permission to Erect Bus‐Q Shelters along Route Network

14 Acquisition of Auxilary Vehicles

15 Release of Fund for Infrastruture Creation

B INFRASTRUCTURE

1 Possession of Land for Depots (4nos), Terminals (4nos) and Bus‐Q Shelters

2 Preparation and Approval of Conceptual Design for Bus Depots

3 Preparation and Approval of Conceptual Design for Bus Terminals

4 Preparation and Approval of Detailed Design for Bus Q Shelters

5 Preparation and Approval of Tender Documents (Design, Built & Transfer) for Construction of Bus Depots

6 Preparation and Approval of Tender Documents (Design, Built & Transfer) for Construction of Bus Terminals

7 Preparation and Approval of Tender Documents for Construction of Bus Q Shelters

8 Issue of Tender and Selection of Contractor for Construction of Bus Depots (2nos)

9 Issue of Tender and Selection of Contractor for Construction of Bus Terminals (2nos)

10 Issue of Tender and Selection of Contractor for Construction of Bus Q Shelters

11 Construction of Bus Depots

a Architectural Design and Approval

b Structutal Design and Approval

c Utilities Design and Approval

d First Stage: Boundary wall, Hard Standing, Basic Utilities

e Second Stage: Full Fledged Depot

12 Construction of Bus Terminals

Architectural Design and Approval

Structutal Design and Approval

Utilities Design and Approval

Full Fledged Terminal

13 Construction of Bus Q Shelters

Fabrication, Installation and Commissioning

14 Acquisition of Advertisement Agency

a Preparation and Approval of Tender Documents

b Issue of Tender and Selection of Agency

C OPERATIONS RELATED

1 Finalisation of Bus Specifications including Specifications for OnBoard ITS Hardware and Software

2 Acquisition of Private Operator

a Preparation and Approval of Tender Document

b Issue of Tender and Selection of Operator

c Award of Tender

3 Framing of Service Level Agreements and Handing Over of Bus Depot to Private Operators

4 Acquisition of Plant and Equipment, Installation and Commissioning

5

Acquisition, Installation and Commissioning of CNG Fueling Station (On same basis as acquired by Haryana

Roadways for their Faridabad Depot)

6 Environmental Clearances, Fire and Safety Clearances

7 ESIC, Factories Act, Wage Related Clearances

8 Acquisition of Banking Agencies to Establish Extension Counters in Depots

a Preparation and Approval of Specification for ETVMs

9 Acquisition of Revenue Collector


b Issue of Tender and Selection of Revenue Collector

c Award of Tender

10 Preparation and Approval of Specification for ITMS

11 ITMS


b Issue of Tender and Selection of ITMS Vendor

c Acquisition of All Required Hardware and Software

d Installation and Commission

12 Route Network Planning and Operation Scheduling

13 Preparation of SoPs for Monitoring and Control of CBS

D COMMENCEMENT OF OPERATIONS

Responsible Agency

Responsible Agency

Figure‐2: Implementation Schedule

L E A A s s o c i a t e s S o u t h A s i a P v t . L t d . Page | 1 ‐1

1 INTRODUCTION

1.1 PROJECT BACKGROUND

With the adoption of National Urban Transport Policy (NUTP) in 2006, achieving sustainable urban transport is a primary objective for the Government of India (GoI) and initiation/promotion of City Bus Services (CBS) became an important strategy. Road transport in India is mainly regulated under the Motor Vehicle Act 1939, later amended in 1988 and 1994. The promotion of buses as the preferred mode for public transport received a strong stimulant in the form of Bus Funding Scheme under the NURM where 141 cities were provided with financial assistance to strengthen or initiate city bus services. CBS in India before the Bus Funding Scheme under the NURM were largely managed either by private operators or State Road Transport Corporations (SRTCs) or Special Purpose Vehicles (SPVs) or individual private bus operators, or by the Municipal Authorities/Government department’s bus companies.

Faridabad, the second biggest city in the State of Haryana, taking a cue on curbing fast growth of personal motorized vehicles, increasing road congestion and related air pollution, intends to implement City Bus Operations to provide its citizens with an efficient & sustainable bus service.

Faridabad is one among the 100 selected cities by the GoI to prepare and implement its Smart City Proposal (SCP). Faridabad Smart City Limited (FSCL), a Special Purposed Vehicle (SPV) has been formed with the mandate of implementing the SCP. Study and implementation of CBS in Faridabad Urban areas has been planned to be taken up under the Smart Cities Mission (SCM) by the FSCL.

1.2 PROJECT OBJECTIVES

The FSCL intends to plan and implement an efficient city bus transport with the following main objectives:

► To provide efficient, user‐friendly and sustainable Public Transport (PT) services to the citizens; and

► To achieve a modal shift in favour of PT to reduce road congestion, improve journey speeds and air quality.

1.3 CITY PROFILE

Faridabad is a linear industrial city within the NCR adjoining National Capital Territory (NCT) of Delhi on its south‐eastern side (Refer Figure 1‐1), Gurugram and Mewat districts as the western boundary; the state of Uttar Pradesh as its eastern boundary and to its south is the newly created Palwal district. It is one of the

National Urban Transport Policy (NUTP), 2014 proposes to consider the following major aspects while planning the transport network:

► Transport to guide development: Incorporating urban transportation as an important parameter at the urban planning stage rather than being a consequential requirement.

► Encourage public transport: Encourage greater use of public transport enabling the establishment of quality focused multi modal public transport systems that are well integrated providing seamless travel across modes

► Provide equity: Bringing about a more equitable allocation of road space with people rather than vehicles as its main focus.

► Integrate Land use with transport: Encouraging integrated land use and transportation planning so the travel distances are minimized and access to livelihoods education and other social needs is improved.

► Promotion of Low Carbon Mobility with use of electric vehicles







largest agglomerations in Haryana consisting three urban centers, namely Faridabad Old, Ballabgarh and NIT Faridabad collectively administered by The Municipal Corporation of Faridabad (MCF). MCF has a population of around 14.04 lakhs (Census of India 2011) with a spatial extent of 207.88 Sq. Km.

Figure 1‐1: Faridabad in NCR Context

1.4 DEMOGRAPHIC PROFILE

Faridabad is the second biggest city of Haryana with a population of 14.05 lakh (2011) and the CAGR of 5.6%1. The estimated current year (2017) population for the city is 20 lakhs. The population growth trends are given in Figure 1‐2 and Figure 1‐3. Draft Master Plan 2031, projects the population to reach 2.4 million by 2021 and almost 4 million people by 2031.

Based on Census of India (CoI 2011), the gender ratio in MCF is 874 female per thousand male, showing an improvement of nearly 6% over 826 female per thousand male (CoI 2001). Literacy rate has also improved from 76% in 2001 to 82% in 2011 (CoI). Population density within different sectors/wards in MCF is 28 persons/ acres. Almost 62% population falls in the working age‐group of 15 to 60 years, based on CoI 2011.

Figure 1‐2: Population Growth in Faridabad (1940 –2040)

Figure 1‐3: Compound Annual Growth Rate Faridabad (1940 – 2040)

1 Source: Development Plan, 2031







1.5 ECONOMIC BASE

Industries form the main economic base of the city along with small scale commerce. Faridabad city region is well‐known for light engineering, electrical appliances, auto components, and textile industries with about 200 large/medium units and 15,000 small‐scale units. Faridabad Industries Association (FIA) is the 9th biggest industrial body in Asia. There are five major industrial associations in Faridabad that play a major role in the industrial development in the region. It is home to hundreds of large scale national and multi‐national companies. Most of the industrial stocks cater to iron and steel, electrical goods, furniture and plywood, marble products, engineering works, chemicals, machine tools, wire and cables, hardware, metal and forging, automobile and parts, insulation material and sheet metal, textile and fabric, aluminum and glass work, plastic and others.

Faridabad is also a base for large‐scale companies like India Yamaha Motor Pvt. Ltd., Havells India Limited, JCB India Limited, Indian Oil (R&D), Larsen & Toubro (L&T), Agriculture Machinery Group (Escorts Ltd.),Whirlpool India Ltd., ABB Group, Good year India Ltd., Bata India Ltd. and Eicher Tractor Ltd. and Bee bay, Eyewear, e‐Tailer, Lens kart and healthcare startup Lybrate. More than 5,000 units of auto parts producers are based in Faridabad. Also, Lakhani Armaan Group has set up manufacturing facilities at Faridabad.

However, the industrial growth in the city shows a declining trend due to the closure of many manufacturing units mainly for lack of utilities like water supply and electricity. Many sick industrial units along the national highway are a witness to such closures. There is an urgent need to initiate policy initiatives/ programs in the region for improved business environment and development.

The workforce participation rate in Faridabad is 32%, against the state and country level figures of 35% and 40% respectively as per the Census of India, 2011. The urban character of the city is also evident from a very high (91%) concentration of workforce in the tertiary sector. The tertiary sector or service industry/sector includes a wide range of businesses such as financial institutions, schools and restaurants.

1.6 LAND USE PATTERN

The spatial extent of the municipal boundary is 207.88 sq.km. However, the spatial extent being considered for planning and implementation of the CBS is the Development Plan area of 343.68 sq.km.

A comparative analysis of the land use pattern as per Master Plan 2011 and the recently notified Master Plan 2031 (November 2017 under notification No. CCP (NCR)/ FBC (DDP‐31)/ 2014/1312 dated 14th July, 2014 with area of 34,368 Ha.) Figure 1‐4 shows a decline in share of residential and industrial sectors and increase in transport/ communication and open spaces which includes parks and green belts. Average residential density has been proposed as 300 persons per acres with share of almost 42% of the land use/ land cover.The increase in proposed green belt is nearly two‐times that of Master Plan 2011 shown in Figure 1‐4.







Figure 1‐4: Land use ‐ Faridabad of 2011 and 2031Source: Based on Final Master Plan 2011 and Master Plan 2031

Figure 1‐5: Land use ‐ Faridabad (as per Development Plan 2031)

1.7 EXISTING ROAD NETWORK AND REGIONAL CONNECTIVITY

The City has a road network of 1,230 km with a road density of 5.66 km per Sq. Km of land area. Although road density in MCA is higher than national average of 1.66 Km per Sq. Km of land, its per capita road density of







0.85 Km per 1000 population is far too low when compared with the national figure of 3.8 km per 1000 population. The road network of 1,230 km length includes 80 km of National Highway, State Highway, and Public Works Department roads. The total length of roads under MCF is 1,150 km. The breakup of roads according to their widths is shown in Table 1‐1.

Table 1‐1: Road Lengths and its Width

Sr. No. Width in ft (mts) Length (km) Percentage 1 12 (3.7) 648 57.96 2 15 (4.6) 7 0.63

3 18 (5.5) 113 10.11 4 20 (6.1) 7 0.63

5 22 (6.7) 225 20.13 6 25 (7.6) 20 1.79

7 32 (9.7) 95 8.50 8 40 (12.2) 3 0.27

Total 1,150 Source: Municipal Corporation Faridabad

The city has wide roads with adequate carriageway to run standard buses on arterial roads / sub‐arterial roads and Midi/Mini buses on collector roads.

Faridabad City forming part of National Capital Region (NCR) has good connectivity to Delhi by way of Railways, National and state Highways, and other roads with transit services provided by Metro rail, Electric Multiple Units (EMUs), Delhi Transport Corporation (DTC) and Haryana Roadways (HR) buses. Also provide connectivity to Delhi. Haryana Roadways buses also operate bus services between Faridabad and the neighboring towns of Gurugram, Sohna, Palwal, Jhajjar, Bahadurgarh, Sonepat, etc. However, there is hardly any intra‐city bus service in Faridabad. Figure 1‐6 presents regional connectivity of Faridabad with respect to surrounding towns of Haryana, and Uttar Pradesh and the UT of Delhi.

In order to further improve road connectivity with Uttar Pradesh in East, Faridabad‐Noida‐Ghaziabad (FNG) Expressway currently under construction would connect with proposed 100 m wide Eastern Peripheral Expressway. Two additional linkages from the outer peripheral road (Eastern and Western Peripheral Expressways) near sector 92 and sector 95 have been proposed for providing connectivity to Noida and Greater Noida respectively.







Figure 1‐6: Regional Connectivity of Faridabad

At present Public Transport needs of Faridabad urban areas are largely met by Delhi Metro Rail Corporation (DMRC), Commuter Rail in the form of Electric Multiple Units (EMU), Delhi Transport Corporation (DTC) and Haryana Roadways (HR) buses. A few HR buses provide skeleton intra‐city PT services on some routes, where patronization appears to be low on account of shortfall in service quality. Similarly connectivity of residential areas to / from Metro stations, railway stations, bus terminals, industrial, commercial, educational, recreational and health services locations etc. calls for priority provisioning of feeder and intra‐city PT services.

1.8 REGISTERED VEHICLES IN FARIDABAD

The total number of vehicles registered during the year 2016‐17 was 51,604 having an average annual growth rate of 5.55% and the total population of registered vehicles in MCF is 9,49,785 Figure 1‐7 shows the number of vehicles (Private and Commercial) registered during 2013‐17. The maximum number of private vehicles was registered in 2015 and from then is decreasing. The commercial vehicles comprises of two wheelers (0.1%), three wheelers (5.4%), four wheelers (2.4%), bus (0.9%), goods vehicles (12.7% and e vehicles (0.1%) have an average annual growth rate of 11.7%.

Figure 1‐7: Vehicle Registration (2013 – 2017)

Source: Regional Transport Office, Faridabad







1.9 INTENT OF THIS REPORT

The present document is a Detailed Project Report (DPR) for initiating City Bus Services in Faridabad. The purpose of this report is to discuss and present the existing road network, travel needs in Faridabad, travel characteristics of commuters, current PT system and facility, challenges to PT system, travel demand pattern, need and requirement of Buses, related infrastructure, proposed bus routes, cost estimates & revenues and implementation arrangements.

1.10 STRUCTURE OF THE REPORT

The present report is divided into 12 chapters and a compendium of Annexure as listed under:

Chapter ‐1: Introduction briefly describes about project background, project objectives, socio‐economic profile of the city, regional connectivity and existing road network.

Chapter ‐2: Existing Travel Characteristics and Demand for Public Transport presents the travel characteristics of residents of Faridabad and presents the need for a public transport based on findings of both secondary and primary data sources.

Chapter ‐3: Bus Route Network Planning explains the mechanism followed for route network planning for proposed bus services

Chapter ‐4: Bus Fleet Requirement and Operation Models – provides estimates of bus fleet requirement for immediate needs and discusses the operating model options for provision of Bus Services.

Chapter ‐5: Infrastructure Planning and Management Models presents immediate requirement for allied infrastructure for the city bus service, their procurement and management models.

Chapter ‐6: ITS for City Bus Operations‐ presents ITS and ITMS requirement for bus operations

Chapter ‐7: Environment and Social Safeguard Framework ‐outlines the process to be followed for minimizing project impacts on the surrounding population and the environment.

Chapter ‐8: Applicable Policy and Legal Framework explains the applicable policies to operate and manage City Bus Services

Chapter‐9: Costs and Revenues –the chapter provides estimates of infrastructure and other costs and the expected revenue to be generated from the city bus operations.

Chapter‐10: Economic and Financial Analysis– presents the expected financial and socio‐economic benefits to be accrued from the City Bus Operation.

Chapter‐11: Implementation Arrangements provides details of proposed institutional and implementation arrangements.

Chapter‐12: Conclusions and Way Forward.


2 EXISTING TRAVEL CHARACTERISTICS AND DEMAND

FOR PUBLIC TRANSPORT

2.1 TRAVEL NEEDS FROM/TO FARIDABAD

Faridabad – one of the oldest industrial hub in NCR, houses a number of large, medium and small scale industries; commercial and service establishments; reputed educational institutes / universities offering variety of professional courses; quality health services at affordable costs, etc. These establishments offer employment/educational/health service opportunities and attract various categories of manpower not only from within the state of Haryana but also from nearby towns in adjoining states, generating large scale need for mobility.

Similarly, nearby cities – such as Noida, Greater Noida and Ghaziabad in UP, Gurugram, Palwal, Sohna etc in Haryana; and Delhi, provide above opportunities to residents of Faridabad creating high mobility needs.

In addition, Faridabad also offers quality residential spaces, infrastructure, utilities and other facilities in its well‐developed sectors, at affordable prices, for low, medium and high income group people. Faridabad is centrally located in relation to above cities. Such a location offers easy access to social, commercial, educational and medical facilities of neighboring towns. It also offers opportunities to job hoppers, seeking better pastures in various towns of NCR, without a consequential need for frequent change of residence. As a result population of Faridabad is growing at an average decadal rate of 65.72% compared to national average of 17.64%, thus adding to ever increasing mobility needs.

Mobility needs to / from Faridabad would further increase on obtaining improved connectivity to various cities following commissioning of Western and Eastern peripheral expressways, completion of new Industrial Model Township (IMT) and completion of upcoming residential sectors in the Neharpar Areas / towards Palwal.

2.2 TRAVEL DEMAND

On basis of average daily Per Capita Trip Rate (PCTR) of 0.95, population of 20 lakhs (2017), and the desirable modal share of PT as 33% (modal share 30%, 31% and 20% are recommended in CMP (2010), Guidelines of MoUD & NUTP respectively), a minimum of 6.27 lakh person trips need to be serviced by PT daily in Faridabad.

Of the above estimated PT trips, 1,32,000 trips are serviced daily by Metro (sample survey at three metro stations) and 50,000 trips by the EMUs (assessed through surveys at stations) leaving an un‐serviced PT demand of 4.45 lakh trips, which can be serviced by bus based PT.

Though part of unmet PT demand is serviced by intercity bus services operated by HR, there is total absence of an organized public transport for local/intra‐city transport in Faridabad. Majority of the intra‐city travel needs are addressed by mini buses and six‐seater shared auto rickshaws mainly operated by private owners. Table 2‐1 presents the breakup of Public Transport trips in terms of demand and supply. The figures are estimated by taking base data from CMP, 2010. Detailed calculations are given in Table 2‐1.

Table 2‐1: Breakup of PT trips‐ Demand and Supply

Sl. No. Description (Mode) Number of trips (lakhs) % of total trips

1 Total PT trips 6.27 100

a. Metro Trips (Survey) 1.32 21

b. EMU Trips (Survey) 0.50 8

c. Feeder Buses (Projected) trips 0.42 7

d. Inter City Trips (30% of Total Bus Trips ‐

Assumed) 1.34 21

e. Intra City Trips (1‐(a+b+c+d)) 2.68 43

Source: Consultants Estimation







2.3 TRAVEL CHARACTERISTICS IN FARIDABAD (CMP, 2010)

A significant part of travel demand in Faridabad is that of intercity travel to / from various locations in Delhi, Gurugram, Noida etc. A large part of travel demand is intra city i.e. between residential sectors, as feeder to Metro, between residential sectors and other commercial, social, educational, health service locations, etc. Current travel characteristic of commuters to/from Faridabad is generally unidirectional, peaking in the morning (9:00 to ‐11:00 hrs.) and evening (18:00 to 20:00 hrs.) for about two hours each. Table 2‐2 presents modal split in Faridabad as estimated in the Comprehensive Mobility Plan (CMP), 2010.

Table 2‐2: Modal Split in Faridabad, 2010

Mode Modal Share as %age of total trips

Walk & NMT 35%

2 wheelers & 4 wheelers 51%

IPTs (autos, shared tempos) 3%

Public Transport (PT) 11%

Source: CMP, 2010

As per the findings of CMP 2010, 35% and 65% of travel trips are performed by walk/Non‐motorized modes (NMTs) and Motorized modes respectively. Only about 11% of total trips and 16.9% of motorised trips are performed by PT–a significantly low proportion (20% and 28.5% respectively suggested by Urban Transport Working Group (NTDPC 2012). According to the CMP (2010), Average passenger Trip Length (ATL) for Faridabad is 14.26 kms which is relatively high for a city spread over an area of just over 200 square kms. ATL for similar sized cities is in the range of 5 to 7 kms. Long ATL indicates that a major proportion of commuters from Faridabad utilize supplied PT services for travelling to neighboring cities for work.

2.4 EXISTING PUBLIC TRANSPORT FACILITY

The existing mass public transport facility in Faridabad includes Metro Rail services, EMUs and sporadic bus services run by Haryana Roadways. The section presents a brief on their patronization and service levels.

2.4.1 PASSENGER FLOW AT METRO STATIONS

Quantum of average and projected quantum boarding/alighting passengers for each of the operational metro station in Faridabad, during the month of December 2017, is given in Table 2‐3.

Table 2‐3: Number of Boarding/Alighting passengers at Metro Stations

Sl.

No. Metro Stations

Total No. of Boarding / Alighting

passengers

Morning Peak

(Hours)

Evening Peak

(Hours)

1 Sarai 11,376

8:00 to 10:00

hours

16:00 to 18:00

hours

2 NHPC Chowks 6,726

3 Mewala Maharajpur 3,428

4 Sector 28 7,086

5 Badkhal Mor 10,670

6 Old Faridabad 12,928

7 Neelam Chowk Ajronda 13,300

8 Bata Chowk 12,866

9 Escorts Mujesar 23,652

10 Good Year and Ballabgarh 29,968*

Total 132, 000

Source: DMRC, 2018; * ‐ Estimated







2.4.2 EXISTING BUS SERVICES

Haryana Roadways (HR) operates bus services from its Ballabgarh depot. Two types of services operate from Ballabgarh Depot:

► Intra / Interstate services: Main branch caters to intra and interstate services. Out of a fleet of 152 buses, the operational fleet comprises of 133 buses. Out of these 133 buses about 80 buses, on an average, are operated per day. These buses are housed in the Main branch of Ballabgarh Depot. Quantum of buses which operated from 1st Jan, 2018 to 12th Jan, 2018 is given in Table 2‐4.

Table 2‐4: Number of Buses Operated from Ballabgarh Depot (during a period of 12 days)

Sl. No Date Held Operated

1. 1st Jan, 2018 133 71

2. 2nd Jan, 2018 133 80

3. 3rd Jan, 2018 133 76

4. 4th Jan, 2018 133 84

5. 5th Jan, 2018 133 80

6. 6th Jan, 2018 133 83

7. 7th Jan, 2018 133 82

8. 8th Jan, 2018 133 84

9. 9th Jan, 2018 133 85

10. 10th Jan, 2018 133 86

11. 11th Jan, 2018 133 82

12. 12th Jan, 2018 133 63

Source: Ballabgarh Depot

► City Bus Services (CBS): The CBS branch caters to PT services in Faridabad city and other surrounding cities and towns

CBS branch of Ballabgarh Depot has 160 buses consisting of 55 standard air‐conditioned (AC) buses (25 Volvo plus 30 Low Floor), 20 Mini buses (Swaraj Mazda) and 85 non‐AC (Ashok Leyland) Low Floor buses2. Out of 25 AC Volvo buses, 20 buses operate to Gurgaon, Delhi, Rohtak with average occupancy range of 20‐30%; of the 30 Low Floor AC Buses only 4 are operational providing PT services to Delhi with average occupancy range of 10‐20%; of the 20 mini buses only 8 are operational offering services to Palwal and the By‐pass; and of 85 non‐AC low floor buses 35 are operational providing PT services to Palwal, Gurgaon, Badarpur, Delhi with average occupancy range of 80‐90%.

A total of 17 routes were proposed for providing intra city and inter‐city (surrounding towns of NCR) PT services. However, currently services are provided only on eight (8) routes. Details of bus routes initially proposed and those currently operational are given in Table 2‐5.

Table 2‐5: Existing Bus Routes (in National Capital Region) and their Operational Status

Route No. Bus Route Operational Status

CS‐1A Ballabgarh Bus Stand‐ Badarpur Metro Yes

CS‐1B Ballabgarh Bus Stand‐ Badarpur Metro Yes

CS‐2A Ballabgarh ‐ Ballabgarh via Badhkal No

2 Source: Consultation with Ballabgarh Depot Manager







Route No. Bus Route Operational Status

CS‐2B Ballabgarh ‐ Ballabgarh (Mudrika) No

CS‐2C Ballabgarh ‐ Pali‐ Ballabgarh No

CS‐3A Ballabgarh ‐ Ballabgarh (Mudrika) No

CS‐3B Ballabgarh ‐ Ballabgarh (Mudrika) No

CS‐4A Ballabgarh ‐ Bhankri ‐ Ballabgarh (Mudrika) No

CS‐4B Ballabgarh ‐ Bhankri ‐ Ballabgarh (Mudrika) No

CS‐5 Ballabgarh ‐ NIT ‐ Tughlakabad Metro No

CS‐7B Ballabgarh ‐ISBT Yes

CS‐7C NIT‐ISBT Yes

CS‐8A NIT ‐ Medical Yes

CS‐8B Ballabgarh ‐ Medical Yes

CS‐10A Ballabgarh ‐ NIT ‐ Gurgaon Yes

CS‐10B Ballabgarh ‐ Old Sabzi Mandi ‐ Gurgaon No

CS‐10C Ballabgarh ‐ City Centre ‐ Gurgaon Yes

Source: Stakeholder Consultation with Ballabgarh Depot Manager, Jan 2018

Salient Features of present Bus Service operations

Some of the salient features of current PT services on intra / intercity (nearby towns in NCR) are as under:

► Span of Operations: 5:30 to 21:00 hours;

► Scheduled Bus Stops within Faridabad city– only a few (11); as under:

► Ballabgarh towards Delhi bus stops: Ballabgarh, YMCA, Bata Chowk, Ajronda, Magpie, Old Faridabad, Badkhal, Mewala Maharajpur Mor, NHPC, Sarai and Badarpur (Delhi);

► Bus stops are without Bus Q shelter and or signage;

► Average passenger occupancy in buses operating on said routes is in the range of 30‐40%;

► Bus terminal at Ballabgarh is turning into Multi‐Modal Hub by default in view of location of Railway Station on its North side, upcoming Metro Station on its east side – both being within walking distance.

Mofussil buses operate between Faridabad and various states/cities from Faridabad and Ballabgarh Bus Terminals. These buses are operated by Haryana Roadways. The bus terminals lack adequate terminal facilities and amenities.

2.4.3 CHALLENGES TO CITY BUS SERVICE

Some of the main challenges of City Bus transport in Faridabad are brought out herein:

► Absence of City Bus route network and operations Plans

► Lack of Physical infrastructure such as bus depots, bus stops and terminals

The existing bus shelters at some locations in the city are in dilapidated condition.

BQS are under‐utilized not being part of intra‐city bus routes;

Lack of adequate number of bus depots for repair, maintenance and parking of buses;

Ballabgarh bus depot is already overcrowded.







► Lack of Institutional Framework

Absence of a dedicated city government level division / institution whose sole focus is to effectively and efficiently manage city’s public transport system;

Lack of funding; both for development of infrastructure and acquisition of buses; and for operational viability gap funding, if any required.

► Tariff fixation, structuring and revision

Tariffs are hardly related to cost of inputs, poorly structured and rarely revised causing financial distress for PT providers and consequent deterioration in PT services.

► Dominance of Other Transport Modes

Due to long absence of a reliable bus transport system, other modes of transport have taken over the task of catering to city’s transport needs. These include privately operated buses, 4/6/8 seater auto‐rickshaws, E‐rickshaws, etc;

These modes are unregulated and operate without adhering to rules and regulations, flout environmental and safety guidelines thus endangering the health of the city as well as its residents.

2.5 NEED FOR CITY BUS SERVICE

Increasing demand for travel and lack of CBS in Faridabad leads to large scale usage of private vehicles– particularly two wheelers and four wheelers; and shared IPTs –poorly designed, generally overloaded and invariably causing air and noise pollution. Such a modal share also causes congestion on roads, reduces vehicular speeds, increases journey time and leads to wastage of otherwise productive time of commuters.

Although Metro services a large quantum of commuters between Faridabad and Delhi, absence of last mile connectivity, at Metro stations in Faridabad, forces commuters to use private vehicles either to reach metro stations or to perform their entire trip.

Existing CBS in Faridabad (e.g. two routes operated mostly parallel to Metro line) afford very poor accessibility of commuters to PT. Even service quality on these routes is poor– in that, reliability, regularity, punctuality and frequency of operations appear to be much lower than the generally acceptable levels, for example, headways in the range of 25‐30 minutes (against ≤ 10 minutes normally planned for city services). Such factors appear to be the main causes of reduced occupancy /patronization of PT buses (which is about 30% at present).







Secondly, PT services help in lowering quantum of vehicular emission and the resultant air pollution. It is assessed that a standard (12 m long bus with carrying capacity of 70 pax), low floor Compressed Natural Gas (CNG) bus operating at 0.6 (60%) load factor can accommodate 42 passengers at a time while an 8 seater CNG auto rickshaw carries 6 passengers on an average. If both modes were to operate an average trip length of 14 kms (current ATL – CMP 2010), bus would consume about 4.3 kg of fuel while auto‐rickshaw (a minimum fleet of 7 auto rickshaws required to carry same number of passengers as the bus) would consume over 8.6 kg of fuel. It indicates that a bus is twice as fuel efficient as the fleet of autos for servicing a given travel demand. Further one bus would occupy less than half of the road space utilized by above fleet of seven auto‐rickshaws and thus raise passenger carrying capacity of the road, reduce congestion, improve vehicular speeds, reduce journey time and improve air quality. It would also discourage use of private vehicles thus further decreasing gaseous emissions.

PT Modal share in Faridabad and in Indian Cities vs. Population

Average public transport share in cities of equivalent population in India is about 31% as detailed in Table 2‐6 as against 11% at present in Faridabad reflecting for an urgent need to strengthen public transport services in Faridabad.

Table 2‐6: Modal Split for Indian Cities

City Population

( Millions) Walk

Mass

Transport

IPT Car

Two

Wheeler Bicycle Total

Fast Slow

0.10‐0.25 37.1 16.4 10.4 20.1 3.3 24.1 25.7 100.0

0.25‐0.50 37.8 20.6 8.9 17.2 2.6 29.8 20.9 100.0

0.50‐0.10 30.7 25.4 8.2 12.0 9.5 29.1 15.9 100.0

1.0‐2.0 29.6 30.6 6.4 8.1 3.3 39.6 12.1 100.0

2.0‐5.0 28.7 42.3 4.9 3.0 5.0 28.9 15.9 100.0

5.0+ 28.4 62.8 3.3 3.7 6.1 14.8 9.4 100.0

Source: Ministry of Urban Development, Government of India, New Delhi, 1998

Traffic and Transportation Policies and Strategies in Urban Areas in India, Final Report

Need for CBS may be summarized as under:

► To provide Feeder services to Metro commuters;

► To improve commuters accessibility to Public Transport;

► To effectively and efficiently provide PT connectivity amongst trip generation and trip attracting locations in and around Faridabad;

► To decongest arterial and sub arterial roads;

► To improve vehicular speeds and reduce journey time;

► To reduce volume of emission levels;

► To minimize noise and air pollution; and

► To enhance safety of travellers and other road users.

Following above discussions, it emerges that Faridabad urgently needs bus based PT services particularly as feeder service to Metro and to cater to intra‐city travel demand on major traffic corridors to provide the citizens with an adequate, accessible, regular, reliable and efficient public transport systems supporting metro network thereby containing growth of private vehicles, improving air quality and reducing journey time.







2.6 STAKEHOLDER CONSULTATIONS

City improvement and development plans are dependent on multiple stakeholders and public agencies and to make it an inclusive process, participation of citizens across economic strata, is the key to sound and successful urban planning. Stakeholder Consultations are thus an important task to appreciate needs, demands, opinions, suggestions of stakeholders and citizen in project development. Stakeholder Consultation is a two‐way process of dialogue between the project company and its stakeholders. Stakeholder consultations help in initiating and sustaining constructive external relationships over time.

Project Management Consultancy (PMC) team undertook consultations and discussions with officials of FSCL including the CEO, MCF and other government agencies at their respective offices. Presentations on establishing the need for CBS in Faridabad were made and discussions were initiated on the same. During discussions estimations and the proposed bus route network and operations plans and bus operating systems / mechanisms were included. Subsequently, PMC team held interactions with the local residents, metro users, and municipal staff etc. who strongly recommended provision of a CBS in Faridabad catering to intra city as well as metro feeder requirements. Study team also met the Principal Secretary, Urban Local Bodies, Government of Haryana, to appraise about the CBS concepts and related PT service proposals.

Stakeholder Consultation for city bus operation further involved:

► Visits to Depots of Delhi Transport Corporation (DTC): Sukhdev Vihar and Rohini depots of DTC were visited on January 22nd, 2018 and January 24th, 2018 respectively. During said visits, discussions mainly focused on appreciation of activities in a bus depot, space requirement and layout planning for various activities besides facilities, utilities, security and other features of the bus depots and terminals.

► Discussions on Need Assessment: For need assessment of intra‐city and metro feeder bus services, route network and operations panning consultations were held with different stakeholders as given below:

General Public

Representatives of RWA’s

Metro Users

Shoppers

Shop Owners etc.

2.7 CURRENT TRAVEL CHARACTERISTICS

Primary surveys are carried out to assess the present day travel characteristics and Public Transport demand of the users.

2.7.1 OBJECTIVE OF PRIMARY SURVEYS

Traffic and commuter surveys were conducted with the following major objectives:

► Study the Socio Economic Characteristics of the City

► Appreciation of Travel Characteristics generally related to the following:

► Origin, Destination, and Modal Preferences;

► Trip Length, Travel Cost, Trip Purpose;

► Occupation, Willingness to Shift and

► Current Transport expenditure.







► Capturing Current Running Speeds

► Validating the routes identified in Preliminary Project Report and finalising Route Network Development plans

► Development of Service Plans for CBS operation.

2.7.2 SURVEY METHODOLOGY

The survey methodology included defining the purpose and objectives of the surveys, finalization of types of surveys, defining sample sizes, identifying survey locations, preparation and testing of questionnaire. Survey formats were prepared taking into consideration the purpose and the objective of assessing travel characteristics of the users. The survey formats for the same is attached in Annexure 2‐1.

Two types of surveys as discussed below are conducted:

► Passenger Origin and Destination (OD) Survey: Passenger OD Survey was carried out to appreciate travel characteristics and assess the intensity of through and destined traffic.

► Speed and Delay Survey: Speed and Delay survey was conducted to determine the network’s journey speed, running speed, delays if any, and their characteristics like delays type (fixed or operational), duration, cause etc. The survey was conducted by floating car method.

2.7.3 CONDUCTING SURVEYS

Initially a pilot survey at one metro station and a market location was conducted with the primary aim of testing suitability of the survey formats. Minor changes were made in the survey format based on feedback from users. Final surveys were conducted at thirty selected locations taking an average sample size of 1000 at each location by targeting a sample of 1.5% of the present estimated population of 20 lakhs. The list of surveyed locations is given in







Table 2‐7 and depicted in Figure 2‐1.

OD Surveys were conducted during 17th to 23rd December, 2017 at 30 locations such as major transit stops i.e. metro stations, bus stops, railway stations; market areas and shopping malls.

Speed and Delay survey was conducted for a total network length of 109.7 km comprising of the following stretches:

► Badarpur Border to Bypass junction (via NH‐44)

► Badarpur Border to Bypass junction (via by‐pass road)

► Gurjar Chowk to Ballabgarh

► Gurjar Chowk to Surajkund Mela Ground

► Gurjar Chowk to Wazipur Road junction (via Badhkal Road)

► Rajiv chowk to bypass Junction (via Ambedkar Marg)

► Old Sher Shah Suri Road (upto Sec‐12)

► Station Road (via Pravesh Marg and SBS Marg)







Figure 2‐1: Survey Locations for Passenger OD







Table 2‐7: List of Survey Locations

Sl. No. Markets/Malls

1 Sector 21 C Market

2 Sec 18, Fruit & Vegetable Market (QRG Hospital)

3 Talab Road Market

4 Sarai Market

5 Sector 16 Market

6 Sector 14 Market

7 Sector 15 Market

8 Sector 17 Market

9 Sector 12‐ Court & Mini Secretariat

10 Sector‐ 7/8/9 Market (near ESI and Sarvodaya Hospital)

11 Sector 3 Market (Ranjeet Singh Market & HSVP Market)

12 1 No. Market and 2 No. Market, NIT

13 Dabua Sabji Mandi/ Colony (near Brijwasi sweets)

14 BK Chowk/BK Civil Hospital, NIT 4‐5 Markets & surroundings

15 Palla Market

16 Kheri Pul Market

17 SRS Mall, Sector 12/Parsvanath Mall

18 Crown Interiorz Mall near Sarai

Sl. No. Metro Stations

1 Sarai

2 NHPC Chowk

3 Mewala Maharajpur

4 Sector 28

5 Badkhal Mor

6 Old Faridabad

7 Neelam Chowk Ajronda

8 Bata Chowk

9 Escorts Mujesar

Sl. No. Other Major Transit Stations

1 Old Faridabad Railway Station

2 Ballabgarh Railway Station

3 Ballabgarh Bus Stand

2.7.4 ANALYSIS AND FINDINGS – SPEED & DELAY SURVEY

Following analysis of speed and delay survey, average speed of 30 km/hr is observed for identified stretches. Superimposing dwell time of buses, at the designated Bus stops, on running speed, average operational speed of buses is taken as 25 km/hr. Detailed outcomes of the survey are presented in Table 2‐8.







Table 2‐8: Speed and Delay Survey Analysis

Stretch Length (kms) Avg. Journey

Speed (km/hour)

Max. Delay

(hh:mm:ss)

Gurjar Chowk to Surajkund Mela Ground 16.7 58.6 00:00:00

Badarpur Border to Bypass Junction (via by‐pass road) 26.8 44.5 00:01:05

Badarpur Border to Bypass Junction (via NH‐44 service

road) 22.0 29.9 00:02:19

Gurjar Chowk to Wazipur Road Junction (via Badhkal

Road) 9.4 28.8 00:00:56

Old Sher Shah Suri Road (upto Sec‐12) 11.8 24.9 00:02:26

Gurjar Chowk to Ballabgarh 11.9 22.6 00:01:08

Rajiv Chowk to bypass Junction (via Ambedkar Marg) 2.0 17.5 00:02:19

Station Road (via Pravesh Marg and SBS Marg) 9.2 13.4 01:12:50

Total 109.7 30.0

The analysis leads to suggest that most of the delays were operational delays. A major delay of 1 hr and 12 minutes along station road was observed due to heavy truck movement. Another major delay was observed on Ballabgarh to Pali village stretch again due to heavy movement of trucks.

2.7.5 ANALYSIS AND FINDINGS –OD SURVEY

Post completion of surveys, study area was divided into 157 zones considering administrative boundary, homogeneity in land use and the size of zones. Based on survey data, following nine locations are identified with maximum number of trips between the OD pairs. Annexure 2‐2 presents the major trip attracting zones from surveyed metro stations and also if they are covered in the planned bus routes as discussed in the preliminary project report.

Modal Split of trips

The modal split of vehicles to reach/disperse to/from metro stations, markets/malls and terminals is divided into three major categories i.e. motorised (private) and motorised (public) and non‐motorised. Table 2‐9 depicts the modal spilt in terms of percentage of total trips.

Table 2‐9: Modal Split of vehicles to reach/disperse to/from

Metro stations, Markets/Malls & Terminals

Sl.

No. Mode Used

Metro (%)

access/ dispersal

Markets &

Malls Access

(%)

Markets &

Malls

Dispersal (%)

Terminals

Access (%)

Terminals

Dispersal (%)

Non‐Motorised

1 Walk 11.1 5.6 3.5 3.2 1.6

2 Bicycle 0.3 1.4 0.4 ‐ ‐

3

Cycle

Rickshaw 0.6 ‐ ‐ ‐ ‐

4 E Rickshaw 3.0 0.2 0.2 1.2 0.5

Motorised (Private)

5 Two Wheeler 7.0 35.3 33.8 2.5 0.9







Sl.

No. Mode Used

Metro (%)

access/ dispersal

Markets &

Malls Access

(%)

Markets &

Malls

Dispersal (%)

Terminals

Access (%)

Terminals

Dispersal (%)

6 Four wheeler 3.4 12.5 11.3 0.6 0.9

Motorised (Public)

7 Bus 2.5 1.6 1.2 7.8 16.7

8 Taxi 0.9 ‐ ‐ ‐ ‐

9 Metro/Train ‐ 0.8 0.4 8.8 2.1

10 IPT 71.2 42.6 49.1 75.9 77.3

Total 100.0 100.0 100.0 100.0 100.0

Source: Primary Survey, 2017

Following inferences emerge from above data:

► Mode‐wise service‐type‐wise modal share summarized as under:

Mode Modal Share as percentages

Feeder services Intra‐city PT services

Non‐Motorized Transport(NMT) 15% 4.5%

Motorised including IPTs 85% 95.5%

Private (2 & 4 wheelers) 10.4% 24.5%

Public (including IPTs) 74.6% 71%

► On an average 10% of total trips (range 5‐15%) are performed by NMTs and 90% of trips (range 85‐95%) by motorized modes, in the latter case, nearly 17% of trips (range 10‐25%) are undertaken by private modes and remaining nearly 73% (range 71‐75% ) by public transport mainly (66%) by IPTs.

► IPTs appear to be the most preferred mode of travel servicing 71% trips as metro feeders and 61% trips for travel to markets, malls, intercity terminals, railway stations etc.

► Buses service a very small share of about 4.5% (range 2.5 – 6.8%) of total trips

Mode Wise Average Trip Length, Travel Time and Travel Speed

An analysis of average trip lengths, travel times and travel speeds mode wise is presented in Table 2‐10 to Table 2‐12.

Table 2‐10: Mode Wise Average Trip Length (kms)

Sl.

No. Mode Metro

Markets/Malls

(Access)

Markets/Malls

(Dispersal)

Terminals

(Access)

Terminals

(Dispersal)

1 Walk 1.1 1.7 1.4 1.8 1.2

2 Cycle 2.3 4.1 5.1 ‐ ‐

3 Cycle Rickshaw 3.2 ‐ ‐ ‐ ‐

4 Auto 5.3 6.4 6.1 6.4 6.8

5 Car 5.4 9.7 9.8 8.1 3.0

6 E‐Rickshaw 2.8 3.2 5.6 5.8 2.3

7 Two Wheeler 5.8 6.6 6.9 7.0 7.2

8 Taxi 10.2 ‐ ‐ ‐ ‐







Sl.

No. Mode Metro

Markets/Malls

(Access)

Markets/Malls

(Dispersal)

Terminals

(Access)

Terminals

(Dispersal)

9 Bus 16.5 17.4 20.1 39.3 30.6

10 Metro ‐ 25.8 12.3 2.0 3.0

11 Train ‐ ‐ ‐ 27.1 8.4

Total (average) 5.1 6.9 6.8 10.6 10.7


It is inferred from above data that the average passenger trip length by bus is about 25 kms (range 17 to 40 kms). These trips are mainly the intercity bus trips. Average passenger trip length by modes like auto, car and two‐wheeler falls in the range of 5‐7 kms, mainly the intra city / feeder services trip lengths.

Table 2‐11: Mode Wise Average Travel Time (mins)

Sl.

No. Mode Metro

Markets/Malls

(Access)

Markets/Malls

(Dispersal)

Terminals

(Access)

Terminals

(Dispersal)

1 Walk 11.3 13.0 11.9 18.7 11.7

2 Cycle 17.2 19.8 20.1 ‐ ‐

3 Cycle

Rickshaw 16.7 ‐ ‐ ‐ ‐

4 Auto 20.2 19.6 19.8 17.2 16.6

5 Car 19.5 23.1 25.1 20.9 12.5

6 E‐Rickshaw 13.9 20.6 21.7 14.7 15.0

7 Two Wheeler 19.3 17.9 18.5 12.9 17.6

8 Taxi 27.5

9 Bus 50.0 47.4 28.6 71.0 59.8

10 Metro ‐ 61.1 8.6 9.5 16.0

11 Train ‐ 55.0 48.8 50.9 24.1

Total 19.7 19.8 19.8 24.2 23.8


It emerges from the above data that the average travel time per trip, by modes like auto (IPT), car and two‐wheeler, is nearly 19 minutes (range 12‐25 minutes) mainly the intra city / feeder services trip lengths.

Table 2‐12: Mode Wise Average Speed (km/h)

Sl.

No. Mode Metro

Markets/Malls

(Access)

Markets/Malls

(Dispersal)

Terminals

(Access)

Terminals

(Dispersal)

1 Walk 5.6 7.7 6.9 5.9 34.2

2 Cycle 7.9 12.3 15.4 ‐

3 Cycle Rickshaw 11.5 ‐

4 Auto 15.8 19.7 18.5 22.3 24.8

5 Car 16.7 25.3 23.3 23.3 14.4

6 E‐Rickshaw 12.2 9.4 15.4 23.6 9.3

7 Two Wheeler 18.1 22.1 22.3 32.3 24.5

8 Taxi 22.3

9 Bus 19.8 22.0 42.2 33.2 30.7







Sl.

No. Mode Metro

Markets/Malls

(Access)

Markets/Malls

(Dispersal)

Terminals

(Access)

Terminals

(Dispersal)

10 Metro ‐ 25.3 86.1 12.6 11.2

11 Train ‐ 27.2 40.9 31.9 20.8

14.4 20.9 20.7 26.3 27.2


It is inferred from the above data that the average travel speeds are nearly 23 kms per hour (range 14‐32 kmph) by private modes and 21 kmph (range 16‐25 kmph) by autos. Average travel speed of buses operating intra and intercity services is about 30 kmph (range being 19‐42 kmph).

Income Group Wise Expenditure on Transport

Monthly expenditure on transport as percentage of monthly income with respect to various income groups are presented in Table 2‐13.

Table 2‐13: Monthly Expenditure on Transport as Percentages of monthly income (Income Group wise)

Sl. No. Monthly Income range Groups

(Rs)

Monthly expenditure on transport as %age of total

monthly income for travel to/from

Metro stations Markets/Malls Terminals

1 Less than 15,000 12.7 15.1 15.0

2 15,000 – 30,000 6.4 7.4 7.7

3 30,000 – 50,000 4.1 4.5 3.8

4 50,000 ‐ 70,000 3.4 3.4 3.1

5 70,000 ‐ 1,00,000 2.2 3.1 1.5


Lower income group persons (monthly income less Rs 15, 000 per person) appear to spend larger percentage nearly 14% (range being 13‐15%) of their monthly income on travel. Monthly expenditure on transport, as percentage of monthly income, rapidly decreases with increasing levels of income.

Expenditure on transport, as percentage of monthly income for persons with monthly Income less than 15,000, is high causing affordability issues of public transport service for such commuters.

Income group wise intensity of trips performed (Distribution of Trips by Income groups)

Distribution of trips by different income groups is depicted in Table 2‐14. Most of the trips are performed by

persons earning up to Rs 30,000 per month both to/from metro stations and to/from market places but in case

of trips to /from terminals most of the trips are undertaken by persons earning less than Rs 15,000 per month,

reflecting that low income group persons perform their intercity / interstate trips mainly by buses and trains.

Table 2‐14: Distribution of trips by income groups (Percentage of Trips by Income)

Sl. No.

Monthly Income

range Groups

(Rs)

Distribution of trips by different income groups as %age of total trips

to/from Metro (%) Markets/Malls (%) Terminals (%)


1 Less than 15,000 13.5 12.8 93.4

2 15,000 – 30,000 66.5 61.2 0.4

3 30,000 – 50,000 15.9 20.8 4.2







Sl. No.

Monthly Income

range Groups

(Rs)

Distribution of trips by different income groups as %age of total trips

to/from Metro (%) Markets/Malls (%) Terminals (%)


4 50,000 ‐ 70,000 3.0 3.9 1.5

5 70,000 ‐ 1,00,000 1.1 1.0 0.1

6 Less than 15,000 0.1 0.3 0.4


Lower income group persons (monthly income less Rs.30, 000 per person) appear to undertake larger share, nearly 82% (range being 74‐94 %), of total trips. Quantum of trips undertaken, as percentage of total trips, rapidly decreases with increasing levels of income.

The analysis leads to suggest that the intensity of travel by low and middle income group persons is high and

thus the incidence of higher expenditure on transport. This necessitates the need for public transport being

affordable mainly to lower and middle income groups.

Distribution of Trips by Age

Distribution of trips by age in terms of percentage share of total trips by different age groups is presented in

Table 2‐15. Maximum number of trips is undertaken by persons in the age group of 20 – 30 years and

minimum number by persons of age above 60 years.

Table 2‐15: Percentage of Trips by Age

Sl. No. Age Group in Years

Distribution of trips by different age groups as %age of total

trips to/from


1 Less than 20 7.1 6.7 7.5

2 20‐30 63.6 53.7 50.0

3 30‐40 20.6 30.5 30.0

4 40‐50 7.3 5.4 9.1

5 50‐60 1.3 3.1 3.0

6 Above 60 0.2 0.5 0.4


Around 83% (range 80‐85%) of all trips are performed by persons in age group of 20 to 40 years comprising mainly of students, office goers and other workers. This age group, likely to be the significant user of proposed intra‐city and feeder bus services in view of their regular and high travel needs and acceptability to change is the potential group for shift to the proposed CBS.

Mode Wise Operating Cost

Travel mode wise (cars and two wheelers) operating cost for a round trip to/from Metro Stations is calculated for the average round trip length keeping in view only a few factors such as fuel efficiency, fuel purchase rates, parking fee rates, parking duration,, etc., Cost of ownership of vehicles, investments, repair and maintenance, manpower etc is not considered for this comparison.

Operating cost of vehicles by mode, to access/disperse from, metro stations and markets/malls is presented in Table 2‐16.







Travel cost by buses for a round trip to / from metro stations would be Rs 20 for feeder services at user tariff rates currently set out for intra city services by Government of Haryana. Travel cost by auto, e‐rickshaw and cycle rickshaw is taken as currently charged for first stage of travel (i.e. minimum tariff) by these modes.

Table 2‐16: Operating Cost by Mode used (Rs)

Sl. No. Mode

Operating cost of travel (Rs per round trip of average ATL) by

various modes to/from


1 Cycle Rickshaw 20 ‐ ‐

2 Auto 20 20 20

3 Car 95.3 146.7 146.6

4 E Rickshaw 20 20 20

5 Two Wheeler 27.5 29.7 30.7


Travel cost of a given round trip by motorized private modes is significantly higher than that proposed for travel by buses. While the proposed bus services are clean CNG fuelled, comfortable, air conditioned and safe, travel by auto, e‐rickshaws and cycle rickshaws is uncomfortable, unsafe and adversely affected by weathering hazards.

Willingness to Shift

The willingness to shift to proposed bus services (provided by air‐conditioned buses at short headways and at user tariff of Rs 10 per trip for feeders and same as fixed by Government of Haryana for intra‐city travel) for travel to /from metro stations and markets/malls by passengers currently travelling by different modes is presented in Table 2‐17.

Table 2‐17: Willingness to shift to proposed bus service from different Modes

Mode

Willingness (as %age of sample size ) to shift to proposed bus

services for travel to/from

Metro (%) Markets/Malls (%)

Cycle Rickshaw 91.5 ‐

Auto 95.4 95.9

Car 84.8 86.0

E‐Rickshaw 92.5 86.4

T.W. 89.3 91.4

Taxi 94.9 ‐

Bus 85.7 86.5

Metro ‐ 94.3

Train ‐ 94.4

Cycle ‐ 91.6

Walk ‐ 89.0

Average willingness to shift from all

modes to proposed bus services 90.6 90.6








2.8 CONCLUSION

Following appreciation of proposed feeder and intra‐city bus services wrt to quality of buses and that of services, tariff rates, operating characteristics, etc, a larger proportion (over 90% on an average) of persons interviewed during surveys are willing to shift to CBS from existing travel modes. The proposed CBS is thus expected to be well patronized.


3 BUS ROUTE NETWORK PLANNING

3.1 OBJECTIVES FOR ROUTE NETWORK PLANNING

National Highway‐44 which passes through Faridabad city acts as a spine for the city. A number of public and intermediate public transport mode choices are available to service travel needs of citizens. Similarly PT and IPT mode choices are available along Faridabad by‐pass road. However, there are no public transport choices available for intending users to provide connectivity to metro stations, railway stations, intercity bus terminals; between residential sectors; between residential areas to work places, markets, malls, educational, commercial and industrial centres; health services, etc leading to mushrooming to IPTs and excessive usage of private vehicles i.e. 2/4 wheelers. Authorised and unauthorized auto rickshaws and e‐rickshaws provide uncomfortable, unsafe and poor quality mobility services to meet above travel needs. Besides auto rickshaw is highly polluting mode causing sever air and noise pollution. This CBS project aims to address these issues by offering a variety of public transport choices in the form of metro feeder and intra city bus services.

While planning the bus routes in Faridabad following main objectives are kept in view:

► to provide improved accessibility to PT services‐ route network servicing maximum population within easy reach;

► to minimize overlapping of routes;

► to prefer direction orientation instead of destination orientation in route planning;

► to maximize directness of routes;

► to minimize journey times between OD points;

► to provide bus stops at an average distance of about 350 metres in commercial/CBD areas and about 750 metres in other areas;

► to ensure adequate inter route/inter modal connectivity/transfer through well planned transfer facilities;

► to maintain optimum route length (generally 2.5 to 3 times of average passenger trip length) that is 8‐12 kms of route length;

► to optimize route turns at intersections (e.g. left turns at intersections being free for saving waiting periods);

► to explore possibility of routes touching at least one metro station for improved PT use and metro accessibility;

► to facilitate improvement in delivery of PT services’ efficiency, effectiveness and capacity utilization for enhanced sustainability of PT system;

► Motivate public transport operators to provide services that customers are willing to pay for.

Some of the challenges in route network planning for Faridabad are:

► linear shaped/grid pattern of city centrally divided by Railway line & National Highway‐44;

► limited options in the form of flyovers/underpasses to cross railway line & NH affecting feeder routes in particular;

► providing accessibility to thinly populated areas for viability of services;

► location of metro stations on one side of NH and preference of commuters to board/alight feeder buses at metro stations without crossing the NH.

► haphazard growth of routes by rapidly expanding IPTs in absence of, planned PT route network.







Keeping in view above goals/objectives and addressing the challenges in route planning conceptual route network is worked out connecting one or two metro stations to trip generations/ destined locations such as residential areas, educational and work areas, etc. Route planning also considered inputs obtained through user interviews at metro stations and demand generation areas, physical survey of roads along the conceptualized route network, etc.

The planning period in this report ranges from Financial Year 2018‐19 (base year) to 2031 (horizon year – synchronizing with the development plan for Faridabad, with cardinal years as 2021, 2026. The planning period is divided into III phases as under:

Phases From To

Base Year 2018 ‐ 2019

Phase I 2019 ‐ 2021

Phase II 2021 ‐ 2026

Phase III 2026 ‐ 2031

Details of infrastructure such as depots, terminals, Bus Queue Shelters etc for various phases are planned to be acquired in previous phases for progressive and smooth operations of bus fleets from the beginning of the first financial year of the phase. Similarly, bus fleets are proposed for acquisition by the terminal year end of previous phase to enable operations from beginning of the first financial year of the phase. In phase I however, additional bus fleets and the infrastructure are acquired by end of 1st year (FY 2019‐20) of phase I to enable their smooth operation in next financial year i.e. FY 2020‐21.

While details of route network etc. have been worked out for the base year for operation, only macro level projections have been made for others.

3.2 ROUTE NETWORK PLANNING

Considering the stated objectives and challenges of route planning, following were main considerations for undertaking this task for Faridabad:

► Inputs based on user interviews and stakeholder consultations

► Findings of the Primary Surveys mainly w.r.t spatially spread of travel demand and the willingness to shift / patronise PT services

► Socio‐economic distribution of population across the city and the density patterns. This included review of population density, income levels across the city and the corresponding spatial concentration etc.

► Low ridership of Metro Services

► Lack of East‐ West connectivity in the city

► Inadequacy of intra‐sector and residential areas connectivity to commercial, industrial, educational and other services locations

► Road characteristics such as ROW, geometry, proximity to travel demand areas, etc

► Existing routes followed by IPTs, etc

► Availability of facilities for crossing NH44 and the Railway lines

Based on the above, it is being proposed to have two types of bus service route network in the city, namely routes for Feeder Service to Metro stations and a few intra‐city routes to afford immediate connectivity.







3.2.1 FEEDER BUS ROUTES

Initially feeder bus services route network is planned for ten routes ‐each route serving at least one metro station. Identified feeder services routes around the metro stations are presented in Table 3‐1. Route Origins and areas serviced by each route, the route length are summarized herein. Route location of these ten routes is graphically depicted in Figure 3‐1 to Figure 3‐3.

Table 3‐1: Proposed Bus Routes for Metro Feeder services (FY2018‐2019)

Route

No Route Via

Route

Length

(Km)

Metro

Station

1

Sarai Metro Station‐Mathura Road‐ Old Sher Shah Suri Road‐

Main Market Road‐Palla Village‐Bypass Road‐Shastri Nagar‐

Sector 37‐ Sarai Metro Station

4.7 Sarai

2

NHPC Chowk Metro Station‐DLF Industrial Area‐Sector 32‐

Block 8‐Block 16‐ Mewala Maharajpur Metro‐ Station‐BM

Nisan‐BMW Showroom ‐SurajKund Road‐Greenfield Colony

Block C‐Greenfield Colony

9.9

NHPC Metro Station

and Mewala

Maharajpur

3 Sector 28 Metro Station‐Police Line Road‐NACEN‐Sector 29‐

Thakur Wada‐HBH Colony 4.5 Sector 28

4 Badhkal Mor Metro Station‐Sector 19‐Shastri Colony‐Gopi

Colony‐Kapoori Colony‐Baba Nagar 4.2 Badhkal Mor

5 Badhkal Mor Metro Station‐Old Faridabad‐Friends Colony‐

Sector 21‐Asian Institute of Medical Sciences‐Badhkal Mor 7.9 Badhkal Mor

6

Old Faridabad Metro Station‐Daulatabad Village‐

BarhMohalla‐Maharishi Parashar Marg‐Sector 17 Market ‐Lal

BhahadurShastri Chowk ‐ESIC Regional Office‐Sector 16

Market‐Rural Office

6.9 Old Faridabad

7

Neelam Chowk Ajronda‐Sectoe 15‐Lal Bahadur Shastri Marg‐

Friends Colony‐Sector 14‐Haryana State Complex‐sector 15

market

7.5 Neelam chowk

Ajronda

8 Bata Chowk Metro Station‐ NIT 1‐NIT 2‐NIT 3 11.5 Bata Chowk

9 Bata Chowk Metro Station‐SRS Cinemas‐Haryana Sports

Complex‐Sector 12 Courts‐Sector 9 Market‐Sector 10 & 11 6.9

Bata Chowk and

Escorts Mujesar

10 NCB Colony‐Chaudhary Charan Singh Marg‐Sector 7D‐CISF‐

Sector 7‐Sector 6‐Dabua Colony‐NCB Colony 5.1 NCB Colony

Total Route Length (Km) 69.1

*Operations expected to commence by June 2018

Feeder services route network would be expanded in subsequent years / phases to provide wider connectivity and accessibility to Metro services. Requirement of bus fleets etc. for subsequent years / phases has since been worked out in this report. Details are presented in Annexure 4‐1.







Figure 3‐1: Proposed Routes for Metro Feeder Services (Route 1 & Route 2)







Figure 3‐2: Proposed Routes for Metro Feeder Services (Route 3 to Route 9)







Figure 3‐3: Proposed Routes for Metro Feeder Services (Route 10)







3.2.2 INTRA CITY OPERATIONS

On similar basis, nine routes are identified for intra‐city bus operations in the first phase. Identified routes along with their route lengths and the route via during first phase is presented in Table 3‐2. Initially Intra‐city bus operations are planned to operate over a route length of about 97.4 kms servicing a route network of about 78.5 kms. Route map of identified intra city bus routes is depicted in Figure 3‐4 to Figure 3‐7 Intra‐city bus services route network would be expanded in subsequent phases to provide wider connectivity and accessibility to city bus services. Requirements of intra‐city bus fleets etc. for subsequent phases have since been worked out in this report. Details are presented in Annexure 4‐1.

Table 3‐2: Proposed Intra City Bus Routes in FY 2018‐2019

Route No. From To Via Distance (km)

1 Dushera Ground Tughlakabad Ankhir, Anangpur 15.7

2 Dushera Ground Badarpur BadkhalMor, Shershah Suri

Road 14.4

3 Dushera Ground Ballabgarh Hardware Chowk, Sanjay

Colony 7.1

4 Dushera Ground Sector 8/9 Hardware Chowk, Sector 10/11 8.2

5 Dushera Ground Neharpar Rajiv Chowk 7.5

6 Dushera Ground Neharpar Mini Secretariat, Sector 86/87 12.1

7 Neharpar Ballabgarh Rajiv Chowk, Labour Chowk,

Sector 9/10 15.2

8 Neharpar Faridabad Rly Station Rajiv Chowk 4.5

9 Patel Chowk Patel Chowk Loop Service 12.7

Total Route Length 97.4

Overlapped Route Length 18.9

Effective Route Length 78.5







Figure 3‐4: Proposed Intra‐City Routes







Figure 3‐7: Proposed Intra‐City Routes with Bus Stops


4 BUS FLEET REQUIREMENT AND OPERATION MODELS

Following route network planning, estimation of fleet requirement and review of operation models for CBS is taken up. This chapter presents fleet estimation; fleet deployment plans on identified routes and suggested operational headways during first year of phase I. Estimates of bus fleets for subsequent years / phases are also worked out. Details of bus fleet requirement phase wise are presented at Annexure 4‐1. Summary of Bus specifications along with PPP operation models are also discussed here for first phase and the same is considered for other phases for various estimates.

4.1 BUS FLEET REQUIREMENT ASSESSMENT

In absence of the updated comprehensive mobility plan, fleet requirement in base/current year is assessed to service current travel demand. The fleet requirement in base/current year for Faridabad intra‐city and feeder services is assessed using two methods discussed herein:

Method‐1: Based on average PCTR

Considering an average PCTR of 0.95 (CMP 2010), average passenger trip length of 9.6 kms (combined for intercity trips to nearby towns and intra‐city trips), modal share of PT as 33% and current population of 20 lakhs, daily travel demand of 6.27 lakh PT trips is estimated. Further, considering 90% fleet utilization, 70% as load factor, 70 persons as carrying capacity for a standard bus and 200 kms as vehicle productivity per bus daily, a demand for 700 standard buses is estimated. Detailed calculations are presented in Annexure 4‐1.

Method‐II: Based on Service Level Benchmarks of Ministry of Housing and Urban Affairs

Following the guidelines of providing 30 buses per lakh population for urban transport services and the current population of Faridabad as 20 lakhs, requirement of fleet in Faridabad is estimated as 600 standard buses. Detailed calculations are presented Annexure 4‐1. The overall requirement of buses, as estimated by above two methods, is in the range of 600‐700 standard buses.

Out of above travel demand of 6.27 lakh PT trips, 1.32 lakh and 0.5 lakh trips are serviced by Metro and EMU respectively. The remaining 4.45 lakh trips, both inter and intra city trips are proposed to be serviced by bus based public transport. Out of 4.45 lakh trips likely intra city trips are estimated as 3.12 lakh trips (about 70% of 4.45 lakhs). Considering 90% fleet utilization, 70% as load factor, 70 persons as carrying capacity of a standard bus, average passenger trip length of 5 kms (for intra‐city trips), and 200 kms as daily vehicle productivity per bus, a total demand for 178 standard buses is estimated to cater to 3.12 lakhs intra city trips in base year. Detailed calculations are presented in Annexure‐4‐1. For subsequent phases, travel demand is estimated considering linearly increasing travel pattern with population and the bus based PT system model share as worked out for initial phase. Details are presented in Annexure 4‐1 and briefly summarised in Table 4‐1 for the terminal year of each phase.

Table 4‐1: Travel demand during base year and phase wise

S. No.

Description Base Yr. FY 2018‐19

Phase I FY 2019 to

21

Phase II FY 2021 to 26


1 MCF population during the last year of a phase (Lakhs)

20 23 32 40

2 Total travel demand trips daily during the terminal years (Lakhs)

19 21 30 38

3 Urban PT (Metro feeder and intra‐city) travel demand trips daily during the terminal years (Lakhs)

3.12 3.64 4.94 6.24

4 Standard bus fleet requirement to service the above demand

178 208 282 356







For first phase, acquisition of the proposed fleet is planned to be completed in two lots, first lot of 90 midi buses during base year FY 2018‐19 and second lot of additional 207 midi buses in FY 2019‐20 for operational deployment from beginning of second year (FY 2020‐21) of phase I for continued operation till end of terminal year FY 2025‐26 of phase II. Similarly acquisition of proposed bus fleets in other phases is planned by end of terminal year of the preceding phase for operational deployment from beginning of first year of the phase.

About 30% of total fleet required i.e. 53 standard buses are proposed to be acquired by end of the base year to provide for feeder services to metro and skeleton intra‐city services on a few routes. This is necessary to provide minimum services immediately and to keep ample safety margin for adjustment in the final requirement for intra‐city and metro feeder services to be assessed through CMP.

Current bus fleet requirement is further divided into Metro Feeder Services and for important intra‐city routes.

4.2 BUS FLEET REQUIREMENT ASSESSMENT‐ BASE YEAR (FY 2018‐19)

The fleet requirement assessment for base year FY 2018‐19 is discussed below.

Metro Feeder bus Fleet Requirement

Following generally acceptable operational frequency and likely travel load during peak and non‐peak periods, it is proposed to deploy midi buses (max carrying capacity 42) for Metro feeder services and for intra‐city operations. Considering carrying capacities of standard bus and that of the midi buses (1 standard bus equivalent to 1.67 midi buses) 53 standard buses would be equivalent to 90 midi buses.

The breakup of proposed bus fleet of 90 midi buses for deployment on Metro feeder services and intra‐city operations on a few main routes is further worked out. Based on the estimated travel demand in terms of number of trips for feeder services, average trip length, modal share of motorized trips that are likely to be performed by metro feeders, 44 rounded off to 40 midi buses are required in base year.

Intra City bus Fleet Requirement

Offsetting 40 buses deployment from out of the overall fleet of 90 midi buses, 50 midi buses are proposed to be deployed for intra city bus operations in base year.

Detailed calculations for base year estimates are presented in Annexure 4‐1. Phase wise requirement of buses for feeder and intra‐city services in subsequent years/phases are worked out in same proportions. Details of bus fleet requirements during various phases are presented in Annexure 4‐1. A summary of number of buses required during base year along with the proposed operational headways route wise, for feeder and intra city PT services in MCF, is presented in Table 4‐2 and Table 4‐3.

Table 4‐2: Deployment of Bus Fleet on Feeder Service Routes

Route

No Route Via

No. of

Buses

Headway Mins.

Peak (Off Peak)

1

Sarai Metro Station‐Mathura Road‐ Old Sher Shah Suri

Road‐Main Market Road‐Palla Village‐Bypass Road‐

Shastri Nagar‐Sector 37‐ Sarai Metro Station

3

4 (6 ‐8) 2

NHPC Chowk Metro Station‐DLF Industrial Area‐Sector

32‐Block 8‐Block 16‐ Mewala Maharajpur Metro‐ Station‐

BM Nisan‐BMW Showroom ‐SurajKund Road‐Greenfield

Colony Block C‐Greenfield Colony

6

3 Sector 28 Metro Station‐Police Line Road‐NACEN‐Sector

29‐Thakur Wada‐HBH Colony 3







Route

No Route Via

No. of

Buses

Headway Mins.

Peak (Off Peak)

4 Badhkal Mor Metro Station‐Sector 19‐Shastri Colony‐Gopi

Colony‐Kapoori Colony‐Baba Nagar 3

5

Badhkal Mor Metro Station‐Old Faridabad‐Friends

Colony‐Sector 21‐Asian Institute of Medical Sciences‐

Badhkal Mor

5

6

Old Faridabad Metro Station‐Daulatabad Village‐Barh

Mohalla‐Maharishi Parashar Marg‐Sector 17 Market ‐Lal

Bhahadur Shastri Chowk ‐ESIC Regional Office‐Sector 16

Market‐Rural Office

4

7

Neelam Chowk Ajronda‐Sectoe 15‐Lal Bahadur Shastri

Marg‐Friends Colony‐Sector 14‐Haryana State Complex‐

sector 15 market

5

8 Bata Chowk Metro Station‐ NIT 1‐NIT 2‐NIT 3 4

9

Bata Chowk Metro Station‐SRS Cinemas‐Haryana Sports

Complex‐Sector 12 Courts‐Sector 9 Market‐Sector 10 &

11

4

10 NCB Colony‐Chaudhary Charan Singh Marg‐Sector 7D‐

CISF‐Sector 7‐Sector 6‐Dabua Colony‐NCB Colony 3

Total Bus Fleet 40

Table 4‐3: Deployment of bus Fleet on Intra‐ City Routes

Route

No. From To Via

No. of

Buses

Headway Mins.

Peak (Off Peak)

1 Dushera

Ground Tughlakabad Ankhir, Anangpur 8

8‐10 (12‐16)

2 Dushera

Ground Badarpur

Badkhal Mor, Shershah

Suri Road 6

3 Dushera

Ground Ballabgarh

Hardware Chowk, Sanjay

Colony 4

4 Dushera

Ground Sector 8/9

Hardware Chowk, Sector

10/11 4

5 Dushera

Ground Neharpar Rajiv Chowk 4

6 Dushera

Ground Neharpar

Mini Secretariat, Sector

86/87 6

7 Neharpar Ballabgarh Rajiv Chowk, Labour

Chowk, Sector 9/10 8

8 Neharpar Faridabad Rly

Station Rajiv Chowk 3

9 Patel Chowk Patel Chowk Loop Service 7

Total Bus Fleet 50







4.3 BUS FLEET REQUIREMENT ASSESSMENT‐ PHASE I (FY 2019 to 2021)

While 90 midi buses (equivalent to 53 standard buses) acquired during base year would be deployed for operations during first year of phase I with effect from first day of FY 2019‐21, remaining 125 standard (i.e.207 midi) buses are proposed to be acquired during FY 2019‐20 mainly for Intra City, feeder and skeleton Inter City operations. Deployment of these 207 midi buses would be based on the proposals worked out in the revised Comprehensive Mobility Plan. Bus fleet acquisition and yearly/phase‐wise deployment details are presented in Annexure 4‐1. Brief details are given Table 4‐4.

Table 4‐4 : Bus fleet Requirement (cumulative) during Terminal Years of each Phase

Sr. Nr.

Description Base Year, FY 2018‐19

Phase I FY 2019 to 21 Phase II FY 2021 to 26


1 Midi buses requirement at the end of terminal year of various Phases (Nos) for

Fleet during 1st Year FY 2019‐ 20

Fleet during 2nd Year FY 2020‐21

1.1 Metro Feeder services – Air Conditioned

40 132(92)* 132 198(66)** 264(66)**

1.2 Intra‐city services – Non AC buses

50 165(115) 165 248(83)** 331(83)**

Total fleet requirement of midi buses

90 297(207) 297 446(149)** 595(149)**

*‐Figures in parenthesis indicate additions by end of 1st year (FY2019‐20) ** Figures in parenthesis indicate additions by end of terminal year of the phases for operational deployment from beginning of following phases.

Above fleet is proposed to be acquired by end of the terminal year of each of the above phases for operational deployment from commencement from first year of following phase.

4.4 BUS FLEET SPECIFICATIONS

Detailed bus specifications for proposed midi buses are given in following table. While developing these specifications requirements of applicable regulatory framework, automotive Industry Specification for buses (AIS 052) and the urban bus specifications (UBS II) recommended by the Ministry of Urban Affairs and Housing, etc have been considered. The floor height of the midi buses (air conditioned and non‐air conditioned ones) for above services is taken as 650 mm. A summary of specifications highlighting main aspects is presented in Table 4‐5.

Table 4‐5: Bus Fleet Specifications – CNG fuelled Midi buses ‐ 650 mm floor height

S. No Specifications Characters

1. Propulsion System CNG fuelled Internal Combustion Engine

2. Bus Size / carrying capacity Midi – 9000mm*2450 mm‐ carrying capacity 42 +1 Wheel

Chair

i. Floor Height 650 mm

ii. Wheel Base(WB) 5000±200 mm

iii. Overhang: Front

Rear

45% of WB ≤2000 mm

60% of WB ≤2400 mm







S. No Specifications Characters

3. Engine Power adequate to attain

i. Acceleration ≥ 0.8 m/sec2

ii. Gradeability ≥ 17%

iii. Speed upto 30 kmph in ≤ 10 secs

4. Bus Operational Range kms 250 minimum

5. Transmission Automatic 5 forward speed & 1 reverse

Reverse gear engagement only on Zero speed

6. Suspension System

i. Front Air Suspension

ii. Rear Air Suspension

7. Braking System Pneumatically operated

Front: Disc

Rear: Disc

8. ABS Required

9. Steering System Hydraulic Power Steering

10. Electric System 24 volts, Multiplex wiring

11. Seating Layout

i. Feeder Service Metro type–benches in low floor area & 2*2 in high floor

area

ii. Intra City 2x2, polypropylene moulded seats without cushions

12. Temperature Control Air‐conditioned / Non Air‐conditioned ;

25±3°C for Environ Temperature of ≤45°C

28±3°C for Environ Temperature of ≥45°C

13. Entry/Exit Gates Two

Rear – ahead of rear axle

Front ‐ ahead/behind front axle

Jack knife doors–power operated–opening/closing time ≤4

secs

Door opening only on Zero Speed

14. Approach Angle

Departure Angle

Ramp‐over Angle

≥9°

≥8.5°

≥4.5°

15. ITS Vehicle Tracking‐‐ GPS

PIS ‐ Front, Rear, Side, Inside the bus Audio video

synchronised

CCTV‐ Min two locations

Incident Alert System

ETVMs (Smart Card)/Paper tickets/QR Coded/cash

GPS connected/GPRS/4G for communication

22. Tyres Steel Radial tubeless







4.5 BUS OPERATION MODELS3

There are different contract options for development of bus infrastructure and for operations of public transport in urban areas under PPP. The contractual structures in public transport are classified into two i.e. one applicable to investment in infrastructure and the other applicable to bus operations, as shown in Figure 4‐1.

Figure 4‐1: Different Contractual Structures in Public Transport Operations

A summary of features of the contract types applicable to investment in infrastructure is presented in Table

4‐6.

Table 4‐6: Contractual Structures Applicable to Investment in Infrastructure

Nature of Contract Duration Nature of Service

Service contract 1‐3 yrs. Fee paid by govt.

Management contract 3‐8 yrs. Fees paid by govt., performance incentive

Lease 8‐15 yrs.

Manage, Operate, Repair, Maintain Service ;All revenues,

Fees Chargeable from consumers, Service provider pays

rent to govt.

Concession 15‐30 yrs.

Manage, Operate, Repair, Maintain, Invest in Service;

Revenues from Consumers, Service provider pays

concession fees to govt.

PPP Models for PT Operations

Three concepts in operating public transport systems in urban areas are “public monopoly”, “unregulated entry” (i.e. free entry to private operators which is suitable in a situation where authority does not have any expertise, it can lead to biases in operations) and “public private partnership” (PPP).

3 Toolkit for Pubic Private Partnerships in Public Transport, MoHUA







PPP models are based on contract or concession agreements between a government or statutory entity on one side and a private sector business entity on the other for delivering PT services on payment of user charges. Involving a private partner in bus transport operations yields following advantages:

► Create capacities: Many urban transport authorities do not wish to establish legacy systems which create direct and indirect liabilities that generally turned out to be costlier

► Bring in efficiencies, cost effectiveness, and improved productivity

► Given the right set of incentives, private players could respond effectively to passenger demand and towards high system efficiency.

► Assure sustainability of the urban transportation system

In general, a sustainable project following PPP models would allow implementing agencies, especially Urban Local Bodies, to spare funds for other developmental works.

PPP in Urban Bus Operations‐ Brief Details

Four different models under PPP for CBS are discussed herein:

Gross Cost Contract (GCC): Basis for adopting this model is when fare revenues are not enough to cover operating costs and there is moderate public funding. In this model a fixed payment is made to the operator for providing PT services irrespective of ridership. Investment risks are shared between authority and the private operator.

Hybrid Gross Cost Contract (HGCC): In this model, operator gets a portion of fixed charges as above and the balance portion is paid to PO on the basis of increase in ridership i.e. PO is incentivized for efficient inducement for increasing patronization, an additional to the features of GCC.

Net Cost Contract (NCC): Basis for this model is when fare revenue is enough to cover operating and capital costs and there is low public funding. In this model operator provides service for a specified period, incurs all investments in buses, ETVMs etc and retains all revenue. The operator has to forecast cost and revenues very accurately for profitability. Investment risk is highly biased towards the PO.

Hybrid Net Cost Contract (HNCC): In addition to features listed for NCC, in this model operator gets subsidy in case of less viable routes.

A Comparison and summary of features in PPP contract models is presented in Figure 4‐2 and Figure 4‐3 below.

Figure 4‐2: Different PPP Models‐ Features







Figure 4‐3: Summary of Different Models

Table 4‐7 present some of the pros and cons for these models and a comparison based on degree of competition, regulation & public funding required.

Table 4‐7: Pros and Cons of Different Models for CBS Operations

Gross Cost Net Cost

Pros.

Lower cost per unit of Service Investment risk and Revenue risk is assigned to the

operators

Flexible operation (move buses from

one route to another without harm to

the operator)

Operators tend to maximise quality of service to increase

ridership (probably in the form of oversupply of buses, then

increasing the fares)

Easy to introduce ‐ Simple proposition

to operators

Allows public agencies with limited staff and technical

capacity to provide high quality bus service

Cons.

Authority bears all the revenue risk Lack of flexibility‐ buses are not moved amongst routes

Needs a strong Authority and very

good supervision

On Overlapping routes operators competes for passengers

(in extreme case of buses of the same operator, drivers

compete for the passengers as drivers are given incentives)

Quality of service is secondary to maximising net revenues

An appreciation of different models above indicates that capacities in both public and private sector are limited and need support. Private Sector can be brought on board only if incentives to perform obligations and supportive business environment are ensured. In addition, user fare income is mostly insufficient and the need for grant from the Government is inevitable. However, the government while providing grant should establish a performance index to measure the service quality being provided by the PO.







Since NCC model has been a failure in Indian Cities it is proposed to have Gross Cost Model in case of

Faridabad. In this model PO acquires, operates and maintains bus fleet at his cost. PO is paid on the basis of

kms operated (subject to a maximum number of assured kms by the Authority during a period). For the first

phase GCC model is proposed for operational ease in a PT system being introduced for the first time. For

subsequent phases the GCC Hybrid model is suggested where PO acquires, operates and maintains bus fleet at

his cost. PO is paid partly on the basis of kms operated and partly on reaching pre‐defined capacity utilization

or load factor. Latter payment would be further graded to reward PO at higher rates for achieving higher levels

of load factor / capacity utilization. Bus Operator would be entitled to display advertisements on‐ board and at

designated places and retains the revenue so earned.

Authority provides requisite infrastructure such as depots, terminals, Bus Queue Shelters (BQS), control room etc at its cost and also sets out standards/specifications, operational routes and service schedules, monitors & controls performance, besides arranging for revenue collection.

In the proposed system revenue collection is also made on PPP mode. In one alternative of this system revenue collection is arranged by the authority through contracted manpower supply agency who would supply customer service providers (conductors) and supervisors to manage them, their attendance as per service roster, service matters and other related records. Electronic Ticket Vending Machines (ETVMs) along their repair and maintenance services will be hired separately from ETVM suppliers. Authority will make payment to manpower and ETVM supply agencies on the basis of service volumes and applicable SLAs. In another alternatively, a Revenue collector to providing all these services in an integrated manner would be acquired to minimize frequent inter‐operator conflicts and shifting the responsibility behavior. Revenue collector would make investments in acquiring, operation & maintenance of Electronic Ticket Vending machines (ETVMs), transmission of way bills in digitized form using GPRS/Zigbee etc. Revenue collector would be paid by authority at rates decided through competitive bidding. Advertisement revenue from all revenue collection media will be retained by the authority.

Monitoring & control of all activities is proposed to be carried out using ITS/IT facilities and controlled by ICCC being developed under the Smart City Mission (SCM).


5 INFRASTRUCTURE PLANNING AND MANAGEMENT

MODELS

5.1 INTRODUCTION

This chapter discusses the supportive infrastructure required for operation of CBS along with their specifications and operations model. These include: bus depots and depot equipment, terminals, bus Q‐shelters and control rooms, etc.

5.2 BUS DEPOT

A bus depot is used mainly for repair and maintenance, and parking of buses and in some cases as initiation and culmination points of bus routes. There are two critical factors determining its optimum utilization i.e. placement / location of depots and adequacy of space availability.

Location: Location of depots at an optimized site enhances operations by reducing incidence of dead kilometres, ensures improved quality of maintenance by providing quick response to breakdowns / schedule alterations. Reduced ineffective kilometres optimize costs. Strategic distribution of depots location across the city significantly improves system efficiency.

Adequate Space for Depots: The size of depot is directly proportional to the size of operations. Depot plans typically consider space for:

► Number of buses, auxiliary vehicles and staff vehicles to be parked;

► Repair and Maintenance requirements (stores, pits, fuel dispensing station, washing bays, repair and maintenance bays, etc.);

► Administrative buildings, operations planning & scheduling, Accounts & cash handling, workshop offices, security etc;

► Staff amenities

► Circulation space

Generally an area of 5 acres is earmarked for a fleet of 100 buses for accommodating all activities, spaces and facilities. Each bus depot for CBS in Faridabad is proposed to cater to the requirement of 100 buses (capacity of the depot). This depot facility shall include provision of area to accommodate parking of fleet of buses, fuelling station, vehicle washing/cleaning area, workshop and maintenance area, administrative offices, private parking, crew facilities and other utilities. Land identification for developing depots and terminals has been undertaken as part of the DPR preparation work. The land parcels identified for Depots and Terminals development in consultation with HSVP, MCF and FSCL are presented in Table 5‐1. Eight parcels have been identified to cater to not only the immediate needs but also the future requirement. Location of identified land

Figure 5‐1 Operational Integration in Bus Depot







parcels for depots, a central workshop and terminals is depicted in Figure 5‐1. Phase wise development requirement of depots, central workshop and terminals is also given therein. Land for all depots, terminals and the central workshop may be acquired / transferred to the SPV at the earliest possible to avoid any problems related to availability of land parcels at a later date.

Table 5‐1: Land Parcels Identified for Depots and Terminals

Sl.

No.

Location

Sector

Size of

Land

Available

(Acre)

Owner

Authority Proposed Use

Size of

Land

Required

(Acre)

Phase wise requirement

Base

year Ph I

Ph

II

Ph

III

1 30 2 HSVP Terminal 2 2

2 12 5 HSVP Depot/ Terminal 5 5

3 86 4.3 MCF Depot 4.3 4.3

4 80 5 to 10 HSVP Two Depot 5+5 5 5

5 74 5 to 15 HSVP

One depot and the

Central Workshop

for reconditioning of

aggregates, retrieval

of spares, retreading

of tyres and major

repair of buses

5+10

5 10

6 61 5 HSVP Depot 5 5

7 Ballabgarh ‐ Haryana

Roadways Terminal 2 2

8 Dushera

Ground 4

Haryana

Roadways Terminal 2 2

9 Land under

identification 7.5

HSVP /

MCF

Three Terminals of

2.5 acres each 7.5

2.5 5

Total land required in acres 52.8 13.3 14.5 10 15







Figure 5‐2: Identified Depot and Terminal Locations

5.2.1 FUNCTIONAL ARRANGEMENTS OF PROPOSED DEPOTS

Proposed depot plan is developed on the basis of main functions performed in a bus fleet depot. Some of these facilities are described in herein.

Administrative Facility: The administrative block is planned and designed to cater to a variety of functions, including but not limited to planning and scheduling of operations, scheduling of crew and bus, assigning of crew duties, issuing of duty memos and ticketing equipment such as ETVMs to crew, depositing of cash collected by revenue collectors, making payment of salaries and wages, maintaining staff records/documents, and serving as the office for all other administrative and welfare activities. This block also houses the offices of the Depot Manger, Operations Manager and the Accounts Officer besides other facilities required in a depot.

The administrative block, housing facilities for crew interaction during in‐shedding and out‐shedding of buses, cash handling and banking, administrative needs, etc. is positioned near the entrance/exit gate. This location of the administrative facility renders it easily accessible to crew and other staff members with separate entrances, with minimum interference with vehicle operations. Such a location avoids need for entry of un‐connected staff, other than those working in workshop and the drivers, in bus parking / workshop areas facilitating improved safety and security. Even the general public, approaching depot officials for any interaction, would have easy access. Additionally, officers or managers rooms provide for a complete‐ view of the entire complex.

The administrative block has three principal components: operations block, general offices, and staff facilities.

Administrative block is proposed to be a two‐storied building with operations and crew related activities and facilities such as rest room for crew members; cash handling and banking unit, etc. are planned on the ground floor, and the Admin offices, Depot Manager, Accounts Officer and the Operations Manager offices on the first







floor. An integrated canteen adjacent to administrative facility is planned for operations, workshop, admin & other staff.

Vehicle washing/cleaning facility –While provision for one washing bay is made initially, space for additional bays is also earmarked to take of future needs to facilitate more frequent washings. Provision for storage of consumables, staff lockers and for housing the staff for washing facilities is also made in its vicinity. Washing bays are easily accessible from the maintenance workshop and the parking areas.

Vehicle repair and maintenance facility‐ This facility is the nerve centre of the bus depot. Repair and Maintenance of buses is undertaken in the depot workshop which provides for pits and other spaces/facilities for inspection and maintenance of buses; tools and equipment for routine servicing and repairs; welding, machining and assembling facilities for retrieval and repair of items; battery charging and repair facilities; tyre repairing, dismantling / assembling and balancing equipment; storage areas for oils and lubricants, spares and scrap items; etc.

The workshop comprising of above facilities and housed in an independent building dedicated to repair and maintenance of buses is proposed to be located at the far end of the Depot.

Provision for six pits for inspection and maintenance of buses & three spaces for attending to other works on buses is made in the workshop. Spaces for housing Workshop Manager/Engineer’s office, supervisors’ room, wash room and other facilities for staff, are also provided.,

Fuelling and air inflation facility: Normally to avoid delays in out‐shedding of buses next morning, fuel is supplied to buses either during their non‐duty periods or on their return to depot on completion of day’s operations. The fuelling station is hence placed along the main circulation pathway to facilitate smooth and hindrance free access to fuelling facility.

As the proposed bus fleet is equipped with CNG fuelled internal combustion engines, fuel supply to each bus takes about 10‐12 minutes. Considering the fuel filling cycle time and heavy rush of buses due to high frequency (40‐50 buses in an hour) in‐shedding during peak period, the fuelling station is equipped with 4 dispenser islands for simultaneously dispensing fuel to 4 buses. Adequate provision for queuing / overtaking of buses during rush hours is also made at the fuelling facility. Provision for housing compressors along with related equipment for compressing natural gas is also made at the fuelling site.

Generally inflation of tyres is under taken at the fuelling facility itself. Provision for inflation of tyres is made by way of installing air compressor, gauges and air filling nozzles, etc. Provision for storage of spare, dispensing nozzles; gauges, hoses, staff lockers and other items; and for housing the staff engaged in fuelling/air inflation activities is made in its vicinity.

Scrap Yard: In a workshop engaged in repair and maintenance of buses, a large quantum of scrap is generated on day to day basis. Such scrap, comprising of oils and lubricants, tyres and tubes, rubber and metallic items, is segregated and stored separately to avoid any safety, security and fire hazards as also for ease of disposal. Similarly buses rendered unserviceable are stored in depot till their final approval for scrapping/disposal following necessary inspections/evaluations etc. Disposal / transfer of scrap materials/items/buses from depot are undertaken periodically in economic lots. Provision of adequate and segregated spaces is made in the proposed layout plan of the depot to accommodate above accumulations of unserviceable materials/scrap items / buses etc. in a manner as to avoid potential hazards and operational problems.

Bus Parking Bay: Considering size and turning radius of buses; ease of manoeuvring and parking; need for

movement of technicians and moveablee equipment/trolleys / battery packs etc between buses for in‐situ

servicing / repairs /topping up of consumables, cleaning etc.; besides other factors, parking plan for buses is

prepared. Offsetting spaces allocated for all other activities / functions, available space is adequate to park 100

buses.

Private Vehicles Parking: A number of employees of the depot and the bank, visitors and others persons travel to depot in private vehicles. Hence adequate and separate parking space for private vehicles, apart from parking of buses, is required at the depot. Such space needs to be provided outside the depot boundary for







safety and security reasons. Adequate space, outside the depot boundary, for use by private vehicles is earmarked in the proposed depot plans.

Conceptual Layout Plan: A conceptual layout plan of proposed Bus Depot facility is presented in Figure 5‐3. Summary of facilities and the tentative space required therefore, in the proposed Depot plan, is presented in Table 5‐2 and Table 5‐3.

Figure 5‐3: Schematic Layout Planning of Depot







Figure 5‐4: Schematic Layout Planning of Depot Workshop

Table 5‐2: Summary of Facilities to be provided in Depot

Facilities Area / Number

Depot Site Area 20,800 sq.m (Approx.)

Size of bus fleet (Number of Buses) – Parking space for buses 100

No. of Fuel Dispensers 4

No. of washing pit(s) 1

Workshop 1

No. of Workshop pits / maintenance spaces 6 /3

Administrative set up / building 1

Staff rest rooms 7

Control room 1

Medical facilities room 1

Banking facility 1

Security set up 1

Private vehicles parking space (for cars and 2 wheelers) 1

Table 5‐3: Proposed space allocation for facilities/Circulation in the Depot

Area Calculation for 100 buses Depot

S. No. Activity Building area

(Sq. mt.)

Circulation area

(Sq. mt.)

1 Administration 640 612

2 Workshop 1785 740







Area Calculation for 100 buses Depot

S. No. Activity Building area

(Sq. mt.)

Circulation area

(Sq. mt.)

3 Washing 700 190

4 Fuelling 900 708

5 Bus Parking 6200 4,150

6 Entry Exit Area Including For Security

Rooms 30 715

7 Scrap Yard & D.G. Set 500 186

8 Bank Area 140 80

9 Private Vehicles Parking (Open Space) 300

10 Kerb Along Boundary Wall 1160

11 Space For Auxiliary Vehicles

& Vehicles Under Scrapping/ Disposal 600 135

12 Contingency (5% Of Above) 625

Total Area 13575 7,250

Grand Total Including Circulation Space 20,800

Note: The Administration Building is G+1 Floor with an area of 500 SQ.M on the First Floor

A conceptual layout plan of proposed Administrative building at the Depot is presented in Figure 5‐5 and Figure 5‐6.

Figure 5‐5: Layout of Administrative Building – Ground Floor







Figure 5‐6: Layout of Administrative Building – First Floor

5.2.2 DEPOT EQUIPMENT ‐ MINIMUM REQUIREMENT

Details of proposed equipment for repair and maintenance of buses, equipment related to Occupational Safety Health and Environment and Supporting furniture required at the Bus Depots are presented in Table 5‐4 to Table 5‐6 respectively.

Table 5‐4: Details of Proposed Equipment at Bus Depots

Sl. No. Equipment Section

1 Air Compressor (10HP) Tyre Section

2 Ammeter cum Voltmeter Electric cum battery room

3 Arc welding machine Maintenance Section

4 Auto cut‐off Tyre inflator with pedestal mounted

digital meter Tyre / fuel Sections

5 Auto Electrical Test Bench Electric cum battery room

6 Automatic Bus wash System with ETP (including

under chassis washing and wheel rim washing) Washing Section

7 Battery booster trolley with auto cut‐off system Electric cum battery room

8 Battery gravity / hydrometer Electric cum battery room

9 Battery Operated Brush Truck Others

10 Lathe Machine with Brake Drum Turning Facility Maintenance Section

11 Brake Efficiency Meter Maintenance Section

12 Car washer with 2guns Washing Section

13 Cell tester Electric cum battery room

14 Clutch Plate / Brake liners riveting machine Maintenance Section

15 Computerised Lube Oil Dispensing System Maintenance Section

16 Computerized Wheel Balancer (2 tyres at a time) for

Bus Tyre Section

17 Software for Engine Diagnosis Maintenance Section

18 Diagnostic Tool for CNG propelled Buses(BSIV) Maintenance Section

19 Dial pressure gauge Tyre Section

20 Electric Chain Hoist Others

21 Electric fly catching machine Environmental Management Plan








22 Electric grinding machine‐Pedestal Type Maintenance Section / Environmental

Management Plan

23 Emergency full body safety shower, eye wash

fountain Environmental Management Plan

24 Engine Trolley/Crane Maintenance Section

25 Exhaust Gas Analyzer Maintenance Section

26 Fire safety equipment Environmental Management Plan

27 Fork Lift for material handling Maintenance Section

28 Calibration equipment for CNG Fuel system of buses Fuel Section

29 Fully Automatic Bus Tyre Changer Tyre Section

30 Gas welding machine Maintenance Section

31 Gear box trolley Maintenance Section

32 Genset‐125KvA Maintenance Section

33 Head‐ beam aligner Maintenance Section

34 Hydraulic Engine jib crane Maintenance Section

35 Hydraulic Press Others

36 Hydraulic Trolley Jack Maintenance Section

37 Industrial Grade Water Purifier Maintenance Section

38 Laptops‐for Diagnostic Software Maintenance Section

39 Master pressure gauge Tyre Section

40 Mini truck for break‐down relief Maintenance Section

41 Micro‐processor based Wheel Aligner System Maintenance Section

42 New Battery charger with auto cut‐off system Electric cum battery room

43 Nitrogen Tyre Inflator along with sufficient storage &

distribution equipment Tyre inflation / tyres Section

44 Oil intercepting chambers at outfall points Environmental Management Plan

45 Open Truck for Material Handling Maintenance Section

46 Paint Booth for painting buses Maintenance Section

47 Pedestal Electric drill machine Maintenance Section

48 Pneumatic combined waste oil extractor and

dispenser Maintenance Section

49 Pneumatic Greasing machine (50Kg) with automatic

electronic cut‐off Maintenance Section

50 Pneumatic wheel nut runner (Impact wrench) Tyre Section

51 Portable Electrical Grinder Maintenance Section

52 Protective gear for workers Environmental Management Plan

53 Rain water harvesting system Environmental Management Plan

54 Rim cleaning machine for buses Tyre Section

55 Scrubbing machine for cleaning the floor Maintenance Section

56 Smoke Meter Maintenance Section

57 Spray Painting Gun Maintenance Section








58 Standard set of hand and pneumatic tools Maintenance Section

59 TIG Welding Machine Maintenance Section

60 Tree Plantation/landscaping Environmental Management Plan

61 Tyre cut repair Spotter Tyre Section

62 Spark plug cleaner and tester Fuel Section

63 Tyre dismantling/assembling equipment Tyre section

64 Wheel Balancing Machine Tyre Section

65 Propeller shaft balancing machine Maintenance Section

66 Pedestal Grinder Maintenance Section

67 Torque Wrench Maintenance Section

68 Jigs /fixtures/stands for storage of axles, etc Maintenance Section

69 Towing Equipment / bar Maintenance Section

70 Storage racks /bins etc in stores Maintenance Section

Table 5‐5: Equipment related to Occupational Safety Health and Environment


1 DCP(5Kg) fire extinguisher at fuel dispenser Fuel Section

2 Sand bucket per fuel dispenser Fuel Section

3 DCP firefighting equipment (2 Nos.) Maintenance Section

4 Sand bucket Maintenance Section

5 DCP firefighting equipment Tyre Section

6 Sand buckets Tyre Section

7 DCP firefighting equipment Electric cum battery room

8 Sand buckets Electric cum battery room

9 DCP firefighting equipment Stores/tyre section / oil and lubricants

sections

10 DCP firefighting equipment Administrative office

11 Sand buckets Administrative office

Table 5‐6: Supporting Fixtures/items required at Depots

Sr. No. Equipment Section

1

Instruction boards Fuel Section

Instruction boards Maintenance Section

Instruction boards Electric cum battery room

Instruction boards Stores

Instruction boards Tyre and other Sections

2 Pit planks–one per pit Maintenance Section

3 Pit stand(Small + Big)–one per pit Maintenance Section

4 Pigeon hole cup board Electric cum battery room

5 Cup board for keeping costly items Electric cum battery room

6 Adjustable Pigeonhole Stores







Sr. No. Equipment Section

7 Racks for keeping major items Stores

8 Cupboard for keeping costly items Stores

5.3 BUS TERMINALS

Terminals are basic nodes acting as origin/destination points for different routes providing bus shelters, bus bays, parking facilities for short duration, basic passenger amenities, passenger information centers, rest areas and general amenities. It basically facilitates mobility and inter‐change. Terminals are central, OD points and intermediate locations in the movements of buses and passengers.

Considering the quantum of PT operations in the first phase and to take care of future growth a minimum of four terminals of about one hectare area each are suggested for Faridabad. In first phase RCC hard standing, boundary wall, Bus Queue shelters and temporary built up spaces are proposed. Further development of terminals is proposed to be undertaken on PPP basis.

The main characteristic of bus terminals is their convergence function, because they serve as important nodes of transfer between different modes/routes. These nodes are the focus of passenger activity, which is a potential ingredient for a vibrant city space. Terminal site area for CBS is approximately 2‐2.5 acres each for the selected locations. Each terminal comprises of the terminal building, Platforms, bus parking & dedicated parking space for private vehicles. The terminal typology is for intra city purpose with space for operating around 25‐ 30 buses. Development of additional two terminals may be undertaken in later phases. However land parcels be acquired / transferred to the SPV at the earliest to avoid non‐availability of land later.

Primary elements considered as part of bus terminal infrastructure development are classified for three different user types namely passengers, terminal staff and bus staff.

Passenger areas include:

► Ticketing and queuing

► Passenger waiting areas / bus shelters

► Passenger conveniences (drinking water facilities and washrooms)

► Passenger circulation

► Boarding/alighting areas or bus bays

► Facility entry

► General information

► Security, including CCTV cameras

► Retail areas

Areas for terminal staff:

► Office, Security and information

► Ticket Vending Machine

► Staff conveniences (drinking water facilities and washrooms)

► Canteen

Areas for bus crew:

► Canteen

► Resting areas







► Bus staff conveniences (drinking water facilities and washrooms)

Figure 5‐7: Layout plan of a typical City Bus Terminal

A list of proposed facilities and area allocation for each facility at the proposed Terminal is presented in Table 5‐7.

Table 5‐7: Facilities and Area allocation in Terminal

Sl. No. Facilities Area (Sq. mt)

1 Terminal Building with Circulation 700

2 Bus Shelters For 30 Buses 2,420

3 Bus Circulation 3,757

4 Staff Parking & Circulation 450

5 Green Area along Boundary Wall 673

Grand Total including Circulation 8,000







5.4 BUS STOPS

Bus stops complete with bus bays and bus queue shelters (BQS), are locations on the route network for stoppage of buses for boarding / alighting and waiting of passengers. A typical bus stop equipped with BQS offers sitting space, queuing space, passenger information system, etc. Bus stops are generally positioned at every 500‐750 meters on both sides of routes /roads. In Central business areas however bus stops are located at every 300‐350 meters. For proposed route network length of 150 kms, 155 pairs of bus stops would be required. While bus bays of about 15‐18 meters are required for standard buses, BQS of 6 and 12 meters length are proposed for low and high density of boarding / alighting passengers respectively. A few typical models/designs for Bus Q shelters are presented in Figure 5‐8. Bus







Figure 5‐8: Typical Models/Designs for Proposed Bus Q Shelters (12 and 6 meters length)

5.5 INFRASTRUCTURE MANAGEMENT MODELS

There are different contract options for development and management of support infrastructure for operations of public transport in urban areas under PPP. The suggested options for the same for CBS in Faridabad are as follows:

Bus Depot and Equipment: The depot with basic facilities shall be developed by the Authority. Equipment with usability period longer than the bus operator contract shall also be purchased by Authority and maintained by the bus operator. The private operator shall be responsible for procurement of all other required equipment and consumables at his own cost along with their maintenance. The operator shall also pay for all related utilities bills. Authority would endeavour to enhance its revenues by permitting commercial advertisements on its infrastructural facilities i.e. Depots, terminals, BQS, etc within the ambit of applicable rules / regulations.

During first year of first phase a single private operator would utilise both the proposed depots. Considering the number of buses likely to be inducted in the base year of first phase, the private operator would have the choice of acquiring plant and equipment at one depot only. When the fleet size increases in the subsequent phase, the first operator shall relinquish his right to use one of the two depots and hand over the same to other bus operator as decided by the Authority, so that one operator has exclusive usage rights over one depot. All equipment and fixtures shall be handed over to the other operator at book value of the day. For







additional fleet of 207 midi buses planned for induction in first year of phase one, two more depots have been proposed.

Terminal: The authority shall construct and maintain the proposed terminals. Bus Q‐shelters may be developed and maintained by the private operator against exclusive commercial rights with profit sharing with the Authority. Alternatively the Authority may develop BQS at its cost and exploit their commercial potential. The latter alternative is proposed.

Bus Q‐Shelters along the route network: These will be developed and commissioned by the Authority and maintained by a private entity. Permission for use development of BQS on land owned by the road owning agency would be obtained by the Authority. Provision of land would thus be made by the Authority. The revenue from advertisements shall be retained by the Authority if so permitted by the land owning agency. Alternatively such revenue would be shared by the Authority with the land owning agency at mutually agreed rates decided through the transparent process. While BQSs at some locations would have high potential for advertisement revenues, BQSs at some other locations may have very low potential. BQSs are hence proposed to be bundled appropriately in lots of 5‐10 sets for their overall marketability for commercial revenues.


6 ITS FOR CITY BUS OPERATIONS

6.1 INTRODUCTION

Indian transportation system has been rapidly expanding ever since the advent of the 21st century, leading to

cause excessive congestion on urban roads. Mitigation measures taken so far have however not been able to

keep pace and consequently congestion levels continue to increase at alarming rates in all cities. Increased

congestion is adversely impacting vehicular speeds and journey time, fuel consumption efficiency, air quality

and overall quality of life in urban areas. To fight and mitigate congestion, transportation professionals are

working towards increasing productivity of existing transportation systems through use of advanced

technologies such as the Intelligent Transit Systems (ITS). It encompasses a broad range of wireless and wire

line communications based information

Technology besides microprocessor and

electronics technologies. When integrated into

the transportation system infrastructure and in

vehicles, these technologies facilitate to relieve

congestion, improve safety and enhance

productivity.

ITS in city bus systems helps PT agencies in

improving effectiveness and efficiency of

operations, enhancing its performance and

quality of transit services to passengers. It timely

provides desired information to passengers,

improves productivity of resources and that of

overall operations and management of PT

services by taking data based decisions. Over the

last few years, public transport agencies are

implementing ITS technology at varying scales in

India. Various components of ITS in PT

operations are presented in Figure 6‐1.

Potential benefits of ITS in PT system applications are briefly stated herein. ITS in PT is conducive to improve:

Productivity of PT resources.

Ridership and mode transfer

PT systems / modes integration

Security of passengers – on‐board, particularly female passengers using CCTVs

PT system control

Quality of service

Passenger information – on‐board and off‐board

Communication of alerts about events en‐route

Operations scheduling, bus and crew scheduling, etc.

Figure 6‐1: ITS Components for PT Operations







The present chapter details the system, functional, and operational architecture and design to implement

intelligent transportation solutions for CBS in Faridabad Municipal Areas. It also documents recommended

technological interventions to improve operational performance of the fleet of 90 midi buses operating over a

route length of about 150 Kms. However, the scope of this chapter is limited to design, plan, specify,

implement on –board, off board and control room/back‐end, communication, hardware and software required

for the ITS Solutions for CBS, and the end use requirements/outputs are discussed here, technology details

related to software and hardware are given in Annexure 6‐1.

6.2 INTELLIGENT TRANSIT SYSTEMS – POTENTIAL APPLICATIONS IN PT

ITS is a collection of various technologies which include information processing, communications, control, and

electronics. The purpose of ITS in PT is to use these diverse technologies to improve performance of transit

operations by making travel safer, more efficient, environmentally sound, cost‐effective, convenient and

comfortable.

ITS technologies have been organized into a few separate categories to further appreciate its applications in

PT. The function of each technology would be discussed along with its benefits to transit agencies and

customers, fleet Operations and Management, Fare Collection, and Passenger Information Systems, incident /

alert management, depot management, on‐board security surveillance, etc.

6.3 ITS SOLUTION FOR CBS IN FARIDABAD

Keeping in view transport needs of CBS services in Faridabad, ITS solutions that may provide required PT

information and improvements are detailed in this section. Hardware and software for ITS solutions that are

proposed for bus operations are discussed below and generalized software architecture of ITS application in PT

is presented in Figure 6‐2.

iii. Hardware

a) GPS based Automated Vehicle Location System (AVLS) – On board

b) Passenger Information System (PIS) ‐ On‐board & Off‐board

c) Electronic Ticket Vending Machines (ETVMs) with Smart Card and GPS compatibility

d) CCTV Video Surveillance Security Camera System and Network Video Recorder (NVR) – On

board

e) IT Infrastructure at Bus Depot and the Central Control Centres(Off board)

iv. Software Application

m) Automated Vehicle Location Application Software

n) Passenger Information System Software

o) Electronic Ticketing Solution

p) Depot Management System Software (DMS)

q) Financial Management System (FMS)

r) Alert Management System Software

s) Back Office Software Solution







Figure 6‐2: ITS Solution Architecture for CBS in Faridabad

6.4 GEOGRAPHICAL COVERAGE OF THE ITS

The proposed ITS will cover buses, stops, site locations and offices/depots regarding the bus operations of

FCTSL. Details of buses, bus stops, site locations and offices/depots to be covered initially, during first phase

are as below:

Table 6‐1: Details of ITS Solutions

S. No. ITS Solutions Details

1. ETVMs In 90 midi buses @ 2 nos each

2. Automatic Vehicle Location

System (AVLS)

For 90 buses

3. PIS Display Boards at Bus

Stops and On‐board PIS

At 311 bus stops/locations, 311 PIS display units Operationalization of on‐board PIS display units installed in all FCTSL buses, and integration with proposed AVLS

Integration with on‐board PIS display units in buses to be procured in future

4. Depot Management System

(DMS)

At 2 depots (50 Buses per Depot) 100‐200 Staff (excludes crew) in each depots

5. O&M For 8 Years







6.5 DETAILS OF PROPOSED ITS APPLICATIONS

6.5.1 ELECTRONIC TICKETING VENDING MACHINE (ETVMS)

Electronic Ticketing Vending Machine with Smart Card compatibility and related solutions are collectively

termed here as (ETVMs). ETVMs would help achieve improved customer convenience, reduced fare leaks,

improved understanding of travel patterns including passenger counts by origin‐destinations, faster

dissemination of information for new fare policies/ special events, seamless bus and other travel modes

transfers, on‐line and faster transmission of way bills etc.

To meet diverse needs of commuters and applications portable hand held ETVMs would be used as revenue

collection devices using Paper Ticket, QR based tickets, Contactless Smartcard, Common Mobility Card (EMV),

Mobile phones etc. as fare payment/recording media. These ETVMs fare media shall be made available to

users at several locations (such as City Bus stops, Web application, Mobile application, etc.) works as a close

loop solution.

The core objective of implementing ETVMs is to create an integrated fare collection mechanism using

interoperable standards; as such the devices and the media thereby have to be complementary in nature. End

stage requirement of implementation is integrated fare management and collection regime which will render

its services to all modes of transit systems operated within MCF in a unified manner.

ETVM Devices

Electronic ticketing facility, which provides an ecosystem for issuance and acceptance of fare media, would

comprise hand held ETVMs in which the program is stored along with all the relevant data for issue of tickets

on‐board during the journey. The storage of program and data would be done through a Personal Computer

(Host PC), normally called pre‐journey configuration for the specific route, bus service, fare, concessions,

conductor, driver and day of operation, for handling passenger ticketing. Master data pertaining to unit fare

charges for adult/child, concessions, routes and bus services would be stored on the Host PC and would be

available for uploading on to the ETVMs at the time of configuration. Once pre‐configuration is over ETVMs are

ready for use during the journey. A collection report would be prepared at the end of trip. After a journey is

over the transaction data files would be transferred from ETVMs to Host PC, over a communication cable

connected to serial communication port. ETVMs require minimum time for full charging after which it can be

used continuously for 7‐8 hours.

ETVMs, an ideal substitute of conventional conductor bag system would have the following main features:‐

Fully customized fare tables storage for passengers including concessions, discounts etc.

Instant calculation of fare for required origin – destination pairs

Instant display of origin‐ destination for given fare amount

Instant display and report about passengers on board‐ at any fare stage

Acceptance of applicable payment media and issue to requisite tickets/records

Instant display of returnable amount if any,

Data transfer facility between ETVMs and host computer using communication cable or contactless means

GPS compatibility for Fare stage popping up







Generate requisite reports, data, information, etc. generally related to:

Revenue earned towards passenger tariff

Making available basic ticket data to Host

Data transfer to PC for data analysis and preparing variety of reports

Section wise analysis

Day end total collection report

Duplicate receipts

Any other / specified statements

Central system consists of ETVM transaction & configuration application integrated with a smart card host

system provided by Bank. The system shall be used to set configuration parameters (such as tariff tables etc.)

that would be required to operate the system.

Central Back office system/ETVM Software ‐ the heart of entire ETVM ecosystem consists of core components

for daily operations of ETVMs system. It would be used to set configuration parameters (such as tariff, device

configuration, product configuration, user configuration etc.) that would be required to operate the system.

The system would host all information required for processing fare media within the transit ecosystem. ETVM

would help generate requisite data for Management Information System (MIS) with regard to revenue and

related operations.

The solution would include paper based ticketing; smartcard based ticketing, passenger pass management,

etc. ETVM shall dynamically control concession/discount management vs. passenger category, special services,

pre‐planned change/configuration at fare update etc., ticket stock management, pass issuing management,

etc. ETVMs shall comprise various functional modules including but not limited to the following:

6.5.1.1 Clearing and Settlement

The Clearing and Settlement module will be a main module of the ETVMs. The Clearing and Settlement module

will meet the following functional requirements:

It shall process all Smart Card usage transactions and generate settlement files on daily basis.

It shall process all transactions received till a cut‐off time. The cut‐off time will be a configurable parameter. The transactions received after cut‐off time will be processed next day.

At the end of each day, all transactions will be settled on various accounts configured in the System. The System will generate settlement files for each Transit Operator within the specified time frame.

It shall generate a report of rejected transactions and it will be possible for authorised users to perform manual settlements, under strict audit trail. It shall provide a centralised view and thus provide alerts to the users of potential cash shortfalls in the fund.

The main account will be reconciled daily based on the settled amounts and the balance available on all Smart Cards. The daily reconciliation shall take into account all transactions with a financial impact including Smart Card usage transactions, recharge transactions, any cancelled transactions, refunds, Smart Card replacements, adjustments and write‐offs, if any.

6.5.1.2 Transactions Management

This module shall process all transactions received from valid sources including ETVMs and third party

systems.







It shall ensure that no duplicate transactions are recorded in the System. It shall also manage missing

transactions, by identifying them on the basis of transaction sequence number, last balance, etc. and

will incorporate a suitable mechanism to handle them.

6.5.1.3 Security Management

The ETVMs shall be designed in a way so as to ensure maximum security of all sub‐systems/ components of

the System. The ETVMs shall be suitably protected from internal as well as external threats.

The main features of Security Management will include the following:

The System will be fully protected from the attacks of viruses, malware, etc.

Suitable security policies, processes and monitoring will be built‐in and enforced to the fullest extent to ensure unauthorised access, hacking, denial of service attack or other security breaches are prevented.

6.5.1.4 Operator Management

There will be multiple bus operators using the ETVMs. This module shall be used to manage the accounts of

various bus operators. It shall be possible to add new bus operators without any modification in software/

hardware. It shall be possible to configure the parameters specific to different bus operators attributes such as

name, address and bank account details.

6.5.1.5 Smart Card Management

The Smart Card Management module shall meet the following functional requirements

This module shall contain the master database of all Smart Cards present in the System. Each Smart Card will have unique identity.

The module shall facilitate tracking of Smart Cards throughout their lifecycle including procured, initialized, issued, active, refunded, defective/ damaged, dormant (removed from active list), hot‐listed, disposed of, etc.

The security deposit and e‐purse balance on each Smart Card will be stored and managed. In case of passes, the pass details, date of validity, remaining trips, etc. will be stored.

It shall manage the collection, tracking and refund of Smart Card deposits.

Based on the transactions received by the ETVMs, the e‐purse balance for all Smart Cards shall be updated.

The ETVMs will be able to manage refund and replacement of Smart Cards. It shall allow refunded Smart Cards to be reused.

The System shall be able to detect and report anomalies in use of Smart Cards.

6.5.1.6 Reporting Module

It is possible to generate reports daily, weekly, monthly, or on ad‐hoc basis. It is possible to generate

consolidated reports as well as separate reports for different bus operators and non‐transit applications.

The ETVMs shall provide standard reports, exception reports and Management Information System reports,

including but not limited to the following:

Financial Reports







Operation Reports

Reconciliation Reports

Sales/ recharge Reports

Card Usage Reports

Parameter Reports

Log Reports

Exception Reports (Fraudulent Card Usage Report etc.,)

Version Update Reports

6.5.1.7 Clock Synchronisation

The ETVMs Application will maintain a master clock, from which all the sub‐systems/ components/ equipment

will synchronize their clocks. The frequency of synchronization will be a configurable parameter. All devices

and sub‐systems within the System (on and off line) shall be time‐synchronized.

6.5.1.8 Hot‐list/ White‐list Management

During the operations of ETVMs, certain Smart Cards may have to be blocked from further use due to reasons

like requests from passengers who have lost their Smart Cards or a Smart Card having suspect transactions.

The details of such Smart Cards required to be blocked will be maintained in a hot‐list.

Similarly, certain Smart Cards will need to be recharged automatically, based on standing instructions by

passengers. In case of a recharge through internet/ mobile phone, the e‐purse value on Smart Cards will have

to be updated. For such Smart Cards, a white‐list will be maintained in the system.

The Hot‐list/ White‐list Management module will meet the following functional requirements:

It shall facilitate manual entering of IDs of Smart Cards to be blocked, in the system by authorised staff (such as customer service staff)

The hot‐list will be propagated to all devices/ systems where the Smart Cards may be used. On encountering a Smart Card, whose ID is present in the hot‐list, a device will block the Smart Card in a manner that it cannot be used again, without manual intervention from authorised staff.

A white‐list will be prepared at regular intervals, which will include details of the Smart Cards to be recharged. The white‐list may include details of:

o Smart Cards for which the passengers have given standing instructions to recharge the Smart Cards by a specific amount, whenever the balance falls below a specific value.

o Smart Cards which have been recharged through alternative recharge methods like internet and mobile phones.

The details of Smart Cards, which have been blocked / recharged through one device/equipment, will be removed from hot‐list/white‐list in all the devices/ equipment.

6.5.1.9 Key Management System

The ITS System Integrator shall design and provide a Key Management System (KMS) for the ETVMs.

The main features of the KMS will include the following:







The KMS shall manage generation, storage, transmission, distribution and phasing out of all cryptographic keys, system key materials, security variables and certificates. It shall manage all keys and other security elements from their birth till phase‐out.

The KMS shall manage all system keys through their life‐cycle and shall support key diversification, key roll‐over, key versioning and key phase‐out.

There will be different keys for different functions. The keys will include debit key, credit key, signature key, issuer key, SAM authentication key, read only key, etc. The critical keys like debit keys, credit keys and signature keys shall be used through SAM so that the application does not have direct access to the keys.

6.5.1.10 Other General requirements

It shall be possible to issue/recharge Smart Card through handheld ETVM by conductors and in future

through retail operators. It shall also be possible to recharge Smart Card through online top‐up, mobile

wallets, auto‐credit instructions etc.

6.5.2 GPS BASED AUTOMATIC VEHICLE LOCATION SYSTEM (AVLS)

Automated Vehicle Location System (AVLS) primarily uses GPS devices mounted on the vehicle as primary

source of data for tracking purpose. AVLS acts as a source of information to be displayed on the public display

screens. AVLS comprises following main components:

• Bus Mounted GPS based driver console

• On‐board Passenger Information System

• Off‐board Passenger Information System (PIS)

• Route network based Fleet Monitoring and Control System (GIS Based)

AVLS system would inter‐alia enable FCTSL operations team to monitor vehicle movement in real‐time as

required, trigger on‐board pre‐recorded passenger information, synthesize AVL field data to deliver the same

on PIS devices installed on Bus Queue Shelters (BQS), Terminals, etc.

a) Achieve increased productivity of transit system by improving reliability of system.

b) Reduced operational costs of buses by developing a fleet management system using vehicle tracking mechanism.

6.5.3 PASSENGER INFORMATION SYSTEMS (PIS)

PIS improve service to transit riders by information dissemination through display boards – on‐board PT buses

and Off‐board on BQS / terminals etc. While on‐board PIS would be audio‐ video display system at front, side,

inside and rear locations, the off‐board PIS at bus stands/terminals would be on video display boards for

passenger convenience and guidance.

PIS and Urban Bus Specifications (UBS) II Standards

PIS display on‐board would be as per Urban Bus Specifications (UBS) II generally displaying route, stop and

crew details, etc. in audio‐video format. Detailed inputs for Electronic Destination Display system as well as

audio system would be provided by FCTSL. Bus manufacturer would provide facilities including but not limited

to those for retro‐fitment of all PIS and ITS devices on bus, as decided by FCTSL and as provided for ITS section

of UBS II.







Alphanumeric Dual Display Technology coloured LED based electronic route display system of high intensity

illumination with automatic brightness control along with audio‐video display system in English and Hindi

would be installed at front, rear and side of bus as per the following details.

6.5.3.1 Front Destination Board

There would be display of destination with options in Hindi & English along with route number in Arabic

numerals. The display system size would as specified in the bus code / UBS II. Display should be fixed type.

Pitch of the LED would be optimized to cover maximum possible area along the length for displaying maximum

number of letters. Display would be clearly visible in all weathers at a distance of up to 50 metres.

6.5.3.2 Side Destination Board

There would be scrolling display of destination in Hindi & English alternatively along with fixed route number in

Arabic numerals. The system would simultaneously announce route number and destination, this stop and the

next stop, so as to be audible to passengers waiting on bus stop. The system would have pre‐recorded route /

stops details duly synchronised with audio messages. Display of pre‐recorded information would be triggered

by GPS. It would also be configured /operated, with inbuilt software, by crew intervention as and when so

required. Loudspeakers integrated and synchronised with display system would be fitted one each at service

gates. Display system to be accommodated within minimum size specified in the bus code / UBS II. Pitch of

LEDs would be optimized to cover maximum possible area along the length for displaying maximum number of

letters. Audio messages and video display would be clearly audible/ visible in all weathers at a distance of up

to 5 metres. Side destination system as above would be made available on near side gates.

6.5.3.3 Rear Destination Board

There would be display of destination with options in Hindi & English along with route number in Arabic

numerals. Display system would be accommodated within minimum size specified in bus code/ UBS II. The

display would be fixed type. Pitch of LED would be optimised to cover the maximum possible area along the

length for displaying maximum number of letters. The display would be clearly visible in all weathers at a

distance of up to 15 metres. There would be one loud speaker fitted at rear of the bus (inside the bus – rear

right side).

6.5.3.4 Inside Display Boards (behind driver partition)

A. There would be display of name of approaching bus stops in Hindi & English alternatively duly

synchronised with audio announcement system. The system would simultaneously announce route

number and destination, this stop and the next stop, so as to be audible to every passenger inside the

bus. The system would have pre‐recorded route / stops details duly synchronised with audio

messages. Display of pre‐recorded information would be triggered by GPS. It would also be configured

/operated, with inbuilt software, by crew intervention as and when so required. Loudspeakers

integrated and synchronised with display system would be fitted inside the bus. The system would

also be able to store on‐board up to a minimum of 100 messages of 50 characters each on an average.

The messages should be capable of rolling, flashing (fully or selectively) in Hindi

/English/symbols/graphics as per pre‐programmed system. The message would be visible to all

passengers standing/sitting up to last seat of bus. Names and Badge numbers of crew (driver &

conductor) would be displayed once after every two stops. Micro‐processor based audio

announcement would be made for both current and next bus stop/destination synchronized with







display alternatively in Hindi and English. Illumination system will be of module display type. Display

size of one row would be 800 mm x 100 mm. Display panel would have multiple rows for higher

coverage. Display would be mounted behind driver partition at an appropriate height for clear

visibility to all passengers in bus from all angles. Present and next stops details would be highlighted

with flashing in modern commuter‐friendly colours. It should also be possible to display

advertisements including but not limited to graphic images on display boards. Display time, frequency

and sequencing of advertisements/messages would be programme controlled. Display system would

have provision of flashing/highlighting information in pre‐programmed mode and through GPS and or

an intervention by driver/conductor.

B. The On‐board system would have storage capacity for up to 100 routes and 200 destinations with up

to 60 nos. of bus stops on each route. The system would be GPS/any other ITS device compatible.

Provision would be made at a suitable location for retro‐fitment of GPS box, items /ITS device as per

those of UBS II. Provision for fitment of antenna inside the bus or at roof of the bus ‐ front and rear, if

so desired, be made for connecting to GPS system / VMUs without any disturbance to bus paneling

system. There would be provision for feeding more destination options against any route number.

Periodic operational interventions of the system by drivers would be made through touch type/or any

other input device located on the dashboard/near it. There would be single point near dashboard for

changing programme. ITS system designer would provide details of memory, circuit, wiring, diagram,

power consumption etc., to bus manufacturer. ITS supplier would impart detailed training to officials

/ drivers of operators with respect to programming, operation/ maintenance etc., of display system.

The system would be of rugged construction, vibration proof, and water proof and would be able to

operate efficiently at ambient temperatures of approximately 0 to 50 degree Celsius, humidity level

5% to 100% and dusty conditions of Faridabad urban area.

6.5.3.5 Integrated Voice Announcement System

a. A noise free integrated voice announcement system of adequate volume (which can be heard by all

bus commuters (4 watt, 3 nos.)) be fitted, one at front (behind driver along with LED display) and one

at the rear side‐inside.

b. Two more speakers for exclusive use of passengers outside the bus, especially for persons with

disabilities be fitted ‐ one speaker each along with LED display be mounted on/near the gates at front

/ rear gate on near‐ side (kerb side) of bus.

c. Synchronization of voice messages / announcements with visual displays is essential.

6.5.3.6 Control Panels

Control Panels would have following features and those provided in UBS II–

a) Easily operable, robust, water & dust proof, control switches/keys/touch type within easy reach of driver.

b) Control Panel layout and content would be simple and easily comprehensible by crew who is not highly educated. Displays should have all weather visibility.

c) Crew access to requisite information by operating least no. of robust buttons / switches / keys.

d) Console to have over‐riding provision to jump information operation sequence like skipping a particular stop, etc.







e) Mechanism/port etc., be provided to load/amend/upgrade on‐board stored data from PC at workshop office complete with any related software interfacing hardware required.

6.5.3.7 Memory Entourage

Memory storage, retrieval, amendments, additions, deletions etc;

a) A microprocessor / controller with adequate memory to store minimum 100 numbers of routes (alphanumeric characters) and 200 destinations with up to 60 stops on each route on an average.

b) On‐board memory would be capable of storing badge nos. and names of at least 250 drivers and conductors each.

c) Easy and quick irretrievability of the all memory contents whenever required.

d) Easy accessibility to microprocessor / controller by driver / conductor from his seat inside the bus.

e) Provision for upgrading / modifying existing information as well as additions and deletions.

f) Size, quality, robustness etc. of microprocessor / controller would be such as to accommodate entire information required for this system including that required in flashing advertisement messages.

g) All information pre‐programmable and loaded on to micro‐controller through PC.

h) Ability to retain entire data in memory in the event of power failure or any other kind of failure in the system would be provided.

6.5.3.8 General Requirements

All ITS / PIS related design / specs / construction / protocols etc. would be as per ITS / Electricals details

available in UBS II.

a) The system would be designed such that data can be fed on‐board using add on devices like pen drive etc.

b) The system hardware would be able to withstand fluctuations in climatic conditions, battery power, noise and vehicle vibrations, etc.

c) All items / sub‐systems would be leak proof and would have water / dust ingress protection as per IP Protection No. 55/65 or latest Standards.

d) Mounting of system would be robust and vibration absorbing type.

e) The system hardware would be durable and vandal‐proof from inside as well as outside the bus (proper protection with locking system be provided).

f) Excellent visibility from all sides during day, twilight and night in all weathers.

g) Ability to withstand acceleration up to 10g.

h) Ability to withstand variation in natural frequencies in the range of 5 to 50 Hz.

i) The system would have PC interface facility.

j) It would be operable on 24 Volt DC power obtained from vehicle battery. The system would have adequate measures to ensure appropriate quality of power supply even during battery output fluctuations.

k) All components, circuitry, cards, microprocessors, switches / keys would have ISI marks and be of internationally reputed makes / brands.







l) All components would carry ISI mark as far as possible.

m) The system should have easy maintainability / repair‐ability.

n) It would be damage proof on account of power fluctuation and would continue to operate smoothly even during such fluctuations.

o) Any other precaution / measures required for smooth and efficient trouble‐free functioning of the system year after year for up to the life of the vehicle would be incorporated.

p) The above systems would have provision for up gradation as and when required in future.

6.6 CCTV VIDEO SURVEILLANCE SECURITY CAMERA SYSTEM AND NETWORK VIDEO

RECORDER (NVR)

Surveillance being one of the key part of ITS Surveillance system, it is proposed to install CCTV based

surveillance in FCTSL buses. While on‐board recordings and storage of CCTV footages would be for a day, the

same would be transferred to FCTSL /FSCL to integrate the same to NVR with one week data backup and

periodically transfer to centralised server with 30 days back up and archive data would be available for 6

Months and incident related data would be stored as per policy decision by FSCTL.

6.7 IT INFRASTRUCTURE ‐ DEPOT CONTROL SYSTEM (DCS) AND CENTRAL CONTROL

SYSTEM (CCS) (OFF BOARD)

Off–board IT infrastructure would be a two tier infrastructure system– one set at each depot (DCS) and the

other one at central level (CCS) duly equipped with data storage and processing systems, DCS / CCS security

system, clock management and report generation systems.

Depot Control System (DCS) Functions are broadly presented herein

ETVMs would be acquired, configured and managed by each depot separately and necessary data communicated there from to DCS. Each DCS would be directly linked to Central Control System (CCS).

Depot Control System would generate necessary management reports from all transaction information received from ETVMs.

DCS would manage, update, hold and upload configuration data (fare table, concessions, discounts and other information) to all ETVMs.

DCS would automatically collate all transaction data; authenticate security features of transaction data from the ETVMs to provide secure and accurate audit and traffic statistics for buses / routes of a depot.

There shall be a data link between the Card Initialization and Personalization Devices and the DCS such that the DCS shall control all operations performed by these devices.

DCS shall allocate encoding and validity dates and other information required for the encoding of fixed data on ETVMs and shall monitor and record all operations performed by the devices.

Depot Control System shall provide integrated console management for vehicle tracking and alerts management.

The system should be able to provide Decision Support System to the control centre managers to dynamically manage despatch and scheduling system.







CCS directly linked to DCS would receive filtered information for use at central level. All day to day operations

would be managed by individual depot control centres.

6.7.1 REVENUE COLLECTION INTEGRITY

The service provider shall provide a day end reconciliation reporting application to FCTSL with access rights

only to authorized FCTSL persons. The modification to this system shall be allowed only through authorized

process. The service provider shall also provide log for ticketing activities as is generated by the fare collection

devices directly to the FCTSL audit system so as to allow FCTSL to independently review revenue integrity.

FCTSL shall conduct a thorough check on the final released/ deployed ITSM platform to ascertain revenue

collection integrity. The service provider shall be required to go through an authorized change management or

upgrade request in order to change any parameters on the system.

6.7.2 SYSTEM DESCRIPTION

In the Phase 1 of the CBS, DCS shall collect data from each ETVMS system on buses and process the data to provide overall audit, statistical and operational information by start of next day.

The DCS shall download only certain required data in real time from all the equipment through an online server to enable on line reports and information like Vehicle Tracking, black listing and faults.

The service provider shall consult FCTSL on proposals for the type and range of operational, maintenance and financial information to be processed. The final content and format of presentation of processed data shall be discussed and finalised with FCTSL.

The operator interface to the DCS shall facilitate preparation of ad hoc reports and shall permit both scheduled and ad hoc reports to be produced with data corresponding to user selectable short time periods within an operating day.

The service provider shall provide sufficient number of DCS workstations to facilitate finance, audit, engineering, operations and maintenance functions.

A hierarchical Access control system shall be incorporated across the system to ensure that persons can only gain access to the information or facilities that are relevant and authorised to their specific job.

The DCS shall be capable of connectivity with various suitable communication service providers providing GSM/GPRS/CDMA/ fixed line connectivity through leased lines. All communication networks shall be set up, managed and maintained by the service provider through appropriate contracting terms with communications service providers.

The DCS shall be protected by appropriate fire walls from external access and outside world connections.

The data transferred from the field ETVMS to the DCS shall include, as minimum, information such as usage of various equipment, number and cash value of all types of, on bus revenue, shift revenue, fault reports and passenger origin and destination traffic data, and time of day.

DCS shall have facilities to generate, update blacklists for ETVMs and Employee Passes and to download these lists to the on bus equipment. Where devices are on line either through wired broadband or mobile wireless data connection, these lists shall be downloaded immediately.

DCS shall download configuration data from ETVMs through BTMS/Depot Management System/Over The air for updating. The information shall include system parameters, card parameters, device parameters the fare tables, validity times, date and time synchronisation, sub‐system application updates, of ETVMs and employee identification number and password updates.







DCS shall be able to support ETVMs replacement and refund (online only) applications from designated from counters located in Administration Building. If an ETVM is corrupted, the operator shall input its engraved or printed card identification number to retrieve the remaining value, and the recent usage. It shall also provide printing functions on the details stored in the DCS with levy of approved fees.

DCS shall be designed for autonomous operation of various components of the ETVMs system to ensure that a failure of any one component of ETVMs shall not disrupt the system as a whole.

The DCS shall also provide fall‐back facilities, in the event of prolonged communication failure with the ETVMs systems. Such facilities may include updating on bus equipment via communication channels set up at bus terminals etc.

Depot configuration data files on DCS shall be copied onto a backup media and hand carried to Depots for Bus ETVMs devices, if necessary.

The service provider shall set up a Disaster Recovery System. A different physical site shall be provided by FCTSL to the service provider to set up and manage the Data Recovery System.

The system provider shall create a visual tracking space on the wall using LCD/Plasma displays of appropriate sizes to enable control centre staff to monitor different tracking activities as selectively required. This shall include and not limited to vehicle tracking console, Alerts console, Violations Console, Trip summary Controls etc.

The central control centre operators would be provided with dual screen option to perform analysis and event tracking in a way that data collaboration can be done.

The system should additionally provide ad‐hoc query based interface for the analysts to perform complex analysis. The system should provide functions to create new analysis / reports based on the user needs and same shall become part of the user report bin. E.g. daily trips made, buses deployed, tickets sold, accidents etc.

6.7.3 DCS HARDWARE AND SOFTWARE

The proposed set up should be capable of catering to meet the needs of a Real Time Transit system involving

more than 90 Buses and 311 Bus Stop. Additionally, the system would be capable of expanding and scaling

with additional deployment of hardware and necessary amendments to software for operations of 3 to 5 times

the sizing stated above.

The ITS package is expected to deploy state of art monitoring screen systems for monitoring various activities

like vehicles, exceptions, late & early buses, etc. on a video wall kind of setting.

Software:

The software deployed shall include a package consisting of computer operating system software, diagnostic, testing, development and support software and ETVMs application software, including software to manage and safeguard security keys for ETVMs and software for the generation and modification of report contents and presentation.

Security features shall be incorporated to prevent tampering with any data, programs, or other facilities of the DCS.

It should provide an inventory / asset management and tracking tools for the management of all devices supplied.

All computer software documentation for the DCS including workstations shall be provided by the service provider. Necessary technical information, concerning hardware, software and







firmware including system architecture, shall be provided to FCTSL by the service provider upon full deployment of the system.

Scope of software includes full functional ETVMs, AVLS, PIS etc.as mentioned in DPR Document. The service provider shall provide asset / inventory management system.

6.7.4 CONFIGURATION DATA MANAGEMENT

Configuration data (CD) is the information transmitted from DCS to each Bus ETVMs which as a minimum

package shall contain:

1. Equipment Operations parameters,

2. Fare table,

3. Black list

4. Application updates

The DCS shall be capable of checking and handling exception, missing, duplicate, delayed and fabricated data.

The system shall be able to track the continuity of all types of data of system devices in case the above

problems occur.

The CD Parameters shall have an effective date and time which may be any time in the future such that they

are applied with immediate effect. If the effective date and time is set in the future, these parameters shall

take effect on the specified date and time without further operator intervention. All the ETVMs devices shall

be able to handle at least one version of future CD parameters. However, there shall only be one current CD

parameter list in the system and the system shall ensure that only one version of parameters takes effect in

the system at any one time. Once a version of the CD parameters is deployed, it shall be locked to prevent any

modification.

The system shall allow only authorized staff to maintain parameters. A facility shall be provided as part of the

DCS whereby the operational parameters can be modified and once verified and authorised can be

transmitted to the ETVMs Systems for implementation at a date and time to be specified. It shall be possible to

use back‐up media to allow for change in operational parameters to be implemented in the event that the

communication links are down.

Parameters shall be grouped in files according to the different levels of validation required such that, for

example, device over ride parameters can be sent separately from fare tables and without the same level of

validation. The system shall allow CD parameters to be highly directive to the level of individual devices by the

device ID and IP address.

The CD parameters shall be communication media independent, Shall be able to be sent via depot WAN / Wi‐Fi

or via GPRS connections so that items like blacklist / action list can be sent immediately.

The Configuration database shall be provided with a reporting tool to produce reports of various parameters

and groups of parameters set on the system, sub‐systems and devices.







6.7.5 DATA STORAGE

The design of the database system shall be arranged to keep track of all valid ETVMs in circulation. This

information shall aid in reporting any abnormal usage of stored value or trips and in providing refunds for

corrupted ETVMs. The database system shall satisfy the following requirements:

Full‐function RDBMS to Support complicated data structure will be deployed, multi‐user, multiprocessing, large capacity operation, Offer data integration, data recovery and security, Support parallel processing, Provide disk mirroring functions , Authority control shall be independent of that of the operating system and Offer multilevel security management of database.

Data storage capacity shall be sufficient to maintain six months transaction available on line for ad hoc report generation and other investigations. The database shall be easily expandable to handle another 1 million transactions a day minimum.

To maximise utilization of disk space of the system, system data shall undergo a regular housekeeping process. Housekeeping shall cover files created by DCS and files relative to each subsystem. Any out dated or invalid files shall be archived. Duplicated records in database and records where only latest data need to be retained shall be merged and archived.

The system shall be able to backup and recovery data according to different modes and periods of backup required based on their criticality and data volume. The system shall have the functionality to backup and recover all key data (usage data, system data) and files.

6.7.6 DCS SECURITY

DCS shall implement security systems to manage equipment authentication and administer control over authority given to administrators of the operating system and others.

A stand alone, highly protected, access control system shall control access to every part of the system to the authorised personnel.

Card security shall take form of CST keys downloaded to ETVMs devices in the form of a Software Security Module.

6.7.7 CLOCK MANAGEMENT

Depot Control System shall obtain standard date and time and synchronize its clock automatically from FCTSL

or its designated master clock system. DCS shall synchronize its clock at least once every 15 minutes. If the

clock is not synchronous to standard time, correction shall be completed in one second.

The clock information shall be downloaded to all ETVMS devices. When clock time of an ETVMS component or

SC device is different to downloaded clock time, the device’s clock shall be corrected automatically to the

downloaded clock time. The correction shall not happen with the trip of a bus to avoid incomplete transactions

due to time variation.

When the devices of the system are restarted, they shall be able to download or receive the clock data and

synchronize their own clock automatically.

6.7.8 REPORTS

The system shall be delivered with capability to generate following reports amongst others. A comprehensive

list of reports further than that mentioned below shall be finalized at the time of requirement finalization

stage:







a. Conductor / Driver Login reports for Day, week, month

b. Non Compliance issues of different driver / conductors for the shift

c. Trip summary.

d. Bus Equipment Fault Summary (Provisioning)

e. Hourly Bus Usage Summary (Provisioning)

f. Total Commuters and revenue per Route, per Bus, per shift(Provisioning)

g. Revenues collected on same bus, same route, and same trips by different Conductors

h. ROI route wise, trip wise, shift wise

i. Passengers boarding bus at a Bus stop – Time of day

j. Daily pass usage and its ROI for the passes validated

k. Student pass usage and the Cost of the subsidy that has to be refunded by Government ‐ daily, weekly, monthly, yearly.

l. Origin – Destination

m. Bus Service Disruption

n. En‐route Ticket Inspector Summary

o. Passenger KMs analysis per trip

p. Bus Rides and Revenue Statistics by Fare Code

q. Bus Faults and break downs en‐ route (Provisioning)

r. ETVMs not used for the weeks and month

s. Bus Equipment Fault /break down Summary

t. Summary of Bus Passengers Boarding By Service Number

u. Transfer Statistics

6.8 INTEGRATED DEPOT MANAGEMENT SYSTEM

This system enables to automate depot operations, which include workshop management, fuel management,

Operations management, vehicle and crew scheduling, stores and inventory management, Human resources

management, service quality and performance management; Accounts, financial and vender payments

management, Contracts management, MIS, and so on. The module also covers administrative activities and

stores requirement.

a. Stores & Inventory System

This shall enable automation of stores and inventory for various items at each depot and workshop. . The

module covers requirement planning of spares and materials; purchase and procurement processes right from

sampling to evaluation of products to tendering to purchases to consumption. It facilitates exchange of

information across depots and workshops for products availability and requisitions.

b. Personal Information System

This covers various processes related to Payroll and HR activities of personnel working at Central Unit, Depots

and Workshops. It offers centralized system for better control as well as employee satisfaction.







c. Repair and maintenance management of buses

The system maintains vehicle‐wise Log books of each bus giving requisite details including but not limited to daily and cumulative kilometres operations; preventive / periodic maintenance schedules due, undertaken, deviations if any and pops up alerts; records spares and stores utilised, fuel and lubricants consumed and their efficiency; break down records of each vehicle along with causes and remedial measures; management information reports for bus related performance.

d. Repair and maintenance of plant / equipment and other assets in depots

Details of repair and maintenance of each of the asset in a depot including building and the utilities are maintained similarly as for buses to generate requisite reports periodically and facilitate necessary corrective action.

e. Revenue collection, banking and vendor payments

Revenue data obtained from each of the ETVMs is downloaded, compiled, collated and analysed to generate requisite reports periodically pertaining to each bus, each route and trip temporally, on route sections between bus stops, etc. Such reports are also generated conductor wise ‐ spatially and temporally. Based on contracted rates per km, total kms operated during a period, defaults and deficiencies in performance compared to those benchmarked, etc, payment due to bus operator is worked out and transferred to operator’s bank on a prescribed date under intimation to the Operator. Similarly payments for other service providers such as revenue collector are made periodically. All revenues collected through ETVMs, receipts from other sources, government subsidy etc. are directly transferred to Authority account, where‐from payments as indicated above are made.

f. Management Information System(MIS)

Following availability of data, DMS generates MIS reports as required for various levels of management wrt different performance parameters, activities, etc highlighting deviations from benchmarked performance levels to facilitate corrective action. DMS data would also be used for future planning and up‐gradation of CBS in Faridabad municipal areas.

6.9 INCIDENT / ALERT MANAGEMENT SYSTEM

Alert Management System (AMS) is an area of ITS that involves returning service to normal as quickly as

possible after an incident so that it causes little to no negative impact on the provision of PT services and or on

other road / service users. Initially, for CBS in Faridabad, accidents, breakdowns and other emergent/ serious

incident on‐board would mainly be observed and details / alert conveyed to the DCS / CCS by the on board

crew for necessary corrective actions.

Automated and integrated Incident management system for effective incident detection, response, clearance,

and recovery from vehicle disablements and accidents that can save commuter hours, fuel, and inconvenience

to other road / service users would be planned in next phase of CBS provisioning. The integrated traffic

incident management system is designed to facilitate interagency communication and help transportation

officials coordinate response activities so that traffic flow is restored to normal as soon as possible. An

automated incident management system capable of displaying maps, handling network queries, dispatching

response vehicles, estimating incident duration, generating response plans, recommending diversion plans,

and facilitating interagency communication.

6.10 TECHNICAL DETAILS OF HARDWARE AND SOFTWARE

Technical details of hardware, software and the overall system equipment are presented at Annexure 6‐1.


7 ENVIRONMENT AND SOCIAL SAFEGUARD FRAMEWORK

7.1 INTRODUCTION

Sustainable project development should also take care that there is minimal negative impact of project development on the surrounding population. The Environment and Social Management Framework (ESMF) applies to the infrastructure development for CBS. It identifies the potential impacts due to planning, design, implementation and operation of the project and outlines management measures required for an effective addressal of the same. Adoption of this framework shall ensure that the project meets the national and state level environmental and social requirements.

7.2 NEED AND APPLICATION OF THE ESMF

ESMF lays down the principles and guidelines for addressal of environment and social safeguard impacts due to implementation of the CBS planned for Faridabad.

The key objectives of the ESMF are to:

► Provide a framework for integration of social and environmental aspects at all stages of the project planning, design, execution and operation of various sub‐components

► Ensuring positive social and environmental impacts of sub‐projects and avoid/minimize and manage any potential adverse impacts







PROJECT COMPONENTS

CNG-AC Midi Buses

Depot DevelopmentITS & PIS

ApplicationTerminal & BUS Q Shelter

Development

PROJECT OUTLINE

SCREENING OF PROJECT COMPONENTS

- Natural Habitats- Sensitive Areas- Cultural Properties

- Land acquisition/R&R- Impact on Non-titleholders- Existing Policy Provision

Involves LA / Major Env & Soc

Issues

Generic Construction

Impacts

INCORPORATION OF ENVIRONMENTAL / SOCIAL

PROVISIONS INTO DPRChecklist of Measures- Planning / Designing- Implementation- Operation

Contract clauses for Env & Social aspects Monitoring Plan

Budget

COMPLIANCE MONITORING

PROJ

ECT

IDEN

TIFI

CATI

ONPR

OJEC

T SC

REEN

ING

PROJ

ECT

PREP

ARAT

ION

IMPL

EMEN

TATI

ON &

M

ONIT

ORIN

G

Impacts envisaged

Exclude the sub-project (Type 1)

ESMP based on ESMF to be

prepared (Type 3)

EIA / SIA / EMP / RAP to be

prepared (Type 2)

Incorporate Env / Soc Related Contract Clauses into Bid

documents

Figure 7‐1: ESMF Implementation Process

The ESMF is to be applied at all stages of project (as indicated in the flow chart, Figure 7‐1 screening and up to implementation and operation stage. The proposed project development does not envisage triggering of significant environmental / social impacts, i.e. projects with potential to trigger impacts on environmentally sensitive areas, or large scale resettlement activities are not anticipated.

Application of ESMF to the project enables preparation of a standardized environmental and social assessment document for appraisal and implementation. Screening exercise will be undertaken by examining each project component as per the Checklist of items listed in Annexure 7‐1. A checklist of items that are required for conformance to the provisions of the ESMF is presented in Annexure 7‐2. This shall enable identification of environmental social impacts that have to be addressed in the DPRs or EA / SA.

7.3 APPLICABLE LEGISLATIONS & POLICIES

The Environment (Protection) Act, 1986 provides for protecting and improvement of overall environment in the region. While this act is applicable to the project area, several acts and rules arising out of these legislations are applicable to the sub‐projects. Some of the important acts applicable are listed below:

► Notification on Environment Impact Assessment of Development projects (and amendments)







► Wildlife Protection Act

► Water (Prevention and Control of Pollution) Act (and subsequent amendments)

► Air (Prevention and Control of Pollution) Act (and subsequent amendments)

► Noise Pollution (Regulation and Control) rules 2000

► Central Motor Vehicle Act &Central Motor Vehicle Rules

► Hazardous Wastes (Management and Handling) Rules

While the above acts could be judged to be applicable, other applicable legislations of the Government of India are indicated below

► The Buildings and Other Construction Workers (Regulation of Employment and Conditions of Service) Act, 1996

► Petroleum Act, 1934; and

► The Factories Act, 1948

With respect to the social and resettlement issues, at the central level, the Right to Fair Compensation and Transparency in Land Acquisition, Rehabilitation and Resettlement Act, 2013 and the National Resettlement and Rehabilitation Policy, 2007 are the applicable policies. However, currently the project does not envisage any land acquisition. While at the state level, the state government has formulated a resettlement policy for projects being undertaken in the state and these would be applicable. These Acts have also been discussed in the chapter on Policy and Legal Framework.

7.4 ENVIRONMENTAL AND SOCIAL SCREENING

The purpose of “environmental/social screening” is to get a preliminary idea about the degree and extent of potential environmental impacts of a particular sub‐project, which would subsequently be used to assess the need for further environmental/social assessment. Screening shall be undertaken to categorise the sub‐projects into:

► Type 1 – The sub‐projects that would involve land acquisition and/or significant social impacts. These sub‐projects would need to be excluded from further consideration in the project.

► Type 2 – The sub‐projects that require a full review and are likely to involve environmental impacts and impacts on non‐titleholders that would require an EIA / SIA and project specific EMP / RAP.

► Type 3 – The sub‐projects that would require limited review involving generic environmental and social impacts that could be addressed through a generic ESMP

Details of screening of the sub‐projects are presented in Table 7‐1.







Table 7‐1: Screening of Sub‐Projects

Component for

CBS, Faridabad

Sub‐

Project

Category

Environmental impacts Resettlement Impacts

No

impacts

Construction impacts Cultural

resources4

Sensitive

areas

No

impacts

LA

Impacts

Structures /

Assets CPR5

Non‐

titleholder

impacts Air Noise Water Soil Ecology

Modern and well

equipped depots

– Equipment

Type 2 L √

ITS – GPS / AVLS

and PIS along with

modern control

room

Type 2 L √

Depot

construction Type 3 M M M M √

Legend:

Type – 1 Projects with Land acquisition and/or significant impacts on environmental and social aspects

Type – 2 Projects with environmental impacts and impact on non‐titleholders but does not involve land acquisition

Type – 3 Projects with only generic construction impacts and no R&R impacts

Note: There are no Type – 1 candidate sub projects that exist in the CBS and that need to be excluded. However, in future identification of any additional candidate sites if

undertaken would need to be screened for the exclusion criteria.

4 No cultural properties are identified in the project sites proposed for development. Likelihood of chance finds though exists, needs to be addressed through the provisions of the ESMF on chance find cultural

properties will be applied.

5 Common Property Resources refers to community assets as place of congregation, community halls, social facilities etc.,







7.5 POTENTIAL IMPACTS & MANAGEMENT MEASURES

No major impacts anticipated from the activities involved in undertaking the project components other than minor construction impacts associated with the erection of equipment and construction of Depots and terminals. Some of these impacts however would be of varying intensity, though minor, with respect to the location of the components.

The impacts being analysed are associated with site selection and project location on environment related impacts as there would be no impacts on communities. In case of impacts associated with construction of depots, only generic construction impacts limited to air pollution and noise impacts are anticipated. The management measures for identified impacts are worked out which are to be elaborated and suitable for implementation during the course of the project design. The impacts and management measures are presented in the Annexure 7‐2.

7.5.1 INVOLUNTARY RESETTLEMENT

CBS currently does not involve any impact to titleholders, relocation of squatters and encroachers nor does it envisage large scale social and resettlement impacts. However, in the event of such impacts occurring in the project area, entitlement framework suggested as part of this ESMF will need to be adhered to. All R&R activities should be completed before the construction activity starts. Formats for undertaking social assessment and RAP preparation should be carried out as per details given in Annexure 7‐3. The impacts and corresponding entitlements considered in such cases are presented in Table 7‐2.

Table 7‐2: Entitlement Framework for CBS

Category Type of Loss Unit of

Entitlement Entitlement Details

Non‐

Titleholders

Encroachers Household

► Will receive no compensation but assistance for shifting assets to the vulnerable groups (SC, ST, Women Headed Households and poor). Such assistance shall be given only to residential and commercial properties;

► Encroachers will be notified a time in which to remove their assets;

► Right to salvage materials from the demolished structure.

Squatters Household Assistance ► Right to salvage materials

from the demolished structure

Informal

Business

Mobile and

ambulatory

vendors and

Kiosks

Household Assistance To be provided assistance as per the Street Vendor’s Act, 2014:

► Provided with a







Category Type of Loss Unit of

Entitlement Entitlement Details

certificate to vend

► Relocation/eviction shall be carried out by giving 30days notice

► Relocated to a defined vending zone.

Community

infrastructure,

cohesion and

amenities

Common

property

resources

Community

Conservation,

protection,

compensatory

replacement

► The common property resources and the community infrastructure shall be relocated in consultation with the community.

Disruption

Temporary

construction

related

impacts

Household

Assistance may

be considered

in special cases.

► Access to be maintained and when disruption occurs, losses can be substantiated, “assistance” will be considered for business losses.

7.5.2 CULTURAL PROPERTY RESOURCES

Currently, there are no cultural property resources in the areas identified for depot and terminal development in the CBS. If any candidate sites that are included in the project at later stages, all necessary and adequate care shall be taken to minimize impact on cultural properties (which includes cultural sites and remains, places of worship including temples, mosques, churches and shrines, etc., graveyards, monuments and any other important structures as identified during project preparation and all properties/sites/remains notified under the Ancient Sites and Remains Act). No work shall spill over to these properties, premises and precincts.

Civil works that involve earth excavation are likely to involve “Chance Find” of archaeological properties and remains. It should be ensured that required care is taken to not damage these relics or remains that are found eg. an idol, ancient implements, fossils etc. Procedures laid down in the framework ESMP shall be followed.

7.6 CONSULTATION FRAMEWORK

7.6.1 PARTICIPATION / CONSULTATION FRAMEWORK







The Participation Framework envisages involvement of all the stakeholders at each stage of project preparation and implementation generally as per Consultation Framework presented in Figure 7‐2 The FCTSL will be responsible for ensuring participation of the community at the project level. Involvement of the community is not limited to interactions with the community but also disclosing relevant information pertaining to the project tasks. Community participation shall be undertaken at the project preparation and implementation stages:

Project Preparation Stage – for disseminating information pertaining to the project, work schedule and the procedures involved; finalisation of project components with identification of impacts, entitled persons, mitigation measures and Grievance Redressal; and

Implementation Stage –

► Construction Stage‐ for addressing temporary impacts during construction and monitoring for transparency in the project implementation and Grievance Redressal, if any.

► Operation Stage ‐ for notifying commencement of project after completion of construction works and to address any grievances received during the project operation.

The specific stages at which consultations have to be carried have been identified and provided in Annex 3 of the detailed ESMF.

7.6.2 INFORMATION DISCLOSURE

Information disclosure procedures are mandated to provide citizen centric information as well as all documentation necessary for addressing any queries under Right to Information Act that came into effect from October 2005. A computer based information management system shall be employed to disseminate information pertaining to the project on FCTSL’s website.

A designated Information Officer shall be responsible for ensuring timely and complete dissemination in accordance with this policy. Information shall be provided in a timely and regular manner to all stakeholders, affected parties, and the general public. Access by the public to information and documentation held or generated by FCTSL will facilitate the transparency, accountability, and legitimacy as well as operations overseen by them. Following information shall also be displayed / disseminated, wherever applicable:

Figure 7‐2: Consultation Framework

CONSULTATION FRAMEWORK

Project Preparation Stage Construction Stage Operation Stage

Draft Plan Preparation

Finalisation of Project Plan

Notification before Commencement

Mid‐way through Construction

ConstructionCompletion

Notification before Commencement

Annually once and as and when complaints

are received







► Project specific information needs to be made available at each construction site through public information kiosk

► Project Information brochures shall be made available at all the construction sites as well as the office of FCTSL

7.7 MONITORING AND REPORTING

An officer in FCTSL shall be designated as the Environment & Social Safeguards officer to ensure compliance of the project activities as well as oversee implementation of environment and social provisions as per the ESMF, EMP and RAP where applicable.

The objectives of Monitoring and Evaluation include:

► Project management and timely completion;

► Successful completion of Environmental management, R&R activities identified in the EMP and R&R plan as per the implementation schedule;

► Compliance with the Environmental policy, R&R policy and entitlement framework.

► The Environment and social officer shall play a key role in reporting the progress of implementation as well as compliance to the FCTSL.

7.8 GRIEVANCE REDRESSAL MECHANISM

Grievance redressal mechanism is envisaged as a forum for people to express their dissatisfaction over environmental pollution from construction or operation activities, compensation and R&R provisions.

The proposed developments do not envisage any land acquisition impacts. Impact on environment and social aspects are also limited in nature and quantum. However, in case of new projects that may involve high environment and social impacts, a Grievance Redressal Committee (GRC) shall be constituted within the FCTSL to monitor and review progress of implementation of the EMP / ESMP and rehabilitation and resettlement plan for affected families. The GRC shall also carry out post implementation environmental and social audits wherever EMP / ESMP / resettlement activities are to be undertaken. The committee shall include the following members:

► CEO of FCTSL as the Chairman;

► Environment and Social officer of FCTSL;

► A representative of a voluntary organization;

► Representative/s of the affected community(or communities)

Main functions of the Grievance Redressal Committee shall be:

► to publicize within the city the list of affected persons, if any and the functioning of the grievance redressal procedure established hereby;

► to publicise the contact numbers of consumer cell, helpline and complaint cell at locations of high visibility to provide grievances of any environment pollution, cleanliness of operational areas, safety and accidents;

► to evaluate grievances from affected persons concerning the application of the Entitlement Policy;

► to recommend to the Environment and Social Officers as the case may be, solutions to such grievances from community and affected persons as applicable;

► to communicate the decisions to the complainants & claimants;







► to hear appeals from persons, households or groups who, not being affected persons, believe that they are qualified to be recognized as affected persons, to recommend to FCTSL whether such persons should be recognized as affected persons, and to communicate decision of the FCTSL in this regard to Claimants;

► To ensure that all notices, forms, and other documentation required by Claimants are made available in local language.

7.9 CAPACITY BUILDING AND TRAINING

Environmental and Social Officers involved in the project need to be provided basic training required for environmental awareness followed by specific aspects of Bus Sector Projects along with Environmental implications in the project. The training should cover basic principles of environmental assessment and management; mitigation plans and programmes, implementation techniques, monitoring methods and tools. Specific issues of Urban Environmental Management would need to be undertaken in separate sessions. Typical modules that should be present for the training sessions are:

► Sensitization of the FCTSL on environment and social aspects

► Introduction to Environment, Social and Resettlement Aspects

► Environment, social and resettlement Considerations in Urban Transport Projects with special reference to Bus Transport

► Review of EA/EMP & SIA/RAP and Integration into Design

► Improved co‐ordination within Nodal Departments

► Special Issues in CBS

► Role during construction

► Monitoring & Reporting System

► The training sessions should be followed with site visits to have a ‘hands on’ approach to the program.


8 APPLICABLE POLICY AND LEGAL FRAMEWORK

8.1 INTRODUCTION

The chapter presents a summary of all existing acts, rules and policies applicable for initiating, operating and managing city bus services and to set up its institutional framework and processes for minimizing negative impacts to environment and people. The list of applicable Acts, Rules and policies being discussed in the present chapter has been summarized in the Table 8‐1 below.

Table 8‐1 Applicable Acts, Rules and Policies for City Bus Operation and Management

S. No. Applicable Acts

A. CITY BUS OPERATION AND MANAGEMENT

1. Motor Vehicle Act 1988

2. The Central Motor Vehicles Rules, 1989

3. National Urban Transport Policy (NUTP), 2014

4. The Haryana Motor Vehicles Rules, 1993

5. The Haryana Motor Vehicles Taxation Act, 2016

6. Motor Transport Workers Act, 1961

7. The Factories Act, 1948

8. The Buildings and Other Construction Workers (Regulation of Employment and Conditions of Service) Act, 1996

9. The Payment of Wages Act, 1936

10. Payment of Gratuity Act 1972

11. Payment of Bonus Act 1965

12. Motor Accidents Claims Tribunal

13. The Equal Remuneration Act, 1976 and Equal Remuneration (Amendment) Act, 1987 (No. 49 Of 1987)

14. The Public Liability Insurance Act, 1991

15. Persons with Disabilities (Equal Opportunities, Protection of Rights and Full Participation) Act, 1995

B. ENVIRONMENT SAFEGUARD

1. The Environment (Protection) Act, 1986

2. Water (Prevention and Control of Pollution) Act, 1974 ‐ as amended in 1978 & 1988

3. Noise Pollution (Regulation and Control) Rules, 2000

4. Forest (Conservation) Act, 1980 ‐ As amended in 1988

5. Wild Life Protection Act, 1972 and Amendment 2002

6. Petroleum Act, 1934

7. Manufacture, Storage and Import of Hazardous Chemical Rules, 1989

8. Hazardous Waste (Management, Handling and Trans boundary Movement) Rules, 2008

9. The Ancient Monuments and Archaeological Sites and Remains Act, 1958

10. Ancient Monuments and Archaeological Sites and Remains (Amendment and Validation) Act, 2010

11. The Chemical Accidents (Emergency Planning, Preparedness, and Response) Rules, 1996

12. The Explosive Substances Act, 1908

13. Explosives Act 1884 and The Explosives Rules, 2008

C. SOCIAL SAFEGUARD

1. The Right to Fair Compensation and Transparency in Land Acquisition, Rehabilitation and Resettlement Act, 2013







S. No. Applicable Acts

2. Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013

3. The Street Vendors (Protection of Livelihood and Regulation of Street Vending) Act, 2014

4. Haryana Municipal Street Vendors (Protection Of Livelihood And Regulation Of Street Vending) Ordinance, 2013 And The Policy Guidelines For Street Vendors/ Hawkers ‐2014

8.2 APPLICABLE LEGISLATIONS FOR CITY BUS OPERATION AND MANAGEMENT

8.2.1 MOTOR VEHICLE ACT 1988

Motor Vehicles Act, 1988is an Act of the Parliament of India which regulates all aspects of road transport vehicles (both passenger and freight). The Act came into force from 1 July 1989. It replaced Motor Vehicles Act, 1939 which earlier replaced the first such enactment Motor Vehicles Act, 1914.The Act provides in detail the legislative provisions regarding licensing of drivers/conductors, registration of motor vehicles, control of motor vehicles through permits, special provisions relating to state transport undertakings, traffic regulation, insurance, liability, offences and penalties, etc. For exercising the legislative provisions of the Act, the Government of India made the Central Motor Vehicles Rules 1989.

The Motor Vehicle Act (Amendment) Bill 2017 passed by Lok Sabha inter‐alia proposes imposition of hefty penalties on auto companies found manufacturing faulty vehicles.

8.2.2 THE CENTRAL MOTOR VEHICLES RULES, 1989

The Central motor Vehicle Rules 1989 were formed for exercising the legislative provisions of the Motor Vehicle Act by the Government of India made.

8.2.3 NATIONAL URBAN TRANSPORT POLICY (NUTP), 2014

Ministry of Urban Development, Government of India (MoUD) notified the National Urban Transport Policy (NUTP) in 2006, to bring about comprehensive focus on moving people rather than vehicles, improvements in urban transport services and infrastructure. This is sought to be achieved by: incorporating urban transportation as an important parameter at the urban planning stage rather than being a consequential requirement; encouraging integrated land use and transport planning in all cities so that travel distances are minimized and access to livelihoods, education, and other social needs, especially for the marginal segments of the urban population is improved; improving access of business to markets and the various factors of production; and bringing about a more equitable allocation of road space with people, rather than vehicles, as its main focus.

The NUTP 2016 has the vision, to encourage growth of urban transport along low carbon path with the objectives that PT should be citywide, safe, seamless, user friendly, reliable and should provide good ambience with well‐behaved drivers and conductors. Walk and cycle should become safe modes of UT.

It proposes realizing Policy Objectives through a comprehensive approach that includes Urban Transport Planning, Infrastructure Design, Public Transport, Non‐Motorized Transport, Traffic Management, Financing, Governance and Capacity Building.

8.2.4 THE HARYANA MOTOR VEHICLES RULES, 1993

In exercise of the powers conferred by Sections 28, 38, 65, 93, 95, 96, 107, 111 and 213 of the Motor Vehicles Act,1988 (Central Act 59 of 1988) and all other powers enabling the Governor in this behalf, the Governor of Haryana has framed these rules, namely for implementation of the MV Act in the State.







8.2.5 THE HARYANA MOTOR VEHICLES TAXATION ACT, 2016

A tax shall be levied and collected on all motor vehicles used or kept for use in the state at such rates and penalties as may be specified by the State Government by notification from time to time.

8.2.6 MOTOR TRANSPORT WORKERS ACT, 1961

The Act aims to provide for the welfare of the Motor Transport Workers and to regulate the conditions of their work. The employer of a Motor Transport Undertaking is required to get the undertaking registered under the provisions of this Act. The Labour Commissioner is the Registering Authority under the Act for the State.

The penalty provided for contravention of any of the provisions of the Act or Rules is imprisonment up to a period of three months or fine up to Rs.500/‐ or with both. In case of continuing contravention, an additional fine for each day after the first conviction may also be levied.

8.2.7 THE FACTORIES ACT, 1948

The object of the Factories Act is to regulate the conditions of work in manufacturing establishments coming

within the definition of the term "factory" as used in the Act. The term Factory is defined in Section 2 (m) of

the Act as follows: "Factory means any premises including the precincts thereof‐

► whereon ten or more workers are working, or were working on any day of the preceding twelve months, and in any part of which a manufacturing process is being carried on with the aid of power or is ordinarily so carried on, or

► whereon twenty or more workers are working, or were working on any day of the preceding twelve months, and in any part of which a manufacturing process is being carried on without the aid of power, or is ordinarily so carried on, but does not include a mine.

Main Provisions of Factories act 1948 are briefly presented in Table 8‐2.

Table 8‐2: Provision of the Factories Act, 1948

Section Aspect Provision

Sections 11 to 20 Health of Workers

► Section 11: Cleanliness

► Section 12: Disposal of wastes and effluents

► Section 13: Ventilation and Temperature

► Section 14: Protection from Dust and Fume

► Section 15: Artificial humidification should be taken from some source of drinking water supply

► Section 16: No Over Crowding and there must be at least 500 c.ft. (or 75 cubic metres) of space. In calculating the space, an account is to be taken of space above 14 ft. (or 5 metres) from the floor

► Section 17: Factories must be well lighted

► Section 18: Sufficient Drinking water availability

► Section 19: Provision if adequate Latrines and Urinals.








► Section 20: spittoon

Sections 21 to 40 Safety of Workers

► Section 21: Fencing of machinery

► Section 22: Work on or near machinery in motion must be carried out only by specially trained adult male workers wearing tightly fitting clothes

► Section 23: Employment of young persons on dangerous machines.

► Section 24: Striking gear and devices for cutting off power in emergencies

► Section 25: Moving parts of a self‐acting machine must not be allowed to come within 45 cms. of any fixed structure which is not part of the machine

► Section 26: Casing of new machinery

► Section 27: Women and children must not be allowed to work near cot/On openers, except In certain cases

► Section 28 and 29: Every hoist and lift must be so constructed as to be safe.

► Section 30: working speed of every revolving machinery connected must be notified. Steps must be taken to see that the safe speed is not exceeded.

► Section 31: Ensure safe working pressure

► Section 32: Safe means of access shall be provided and all floors, steps, stairs, passage and gangways shall be of sound construction and properly maintained

► Section 33: Pits, sumps, openings in floors etc. must be securely covered or fenced

► Section 34: No worker shall be made to carry a load so heavy as to cause him injury

► Section 35: Effective screen or suitable goggles shall be provided to protect the eyes of the worker from fragments thrown off in course of any manufacturing process and from excessive light if any

► Section 36: Precautions against dangerous fumes

► Section 37: enclose the machine producing explosive or inflammable gas etc.








► Section 38: Precaution in case of fire

► Section 39: Specifications of defectives etc. and safety of buildings and machinery

► Section 40 A: Notice for any building in a factory, or any part of it is in such a state of disrepair that it is likely to affect the health and welfare of the workers

► Section 40B: employment of a number of Safety Officers in a factory

Section 42‐ 49,

51‐‐56 Welfare of Workers

► Section 42: Provision of adequate and suitable facilities for washing for male and female workers

► Section 43: provision of suitable facilities for storing and drying clothing

► Section 44: Sitting facilities must be provided for workers who have to work in a standing position

► Section 45: provide first aid facilities

► Section 46: Provision of canteens where more than 250 workers are employed. Rules may be framed regarding the food served.

► Section 47: Provision of adequate and suitable shelters or rest rooms and a lunch room (with drinking water supply) where more than 150 workers are employed

► Section 48: Provision of crèches where more than 30 women are employed

► Section 49: Welfare officers must be appointed in every factory where 500 or more workers are employed

► Section 51: Weekly work hours ‐ Not more than forty‐eight hours in any week

► Section 52: Weekly Holidays on the first day of the week

► Section 53: Compensatory Holidays if deprived of weekly holiday

► Section 54: Daily work hours – not more than nine hours in any working day

► Section 55: Intervals for Rest after 5 hours of work

► Section 56: periods of work shall not spread‐over more than ten and half hours in








any day

Section 59 Extra wages for Overtime

► Where a worker works in a factory has worked for more than nine hours in any day or for more than 48 hours in any week, he is entitled to wages at the rate of twice his ordinary rate of wages.

Section 66 Restrictions on the

employment of women

► Maximum daily work of 9 hours

► Prohibition of night work between the hours 10 p.m. and 5 a.m.

► Change of shift only after holiday

► No woman or young person shall be allowed to work on or near machinery in motion

► No woman or child shall be employed in any part of a factory for pressing cotton in which a cotton opener is at work.

► Excessive weights which may be lifted, carried or moved by adult women

► Crèches in every factory wherein more than 30 women workers are ordinarily employed

► Controlling and regulating factories which carry on operations exposing women, young persons and other workers to a serious risk of bodily injury, poisoning or disease.

Section 67 Employment of Children No child who has not completed his fourteenth year shall

be required or allowed to work in any factory.

Sections 78 to 84 Annual Leave with Wages

Provide for the grant of a certain period of leave with

wages to workmen who have worked for a period of 240

days or more in a factory during a calendar year.

8.2.8 THE BUILDINGS AND OTHER CONSTRUCTION WORKERS (REGULATION OF

EMPLOYMENT AND CONDITIONS OF SERVICE) ACT, 1996

This is an Act to regulate the employment and conditions of service of building and other construction workers and to provide for their safety, health and welfare measure and for other matter connected therewith or incidental thereto.

It applies to every establishment which employs, or had employed on any day of the preceding twelve months, ten or more building workers in any building or other construction work.

Under this Act the States have to frame and notify Rules, constitute Advisory Committees/Expert Committees, appoint various authorities for registration of workers, cess collection, Inspection and Appealing Authority and constitute State Welfare Boards to frame and implement various welfare schemes in pursuance of the said Acts. The provisions of the Act will be applicable as depots and terminals are proposed to be constructed. The main elements of the Act are given in the Table 8‐3.







Table 8‐3: Provision of the Building and Other Construction Workers (Regulation of Employment and

Conditions of Service) Act 1996


Section 11 Beneficiaries of the Fund

Every building worker registered as a beneficiary under this

Act shall be entitled to the benefits provided by the Board

from its Fund under this Act.

Section 12 Registration of building

workers as beneficiaries

Every building worker who has completed eighteen years of

age, but has not completed sixty years of age, and who has

been engaged in any building or other construction work

for not less than ninety days during the preceding twelve

months shall be eligible for registration as a beneficiary

under this Act.

Section 13 Identity cards

The Board shall give to every beneficiary an identity card

with his photograph duly affixed thereon and with enough

space for entering the details of the building or other

construction work done by him.

Section 14 Cessation as a beneficiary

A building worker who has been registered as a beneficiary

under this Act shall cease to be as such when he attains the

age of sixty years or when he is not engaged in building or

other construction work for not less than ninety days in a

year

Section 15 Register of beneficiaries Every employer shall maintain a register showing the details

of employment of beneficiaries employed

Section 16 Contribution of buildings

workers

A building worker who has been registered as a beneficiary

under this Act shall, until he attains the age of sixty years,

contribute to the Fund at such rate per mensem as may be

specified by the State Government, by notification in the

Official Gazette and different rates of contribution may be

specified for different classes of building workers.

Section 17 Effect of non‐payment of

contribution

When a beneficiary has not paid his contribution under sub‐

section (1) of section 16 for a continuous period of not less

than one year, he shall cease to be a beneficiary:

Section 28 Fixing hours for normal

working day, etc

(a) fix the number of hours of work which shall constitute a

normal working day for a building worker, inclusive of one

or more specified intervals; (b) provide for a day of rest in

every period of seven days which shall be allowed to all

building workers and for the payment of remuneration in

respect of such days of rest; (c) provide for payment of

work on a day of rest at a rate not less than the overtime

rate specified in section 29.








Section 29 Wages for overtime work

Any building worker if required to work on any day in

excess of the number of hours constituting a normal

working day, he shall be entitled to wages at the rate of

twice his ordinary rate of wages.

Section 30 Maintenance of registers

and records

Every employer shall maintain such registers and records

giving such particulars of building workers employed by

him, the work performed by them, the number of hours of

work which shall constitute a normal working day for them,

a day of rest in every period of seven days which shall be

allowed to them, the wages paid to them, the receipts given

by them and such other particulars in such form as may be

prescribed.

Section 32 ‐ 35 Provision of basic facilities

32. Drinking water.

33. Latrines and urinals.

34. Accommodation: The employer shall provide, free of

charges and within the work site or as near to it as may be

possible, temporary living accommodation to all building

workers employed by him for such period as the building or

other construction work is in progress.

35. Creches in every place wherein, more than fifty female

building workers are ordinarily employed, there shall be

provided and maintained a suitable room or rooms for the

use of children under the age of six years of such female

workers.

Section 40

Power of appropriate

Government to make rules

for the safety and health of

buildings workers

The appropriate Government may, by notification, make

rules regarding the measures to be taken for the safety and

health of building workers in the course of their

employment and the equipment and appliances necessary

to be provided to them for ensuring their safety, health and

protection, during such employment.

Section 44 Responsibility of employers

For providing constant and adequate supervision to ensure

compliance with the provisions of this Act relating to safety

and for taking all practical steps necessary to prevent

accidents.

Section 45 Responsibility for payment

of wages and compensation

Payment of wages to each building worker on or before

such date as may be prescribed.

Section 47

Penalty for contravention of

provisions regarding safety

measures

Whoever contravenes the provisions of any rules made

under section 40 shall be punishable with imprisonment for

a term which may extend to three months, or with fine

which may extend to two thousand rupees, or with both,

and in the case of a continuing contravention, with an

additional fine which may extend to one hundred rupees

for every day during which such contravention continues

after conviction for the first such contravention.







The provisions of the Act will be applicable as a construction of depot and terminals is proposed to be undertaken in the project.

8.2.9 THE PAYMENT OF WAGES ACT, 1936

The Payment of Wages Act, 1936 and its subsequent amendments regulate the payment of wages to certain classes of persons employed in industry. It applies to the payment of wages to persons employed in any [factory, to persons] employed (otherwise than in a factory), either directly or through a sub‐contractor, by a person fulfilling a contract with the administration [and to persons employed in an industrial or other establishment].

The Act guarantees payment of wages in time and without any deductions except those authorized under the Act. The Act provides for the responsibility for payment of wages, fixation of wage period, time and mode of payment of wages, permissible deduction. It also casts upon the employer a duty to seek the approval of the Government for the acts & omissions for which fines may be imposed by him and also ceiling upto which the fines can be imposed.

The Act applies to every establishment within the meaning of industrial establishment or other establishment as defined under the Act. The Act does not apply to those employees whose average wages exceed Rs.1600/‐ per month (Section‐1(6)).

Labour Officers‐cum‐Conciliation Officers have been appointed as Authority' under the Act within their respective jurisdiction in the State. An appeal against an order or direction of the Authority may be preferred within 30 days of the date on which the order or direction was made before the District court by the aggrieved party.

8.2.10 PAYMENT OF GRATUITY ACT 1972

The Act provides for the payment of gratuity to workers employed in every factory, shop & commercial establishments or educational institution employing 10 or more persons on any day of the preceding 12 months. A shop or establishment to which the Act has become applicable shall continue to be governed by the Act even if the number of persons employed fall below 10 at any subsequent stage.

All the employees irrespective of status or salary are entitled to the payment of gratuity on completion of 5 years of service. In case of death or disablement there is no minimum eligibility period. The amount of gratuity payable shall be at the rate of 17 days wages based on the rate of wages last drawn, for every completed year of service. The maximum amount of gratuity payable is Rs. 3, 50,000/. The Payment of Gratuity Act came into force on 16th September, 1972 with subsequent amendments in 1984, 1987, 1994 and 1998. The Act provides for a scheme for the payment of gratuity to employees engaged in factories, mines, oilfields, plantations, ports, railway companies, shops or other establishments and for matters connected therewith or incidental thereto.

Each employee is required to nominate one or more member of his family, as defined in the Act, who will receive the gratuity in the event of the death of the employee.

All the Labour cum Conciliation Officers in the Labour Department have been appointed Controlling Authority and all the Deputy Labour Commissioners have been appointed Appellate Authority under the Act. The Joint Labour Commissioners, the Deputy Labour Commissioners, the Labour Cum Conciliation Officer and the Labour Inspectors have been declared as Inspector under the Act.

It is the duty of the employer to determine the amount of gratuity as soon as it becomes payable and to give notice of the same to the person to whom gratuity is payable and also to the Controlling Authority. The employer shall also provide to pay the amount of gratuity to the person to whom it is payable. Failure to do so shall render him liable to pay the interest at the prevailing rate from time taken.

An employer who contravenes any provisions of the Act shall be liable for imprisonment for a term of not less than three months but which may extend to one year or with fine. Where the offence relates to non‐payment of gratuity the employer can be punished with imprisonment for a term which is not less than six months.







8.2.11 PAYMENT OF BONUS ACT 1965

The Payment of Bonus Act imposes statutory liability upon the employers of every establishment covered under the Act to pay bonus to their employees. It further provides for payment of minimum of 8.33% and maximum of 20% bonus and linking the payment of bonus with the production and productivity. The Act applies to every factory where 10 or more workers are working and every other establishment in which 20 or more persons are employed, on any day during an accounting year.

The Inspecting Officers/Inspectors enforce the provisions of the Act in their respective territorial jurisdictions assigned to them under the administrative control of the respective Deputy Labour Commissioners, Labour cum Conciliation Officers and Labour Inspectors. The Joint Labour Commissioners and Deputy Labour Commissioners at Head Quarters are also notified as Inspectors for the entire State. The Act places an obligation on every employer covered under the Act to prepare and maintain certain registers, records and other documents as provided under the Rules.

The punishment provided for contravention of any provisions of the Act or any rule made there under is imprisonment for a term, which may extend for six months or with fine, which may extend to Rs. 1000/‐ or with both.

8.2.12 MOTOR ACCIDENTS CLAIMS TRIBUNAL (MACT)

The Tribunal deals with matters related to compensation of motor accidents victims or their next of kin on claims relating to loss of life/property and injury cases resulting from Motor Accidents. The MACT Courts are presided over by Judicial Officers from the State Higher Judicial Service and are under direct supervision of the Hon’ble High Court of the respective state. The victim himself/ herself or through his advocate can report to the MACT in case of personal injury or the owner of the vehicle in the case of property damage.

8.2.13 THE EQUAL REMUNERATION ACT, 1976 AND EQUAL REMUNERATION

(AMENDMENT) ACT, 1987 (NO. 49 OF 1987)

The Directive Principles of State Policy article 39 of the Constitution envisages that the State shall direct its policy, among other things, towards securing that there is equal pay for equal work for both men and women workers and for the prevention of discrimination, on the ground of sex, against women in the matter of employment.

This Act was amended in 1987, specifically to prohibit discrimination between men and women in relation to conditions of service subsequent to employment such as promotions, training, or transfer. The original Act contained no such provisions. Sections of the Act are also amended to provide for greater penalties and for the lodging of complaints by any person aggrieved and by any recognized welfare institution or organization, in addition to government officials.

8.2.14 THE PUBLIC LIABILITY INSURANCE ACT, 1991

An Act to provide for public liability‐insurance for the purpose of providing immediate relief to the persons affected by accident occurring while handling any hazardous substance and for matters connected therewith or incidental thereto. The main objective of the Public Liability Insurance Act 1991 is to provide for damages to victims of an accident which occurs as a result of handling any hazardous substance. The Act applies to all owners associated with the production or handling of any hazardous chemicals.

► "accident" means an accident involving a fortuitous, sudden or unintentional occurrence while handling any hazardous substance resulting in continuous, intermittent or repeated exposure to death, of or injury to, any person or damage to any property but does not include an accident by reason only of war or radio‐activity;]The Public Liability Insurance Act 1991 is in consonance with the spirit of principle 13 of the Rio Declaration, in as much as it aims at providing for public liability insurance for the purpose of providing immediate relief to persons affected by accident







occurring while handling any hazardous substance or matters connected therewith or incidental thereto.

8.2.15 PERSONS WITH DISABILITIES (EQUAL OPPORTUNITIES, PROTECTION OF RIGHTS

AND FULL PARTICIPATION) ACT, 1995

The Government of India has enacted this Act for the disabled to ensure the disabled also form an important part of nation building. The Persons with Disabilities (Equal Opportunities, Protection of Rights and Full Participation) Act, 1995 came into force on February 7, 1996. It is a significant step which ensures equal opportunities for the people with disabilities.

The meaning of “disability” as per the Act is: blindness, low vision, leprosy‐cured, hearing impairment, locomotor disability, mental retardation, mental illness.

The Act provides for both the preventive and promotional aspects of rehabilitation like education, employment and vocational training, reservation, research and manpower development, creation of barrier‐ free environment, rehabilitation of persons with disability, unemployment allowance for the disabled, special insurance scheme for the disabled employees and establishment of homes for persons with severe disability etc.

The Act is applicable to all establishments meaning “a corporation established by or under a Central, Provincial or State Act, or an authority or a body owned or controlled or aided by the Government or a local authority or a Government company as defined in Section 617 of the Companies Act, 1956 and includes Departments of a Government”

8.3 APPLICABLE ENVIRONMENTAL SAFEGUARD ACTS

8.3.1 THE ENVIRONMENT (PROTECTION) ACT, 1986

The Environment (Protection) Act was conceived as an "umbrella legislation" seeking to supplement the existing laws on the control of pollution (the water Act and the Air Act) by enacting a general legislation for environment protection and to fill the gaps in regulation of major environmental hazards. The Ministry of Environment, Forests & Climate Change (MoEF & CC), Government of India under the Act has passed notifications regulating siting of industry and operations. The relevant provisions of act are as follows:

► Section 6 of the act empowers Central government to

Make rules to regulate environmental pollution by prescribing standards for the quality of air, water, soil for various areas and purposes.

Set the maximum allowable limits of concentration of various environmental pollutants (including noise)

Prohibit and restrict location of industries and carrying of process in various environmentally sensitive areas

Set the procedures and safeguards for prevention of accidents which may cause environmental pollution

► Section 7 prohibits carrying out of any industry, operation or process which discharges or emits environmental pollution in excess of standards

► Section 8 of the act regulates handling of hazardous substances

► Section 9 states, the persons responsible for discharges, bound to prevent or mitigate environmental pollution and intimate any accidents due to any occurrences.







8.3.2 WATER (PREVENTION AND CONTROL OF POLLUTION) ACT, 1974 ‐ AS AMENDED IN

1978 & 1988

The Act vests regulatory authority on the State Pollution Control Boards and empowers them to establish and enforce effluent standards for industries and local authorities discharging effluents. This act also assigns responsibilities to the State Pollution Control Boards which include: prevention, control or abatement of pollution of streams and wells in the State; to organize mass education programmes relating thereto; lay down, modify annul effluent standards for the sewage and trade effluents and for the quality of receiving waters (not being water in an inter‐state stream) resulting from the discharge of effluents and to classify waters of the State; to evolve economical and reliable methods of treatment of sewage and trade effluents, etc.

8.3.3 NOISE POLLUTION (REGULATION AND CONTROL) RULES, 2000

These rules are meant to regulate and control the ambient noise in public places from various sources inter alia industrial activity, construction activity, generator sets, loud speakers, public address systems, music systems, vehicular horns and other mechanical devices. Under rule 3(i) and 4(i), four different zones are designated for maintaining maximum level of ambient noise. These zones are residential, commercial, industrial and silence zones.

The State Government designates an authority, which includes District Magistrate, Police Commissioner or any other officer designated for the purpose of maintaining ambient air quality standards as per the rules in force any time. The project attracts provisions of these rules in case of construction and operation activities towards regulation of noise.

8.3.4 FOREST (CONSERVATION) ACT, 1980 ‐ AS AMENDED IN 1988

The Central Government enacted The Forest (Conservation) Act in 1980 to stop large‐scale diversion of forestland for non‐forest use. As amended in 1988, as per the Act, no State Government or any authority shall make, except with the prior approval of the Central Government order directing:

► Reserved forest or any portion thereof shall cease to be reserved;

► Any forest land or any portion thereof may be used for any non‐forest purpose;

► Any forest land or any portion thereof may be assigned by way of lease or otherwise to any private person to any authority corporation, agency or any other organization not owned, managed by Government; and

► Any forest land or any portion thereof may be cleared of trees, which have grown naturally in that land or portion for the purpose of using it for re‐forestation

Restrictions and clearance procedure proposed in the Forest (Conservation) Act applies wholly to the natural forest areas, even in case the protected/designated forest area does not have any vegetation cover.

8.3.5 WILD LIFE PROTECTION ACT, 1972 AND AMENDMENT 2002

An act to provide for the protection of wild animals birds and plants and for matters connected therewith. The provisions under this act are:

► Section 9 of the Act mentions that no person shall hunt any wild animal specified in Schedule I;

► The act prohibits picking, uprooting, damaging, destroying, acquiring any specified plant from any forestland;

► It bans the use of injurious substances, chemicals, explosives that may cause injury or endanger any wildlife in a sanctuary;







► No alteration of the boundaries of a National Park shall be made except on a resolution passed by the Legislature of State; and

► Destruction or damaging of any wildlife property in national Park is prohibited.

8.3.6 PETROLEUM ACT, 1934

The Act provides to consolidate and amend the law relating to the import, transport, storage, production, refining and blending of petroleum. As per the Act “petroleum" means any liquid hydrocarbon or mixture of hydrocarbons, and any inflammable mixture (liquid, viscous or solid) containing any liquid hydrocarbon.

The Act is applicable for the project as diesel is also a hydrocarbon and falls in "petroleum Class B", meaning it has a flash‐point of twenty‐three degrees Centigrade and above but below sixty‐five degrees Centigrade.

In case, of usage of CNG, a certification of the gas cylinders, once in every three years from the CCoE will have to be taken. To obtain this license certain basic design requirements include – provision of unrestricted accessibility to the refueling station, its location underground and away from the boundary wall, provision of firefighting equipment to prevent fire hazards, water tanks etc.

8.3.7 MANUFACTURE, STORAGE AND IMPORT OF HAZARDOUS CHEMICAL RULES, 1989

These rules have been framed under the Environment Protection Act, 1986 by the Government of India, Ministry of Environment, Forest and Climate Change. These Rules apply to workplaces in which the hazardous chemicals are manufactured or stored. These rules aim at controlling the generation, storage and import of hazardous chemicals.

The State and Central Pollution Control Board are the enforcement agency for these storages. As per the directives of the Hon’ble Supreme Court, all SPCBs/PCCs are required to carry out inventory of hazardous waste generating units.

According to these rules, the user of hazardous chemicals has to perform the following and dispose hazardous waste as mentioned in the rules:

► Identify the potential hazards of the chemicals and take adequate steps to prevent and control such hazards

► Labeling of containers containing hazardous substances.

► Developing Material Safety Data Sheet (MSDS) of hazardous substances.

► Preparation of On‐site and off‐ site emergency plan, to carry out‐ mock drill and to modify and update the plans from time – to‐time.

► Issue of Improvement Notices by Factories Inspectorate.

The Act is applicable to the bus depots that store oil, grease, coolants, paints, tyres, batteries etc.

Petroleum And Explosives Safety Organisation

(PESO) is the department formed by Government

of India to control and administer the usage of

explosives, petrol stations in India. The agency

issues licenses for Operation of Petrol Stations

under Form XIV, Licenses to operate Petroleum

Product Transportation vehicles, Licenses for

Refineries, Petrochemical Complexes, etc. The

Department is headed by Chief Controller of

Explosives and is headquartered at Nagpur in the

State of Maharashtra in India. The Northern

Regional Office is based at Faridabad in the state

of Haryana. The agency has framed various rules

like Petroleum Rules 2002 for the safe operation

of petrol stations, Explosive Rulgsodugisddes

1983, Gas Cylinder Rules 2002, and Stative &

Mobile Pressure Vessels (Unfired) 1981 for LPG

Vessels.







8.3.8 HAZARDOUS WASTE (MANAGEMENT, HANDLING AND TRANSBOUNDARY

MOVEMENT) RULES, 2008

According to the HW (M, H & TM) Rules, any waste, which by virtue of any of its physical, chemical, reactive, toxic, flammable, explosive or corrosive characteristics causes danger or is likely to cause danger to health or environment, whether alone or when in contact with other wastes or substances has been defined as “hazardous wastes” and includes wastes generated mainly from the 36 industrial processes referred under Schedule ‐ I of the said Rules. In addition, some wastes become hazardous by virtue of concentration limits as well as hazardous characteristics listed under Schedule ‐ II of the said Rules.

The hierarchy in management of hazardous waste is to reduce, reuse, recycle and re‐process and final option of disposal of wastes having no potential for value addition, in disposal facilities in an environmentally sound manner.

At present, there are common Hazardous Waste Treatment, Storage and Disposal Facilities (TSDFs) in operation spread across the Country and around 80 registered units in Haryana.

Applicability of this act to bus depots emanates from creation of “waste from its bus washing system”. On‐site treatment and re‐use provision is made in the bus washing system design suggested for CBS Faridabad

8.3.9 THE ANCIENT MONUMENTS AND ARCHAEOLOGICAL SITES AND REMAINS ACT,

1958

The Act provides for the preservation of ancient and historical monuments and archaeological sites and remains of national importance. The Act is also for the regulation of archaeological excavations and for the protection of sculptures, carvings and other like objects. The Act is relevant to those ancient and historical monuments or archaeological sites and remains which have been declared by the Ancient and Historical Monuments and Archaeological Sites and Remains (Declaration of National Importance) Act, 1951 or by section 126 of the States Reorganization Act 1956. The Act also gives power to the Central Government to declare ancient monuments or archaeological site and remains not included in section 3 of national importance.

The Act provides for the acquisition of rights in a protected monument, preservation of protected monument by agreement, imposing restriction on enjoyment of property rights in protected areas, conduct of archaeological excavations and protection of antiquities and also ensures appropriate compensation for loss or damage due to entry or excavations to the owner or occupier of such protected land.

8.3.10 ANCIENT MONUMENTS AND ARCHAEOLOGICAL SITES AND REMAINS

(AMENDMENT AND VALIDATION) ACT, 2010

This act is a step forward from the old Ancient Monuments and Archaeological Sites and Remains Act, 1958. It demarcates the buffer area surrounding the construction related activities. It provides that no construction shall be undertaken around protected monument of prohibited area (100m) and regulated area (200m).

8.3.11 THE CHEMICAL ACCIDENTS (EMERGENCY PLANNING, PREPAREDNESS, AND

RESPONSE) RULES, 1996

This act is aimed at planning and readiness to combat accidents and emergencies arising out of usage and handling of chemicals. The act mandates formation of crisis groups at central, state and district level to prepare emergency preparedness procedures, their testing and implementation. The crisis group facilitates preparedness, advises and communicates with the people in case of crisis and emergencies. It also provides remedies in case of emergencies arising out of chemical accidents and also provides information to the public during the time of crisis.







8.3.12 THE EXPLOSIVE SUBSTANCES ACT, 1908

As per this Act the expression "explosive substance" is deemed to include any materials for making any explosive substance; also any apparatus, machine, implement or material used, or intended to be used, or adapted for causing, or aiding in causing, any explosion in or with any explosive substance; also any part of any such apparatus, machine or implement. Punishment for causing explosion likely to endanger life or property.‐ Any person who unlawfully and maliciously causes by any explosive substance and explosion of a nature likely to endanger life or to cause serious injury to property shall, whether any injury to person or property has been actually caused or not, be punished with transportation for life or any shorter term, to which fine may be added, or with imprisonment for a term which may extend to ten years, to which fine may be added.

8.3.13 EXPLOSIVES ACT 1884 AND THE EXPLOSIVES RULES, 2008

This is an Act to regulate the manufacture, possession, use, sale, [transport, import and export] of Explosives. Whereas, it is expedient to regulate the manufacture, possession, use, sale, transport and importation of explosives.

8.4 NATIONAL LEGISLATIONS FOR RESETTLEMENT

8.4.1 THE RIGHT TO FAIR COMPENSATION AND TRANSPARENCY IN LAND ACQUISITION,

REHABILITATION AND RESETTLEMENT ACT, 2013

The Right to Fair Compensation and Transparency in Land Acquisition, Rehabilitation and Resettlement Act, 2013 is a legislation that regulates land acquisition and provides laid down rules for granting compensation, rehabilitation and resettlement to the affected persons. The Act has provisions to provide fair compensation to those whose land is taken away, brings transparency to the process of acquisition of land to set up factories or buildings, infrastructural projects and assures rehabilitation of those affected. The highlights of the Act are as presented in Table 8‐4.

The Act provides for land acquisition as well as rehabilitation and resettlement. It replaces the Land Acquisition Act, 1894.The process for land acquisition involves a Social Impact Assessment survey, preliminary notification stating the intent for acquisition, a declaration of acquisition, and compensation to be given within a certain time. All acquisitions require rehabilitation and resettlement are to be provided to the people affected by the acquisition. Compensation for the owners of the acquired land shall be four times the market value in case of rural areas and twice in case of urban areas.

In case of acquisition of land for use by private companies or public private partnerships, consent of 80 percent of the displaced people will be required. Purchase of large pieces of land by private companies will require provision of rehabilitation and resettlement.

The provisions of this Act shall not apply to acquisitions under 16 existing legislations including the Special Economic Zones Act, 2005, the Atomic Energy Act, 1962, the Railways Act, 1989, etc.

Table 8‐4: Provision of the Right to Fair Compensation and Transparency in Land Acquisition Rehabilitation

and Resettlement Act, 2013


Preliminary Investigation for Determination if Social Impact and Public Purpose

4 Preparation of Social Impact

Assessment (SIA)

Undertaking a SIA to estimate the potential impacts in

consultation with the concerned Panchayat/ Municipality/

Municipal Corporation

5 Public hearing for SIA

Public hearing to be held in the affected area after giving

adequate publicity about date, time and venue for public

hearing








6 Publication of SIA

SIA Report and Management Plan to be made available in the

local language to the Panchayat/ Municipality/ Municipal

Corporation

Appraisal of Social Impact Assessment Report by an Expert Group

7 Appraisal of the SIA by an expert

group

SIA to be evaluated by an independent multi‐ disciplinary

expert group as constituted under the project

8

Examination of proposals for land

acquisition and SIA report by

appropriate govt.

Recommend such area for acquisition that would ensure

minimum displacement of people, minimum disturbance to

infrastructure, ecology and minimum adverse impact on the

individuals affected.

Notification and Acquisition

11

Publication of preliminary

notification and power of officers

thereupon

Publishing of notification in official gazette, in 2 daily

newspapers including one in regional language, upload on

appropriate govt. website.

12

Preliminary survey of land and

power of officers to carry out

survey

To determine the extent of land to be acquired

14 Lapse of SIA report

If a preliminary notification is not issued as per section 11

within 12 months of the appraisal of the SIA report by expert

group, then a fresh SIA shall be required to be carried out.

15 Hearing of Objections

Any person affected by the notification under section 11 may

within 60 days object to the preliminary notice of land

acquisition.

16 Preparation of Rehabilitation and

Resettlement Scheme (R & R S) Conduct of census survey of the affected families.

17 Review of the R & RS Review of the R & RS by the Collector

18 Approved R & RS to be made

public

Approved R & RS to be made available in the local language

to the Panchayat/ Municipality/ Municipal Corporation

19 Publication of declaration and

summary of R & RS

Final declaration of R & RS along with a declaration of a

resettlement area

21 Notice to persons interested Publishing of public notice for acquisition of land

23 Enquiry and land acquisition

award

Collector shall enquire into objections and make award of

compensation due

25 Period within which an award shall

be made

Collector shall make an award with a period of 12 months

from the date of publication of declaration under section 19.

26 Determination of Market value of

land

Determination of Market value of land by Collector based on

the provisions of the subsections

27‐30 Determination of compensation

and award of solatium

Rehabilitation and Resettlement Award

31 Award of R & R for affected

families

R & R award for affected families by Collector as per the

entitlements provided

Establishment of Land Acquisition, Rehabilitation and Resettlement Authority








64 Reference to R& R Authority

In case of disagreement on the price awarded, within 6 weeks

of the award the parties can put an objection to the Collector;

if the collector doesn’t respond within 30 days then person

can represent the case to the R& R Authority.

74 Appeal to High Court Any person aggrieved by the award passed by the R& R

Authority under section 69 may file an appeal in High Court.

8.4.2 MAIN ELEMENTS OF SEXUAL HARASSMENT OF WOMEN AT WORKPLACE

(PREVENTION, PROHIBITION AND REDRESSAL) ACT, 2013

Main features of the above act are presented in Table 8‐5 in a summarised form.

Table 8‐5: Main Elements of Sexual Harassment of Women at Workplace (Prevention, Prohibition and

Redressal) Act, 2013


2 (a) Definitions Defining an aggrieved woman

3 Prevention of sexual harassment No women shall be subjected to sexual harassment

and defining circumstances/ acts of sexual harassment

4 Constitution of Internal Complaints

Committee

Every employer of a work place shall constitute an

Internal Complaints Committee

6 Constitution of Local Complaints

Committee

Every district collector shall constitute a Local

Complaints Committee

9 Complaint of sexual harassment Aggrieved women can make a complaint within 3

months from the date of the incidence.

11 Inquiry into complaint Inquiry by Internal Complaints Committee/ Local

Complaints Committee

15 Determination of Compensation

Determination of compensation Internal Complaints

Committee/ Local Complaints Committee case to case

basis

16

Prohibition of publication or making

known contents of complaints and

inquiry proceedings

No information regarding the complainant and action

taken shall be published, communicated or made

known to public, press and media.

17

Penalty for publication or making

known contents of complaints and

inquiry proceedings

Any person contravening the provisions of section 16 is

liable for penalty.

18 Appeal Any person dissatisfied with the recommendations

may appeal to the court or tribunal.

19 Duties of the Employer Every employer shall provide a safe working

environment

26 Penalty for non‐compliance with

provisions of the Act

Every employer who does not comply with the

provision of the Act shall be punished with fine.







8.4.3 THE STREET VENDORS (PROTECTION OF LIVELIHOOD AND REGULATION OF STREET

VENDING) ACT, 2014

This is an Act to protect the rights of urban street vendors and to regulate street vending activities and for

matters connected therewith or incidental thereto. The Act aims to protect the livelihood rights of street

vendors as well as regulate street vending through demarcation of vending zones, conditions for and

restrictions on street vending.

As per the Act ‘Street Vendors’ mean a person engaged in vending of articles, goods, wares, food items or

merchandise of everyday use or offering services to the general public, in a street, lane, side walk, footpath,

pavement, public park or any other public place or private area from a temporary built up structure or by

moving from place to place and includes hawker, peddler, squatter and all other synonymous terms which may

be local or region specific; and the words ‘street vending’ with their grammatical variations and cognate

expressions, shall be construed accordingly. Provisions of the act for various salient aspects of the street

vendors’ protection and regulation are presented in the Table 8‐6.

Table 8‐6: Provisions for the Street Vendors (Protection of Livelihood and Regulation of Street Vending) Act,

2014


Regulation of Street Vending

3 Survey of Street Vendors and

protection from eviction or relocation

Survey to be undertaken by Town Vending Committee

(TVC), within the area of its jurisdiction

4 Issue of Certificate of vending Certificate of vending to be issued to all vendors above

14 years of age by TVC

5 Conditions of Issue of Certificate of

vending

That the vendor shall carry on the business himself or

through his family.

6 Categories of Certificate of Vending

and issue of identity cards

Certificate to be issued to: a stationery vendor, a

mobile vendor or any other category as may be

specified in the scheme.

10 Cancellation or suspension of

certificate of vending

If a vendor commits breach under the Act, his

certificate may be cancelled.

12‐ 17 Rights and obligations of Street

Vendors

Rights of Street Vendor; right to a new site or area on

relocation; duty of street vendor; maintenance of

cleanliness and public hygiene; maintenance of civic

amenities in vending zone in good condition; and

payment of maintenance charges

18‐19 Relocation and eviction of street

vendors

Relocation or eviction of street vendors; and seizure

and reclaiming of goods

20 Redressal of grievances or resolution

of disputes Constitution of a committee for dispute redressal

21 Plan for street vending Every local authority shall, once in five year prepares a

plan to promote street vending.

22 Town Vending Committee Constitution of Town Vending Committee

27 Prevention of harassment by police

and other authorities

28 Penalty for contraventions If any vendor indulges in vending activities without a








certificate, he shall be liable to a penalty.

8.4.4 HARYANA MUNICIPAL STREET VENDORS (PROTECTION OF LIVELIHOOD AND

REGULATION OF STREET VENDING) ORDINANCE, 2013 AND THE POLICY

GUIDELINES FOR STREET VENDORS/ HAWKERS ‐2014

This is an Ordinance to protect the rights of urban street vendors and to regulate street vending activities and for matters connected therewith or incidental thereto. The Act aims to protect the livelihood rights of street vendors as well as regulate street vending through demarcation of vending zones, conditions for and restrictions on street vending. The policy guidelines have been framed for carrying out provisions of the Ordinance, under section 3 of the National Act.


9 COSTS AND REVENUES

9.1 INTRODUCTION

Public Transport (PT) services which are adequate, accessible, reliable, regular and safe need to be affordable for acceptance by majority of commuters. Provision of such services calls for large investments in infrastructure and bus fleets of appropriate size and category. Besides structuring user tariffs at affordable levels simultaneously ensuring recovery of cost of inputs and reasonable return on investments for sustainability of PT services is required. It is hence essential to estimate the investments, operating costs and revenues, and overall financial performance of the system along with quantum of financial support required, if any, for its sustainability. This chapter attempts to estimate the cost of bus fleet, infrastructure and operations; revenues and the gaps between costs and revenues for various phases of CBS development and operations.

9.2 CAPITAL COST ESTIMATES FOR BUS FLEET

Considering travel demand for PT services, the proposed route network plan discussed in Chapter 3 and the fleet requirement assessed in Chapter 4, 90 numbers of 650 mm Floor height CNG fuelled midi buses (40 air conditioned (AC) buses for metro feeder services and 50 Non‐AC buses for intra‐city operations), are planned to be acquired in base year for providing metro feeder services and minimum intra‐city services for PT connectivity within the MCF area.

Requirement of bus fleet for subsequent years / phases ending in horizon year 2031 is worked out in chapter 4. A total fleet of 594 midi buses ‐ AC and Non AC, is proposed to be available at the end of the horizon year. Midi buses fleet of 90 buses at the end of base year, 297 at the end of first year of Phase I and, 355, 594 at end the terminal years of phases II and III respectively is estimated. While 90 midi buses would be acquired by end of the base year, 207 by the end of first year of phase one, number of additional buses acquired during each of the terminal years of subsequent phases would be 148 and 239 (148 for additions to the fleet and 90 for replacement on completion of their serviceable life) respectively. Above fleet of buses is to be deployed for operations from commencement of the following year / phases through their terminals years.

Buses inducted during base year of first phase would fall due for replacement in phase III on completion of their serviceable life. These 90 midi buses would accordingly be replaced for maintaining the proposed fleet levels.

Total required investment for bus fleet for base year is given in Table 9‐1. Investment requirement for subsequent phases for acquisition of new buses and for replacement of buses on completion of their serviceable life is also added in appropriate year / phase. Phase wise fleet additions / replacements along with their costs are presented in Table 9‐2.

Table 9‐1: Bus Fleet, Auxiliary Vehicles and ETVMs ‐ Investment Requirement in base year

S.


Costs Rs. in

Lakhs Remarks

1 Bus fleet for

Feeder services Nos. 40 1,840

CNG fuelled 650 mm Floor height AC Midi buses, costing about Rs. 46 Lakhs each. Total cost for 40 buses is estimated as Rs 1,840 lakhs.

2

Bus fleet for

Intra‐city PT

services

Nos. 50 2,000

CNG fuelled 650 mm Floor height Non‐AC Midi buses, costing about Rs.40 Lakhs each. Total cost for 50 buses is estimated as Rs 2,000 lakhs.

3 Misc. fleet of

auxiliary Nos. 4 40

One auxiliary vehicle each for use of CEO, CFO,

COO of the SPV and for checking etc. each costing







S.


Costs Rs. in

Lakhs Remarks

vehicles for

administrative

and

operational use

about Rs. 10 lakhs, are proposed. However

Authority may avoid this investment by hiring

these vehicles.

4

ETVMs for

revenue

collection

Nos. 225 35

(33.75+1.25)

As bus fleet is expected to work in two shifts, 180

ETVMs are required for buses @ 2 per bus plus

25% additional ETVMs are proposed as float for

night shift operation if any, maintenance,

serviceable spare ETVMs, etc.

Lump sum cost of ETVMs is taken as Rs. 35 lakhs at

an average price of Rs. 15,000 per machine and

balance for other related start‐up expenses.

5

ITMS (includes

off‐board PIS,

communication

systems,

hardware &

software –

acquisition,

operation &

Maintenance

costs)

Sets

311 for

BQS,

2 for

control

rooms,

4 for

depots,

terminals

$

All ITMS items – both for on‐board and off‐board

services including all hardware, software and

communications media would be designed,

acquired, operated and maintained by the ITMS

service provider on PPP basis. All investments

would be made by the Vendor. FCTSL/ICCC would

make payment on per unit basis. FCTSL would

make available Space for Control rooms at depots,

etc. Investments in on‐board items is included in

bus costs.

Total Investment in Fleet of vehicles 3,915

While buses are suggested to be acquired by the

Private Operator (PO) at his cost under Gross Cost

Contract, Authority at its cost, would acquire or

hire auxiliary vehicles. Capex and R&M cost of on‐

board ITS items are included in bus costs.

$ ‐ Capex for all other equipment at control

rooms, bus stops, terminals, etc and the

communication systems, their operation and

maintenance costs are proposed to be part of ICCC

of the smart city project. Hence not included in

this estimate.

The investment in auxiliary vehicles may also be

avoided by hiring the auxiliary vehicles.

ETVMs would be acquired, operated and

maintained by the Revenue collector at his cost or

would be acquired by the Authority on hire charge

basis for supply and maintenance of ETVMs

depending upon the model selected by the

Authority.

Hence no provision is made here for acquiring by







S.


Costs Rs. in

Lakhs Remarks

Authority at its cost.

Source: Consultant’s Estimate, 2018

Table 9‐2: Bus Fleet, Auxiliary Vehicles and ETVMs ‐ Investment Requirement in base year and in various

phases

S.

No. Description Unit

Rate

Rs

Lakhs

Phase wise Quantity

addition

Phase wise Costs Rs. in Lakhs

Base

Year

Ph I

(1st

year)

Ph

II

Ph

III Base

Year

Ph I

(1st

year)

Ph II Ph III

Total

1 Bus fleet for addition to :

i Feeder services No. 46 40 92 66 66 1840 4225 3033 3033 12131

ii Intra‐city services. No. 40 50 115 82 82 2000 4593 3296 3296 13185

1.1 Bus fleet for replacements of

i Feeder services Nos 46 40 1840 1840

ii Intra‐city services. Nos 40 50 2000 2000

1.2 Total addition +

replacement. Nos

90 207 148 238 3840 8818 6329 10169 29156

2

Misc. fleet of auxiliary

vehicles for

administrative and

operational use

Nos. 10 4 2 1 1 40 20 10 10 80

3 ETVMs for revenue

collection @ 2.5 / bus Nos. 0.15 225 518 372 372 35 78 22 22 156

4

ITMS (includes off‐

board PIS,

communication

systems, hardware &

software – acquisition,

operation &

Maintenance costs)

BQS; 310 50 50 50 “$“

(Capex and R&M cost of on‐board ITS items are

included in bus costs.

Capex for all other equipment at control rooms, bus

stops, terminals, etc and the communication systems,

their operation and maintenance costs are proposed to

be part of ICCC of the smart city project. Hence not

included in this estimate. )

Control

Room 2 2 1 1

Depot 2 2 1 1

Terminals 2 2 1 1

Total Investment in bus Fleets, Auxiliary vehicles, ETVMs ,etc 3,915 8916 6361 10201 29393

A fleet of 90 midi buses (40 AC and 50 Non AC) at a total cost of Rs. 3840 lakhs is proposed to be acquired by

end of the base year FY 2018‐19 for commencing operation from beginning of phase I. A fleet of 207 buses at a

cost of Rs. 8818 Lakhs would be added by end of first year of phase I to commence operations from beginning

of second year of this phase. Additional 148 and 148 buses at costs of Rs. 6329 Lakhs and Rs. 6329 Lakhs are

proposed to be added in phases II and III respectively by end of the terminal years of the preceding phases for

commencing PT operations from beginning of the following phases. Thus by end of the horizon year FY 2031, a

total fleet of 594 midi buses at a cost of Rs. 253.2 crores would be acquired. The fleet of 90 buses inducted in

base year would call for replacement in phase III requiring an investment of Rs. 38.4 crores. Hence a total







investment of Rs. 292 crores would be made in bus fleet during the project period. As PT operations are

proposed to be carried out on PPP basis following GCC, this entire investment would be made by the PO. Bus

Operator would be entitled to display advertisements on‐ board and at designated places and retain the

revenue so earned.

As per GCC model of the PPP system of CBS operations proposed in Chapter 4, bus fleet shall be acquired,

operated and maintained by the private operator (PO). Revenue collection may be arranged by the Authority

by employing requisite staff and acquiring necessary equipment (ETVMs) at its cost and or acquiring customer

service providers (conductors) and other staff through a man power supply agency and the ETVMs through

another agency for supply and maintenance of ETVMs on hiring basis. Revenue collection may also be

arranged by the Authority on PPP basis where revenue collector would not only invest in required equipment

but would also employ staff for revenue collection at a cost decided through a competitive and transparent

bidding system. In the latter case the Revenue collector would provide all these services in an integrated

manner to minimize frequent inter‐operator conflicts and shifting the responsibility behavior.Assuming that

authority opts to undertake revenue collection through a private partner or through hiring process, no

investment by the Authority shall be required for this activity. Therefore, in the proposed CBS operation

system no investment on bus fleet, auxiliary vehicles, ETVMs, etc. is expected to be undertaken by the

Authority. Advertisement revenue from all revenue collection media will be retained by the authority.

9.3 CAPITAL COST ESTIMATES FOR BUS PT INFRASTRUCTURE

The CBS operations require parking, repair and maintenance and operations related infrastructure like depots, terminals, bus stands, control room and fuelling stations apart from bus fleet. Investments required in base year FY 2018‐19 for infrastructure has also been estimated and is presented in Table 9‐3. Total required investment for infrastructure in first Phase is given in Table 9‐4. Investment requirement for subsequent phases for acquisition of PT infrastructure is added in appropriate phase. Phase wise infrastructure additions along with their costs are presented in Table 9‐4.

Table 9‐3: PT Infrastructure Investments in Base Year FY 2018‐19

S. No. Description Unit Quantity

Costs

Rs. in

Lakhs

Remarks

1 Bus Depots Nos. 2 2,400

Each depot of 5 acres land size for

parking, operation and maintenance,

fuelling, etc. of up to 100 buses,

complete with buildings for

workshops, offices, utilities, a few

essential equipment, etc. is required

at locations entailing minimal un‐

remunerative operations.

Unit cost per depot (excluding land

cost) is estimated as Rs. 1200 lakhs. It

includes cost of buildings plant &

equipment utilities etc plus

environmental Management Plan

costs (EMP) during construction








Costs

Rs. in

Lakhs

Remarks

stages.

2 Bus Terminals Nos. 2 400

One each at important locations for

start/ termination of routes, crew

change over, intermittent parking,

boarding / alighting of commuters

along with basic amenities.

Unit cost per terminal (excluding land

cost) is assessed as Rs. 200 lakhs

including EMP costs during

construction.

3

Bus stands with

Bus queue

shelters

Pairs 155 3,100

Bus stands with Bus Queue Shelters

(BQS) are required at an average

distance of about 0.5 kms. In base

year for about 140‐150 kms of route

network operations, 310 BQS costing

about Rs 10 lakhs each including EMP

costs are proposed.

4 Control Rooms Nos. 2 $

Although main control room for PT

services would be an integral part of

the Integrated Control &

Communication Centre (ICCC)

planned under the Smart City Mission

(SCM), one such centre is required at

each depot.

This CC shall be duly connected to

ICCC.

Unit cost of Depot CC along with

necessary equipment, software etc.

including EMP costs is assessed as Rs.

50 lakhs. The same would be funded

as a part of ICCC. Hence no cost

considered.

5 CNG Station Nos. 2 To be provided by CNG supply agency

at its cost.

6

Land for Depots

& terminals, in

base year

acres 2 depots &

2 terminals Rs 0

52.8 acres of land parcels are

identified / under identification for

depots, terminals, Central workshop,

etc. Request letters for transfer of

the identified land parcels have been

sent to concerned agencies. The land

parcels are proposed to be

transferred to the SPV on long lease








Costs

Rs. in

Lakhs

Remarks

at no cost to the authority. Total cost

of said thirteen land parcels is nil.

Out of the above, nil Land lease cost

of 2 depots – one each at sectors 12

and 86 admeasuring 9.3 acres & 2

terminals – one each at Dushera

ground and Ballabgarh admeasuring

about 4 acres is included here for

development in base year.

Details of land parcels, their

ownerships etc are given at Table 5‐1.

Total Investment in Infrastructure in Base Year 5,900

Along with Depots and terminals

suggested to be provided by the

Authority at its cost, bus shelters

would also be acquired by the

authority at its cost. The Authority

would seek permission of for

required land parcels for BQS from

the concerned road owning agency.

Provision of depot control centres

would be included in Smart City

Costs.

Start‐up costs till commissioning of

the project is included in these

estimates.


Table 9‐4 : Depots, Terminals, BQS, Control rooms ‐ Investment Requirement in base year and in various

phases

S.


Rate

Rs

Lakhs

Phase wise Quantity addition Phase wise Costs Rs. in Lakhs

Base

year

Ph I (1st

year)

Ph

II Ph III

Base

year

Ph I (1st

year) Ph II

Ph

III Total

1 No. of infrastructural units

i Depots Nos 1200 2 2 2 2400 2400 2400 7200

ii Terminal Nos 400 2 2 2 400 400 400 1200

iii CWS Nos 2400 1 2400 2400

iv Total no. of units and the capex for

development 4 4 1 4 2800 2800 2400 2800 10800

2 Land for

i Bus depots acres Nil

cost

per

land

parcel

9.3 10 10 0 0 0 0

ii Terminal acres 4 4.5 5 0 0 0 0

iii CWS acres

10

0

0







S.


Rate

Rs

Lakhs

Phase wise Quantity addition Phase wise Costs Rs. in Lakhs

Base

year

Ph I (1st

year)

Ph

II Ph III

Base

year

Ph I (1st

year) Ph II

Ph

III Total

iv Total for land transferred to Authority

at nil cost to authority per land parcel 13.3 14.5 10 15 0 0 0 0 0

3 BQS Nos. 10 310 50 50 50 3100 500 500 500 4600

4 ITMS for

BQS 310 50 50 50 Provision of ITMS at Central Control room,

depot and terminal control centres and at the

BQS would be included in Smart City Costs,

hence not considered here

Control

Room. 2 2 2

Depot 2 2 2

Terminal 2 2 2


Total investment required to be made by the Government and its agencies (collectively termed as Authority) in base year, would be about Rs. 59 crores for development of infra units (nil towards land cost) with break up as Rs. 28 crores for 2 depots and 2 terminals including cost of buildings, plant and equipment if any, utilities etc and Rs. 31 crores for 310 BQS.

A set of 50 BQSs, 2 depots and 2 terminals costing Rs 5 crores, 24 crores and 4 crores respectively would be added in first year of phase I. An Investment of Rs 33 crores is required for acquiring these BQS, depots, terminals during first year of phase I when additional fleet of 207 buses would be added. The entire investment of Rs 92 crores is proposed to be made available as grant / budgetary provision for capital expenditure by the Government during base year / Phase I. These four depots would serve the needs for bus fleets of 297 buses in first Phase and have provision for growth of fleet up to 400 buses. Private Operator (PO) shall maintain the depot infrastructure at his cost.

Additionally 50 BQS and one central workshop costing Rs 5 crores and Rs. 24 crores respectively in phase II; and 2 depots, 2 terminals and 50 BQS costing Rs. 24 crores, Rs. 4 crores and Rs. 5 crores respectively in phase III would be added. Thus total investment of Rs. 154 crores for development of 6 depots, 6 terminals, one Central workshop and 460 BQS individually costing Rs. 72 crores, Rs. 12 crores, Rs. 24 crores and Rs. 46 crores respectively would be required during the project period ending with horizon year 2031.

While permission for erecting BQS on land owned by the road land owning agencies i.e. MCF, HSVP, PWD, etc. at no cost to the Authority, land for other units would be transferred to the Authority nil cost per land parcel. No investment in land for 4 depots and 4 terminals would be required in Phase I. Similarly no investment in land for one central workshop in phase II; and for 2 depots and 2 terminals in phase III would be required. Thus no investment for provision of 52.8 acres of land for 6 depots, 6 terminals and one Central workshop would be required during the project period ending with horizon 2031. Authority would endeavour to enhance its revenues by permitting commercial advertisements on its infrastructural facilities i.e. Depots, terminals, BQS, etc within the ambit of applicable rules / regulations.

Considering the need for early commencement of CBS system in Faridabad, initially depots and terminals are proposed to be provided with minimum facilities such as Cement – Concrete hard standing in yard, washing sheds, fuelling sheds, temporary sheds for operations, workshops and administration/accounts, security offices, etc; boundary wall; utilities, etc. while simultaneously developing the full‐fledged facilities. Similarly hard standing, boundary walls, bus bays with shelters and temporary sheds for terminal management, security, and necessary utilities, etc. will be provided for terminals.

9.4 GENERAL ASSUMPTIONS FOR COST ESTIMATION OF PT OPERATIONS

Following above proposals cost of acquisition, major repairs of infrastructure etc. are not considered while working out operational costs of CBS system. All other expenses for operation, repair maintenance of rolling stock and other assets, revenue collections, etc. are worked out irrespective of who provides the services.







Some of the general assumptions made for working out operational costs are as under:

All values are at current prices.

No inflation, increments, increase in prices are considered.

Other assumptions / parameter values are taken for Midi CNG fuelled AC and Non AC buses from market based on details as available from suppliers and or in manufacturers’ pamphlets, and or those from other PT agencies operating city services.

No concessions / no passenger taxes are considered.

The values are considered constant for life cycle.

Staff cost is taken marginally higher than those payable to highly skilled technical staff under minimum wages act. Staff costs to the Authority would be significantly higher if Authority employs staff at wage rates applicable to Government staff.

Assumptions related to physical performance of buses are discussed in following paragraphs.

Tariffs considered for assessment of revenues are based on current applicable fare structures for intra‐city PT services in Haryana and fares charged by IPTs in Faridabad.

Revenue from advertisements on buses and other assets such as BQS normally varies between 3‐8% of user tariff revenues of PT agencies. For CBS, revenue from advertisements is taken marginally higher, about 100 basis points, than the lowest of the said range. Advertisement earning is taken as 4% of user tariff revenues comprising of 1% revenue on buses & on‐board items at designated place for the PO; and balance 3% on infrastructural assets as also on revenue collection medium for the Authority.

As new bus fleet is proposed to be inducted at one time in a phase, costs are worked out annually for each year of bus age till its phasing out as well as annual average for life cycle. Latter costs, i.e. life cycle average costs are representative of costs at mid‐life of the fleet. Life cycle average costs are considered while estimating excess / shortfall of earnings over costs.

Operating costs are considered irrespective of who operates services, as all costs have to be incurred in operations.

Acquisition of bus fleets is assumed to be completed by end of the base year (90 buses) and end of first year (207 buses) for commencement of operations from beginning first and second year of phase I respectively. Similarly acquisition of bus fleets in subsequent phases is assumed to be completed by end of terminal year of preceding phase to facilitate PT operations from beginning of the phase period.

9.5 PT OPERATIONS COST ELEMENTS AND ASSUMPTIONS

9.5.1 COST ELEMENTS OF PT OPERATIONS COST

The various cost elements considered for operational cost estimation are listed in the Table 9‐5 below.







Table 9‐5: Cost Elements Considered for Estimating Operations Cost

S. No. Cost Elements Assumptions

1 Initial costs of buses Rs. 46 lakhs per bus for 650 mm Floor height midi CNG fuelled AC buses and Rs. 40 lakhs per 650 mm Floor height CNG fuelled Non AC midi bus

2 Depreciation on buses Straight line basis for average life of bus as 10 years, with residual value as nil

3 Cost of funds 30% equity with rate of return on equity @15% per annum for life of buses and 70% debt with interest @ 12% per annum – repayment period as 5 years

4 Staff cost Worked out for a bus staff ratio of six and cost per person as Rs 1.80 lakhs per annum

5 Fuel and lubes cost

Estimated by taking fuel efficiency of 3.5 km/kg of CNG for AC buses and 4.5 km/kg for CNG Non AC 650 mm Floor height midi buses and a fraction thereof as lubes cost. Rate per kg of CNG in Faridabad taken as Rs. 43.24

6 Repair and maintenance cost

worked out by taking lifelong repair and maintenance cost on block cost basis and distributing the same over bus life annually with least costs in first year of bus age and highest in last i.e. 10th year of bus life. Repair and maintenance costs increase with the age of buses

7 Taxes Annual taxes on fleet @ Rs. 0.04 per seat (carrying capacity) +25% thereof for other MV taxes i.e. Rs. 2.0 per km for midi buses as applicable in Haryana State

8 Insurance Yearly values taken as 2.5 % of depreciated value of bus costs9 Overheads Overheads and miscellaneous costs are taken as 20 % (15%

overheads and 5% miscellaneous expenses) of staff cost as prevailing in some of the STUs (Source: NWKRTC’s Huballi‐Dharwad City Division where total incidence of 18.4% of staff cost exists as overheads and miscellaneous expenses for utilities, administrative & accounts costs, auxiliary vehicles usage, etc.)

10 Other Misc. Costs

11 Contingency costs

To take care of any item of cost not considered and or for any marginal variation in assumptions made is taken at the rate of 5% of sum of all above costs


9.5.2 PHYSICAL PERFORMANCE PARAMETERS FOR ESTIMATION OF PT OPERATIONS

COST

Various physical performance parameters considered for operational cost estimation are listed in Table 9‐6.







Table 9‐6: Physical Performance Parameters Considered for Estimating Operations Cost

S.

No. Parameters Assumptions

1

Fleet Utilization (FU): represents

utilization of bus fleet owned,

normally defined in terms of

percentage of total fleet owned.

FU of 95.5% taken for 1st year with annual deterioration factor

of 50 basis points.

FU is much higher in initial years of bus life, decreases

progressively with aging.

2

Vehicle Productivity (VP): measured

in terms of kilometers operated by

each bus on road daily

VP also decreases with age of buses.

In urban operations, average of 180‐220 kms per bus on road /

day is operated.

In this assessment, average daily VP is taken at 200 kms per bus

on road with an annual average deterioration factor of 2 kms.

3

Fuel Efficiency (FE): Defined in terms

of kms operation per kg of CNG

consumed. It gets adversely affected

with age of fleet.

FE is taken as 3.5 km/kg of CNG for AC buses and 4.5 km/kg for

CNG Non AC 650 mm Floor height midi buses with annual

deterioration factor of 0.05 km/kg

4

Carrying Capacity of buses: Indicated

by number of passenger (both

seated and standees)

Indicated by number of passenger (both seated and standees)

who could be accommodated in a bus keeping in view

applicable standards such as bus code AIS 052.


9.5.3 TOTAL AVERAGE ANNUAL PT OPERATIONAL COST

Total annual average operational cost for entire fleet, per bus and per bus km includes all elements of cost of operating bus fleet, overall life cycle average operating cost, and cost element wise total average life cycle cost per bus km. The detailed estimates are presented herein.

Total costs of operating bus fleet: Total operational costs, inclusive of depreciation, cost of funds and that of all other elements is worked out yearly for the serviceable life of buses considering physical performance and elemental costs assumptions as detailed in earlier paragraphs. Annual cost details for first year and last year of bus fleet age as also life cycle averages for bus fleet of 90 midi buses – mix of AC and Non‐ AC CNG Fuelled buses are given in Table 9‐7. Life cycle average cost per bus km and per bus per annum is made applicable for the entire fleet operational during later phases ending with horizon year 2031.

Table 9‐7: Average Annual Total Operations Cost for Bus Fleet

S. No. Description Units

Total annual average operating costs (includes

Depreciation and Cost of funds) during yr of

age

Total Annual Operations Cost

(TCO) for CNG fuelled 650 mm

Floor height Midi AC and Non AC

buses

1st yr. 10th yr. Life cycle Avg.

Cost

1 Entire bus fleet of 90 buses

(TCF) Rs. in lakhs 3,101 3,381 3,176

2 Average Per bus on road (TCPB) Rs. in lakhs 36.1 41.3 37.8

3 Average per bus km (TCP Km) Rs. 49.4 62.1 54.28*







* Revenue from advertisement on‐board (buses) @1% of user tariff revenue is estimated as Rs 0.52 per bus km. Offsetting the said revenue from life cycle average cost per bus km of Rs 54.28, the net cost per bus km works out as Rs. 53.76. Similarly net yearly cost per bus and for the bus fleet would get adjusted by accounting for the advertisement revenue on‐board.


Total annual life cycle average operating cost of bus fleet of 90 buses during first year of phase I is estimated as Rs. 3176 lakhs; per bus per year as Rs. 37.8 lakhs and per bus km as Rs. 54.28 for Midi buses. Details of Average life cycle operating cost estimates for the bus fleet are given in Table 9‐8.

Table 9‐8: Average Life Cycle Operating Cost of Bus Fleet (Rs. per bus km)

Sl. No.

Cost element wise total avg. life

cycle cost per bus km (Rs. per bus

km) for cost elements as:

650 mm floor height Midi CNG fuelled

AC buses Non‐AC buses

1. Depreciation 7.1 6.2

2. Cost of funds including return on

equity 5.0 4.3

3. Staff cost 16.6 16.6

4. Fuel / energy including lubes cost 13.4 10.3

5. Annual repair and maintenance 7.1 6.2

6. M V taxes 2.0 2.0

7. Overheads 2.5 2.5

8. Other Misc. 0.8 0.8

9. Insurance 1.0 0.9

10. Contingencies 2.2 2.0

Total CPK (Rs. per km) 57.6 51.6


Cost element wise total average life cycle cost per bus km, by grouping cost elements is given in Table 9‐9.

Table 9‐9: Cost Elements “Group Wise” Life Cycle Cost per bus km (Rs. per km)

Type of Bus Total CPK Depreciation &

Cost of funds

Fuel/energy + RnM

Costs+ Contingencies

Staff, taxes, Over‐heads,

Misc., Iinsurance, etc.

Midi AC 57.6 12.0 22.6 22.9

Mid Non‐AC 51.6 10.5 18.4 22.8


9.6 AVERAGE ANNUAL EARNINGS FOR THE FLEET

Average annual earnings for the fleet, for individual bus and for every bus kilometre estimates are worked out taking into account the following:

► Average earnings for bus operations are estimated on the basis of passengers travelled, average passenger trip length in kms and fare per passenger km. As these details for a newly planned PT system are not available; the earnings may be worked out by an alternative method, that is, by multiplying supplied PT capacity in terms of carrying capacity kms by load factor and fare per passenger km. In this case the alternative method is followed.

► Average annual Earnings for bus Fleet (EPF), per bus (EPB) and per bus km (EPK) at varying Load Factors (LF) and currently applicable tariffs in intra‐city operations in Haryana (details given at







Annexure 9‐1) are referred to while calculating the same for Faridabad CBS. The summarized calculations for Faridabad CBS are given in Table 9‐10.

Table 9‐10: Earnings & Costs, LFs for Breakeven & Subsidy requirement per bus km

S.

No. Description

Fare/

pax

km

Rs.

Bus

Carrying

Capacity

(Nos)

Earning per Bus km (EPK) Rs at Load Factors(LF)

0.35 0.40 0.42 0.50 0.55 0.60 0.65 0.70 0.75 0.80 0.85

A Average Earning per bus km (EPK)

i Midi CNG AC Feeder buses

3.33 42 49 56 59 70 77 84 91 98 105 112 119

ii

Midi CNG Non‐AC Intra‐city buses

2.25 42 33 38 40 47 52 57 61 66 71 76 80

B Total Cost per bus kms (CPK) Life Cycle Average

Average LF for

Break Even (BE

LF)

LFs considered @ 95%

of BE LF for estimation

of earnings


Rs./bus km 57.6 0.42 0.40

ii Midi CNG Non‐AC Intra‐city buses

Rs./bus km 51.6 0.55 0.52

iii Total Fleet Rs/bus km 54.28 0.49 0.47 Source: Consultant’s Estimate, 2018

A perusal of above table reveals as under:

► CPK for total fleet of 90 Midi buses is Rs. 54.28;

► EPK is Rs. 55.8 at expected LFs of 40% for Feeder midi buses;

► EPK is Rs. 49 at expected LFs of 52% for Intra city Midi buses;

► Break Even LFs are 42% and 55% for Feeder and Intra‐city Midi buses respectively; and overall breakeven load factor is 49%;

► EPK per bus km from advertisements on buses and the infrastructure is Rs 2.09 per bus km. Rs 0.52 per bus km from on‐board advertisements and 1.57 from advertisements on infrastructural assets and on the revenue collecting medium; while bus based advertisement revenue is adjusted from the cost per bus km, revenue from advertisements on assets and the revenue collection medium gets added to the user tariff revenues.

► Revenue surplus over costs per bus km for the combined fleet is Rs. 0.04 on an average;

Table 9‐11: Earnings, Costs & Subsidy Requirement per Bus: Yearly and Monthly

Sl. No

Description Fare/ pax km Rs.

Bus Carrying Capacity (Nos)

Annual life cycle average Earning per Bus (EPB) Rs. in Lakhs at

expected Load factors of 40% for feeder buses & 52 % for Intra‐city buses

A Average annual Earning per bus (EPB)


3.33 42 38.9

ii Midi CNG Non AC Intra‐city

2.25 42 34.4







Sl. No



Annual life cycle average Earning per Bus (EPB) Rs. in Lakhs at

expected Load factors of 40% for feeder buses & 52 % for Intra‐city buses

buses

iii Weighted average annual Earning Per bus (EPB)

36.4

B Total annual life cycle average Cost per bus (CPB) Rs in Lakhs

Avg. Annual subsidy required per bus (in Rs.

Lakhs) taking only user tariff revenue

Avg. Monthly subsidy required per bus (in Rs.

Lakhs) taking only user tariff revenue

i Midi CNG AC Feeder buses Rs. in Lakhs 40.2 1.3 0.11

ii Midi CNG Non AC Intra‐city buses

Rs. in Lakhs 36.0 1.6 0.13

C Weighted average annual cost Per bus (CPB)

Rs. in Lakhs 37.8 1.4 0.12



► Avg. annual life cycle cost (CPB) is Rs 40.2 lakhs, Rs 36 lakhs and Rs. 37.8 lakhs for feeder buses, intra‐city buses and overall for all Midi buses respectively;

► Avg. annual EPB is Rs. 38.9lakhs & Rs. 34.4 lakhs at expected LFs of 40% and 52% for Feeder and Intra‐city Midi buses respectively;

► Avg. annual EPB per bus from advertisements on buses and the infrastructure is Rs 1.5 lakhs.

► Revenue surplus over costs per bus per annum for the fleet is Rs. 0.02 lakhs;

Table 9‐12: Average Annual Earnings and Costs for the Fleet

Sl. No



Annual Life Cycle Average EPF in Rs. Lakhs at Load factor (%) of

40% for feeder buses & 52% for Intracity buses

A Average Annual Earnings for the bus Fleet (EPF) for Bus types


3.33 42 1451

ii Midi CNG Non‐AC Intra‐city buses

2.25 42 1605

iii Total Fleet 42 3056 Source: Consultant’s Estimate, 2018

B Total operational Cost for bus

Fleet (CPF) ‐‐ Life Cycle Avg.(Rs.in Lakhs)

Average Annual subsidy required for the Fleet (Rs. in Lakhs) taking only user tariff

revenue

Average Monthly subsidy required for the Fleet (Rs. in Lakhs) taking only user tariff

revenue


1,498 47 4

ii Midi CNG Non ‐ AC Intra‐city buses

1,678 73 6

C Total Subsidy required for entire fleet of 90 buses

3,176 120 10









► Avg. annual life cycle CPF is Rs. 1,498 lakhs, Rs. 1,678 lakhs and Rs 3,176 lakhs for feeder, intra city and all Midi buses respectively;

► Avg. annual EPF is Rs. 1,451 lakhs, Rs. 1,605 lakhs and Rs 3056 lakhs at expected LFs of 40%, 52% and 47% for Feeder, Intra‐city and for all Midi buses fleet respectively;

► Avg annual EPF per bus fleet during first and second years of Phase I, from advertisements on buses and the infrastructure, is Rs 122 lakhs and Rs 403 lakhs respectively. Avg annual EPF from advertisements, during phase II and phase III, is Rs 403 and Rs 604 respectively aggregating to Rs 5561 lakhs for the project period.

► Avg annual overall Revenue (user tariff based revenue + advertisement revenue) surplus over costs for the fleets during first year, second year is Rs. 2.1 lakhs and Rs. 6.8 lakhs respectively. Average annual overall surplus over costs during phase II and phase III is Rs 6.8 lakhs and Rs 10.2 lakhs respectively. Total revenue surplus over the costs during the project period ending with FY 2031 is Rs 93.61 lakhs.

Above details have been worked out for first year operation of 90 buses in phase I and utilized for subsequent phases as well as per details presented in Table 9‐13.

Table 9‐13 : Average life cycle cost per bus km, per bus per annum and for

the fleet per year in various phases

Sr.

No. Description

Units

Operational Phases

Base

Year

(FY

2018‐

19)

Phase I

(FY 2019‐

2021)

Phase II

(FY

2021‐

2026)

Phase I

(FY

2026‐

2031)

Total for

12 years

period

1 No. of years in each phase Nos. 1 2 5 5 12

2 Bus fleet inducted at the end of first year of phase I and at the end of terminal year of other phases:

i Midi feeder buses AC Nos. 40 92 66 66 264

ii Midi intra‐city buses NAC Nos. 50 115 83 83 331

iii Total no. of buses inducted phase

wise Nos. 90 207 149 149 559

3 Cumulative no. of buses for operations during

various phases:

1st

Year

2nd

Year

i Midi feeder buses AC Nos. 0 40 132 132 198 198

ii Midi intra‐city buses NAC Nos. 0 50 165 165 248 248

iii Total no. of buses for op. Nos. 0 90 297 297 446 446

4 Life cycle average annual costs for the fleets

i For Midi feeder buses AC Rs

lakhs 0 1411 4653 4653 6979 60980

ii For Midi intra‐city buses NAC Rs

Lakhs 0 1765 5818 5815 8724 76225

iii For Total no. of buses in fleet Rs

Lakhs 0 3176 10468

10468 15703 137206

5 Life cycle average annual Earnings for the fleets taking only user tariff revenue

i Midi feeder buses AC Rs

Lakhs 0 1358 4477 4477 6715 58673







Sr.

No. Description

Units

Operational Phases

Base

Year

(FY

2018‐

19)

Phase I

(FY 2019‐

2021)

Phase II

(FY

2021‐

2026)

Phase I

(FY

2026‐

2031)

Total for

12 years

period

ii Midi intra‐city buses NAC Rs

Lakhs 0 1698 5596 5596 8394 73341

iii Total no. of buses for op. Rs

Lakhs

0 3056 10072 10072 15108 132014

6 Life cycle average annual surplus(+) / Deficit (‐) of earning over costs for the fleets taking only user tariff

revenue

i Midi feeder buses AC Rs

Lakhs ‐53 ‐176 ‐176 ‐264 ‐2429

ii Midi intra‐city buses NAC Rs

Lakhs ‐67 ‐220 ‐220 ‐330 ‐3037

iii Total no. of buses for op. Rs

Lakhs ‐120 ‐396 ‐396 ‐594 ‐5466

7

Add earnings from other sources

like Advertisements etc @4% of

tariff earnings (normally in the

range of 3‐8% in PT systems)

(distributed between the PO and

the Authority as discussed in earlier

paragraphs)

Rs

Lakhs 122 403 403 604 5561

8

Net Average annual surplus(+) /

Deficit (‐) of earning over costs for

the fleets per annum

Rs

Lakhs 2.1 6.8 6.8 10.2 93.6

A perusal of above table reveals that the average annual surplus of total earnings over total costs for the bus a fleet is Rs 2.1 Lakhs and Rs 6.8 lakh in first and second year respectively of phase I; Rs 6.8 Lakhs and Rs 10.21 Lakhs in phases II and III respectively. Total surplus for the project period of 12 years is estimated as R 93.6 Lakhs averaging out to Rs 7.8 Lakhs per annum.

9.7 SUMMARY OF COSTS AND REVENUES ESTIMATION

► In base year a fleet of 40 air ‐conditioned CNG fuelled 650 mm floor height midi buses to provide feeder services to the metro users and a fleet of 50 Non‐ air conditioned CNG fuelled 650 mm floor height midi buses for intra‐city services are proposed to be acquired for operational deployment during the 1st year of phase I. Further during first year of Phase I additional 92 buses for feeder services and 115 buses for intra‐city services, aggregating to 207 midi buses, are planned for induction for operational deployment from 2nd year of phase I.

► Total investment required to be made by the Government and its agencies (collectively termed as Authority) in base year, would be about Rs. 59 crores for development of infra units (nil towards land cost included) with break up as Rs. 28 crores for 2 depots and 2 terminals including cost of buildings, plant and equipment if any, utilities etc and Rs. 31 crores for 310 BQS.







► A set of 50 BQSs, 2 depots and 2 terminals costing Rs 5 crores, 24 crores and 4 crores respectively would be further added in first year of phase I to service the infrastructure needs of additional 207 buses. An Investment of Rs 33 crores is required for the said infra during first year of phase I.

► The entire investment of Rs 92 (=59+33) crores is proposed to be made available as grant / budgetary provision by the Government for capital expenditure during base year / phase I. These four depots would serve the needs for bus fleet of 297 buses in first Phase and have provision for fleet growth up to 400 buses. Private Operator (PO) shall maintain the depot infrastructure at his cost.

► Further 50 BQS and one central workshop costing Rs 5 crores and Rs. 24 crores respectively in phase II; and 2 depots, 2 terminals and 50 BQS costing Rs. 24 crores, Rs. 4 crores and Rs. 5 crores respectively in phase III would be added.

► Thus total investment of Rs. 154 crores for development of 6 depots, 6 terminals, one Central workshop and 460 BQS individually costing Rs. 72 crores, Rs. 12 crores, Rs. 24 crores and Rs. 46 crores respectively would be required as grant / budgetary provision during the project period ending with horizon year 2031.

► While permission for developing BQS on the land owned by various road owning agencies i.e. MCF, HSVP, PWD, etc. at nil cost to the Authority, land for other infrastructural facilities would also be transferred to the Authority on long term basis at nil cost per land parcel. No investment in land for 4 depots and 4 terminals would thus be required in Phase I. Similarly no investment in land for one central workshop in phase II; and for 2 depots and 2 terminals in phase III would be required.

Thus, no investment for provision of 52.8 acres of land for 6 depots, 6 terminals and one Central workshop would be required during the project period ending with horizon 2031.

► Considering the need for early commencement of CBS system in Faridabad, initially depots and terminals are proposed to be provided with minimum facilities such as Cement – Concrete hard standing in yard, washing sheds, fuelling sheds, temporary sheds for operations, workshops and administration/accounts, security offices, etc; boundary wall; utilities, etc. Similarly hard standing, boundary walls, bus bays with shelters and temporary sheds for terminal management, security, and necessary utilities, etc. will be provided for terminals, while simultaneously developing full‐fledged depots and the facilities.

► All investments in infrastructure are proposed to be made by the Authority as a grant / budgetary provision and hence depreciation thereof is not considered in operational costs.

► A fleet of 90 midi buses (40 AC and 50 Non AC) at a total cost of Rs 3840 Lakhs is proposed to be acquired by end of the base year FY 2019 for commencing operation from beginning of phase I.

Additional fleet of 207 (92 for feeder and 115 for intra‐city services) midi buses at costs of Rs 8818 Lakhs would be acquired in first year of phase I for operational deployment from second year onwards.

Additional 148 and 148 buses at costs of Rs 6329 Lakhs and Rs 6329 Lakhs are proposed to be added in phases II and III respectively by end of the terminal year of each of the phases for commencing PT operations from beginning of the following phases.

By end of the horizon year FY 2031, a total fleet of 594 midi buses at a cost of Rs 253.2 crores would be acquired. The fleet of 90 buses inducted in base year would call for replacement in phase III requiring an investment of Rs 38.4 crores.

The total investment of Rs 292 crores for acquiring bus fleet during the project period would be made by the Private Operator.







The entire PT system is proposed to be developed on PPP concepts, following Gross cost contract

system for bus operations and maintenance, where PO acquires buses at his cost as per specifications

prescribed by Authority, operates and maintains at his cost. Authority pays PO charges on the basis of

per km operated. Bus Operator would be entitled to display advertisements on‐ board and at

designated places and retains the revenue so earned.

► Total investment in bus fleets in base year and first year of phase I is assessed as Rs 3,840 lakhs and Rs 8818 lakhs respectively amounting to Rs 12658 lakhs, would be made by the PO. The project period invest of Rs. 292 crores for acquisition of 594 and replacement of 90 buses would be made by the PO.

► Revenue collection is proposed to be undertaken by the Authority on PPP basis where all collection related facilities etc. are acquired, maintained and operated by the Revenue Collector (RC) at his cost. RC is paid by the Authority at predetermined charges fixed through a transparent bidding process.

► Following assessment of annual element wise costs, life cycle costs are worked out per bus km, per bus and for each fleet type separately. Similarly, Earning per bus km, per bus per year and for the fleet per year are worked out at varying fleet capacity utilizations in absence of actual travel demand quantum. Tariffs are considered as applicable currently to intra urban services in Haryana.

► Costs, earnings and surplus / deficit if any are as under:

CPK, EPK, Breakeven Load Factors and surplus / deficit per bus km:

CPK for the combined bus fleet of midi buses is Rs. 54.28;

EPK for the combined bus fleet is Rs 52.23; EPK from advertisement on buses and the infrastructure is Rs 2.09, Combined EPK working out as Rs54.32.

Overall EPK from user tariffs and advertisements is estimated as Rs 54.32‐ per bus km.

Revenue Surplus over costs per bus km works out as Rs 0.04.

CPB, EPB, and surplus / deficit per bus per year:

Avg annual CPB for the combined bus fleet is Rs. 37.85 lakhs;

Avg annual EPB from user tariff for the combined bus fleet is Rs 36.41;

Avg annual EPB from advertisement is assessed as Rs 1.46 lakhs;

Overall average annual EPB from user tariffs and advertisements is estimated as Rs 37.87 lakhs for the combined bus fleet.

Average Revenue Surplus over costs (EPB‐CPB) per bus per annum works out as Rs 0.02 lakhs.

Avg annual CPF, EPF and surplus / deficit per bus fleet during various years of phase I and annually for other phases:

Avg. annual life cycle cost for the fleet (CPF) for 1st and 2nd years of phase I and annual for phases II and III is assessed as Rs 3,176 lakhs and Rs10468 lakhs; and Rs10468 lakhs and Rs 15703 lakhs respectively; Total CPF for the project period of 12 years is estimated as Rs 1445 crores.

Avg. annual life cycle earning for the fleet (EPF) for 1st and 2nd years of phase I and annual for phases II and III is assessed as Rs 3056 lakhs and Rs 10072 lakhs; and Rs 10072 lakhs and Rs 15108 lakhs respectively; Total EPF for the project period of 12 years is estimated as Rs 1390 crores.







Avg. annual life cycle earning for the fleet (EPF) from advertisements for 1st and 2nd years of phase I and annual for phases II and III is assessed as Rs 122 lakhs and Rs 403 lakhs; and Rs 403 lakhs and Rs 604 lakhs respectively; Total EPF from advertisements for the project period of 12 years is estimated as Rs 55.61 crores.

Avg. annual life cycle revenue surplus for 1st and 2nd years of phase I and annual for phases II and III is assessed as Rs 2.1 lakhs and Rs 6.8 lakhs; and Rs 6.8 lakhs and Rs 10.8 lakhs respectively; Total life cycle revenue surplus of EPF over CPF for the project period of 12 years is estimated as Rs 0.93 crores.

Additional funds would be required for concessions extended, if any, to various categories of travelers such as students, persons with disabilities etc. and

Requirement of funds for CBS in base year is summarised as under:

Table 9‐14: Requirement of funds for CBS in Base year (2018‐19)

S.

No.

Description Unit Quantity Base

year,2018‐19

Capex

Rs in lakhs


Authority Private

Operator

Total

1 Infrastructure Cost 5900 5900 0 5900

i Bus Depots Nos. 2 2400 2400 0 2400

ii Bus Terminals Nos. 2 400 400 0 400

iii BQS Pairs 155 3100 3100 0 3100

iv Control Rooms Nos. 2 As part of ICC 0 0 0

v CNG Stations Nos. 2 ‐‐ 0 As required

vi Land for 2 Depots &

Terminals @ nil per annum

per land parcel

Acres 13.3 0 0 0 0

2 Auxiliary Vehicles nos 4 40 40 0 40


Expenses

100 100 0 100

4 Bus Fleet (Midi buses‐AC &

Non AC) @ Rs 46 & 40


Nos 90 3840 0 3840 3840

5 ETVMs @2.5 machines per

bus

nos 225 35 0 35 35

6 ITMS Costs not included being part of FSCL’s ICCC

7 Misc. Expenditure @ 5% of

above capex excluding Land

496 302 194 496

Total Capex including Land

cost

10411 6342 4069 10411







Table 9‐15: Quantitative Requirements– Bus fleet, Infrastructure, ETVMs, etc. {Phase I (FY19‐FY21), Phase II

(FY21‐26) & Phase III (FY26‐31)}

S.

No.

Description Unit Phase wise Q Required

Base

Year

Ph I Ph II Ph III Total

1 Year 2nd Year

1.0 Infrastructure

i Bus Depots + CWS Nos. 2 2 1 2 6+1

Ii Bus Terminals Nos. 2 2 2 6

Iii BQS Nos 310 50 50 50 460

Iv Control Rooms Nos. 2 2 2 6

v CNG Stations Nos. 2 2 2 6

1.2 Land for Depots, CWS &

Terminals

Acres 13.3 14.5 10 15 52.8

2.0 Bus fleets, Misc. veh., ETVMs

2.1 Bus Fleets (Midi buses‐AC &

Non AC) @ Rs 46 & 40


Nos 90 207 148 238 includes

90

replacement

593+90

2.2 Auxiliary Vehicles Nos 4 2 1 1 8

2.3 ETVMs @2.5 machines per bus Nos 225 518 372 372 1487

Table 9‐16: Total Capital Cost Estimates for the Project in Base Year FY 2018‐19, Phases I, II, III –

and Funding by (Authority + Private Operator) / by Authority

S.

No.

Description Overall Capex in Rs. Lakhs Capex by Authority in Rs. Lakhs

Base

Year

Ph I Ph II Ph III Total Base

Year

Ph I Ph II Ph

III

Total

1st

Year

2nd

Year

1.1 Total for

Infrastructure

5900 3300 2900 3300 15400 5900 3300 2900 3300 15400

1.2 Land for Depots,

CWS & Terminals

0 0 0 0 0

1 Total for Infra Land

+ Buildings

5900 3300 2900 3300 15400 5900 3300 2900 3300 15400

2 Bus fleet, ETVMs 3875 8896 6351 10191 29312

3 Auxillary vehicles 40 20 10 10 80 40 20 10 10 80


Expenses

100 0 0 0 100 100 100

5

Misc. Expenditure @

5% of above capex

excluding Land cost

496 302 194 496 1488 302 166 146 166 779

Total Capex

including Land cost 10411 12518 9455 13997 46380 6342 3486 3056 3476 16359


10 ECONOMIC AND FINANCIAL ANALYSIS

10.1 INTRODUCTION (ECONOMIC ANALYSIS)

Economic analysis of an infrastructure project is undertaken to ascertain the importance and benefits of the project to the society at large. The City Bus Service (CBS) has been proposed in order to provide better public transport facility for safer and faster access from different parts of the city and also to increase the share of public transport trips in the city. This expenditure will result in reduction in travel time as well as the vehicle operating costs of the vehicles. Initial expenditure cost, environmental and social cost as well as maintenance cost which are anyway required to keep the facility. Since the infrastructure projects are social projects, it is important to justify its need from the perspective of the community.

10.2 CITY BUS ROUTES

Taking account of traffic characteristics and travel demand in the city, CBS divided into two parts one is for the feeder bus route of metro and other one‐intra city bus route. The details of CBS are given in Table 10‐1.

Table 10‐1: Details of City Bus Service

Sl. No. Bus route Length (in km)

1. Feeder bus route 69.1

2. Intra city bus route 78.5

Total 147.6 Source: Consultant’s Estimate, 2018

10.3 APPROACH AND METHODOLOGY

A Life Cycle Cost Analysis has been adopted to undertake the economic analysis for the proposed CBS project. The CBS will provide a fast and reliable mode of travel on the different routes, and will result in a substantial modal shift from road‐based private vehicles. The transport model provided an estimate of trips transferred to CBS from different modes (such as car, taxi, Auto‐rickshaw and existing bus service). The trips transferred to CBS will result in a reduction in vehicular trips of roads in the analysis period. The analysis considered benefits under the approach of “without the project,” i.e. ‐ the base case and “with the project” scenarios are:

► On Project : Savings in vehicle operating costs (VOC) and Savings in travel time costs due to reduction in congestion and higher travel speeds as a result of CBS ‐ in terms of increasing road capacity;

Savings in maintenance costs;

Reduction in Carbon emission;

Accident savings.

Once the benefits are estimated, the expenditure made towards CBS, along with the annual cost towards

operating and maintenance has been compared with benefits to arrive at the following indicators:

► Economic Internal Rate of Return (EIRR)

► Net Present Value (NPV)







10.4 PLANNING AND ANALYSIS PERIOD

The analysis period is considered as 13 years with 1 year of planning period and 12 years of project operation.

The planning works are expected to get initiated in 2019, and carry on till the end of 2019; therefore the

planning cost and expenditure on other infrastructure has been assumed as 100% in single year period.

10.5 PROJECT COST

The project cost considered for economic analysis includes estimated cost for fleet, related infrastructure,

environmental and social costs and other amenities etc. A conversion factor of 0.9 has been used to convert

the financial prices to economic prices. The brief statement of the project cost is given below in Table 10‐2.

Table 10‐2: Details of City Bus Service Financial Cost

Sl. No. Description Costs (in INR lakhs)

1. Investment in PT Infrastructure 6,000

Total 6,000 Source: Consultant’s Estimate, 2018

10.6 INPUT FOR ECONOMIC ANALYSIS

10.6.1 STANDARD CONVERSION FACTORS

In an economic analysis exercise, the prices used are in economic terms. That is to say that all the distortions in

prices relating to labour wages, capital market, transfer payments need to be corrected. For the purpose of

economic analysis, financial prices have been converted to economic prices using a factor of 0.9 as per the

guidelines of the World Bank.

10.6.2 TRAFFIC DATA

For each bus route, traffic levels are specified in terms of Average Annual Daily Traffic (AADT) flow. Traffic data

has been derived from the primary surveys conducted by the consultant.

10.6.3 OPERATION AND MAINTENANCE COST

Operation and maintenance cost is normally taken as life cycle average operating cost for AC and Non‐AC midi

buses by applying the conversion factors which are respectively 2,858 lakhs6.

10.6.4 ROUTE NETWORK

Information of route networks has been obtained through the travel demand analysis and route network

planning for the city bus. CBS has been divided into two parts; feeder bus routes and the other one is intra city

bus routes. The details of the city bus routes have been given in Table 10‐3 & Table 10‐4.

6 Annual average operating cost (for 90 midi buses of phase 1) in economic prices







Table 10‐3: Proposed Feeder Bus Routes

Route

No Route Via

Route

Length (Km) Metro Station

1 Sarai Metro Station‐Mathura Road‐Sarai Khwaja Bus Stop‐Old

Sher Shah Suri Road‐Main Market Road‐Palla Village‐Byepass

Road‐Shastri Nagar‐Sector 37‐Main Road‐Mathura Road

4.7 Sarai

2 NHPC Chowk Metro Station‐DLF Industrial Area‐Sector 32‐

Block 8‐Block 16‐Mathura Road‐Mewala Maharajpur Metro‐

Station‐BM Nisan‐BMW Showroom‐Suraj Kund Road‐

Greenfield Colony Block C‐Greenfield Colony

9.9 NHPC Metro

Station and

Mewala

Maharajpur

3 Sector 28 Metro Station‐Police Line Road‐NACEN‐Sector 29‐

Thakur Wada‐Rajinder Singh Market‐HBH Colony

4.5 Sector 28

4 Badkhal Mor Metro Station‐Sector 19‐Shastri Colony‐Gopi

Colony‐Kapoori Colony‐Baba Nagar‐Badhkal Metro Station

4.2 Badkhal Mor

5 Badkhal Mor Metro Station‐Old Faridabad‐Friends Colony‐

Sector 21‐Asian Institute of Medical Sciences‐Badkhal Mor

7.9 Badkhal Mor

6 Old Faridabad Metro Station‐Daulatabad Village‐Barh Mohalla‐

Maharishi Parashar Marg‐Sector 17 Market‐Lal Bhahadur

Shastri Chowk‐Maharishi Parashar Marg‐ESIC Regional Office‐

Sector 16 Market‐Rural Office

6.9 Old Faridabad

7 Neelam Chowk Ajronda‐Sectoe 15‐Lal Bahadur Shastri Marg‐

Friends Colony‐Sector 14‐Haryana State Complex‐Sector 15

market

7.5 Neelam chowk

Ajronda

8 Bata Chowk Metro Station‐ NIT 1‐NIT 2‐NIT 3 11.5 Bata Chowk

9 Bata Chowk Metro Station‐SRS Cinemas‐Haryana Sports

Complex‐Sector 12 Courts‐Sector 9 Market‐Sector 10‐Sector

11‐Escorts Mujesar Metro Station

6.9 Bata Chowk and

Escorts Mujesar

10 NCB Colony‐Chaudhary Charan Singh Marg‐Sector 7D‐CISF‐

Sector 7‐Sector 6‐Dabua Colony

5.1 NCB Colony

Total Route Length (Km) 69.1 ‐ Source: Consultant’s Estimate, 2018

Table 10‐4: Proposed Intra City Bus Routes

Route

No. From To Via

Distance

(km)

1 Dusshera Ground Tughlakabad Ankhir, Anangpur 15.7

2 Dusshera Ground Badarpur Badkhal Mor, Shershah Suri Road 14.4

3 Dusshera Ground Ballabhgarh Hardware Chowk, Sanjay Colony 7.1

4 Dusshera Ground Sector 8/9 Hardware Chowk, Sector 10/11 8.2

5 Dusshera Ground Neharpar Rajiv Chowk 7.5

6 Dusshera Ground Neharpar Mini Secretariat, Sector 86/87 12.1

7 Neharpar Ballabhgarh Rajiv Chowk, Labour Chowk, Sector 9/10 15.2

8 Neharpar Faridabad Rly Station Rajiv Chowk 4.5

9 Patel Chowk Patel Chowk Loop Service 12.7







Route

No. From To Via

Distance

(km)

Total Route Length 97.4

Overlapped Route Length 18.9

Effective Route Length 78.5 Source: Consultant’s Estimate, 2018

10.6.5 INPUTS FOR ESTIMATION OF VEHICLE OPERATING COSTS

Vehicle operating cost (VOC) is a function of speed, road roughness, carriageway, width/capacity, Rise and Fall,

per unit VOC’s are calculated from the sum of distance related and time related VOCs. VOC’s prices are taken

from the study of Functional Plan on Transport for National Capital Region 2032, which base year is 2007. All

VOCs prices of that study are updated in 2018‐19 values by using Wholesale Price Index. The details of VOCs

prices at 2018‐19 prices are given in Table 10‐5.

Table 10‐5: Vehicle Operating Cost (INR/km) at 2018‐19 prices

Speed (km/hr.) Two Wheeler Car LCV Goods Vehicles

10 6.6 13.2 9.3 15.5

15 4.9 9.9 7.4 12.4

20 4.1 8.2 6.3 10.5

25 3.6 7.2 5.6 9.4

30 3.1 6.3 5.2 8.7

35 2.6 5.3 4.9 8.2

40 2.3 4.8 4.7 7.9

45 2.3 4.4 4.5 7.6

50 2.1 4.3 4.5 7.6

55 2.1 4.3 4.5 7.6

60 2.1 4.1 4.5 7.6

65 2.1 4.1 4.6 7.7

70 2.1 4.3 4.7 7.9

75 2.1 4.3 4.8 8.1

80 2.1 4.4 5.0 8.4 Source: Functional Plan on Transport for National Capital Region 2032 & Consultant’s Estimate, 2018

10.6.6 VALUE OF TIME

The value of time of passengers and goods in transit has been estimate for the entire route network of CBS.

The estimation of VOT cost for passengers is calculating from the data collected on purpose of trip by income

category and taken some considerations from the Functional Plan on Transport for National Capital Region

2032 for passenger and goods, (VOT’s in transit), which have on base year 2007. All VOT prices of that study

are updated in 2018‐19 values by using Wholesale Price Index. The details of VOT cost at 2018‐19 prices are

given in Table 10‐6.

Table 10‐6: Value of Time (INR/hr) at 2018‐19 prices

Vehicle Type Value of Time (INR/hour)

Financial prices Economic prices

Car 113.6 102.1

Two‐Wheeler 52.7 47.8

Auto‐rickshaw 52.7 47.8

Bus 24.7 21.4







Vehicle Type Value of Time (INR/hour)

Financial prices Economic prices

Commuter Rail 23.1 21.4

Metro 84.0 75.8

LCV 4.9 3.3

2/3 axle truck 9.9 9.9

MAV 16.5 14.8 Source: Functional Plan on Transport for National Capital Region 2032 & Consultant’s Estimate, 2018

10.6.7 SAVINGS IN ROAD ACCIDENTS AND REDUCTION IN CARBON EMISSIONS

Savings will derive from the decrease in road accident and reduced in air pollution resulting from lower

vehicle‐km on the routes. The fall in road accidents are calculated by multiplying the accident and road

accident rate with reduction in vehicle‐km resulting from the CBS. The environmental impact assessment has

quantified by a reduction in carbon emissions by introducing the CBS in the city routes.

10.7 ECONOMIC ANALYSIS FOR PROJECT ALTERNATIVE

Economic analysis has carried out for the project by comparing the societal cost of with and without the

project of CBS. The economic sustainability of the city is dependent on providing an efficient public transport

system, and the proposed project will provide a fast and reliable transport alternative to the city. Results of

economic analysis for project alternative are given below in Table 10‐7.

Table 10‐7: Result of Economic Analysis for CBS

Parameters Unit Base Results (12 years)

EIRR (%) 26.9

NPV (in INR lakhs) 4,528 Analysis Horizon 13 years (including 1 year of planning)

10.8 SENSITIVITY ANALYSIS

Any investment is subject to risks and uncertainties. All risks culminate into either increase in project cost,

reduction in benefits or both put together. In order to cover the above stated risks, a detailed sensitivity

analysis, with respect to the sensitive parameters, has been undertaken. The various sensitivity scenarios

considered are as follows:

► Sensitivity 1: Base Costs plus 15% and Base Benefits (15% Increase in cost);

► Sensitivity 2: Base Costs and Base Benefits minus 15% (15% reduction in benefits);

► Sensitivity 3: Operation and maintenance costs increased by 15%;

► Sensitivity 4: Base Costs plus 15% and Base Benefits minus 15% (15% Increase in costs and 15% reduction in benefits).

The results of the sensitivity analysis have been presented in below.

Table 10‐8: Result of Sensitivity Analysis

Case EIRR (in %) NPV (in INR lakhs)

Sensitivity 1 23.2 3,805








Case EIRR (in %) NPV (in INR lakhs)



The sensitivity analysis reflects project viability in the worst scenario, with use of both the approaches of

economic analysis.

10.9 CONCLUSION

The CBS project is desirable from the society’s point of view. The EIRR is greater than 12% and NPV is positive,

even in the worst scenarios of drop in benefits coupled with increase in cost, thereby confirming the project’s

viability apropos economic returns.

10.10 INTRODUCTION (FINANCIAL ANALYSIS)

The financial analysis examines whether the project can be possible to implement with private sector

participation and the level of budgetary support required, if any.

10.11 INPUTS AND ASSUMPTIONS FOR ANALYSIS

The assumptions for undertaking the financial analysis have been listed below:

► Concession period7 of 13 years have been considered as assuming;

► 12 months of planning period for infrastructure arrangements. The expected capital investment is 100% in Year 2019‐20;

► The city bus service is to be started on 1st April 2020;

► The average life of bus as 10 years, with residual value as nil;

► All values are at current prices;

► No inflation, increments, increase in prices are considered;

► No concession are considered;

► The values are considered constant for life cycle;

► Fare increase is not considered over the life cycle time period;

► Operating costs are considered irrespective of the fact as to who operates services, as all costs have to be incurred in operations

10.12 TOTAL PROJECT COST

The capital cost of the project is the cost of bus fleet. The summary of Total Project Cost (TPC), which forms

the basis of the financial analysis, is presented in Table 10‐9.

7 Concession period has been fixed keeping in mind the years of operation life of buses;







Table 10‐9: Total project cost (in INR lakhs)

Components Cost

Investment in Fleet of Vehicles 3,915

Total Project Cost (TPC) 3,915 Source: Consultant’s Estimate, 2018

10.13 OPERATION COSTS

The total life cycle average operating cost of midi buses is estimated as INR 3,176 lakhs8, which includes the

interest payments and average return on capital investment to PT operators.

10.14 REVENUE ESTIMATION AND FINANCIAL ANALYSIS

The revenue of PT system is captured through fare collection system and advertisement by midi buses on

feeder and intra city bus routes.

10.14.1 FINANCIAL ANALYSIS

The entire PT system is proposed to be developed on PPP concepts, by following Gross Cost Contract System

for bus operations and maintenance, where private operator (PO) acquires buses at his cost as per

specifications prescribed by Authority, operates and maintains at his cost. Authority pays PO part charges per

km operated and remaining charges based on capacity utilization. The details of the financial analysis are given

in Table 10‐10.

Table 10‐10: Financial Analysis (in INR lakhs)

Year Estimated Revenue

O&M Cost (Cost

including interest

payments etc.)

Net benefit

2019 Planning

2020 Year 1 3,183.8 3,176 7.8

2021 Year 2 3,183.8 3,176 7.8

2022 Year 3 3,183.8 3,176 7.8

2023 Year 4 3,183.8 3,176 7.8

2024 Year 5 3,183.8 3,176 7.8

2025 Year 6 3,183.8 3,176 7.8

2026 Year 7 3,183.8 3,176 7.8

2027 Year 8 3,183.8 3,176 7.8

2028 Year 9 3,183.8 3,176 7.8

2029 Year 10 3,183.8 3,176 7.8

2030 Year 11 3,183.8 3,176 7.8

2031 Year 12 3,183.8 3,176 7.8

Total 93.6 Source: Consultant’s Estimate, 2018

8 Annual average operating cost (for 90 midi buses of phase 1) in financial prices







The project is showing viability in the BOT case (private sector participation) as given in Table 10‐10 for 12

years period starting from project implementation.

10.15 CONCLUSION

The project is a commercially attractive venture for concessionaire under the BOT system.


11 IMPLEMENTATION ARRANGEMENTS

11.1 INTRODUCTION

Introducing bus transport services would require institutional arrangements for system planning, operating and regulation and also for addressing challenges in PT operations that include:

► Lack of comprehensive policy

► Unorganized public transport

► Lack of integrated and accountable agency

► Capacity building

► Financing and

► Effective and efficient delivery of PT services

Options for an Institutional set up range from a focused specialized CBS Authority to a large transport department of the Government that oversees all forms of Public and Private Transport. The institutional set up of a new CBS system can either be highly autonomous form, the local government or a set up closely controlled by elected officials and civil servants. Often an urban local body is the effective government level for managing an urban transit system. In some cases however it may also be controlled by the State government directly. Organizational set up of the CBS may even be a newly created division in an existing agency. Out of the number of possible options for an institutional set up of CBS, an optimal set up needs to be selected considering roles, responsibilities, ease of management and prompt delivery of PT services in urban areas.

Besides overall planning, development, regulation and operation, the city transport system encompasses many functions and activities requiring continued attention for efficient delivery of PT services. An attempt is made here to propose an institutional set up which facilitates management of CBS with focused attention and without treating CBS operation as just another responsibility of a large department handling many complex and time consuming tasks.

This chapter attempts to identify various functions crucial to operation of CBS and analyses as to how these functions could be assigned to different agencies for efficient and conflict free functioning. Existing institutional set ups in the county for operation of urban transport system are also critically examined besides the institutional setup of successful CBS abroad. Following above considerations an institutional setup is proposed for the CBS in Faridabad.

The implementation arrangement for the operation and management of CBS in Faridabad shall be as mandated under applicable legal and policy framework for all the stakeholders – Authority, private operators, revenue collection agencies etc.







City Bus Scenario in India‐ Legal Framework City Bus Scenario in India‐ Government Initiatives Policies: Programs:

► Formation of a statutory body –within MV Act, 1988.

► Company –Registered under the Company’s Act of 1956, which gives it predefined powers for performing its roles and functions.

► Registered Society – under the Societies Registration Act of 1960

► Corporation – under the Road Transport Corporation Act of 1950

► NUTP 2006 & 2014

► National transport Development Policy Committee (NTDPC)

► 12th Five year Plan

► Urban Bus Specification (I and II)

► Service level benchmark for Urban Transport in India

► JNNURM ► FAME

India ► Smart city ► AMRUT ► SUTP

supported by world bank‐GEF‐UNDP‐MoHUA

► ESCBS supported by world bank‐GEF‐MoHUA

11.2 REVIEW OF EXISTING INSTITUTIONAL SET UPS FOR BUS SERVICES IN INDIA

There are a number of State Transport Undertakings (STUs) in the country, which are operating urban transport services in various cities. On the basis of Institutional set ups, urban STUs can be categorized into 4 forms, viz.

► ST Corporations incorporated under RTC act 1950 (DTC Delhi; CSTC Kolkata; APSRTC – Hyderabad; RSRTC – Jaipur, UPSRTC‐ Lucknow, etc).

► ST under companies Act 1956 (e.g. MTC Chennai, ST Pondicherry)

► ST as a Municipal Undertaking (e.g. BEST Mumbai, AMTS Ahmedabad, PMT – Pune, KMT – Kohlapur, SMT – Sholapur)

► ST as Government Departments (e.g. CTU – Chandigarh, etc.)

Financially most of the urban SRTUs have been making recurring losses (except a few such as BMTC Bangalore) irrespective of their Institutional structure, though their physical performance has been comparable with the expected levels. The average physical and financial performance of SRTUs operating urban services is presented in Table 11‐1 for the 5 year period between 2011‐2015 and year‐wise details are given in Annexure 11‐1.

Table 11‐1: Physical and Financial Performance of SRTUs, 2011‐2015

S. No. State Road Transport Undertaking Fleet

Size

Staff to

Fleet

Ratio

Earning

per

passenger

km (Rs.)

Average

Earning

per Bus

(Rs. in

lakhs)

Avg

Annual

Cost

per bus

(Rs. in

lakhs)

Revenue

to Cost

Ratio

1 Ahmedabad MTS 1016 5.3 1.32 13.3 34,331 0.39

2 BEST Undertaking 4362 8.2 0.70 32.7 216,146 0.66







S. No. State Road Transport Undertaking Fleet

Size

Staff to

Fleet

Ratio

Earning

per

passenger

km (Rs.)

Average

Earning

per Bus

(Rs. in

lakhs)

Avg

Annual

Cost

per bus

(Rs. in

lakhs)

Revenue

to Cost

Ratio

3 Bangalore Metropolitan TC 6424 5.4 1.06 30.0 199,342 0.97

4 Calcutta STC 786 6.7 0.58 21.0 30,305 0.55

5 Chandigarh TU 472 4.2 1.45 24.4 18,030 0.64

6 Delhi TC 5312 6.7 1.09 22.2 471,766 0.25

7 Metro TC (Chennai) Limited 3665 6.5 1.55 34.3 153,384 0.82

8 Navi Mumbai MT 353 7.2 0.02 30.4 12,939 0.83

9 Pune Mahamandal 1894 5.4 0.75 32.2 71,426 0.85

10 Solapur MT 156 5.8 0.01 15.8 3,144 0.78

11 Thane MT 329 6.9 0.59 23.5 10,684 0.72

Source: data.gov.in

It is observed that the number of buses held by 11 urban SRTUs registered declining trends, while the loss per bus has almost doubled, during the period 2011 to 2015. Consequently the public transport system suffered not only in its financials but also its quality.

Thus the need for institutional set up for the proposed CBS for Faridabad is to adopt innovative business model and design its organisation to suit to the challenges of the urban transport sector as proposed under NUTP, 2006 & 2014.

11.3 REVIEW OF ROLE OF VARIOUS AGENCIES IN BUS SERVICES IN FARIDABAD

The urban transport system inter alia envisages development of urban transport master plan, detailing spatial and temporal travel demand, route network structures, operational schedules, transport infrastructure and bus fleet requirements; operational manpower and its training needs; vehicle repair, maintenance, inspection and certification facilities etc. It also lays down system related policies and standards and regulates public transport operation as per motor vehicle and other applicable rules.

It encompasses conducting of travel demand assessment through surveys; acquisition of bus fleets; obtaining operational permits – route wise or area wise; induction and training operational crew; development of necessary parking and bus fleet maintenance infrastructure, terminals and bus stands / bus queue shelters; user fare collection mechanism and equipment; vehicle tracking & passenger information systems – hardware, software and the communication; besides host of other activities. It further encompasses operation and maintenance bus fleet, collects user tariffs, monitors and controls all aspects for effective and efficient delivery of PT services.

Various transport related activities are performed by the local, state and the central Governments. These activities are divided in a number of departments making coordination difficult, time consuming and non‐responsive to the expectations of the citizens. Proposed Faridabad city transport system would be no exception to the above situation. Legally, 74th constitutional amendment devolves the responsibility of urban development and therefrom the urban transport as one of the primary responsibility of the State/Local Governments.

Proposed urban transport functions in Faridabad, as in any other Indian cities, would be performed by various agencies listed in Table 11‐2.







Table 11‐2: Current Urban Transport Related Functions

S. No. Organisation A Few Urban Transport Related Functions

i a Ministry of Housing and Urban

Areas Government of India (GOI) ► Urban Transport Policy formulation

b Haryana Shahari Vikas

Pradhikaran (HSVP)

► Land use planning and distribution

► Preparation of Master Plans including that of urban transport

ii a Department of Road transport

and highways, GOI

► Construction and maintenance of national highways

► Motor vehicle act., its preparation, notification and administration

b Public Works Department, GOH ► Construction and maintenance of State / District

Roads

c Department of Transport

► Preparation and administration of State Motor Vehicle Rules

► Administration of transport vehicle tariffs

► Inspection Certification and Registration of Motor Vehicles

► Administration and Control of route /area permits for public transport, IPT

► Administration of passenger tax, motor vehicle tax, road tax etc.

► Licensing of transport crew.

► Performance monitoring of transport services.

d Municipal Corporation of

Faridabad

► Licensing and Regulation of Non‐Motorised Transport (NMT)

► Provisioning and maintenance of traffic signals, road signage, street furniture.

► Construction and Maintenance of some city roads.

► Clearance of ROW encroachments.

e Haryana Roadways (HR) ► Providing Passenger transport services within the

state mainly for rural areas‐as also to adjoining states.

iii Police ► Enforcement of traffic and other related laws

► Administration and Control of traffic movement.

iv Ministry of Petroleum and

Natural Gas, GOI ► Regulation of Transport fuel supply, quality and

price







S. No. Organisation A Few Urban Transport Related Functions

v Department of Environment GOH ► Air quality assessment and monitoring – vehicular

emissions related.

vi Department of Labour GOH ► Administration of Labour Act/Laws such as

Transport Workers act, Minimum Wages act, Factories Act, etc.

vii Ministry of Finance GOH, MCF ► Budget and Finance related functions for transport

system.

Viii Ministry of Environment and

Forest, GOI ► Setting Vehicular Emission Norms

It is observed that a number of agencies control urban transport system in Faridabad urban area. Such multiplicity of control is expected to lead to:

► Inter organisational conflicts where disagreements can over‐ride shared values between agencies.

► A need for very high level of coordination

► Fragmentation of functional responsibilities

► Lack of local expertise

► Lack of focussed attention and integrated approach in planning, budgeting, operation and control of the urban transport.

► “Passing the Buck”/passing the responsibilities approach to stakeholder needs, expectations and grievances from urban transport system.

► Urban planning and transportation issues lacking a coherent approach.

► Multiplicity of command and control.

► Paucity of expertise in innovative approach to raising finances for public transport.

To overcome said problems and for effective delivery of urban transport services in Faridabad, various critical functions need to be coordinated in an integrated manner through a suitably structured institutional set up.

11.4 NEED OF SPV FOR FARIDABAD CBS

It is proposed to constitute a Special Purpose Vehicle (SPV) for introduction of CBS in Faridabad with reference to above discussion, the rational for proposing the same is discussed herein below:

► For efficient delivery of acceptable quality urban transport services at affordable price on long term basis, to the satisfaction of all stake holders simultaneously maintaining financial sustainability and growth of the system, in a focussed manner the CBS is proposed to be administered by a professional body (An institutional setup or an authority).

► Possible options for administering the CBS in Faridabad range from a focussed specialised CBS authority to a large transport department that oversees all forms of public/private transport besides policy formulation, etc. In the latter case, control of CBS directly by the State Government, the existing STU (Haryana Roadways) or the municipal corporation of Faridabad or a new organisation involving concerned agencies of the Government, are some of the possibilities.

► State Government or Local Government or the existing Haryana Roadways operating CBS – merits and demerits: Haryana Roadways is a large State Transport department of Government of Haryana. It operates over 4,100 buses mainly on mofussil routes from 23 depots and 13 sub‐







depots. It operates nearly 11 lakh kms and carries about 12 lakh passengers daily. It had a turnover of over Rs 1,900 crores during previous year. However HR focuses on intercity and inter‐state operations. Its services in urban areas are minimal by deploying only a few buses on urban routes. HR, though highly experienced in providing passenger transport services in mofussil area, may not be able to manage the CBS with a focussed attention – necessary for successful delivery of quality services. Similarly the local Government and the State Government are engaged in a host of governing and regulating, policy framing and other complex functions. These bodies, thus, would also find it difficult to provide focussed attention to the city transport operations.

► Other STUs, in various forms, providing CBS have only partially succeeded in delivering sustainable urban transport services. Almost all of them, are financially unsustainable and hence do not appear to be a useful choice for the Institutional set up of the CBS.

Therefore, a new organizational set up, with focused attention to CBS operations and delivery of quality services, is proposed. The new organization should be a lean organization for planning; setting standards, outsourcing service providers and quality assurance of transport related services; financial management, etc. on public private partnership (PPP) concepts. The private sector service providers, in the new entity, would own, operate and maintain bus fleet; collect fares; manage stations, communication and data processing system using their own equipment; etc. at competitive prices.

As discussed elsewhere, urban transport system in Faridabad as in any other large city is a multi‐disciplinary, multi‐control function involving extensive coordination amongst, mainly, the Governmental agencies, for efficient development and growth, as also for satisfactory service delivery. While the later part is best performed by effective planning, regulation, and control at the Government level, actual operation and management of the services be left to the private sector. Such a combination optimally overcomes the problem of deteriorating operational efficiency/increasing costs at Governmental agency and the exploitative commercial nature of the private sector.

Faridabad CBS is proposed to perform functions mainly in the nature of administration, planning, setting standards, developing and owning infrastructural facilities such as depots, terminals etc, contracting, regulation, monitoring, coordinating and controlling CBS’s operations, while physical operation, repair and maintenance of rolling stock and the infrastructure, and delivery of services shall be carried out by using the assets (rolling stock, other equipment, etc.) owned by private organization/operators selected through a competitive process.

11.5 OPTIONS FOR A SPV FOR FARIDABAD CBS

Though there are many options for constitution of an SPV three generally acceptable options for formation of SPV are discussed herein. These options are:

Option I : Public Sector Company

Option II : Fully Private Company

Option III : A Joint Sector company (participation of GOH & a Private agency)

The relative advantages/ disadvantages are detailed below:

Options Advantages Disadvantages

Option I: Public

Sector Company

► Implementation can start early as lesser legal processes required

► All assets remain under public ownership

► Efficient bus operations through private party

► Procurement, operation and maintenance by public entity may result in delays and high project cost

► Cost overruns due to delays

► Quality of monitoring and cost recovery declines over a








possible on PPP basis

► Financially non‐viable component of the project supported by public entity reducing the business risk.

► Land acquisition and investment in infrastructure easier by a Govt owned entity.

► Public interest remains focused through subsidy management

period of time due to declining staff productivity

► Declining service standards due to lower priority accorded after lapse of increase in subsidy demand.

► Commercially non‐viable routes may suffer due to cut in services

► Heavy regulation and water tight contract negotiations required for effective service delivery

► Increase in reliance on state budgetary resources to cope with service standards

Option II: Fully

Private Company

► Private sector capital and management brought upfront

► Efficient service delivery

► Innovation and cost efficiencies

► Asset management professional, periodic renewal & replacements

► Innovative pricing through asst uses and operational efficiency

► Risk appetite & risk appreciation less for

(a) Road Infrastructure

(b) Bus operation and related

infrastructure

► Regulatory requirements high

(a) Pricing policy short term, medium

term and long term, escalating

indexing – delays and inadequacy

(b) Compensation issue

► Regulation of operator profits beyond stabilization period

► Demand risk (initial phase and beyond 10 years)

► Land acquisition difficult

Option III: A Joint

Sector company

(participation of

GOH & a Private

agency)

► Timely construction of the infrastructure

► Efficient operations

► Major risk are restricted to the stakeholders & better risk management through unbundling of risk over time

► No burden on the government except

► Clash of interest with other public transport providers

► Complicated tendering and negotiations progress

► City Bus systems generally not profitable & unsustainable

► And extremely poor chances of obtaining reasonable








regulation

► Sustainable financial resource management

► Promote innovation and attract technical and management expertise

► Achieve balance between equity and affordability expectation out of public services as well as private sector returns through efficient cost recovery and efficient delivery of services

► Offers a window to GOH to regulate surplus in the SPV as per state priorities through the concession agreement.

returns on investment

► Frequent Government interference

Considering the merits and demerits of above options, overall option I appears to be a more realistic choice, in all stages of project including implementation stage.

11.6 PROPOSED INSTITUTIONAL ARRANGEMENT OF THE SPV FOR FARIDABAD CBS

As discussed in the above paragraph, the SPV shall be a Public Sector Company and be called “Faridabad City

Transport Services Limited” (FCTSL)9. The proposed administrative set up of CBS envisages its institutionalization as a SPV, under the companies act 2013 as amended till date, incorporated as a public limited company comprising of the Board of Director at the administrative level, Chief Executive and other managers at the management level for its day to day management, including acquisition, monitoring and control of private service providers and provisioning of PT services.

Equity of the company is proposed to be shared amongst Municipal Corporation of Faridabad (MCF), Haryana Shahari Vikas Pradhikaran (HSVP) and Haryana State Industrial Infrastructure Development Corporation Limited (HSIIDC) in the ratio of 40%, 30% and 30% respectively. The authorized Share Capital of the Company is Rs. 100,00,00,000/‐ (Rupees One Hundred Crore) divided into 100,00,000 (Hundred Lakhs) Equity Shares of Rs. 100/‐ (Rupees Hundred) each.

MCF HSVP HSIIDC Total

Equity holding 40% 30% 30% 100%

No. of Shares (Lakhs) 40 30 30 100

Equity Amount (Rs in Lakh) 4000 3000 3000 10000

Contribution in form of:

9 *‐ SPV composition and share holding pattern is similar to GMCBL







MCF HSVP HSIIDC Total

Cash 4000 3000 3000 10000

The Board of Directors (BoD) of the SPV may consist mainly of representatives of government / governmental agencies and chaired by a senior level bureaucrat having highest institutional stakes in efficient operation of the CBS. The Principal Secretary, Department of Urban Local Bodies, Government of Haryana shall be the ex officio, non‐executive Chairperson of the Company. BoD would meet periodically, may be monthly or bimonthly for policy level decisions, investment decisions and performance review. Proposed BoD of the SPV is given in Table 11‐3.







Table 11‐3: Board of Directors of Faridabad CBS

Organisation/Department /Profession


Remarks

Department of Urban Local Bodies, Government of Haryana (GoH)

Principal Secretary Chairman

Municipal Corporation of Faridabad Commissioner, MCF Managing Director

Department of Finance, GoH

Representative of Finance Department not below the rank of Additional Director

Director

Faridabad District Administration, GoH Deputy Commissioner

Director

Haryana Shahari Vikas Pradhikaran (HSVP)

Administrator Director


Commissioner of Police, Faridabad

Director

Haryana State Industrial Infrastructure Development Corporation (HSIIDC)

Managing Director or his representative

Director

Faridabad Smart City Limited Chief Executive Officer

Director


Chief Executive Officer

Director





Company Secretary Company Secretary

Part Time; No voting rights

Department of Transport, GoH Secretary, State Transport Authority (STA)


Haryana Roadways, Faridabad General Manager Special Invitee No voting rights


Deputy Commissioner of Police, (Traffic), Faridabad


Public works Department, Buildings and Roads, Govt. of Haryana

Chief Engineer Roads or his representative


Timely delivery of effective and efficient public transport services in urban areas needs inputs from various agencies from time to time. Senior‐most local executive of such agencies / departments may be called as special invitee by FCTSL board depending upon the stage of work. Some such agencies / departments include: PWD (Roads), Railways, DMRC, Traffic Police, Regional Transport Office, Bus operators, ITS, Revenue collection and any other service provider.

The Organization structure for management of FCTSL is proposed as under:







Figure 11‐1: Proposed Organisation Structure of FCTSL

The Article of Association and Memorandum of Association for the FCTSL is given at Annexure 11‐2 and 11‐3.

11.7 PROPOSED FUNCTIONS OF THE SPV FOR FARIDABAD CBS

For effective provisioning of transport service, SPV is proposed to perform following main functions:

► Planning, regulation, operations management and control – network and route planning, service planning and scheduling, setting service quality standards, monitoring and control of services, integrating CBS transit services with metro, commuter rail, inter‐city PT services, IPTs etc.

► Data acquisition and processing (Part of ITS) – contracting of services for acquisition, communication, warehousing and processing of data for planning besides monitoring and control of services.

► Setting standards and specification for buses, depot plant and equipment, revenue collection equipment, ITS – on and off board

► Selection of appropriate technologies for buses; maintenance equipment; revenue collection; ITS – on‐board and off‐board and the control and communication systems,

► Planning for growth, depot and other infrastructure locations and their acquisition to meet expansion needs;

Acquisition of :

Private Operators (PO) as fleet operators – both for Intra‐city and feeder operations, as well as for other PT services in a transparent manner to acquire buses and plant and equipment at depot workshop, own, operate and maintain buses as well as depot infrastructure including all facilities;

Revenue collector (service provider) – for on board as well as off‐board (if any) user fare collection. In one alternative of this system revenue collection is arranged by the authority through contracted manpower supply agency who would supply customer service providers (conductors) and supervisors to manage them, their attendance as per service roster, service matters and other related records. Electronic Ticket Vending Machines (ETVMs) along their repair and maintenance services will be hired separately from ETVM suppliers. Authority will make payment to manpower and ETVM supply agencies







on the basis of service volumes and applicable SLAs. In another alternatively, a Revenue collector to providing all these services in an integrated manner would be acquired to minimize frequent inter‐operator conflicts and shifting the responsibility behavior. Advertisement revenue from all revenue collection media will be retained by the authority.

Intelligent Transit System (ITS) provider– to design, set standards, acquire hardware and software, communication systems – install, commission, operate, maintain and manage control rooms including entire, software, hardware and MIS; provide data mining/storage/evaluation and MIS services

Banking service provider

Any other service provider as required from time to time

► Projects planning and management, coordination for maintenance of roads and other utilities, fuel supplies, etc

► Tariff fixation/structuring/revision mechanism along with periodicity and trigger points etc for fare revision. Delegation of authority for this activity, to FCTSL by the GOH, needs to be obtained. Alternatively automatic fare revision formula developed by FCTSL be approved by GOH for periodic revision of user tariffs based inter‐alia on variations in input costs periodically and or at the defined trigger points.

► Human resource management, legal and company affairs, administration, grievance handling, etc.

► Financial, accounts & audit, investments, funds flow and other related services.

► Quality assurance of all assets acquired by service providers for FCTSL use

► Marketing & branding of CBS, etc.; creating public awareness and support,

► Any other function necessary for the CBS

Above mentioned set up of SPV and functions proposed to be managed by the SPV, is expected to provide an

optimal mix of Public Private Participation for operation and management of the CBS system.

11.8 REQUIRED QUALIFICATION AND EXPERIENCE OF THE SPV STAFF

The Chief Executive Officer (CEO) of FCTSL may be an all India service officer with 8‐10 years of service

including 2‐3 years in Urban Transportation systems or an automobile / mechanical engineer with over 10

years’ experience in public transport systems management. He/ she shall be responsible for day to day

management of FCTSL. Table 11‐4 presents qualifications and experience of key managerial staff.

Table 11‐4: Qualifications and Experience of the Key Managerial Staff

S. No. Position & Qualification

and Experience Responsibilities

1 Managing Director; Municipal Commissioner MCF

► Overseeing, managing and conducting the operations and administration of the Company subject to the supervision and control of the Board.

2.

Chief Executive Officer; An all India service officer with 8‐10 years of service including 2‐3 years in Urban Transportation systems or an automobile /

► Overseeing, managing and conducting the day‐to‐day operations and administration of the Company subject to the supervision and control of the Board.

► Entering into contracts or arrangements for and on behalf of the Company in all matters within the ordinary course of the Company's business.









mechanical engineer with over 15 years’ experience in public transport systems management.

► To formulate and submit to the Board for approval, a Human Resource Policy that will lay down procedures for creation of staff positions, qualifications of staff, recruitment procedures, compensation and termination procedures.

► Recruitment of the staff/managers of the Company and the creation of new positions in accordance with the Company's approved budget and the recruitment of officers and employees in accordance with the Human Resource Policy approved by the Board.

► Supervising the work of all employees and managers of the Company and the determination of their duties; responsibilities and authority.

► Any other work assigned / powers given by the Board, relating to the affairs of the Company.

► Any and all activities of the SPV for effective and efficient delivery of PT services

3.

Chief Financial Officer; MBA Finance/ CA with more than 15 years of experience

► Be responsible for the Company's overall financial policies and implement such policies as may be directed by the Chief Executive Officer and the Board;

► Advise the Board and Chief Executive Officer on all financial matters;

► Oversee all financial functions including revenue management, expenditure management, accounting, budget, credit, insurance and tax, etc;

► Design and prepare financial statements, accounting statements, statistical data and reports;

► Perform such other duties as may be delegated or entrusted by the Chief Executive Officer and or all other functions necessary for smooth management of finances and the financial management systems.

4.

Chief Operating Officer; Graduate Engineer (Mechanical / Automobile Engineering) with Masters in Business Administration and 15 years’ experience in planning, operations, repair and maintenance, management, etc of bus transport systems.

► Undertake short and long term planning of Public Transport systems including:

► planning for and acquisition of its subsystems, such as infrastructure and rolling stock, through transparent and competitive processes;

► route network planning, operations planning and scheduling, bus and crew scheduling, monitoring and control of services;

► data collection, analysis, mining and Management Information System;

► repair and maintenance of buses and plant /









equipment;

► inventory control and management including requirement planning, procurement, storage and distribution of materials / spares, scrap disposal,

► fuel and lubricants requirement planning procurement, storage, dispensing and accounting, consumption monitoring and control;

► fare fixation, structuring and revision;

► revenue collection;

► manpower planning, acquisition, induction, capacity building and career progression planning and implementation;

► Acquisition of private partners for bus operations, revenue collection, ITS, etc

► all administration related activities and functions ;

► public relations and grievance handling;

► Identification, enforcement of legal and regulatory framework;

► Setting up, physical, financial and service quality related performance standards and their benchmarking, performance monitoring and control;

► Overseeing the day‐to‐day operations of the Company;

► Rolling stock requirement planning, setting specifications and standards, acquisition, quality assurance and induction of buses;

► Preparation of repair and maintenance plans, assessment and acquisition of plant and equipment, monitoring and control of R &M activities;

► Planning, acquisition, operation and maintenance of ITS including vehicle tracking, PIS‐ on/off board, ETVMs, security/incident /alert management;

► Manage the technology requirements of the operations of the Company;

► Develop, in collaboration with the Chief Executive∙ Officer and the Chief Financial Officer, an annual operating plan that supports the operations strategy;

► Assist the Chief Executive Officer in achievement of its established goals or objectives and policies established by the Board;

► As requested by the Board, attend meetings of the Board and its Committees and present the information necessary or relevant to the Board or such Committee









for discharging its duties;

► Help foster a corporate culture that promotes ethical practices, customer focus and service and encourages individual integrity;

► Carryout all tasks and functions pertaining to PT operations planning, setting standards, scheduling, acquisition of service providers, delivery and management of PT services, monitoring and control, etc of all activities pertaining to the areas of control

► Perform such other duties as may be∙ delegated or entrusted by the Chief Executive Officer.

5.

Company Secretary; Company Secretary / Graduate member of the Institute of company Secretaries with over 10 years of experience as company secretary of a public Limited company in all aspects of company secretary’s tasks/activities and functions

► All functions related to affairs of FCTSL including but not limited to:

► its formation, incorporation / registration, subscription of shares,

► constitution of the board of directors,

► obtaining all legal and administrative clearances

► organizing company board/its committees meetings,

► preparation and circulation of meeting agenda as well as minutes of board and its committees’ meetings,

► Compiling action taken reports for information of board;

► subscription to company’s share capital, management of shareholders affairs,

► Preparation and submission of all statutory and other reports, etc.

► Any and all other activities, tasks, functions necessary for smooth and efficient functioning of the company, as well as those required / allocated by the CEO/MD / BoD / Committees of the Board / Government of Haryana;

6.

Chief Administrative Officer; Graduate Engineer (Mechanical / Automobile Engineering) with Masters in Business Administration and 15 years’ experience in administration, operations, repair and maintenance, human

► All functions related to administrative affairs of FCTSL including but not limited to:

► Preparation of manuals, standard operating procedures, guidelines, for all administrative activities / functions/ recruitment and career progression systems/ disciplinary action systems and procedures, in FCTSL;

► Human Resources Management – manpower planning, acquisition, induction, capacity building, performance monitoring, career progression,









resource management, legal and regulatory aspects of PT, labor laws and wage administration; public relations and grievance handling, etc in bus transport systems.

► Administration of legal and regulatory functions/clearances, licences,

► Preparation and implementation of Labour welfare, grievance handling and redressal;

► Administration of Wages, incentives, Leave, etc

► Implementation of social security schemes, medical facilities;

► Planning, procurement and management of contracts,

► Planning for, acquisition, operations and maintenance of PT related infrastructure, facilities, etc

► Administration of utilities, auxiliary systems,

► Budgeting for acquisition of assets

► Any other activity allocated by the management, required for effective delivery of administrative and other related requirements.

Managers in the FCTSL would be supported by subordinate staff inducted as qualified professionals at lower

levels (assistant managers / assistant engineers, etc.) in the administrative set up. Table 11‐5 presents the

qualifications and experience of the other staff.

Table 11‐5: Qualifications and Experience of the Other Staff

Position &

Qualification and

Experience

Qualification and Experience

Responsibilities

Assistant Manager

Infrastructure

Civil Engineer with 5 years in planning,

design, contracting, execution, quality

assurance and supervision of civil

engineering works/infrastructure related

to depots, terminals, bus queue shelters

etc;

► Shall be responsible for:

Planning, design and construction of

depot infrastructure, provision of

utilities and contracting of all related

activities/services, quality assurance of

work, applicable regulatory and other

clearances, etc;

Repair maintenance of infrastructural

assets, utilities, etc;

Ensuring compliance with all legal and

statutory requirements pertaining to

above functions/activities;

Contacting systems, processes,

evaluation mechanisms etc in

acquisition of civil engineering works;

Any other work / function pertaining

to civil engineering activities as

assigned by FCTSL management







Position &

Qualification and

Experience


Responsibilities

Assistant Manager

HR

Master’s in business administration with

specialization in and Human Resource

Management and 5years experience in

manpower planning and development,

recruitment, induction, capacity building,

salary and wage administration, labour

welfare, grievance handling, legal and

regulatory framework


Human Resources Management –

manpower planning, acquisition,

induction, capacity building,

performance monitoring;

Preparation and implementation of

Labour welfare, grievance handling

and redressal schemes;

Administration of Wages, incentive

schemes, Leave, etc;

Implementation of social security

schemes, medical facilities;

Labour laws and labour welfare,

grievance handling and redressal;

Disciplinary systems and procedures,

enquiry mechanisms;

Any other functions / activities

assigned from time to time

Assistant Accounts

officer (1)

Master in business administration with

specialization in Accounts / Finance with

5 years

experience in business accounting, book

keeping, costing systems, audit,

accounting systems and procedures,

financial services, cash handling and

banking, statutory and legal

requirements, etc.


costing of operations, cost controls;

tariff fixation / structuring and

revision;

vetting of procurement proposals;

Book keeping and implementation of

accounting systems and procedures;

Internal audit of accounts;

legal aspects and statutory

requirements applicable to agencies

like FCTSL besides other skills as called

for;

Any other functions / activities

assigned from time to time

Assistant Accounts

officer (1) As above


Planning for project funding

requirement;

Planning for funds availability,

projecting revenues and costs and the

gaps if any;

Assessment of quantum of

concessions and discounts for their







Position &

Qualification and

Experience


Responsibilities

reimbursement by the GoH;

Planning for and selection of cashless

payment systems and clearing house

functioning;

Evaluation of projects, investments

and service contracts;

Revenue collection systems and

options evaluation;

Acquisition of revenue collector and

necessary equipment’s like Electronic

Ticket Vending Machines(ETVMs), fare

charging media such as smart card,

paper ticket, etc;

Integration of user tariff payment

systems with other modes of travel,

clearance house management;

Cash handling and banking;

Direct payment to service providers on

the basis of set out guidelines /

agreements, etc;

any other activity/function allocated

by FCTSL management from time to

time /necessary for smooth

functioning of FCTSL.

Assistant Manager

(Tech &

Procurement) (1)

Mechanical / automobile engineering

graduate with MBA and with 5 years’

experience in bus technology and

maintenance practices, repair and

maintenance systems of buses & plant

and equipment, various types / levels of

maintenance activities, bus body designs,

design evaluation and fabrication, quality

assurance systems, fuels and lubricants,

diesel / compressed natural gas fuelled

internal combustion engines;

transmission and other bus aggregates,

their functioning and performance, fault

diagnosis and repairs; other systems of

buses; specifications of different items,

tyres and tyre retreading processes;

vehicle electrical systems and batteries,

on‐board passenger information systems


Bus fleet requirement planning;

Bus technology – size, capacity,

category and bus aggregates, fuelling

systems ‐ evaluation and selection

from out of available options;

Identification and bench marking of

bus performance parameters such as

acceleration, gradeability, comfort and

safety features, bus floor height, door

locations etc;

Developing detailed bus specifications

and procurement documents for

acquisition of buses;

Procurement of buses, quality

assurance, administration of

warrantees and guarantees;

Developing ITS end use specification







Position &

Qualification and

Experience


Responsibilities

technology, and other maintenance

related items, inventory management

and control .

and procurement documents for

acquisition of on‐board ITS systems

such as PIS, automatic vehicle location

and tracking, on‐board security

systems and incident alerting, etc;

Acquisition of on‐board ITS items and

their integration with other sub‐

systems / off‐board processors;

Benchmarking and monitoring bus

performance wrt to fleet utilization,

reliability and safety, fuel and

lubricants efficiency, engine,

transmission, tyres and other bus

aggregates performance monitoring

and control;

Planning and acquisition of

infrastructural facilities such as bus

depots and the facilities / plant and

equipment;

Requirement planning of spares and

aggregates, float of bus aggregates,

tyres;

Quality Assurance systems –

developing and acquisition;

Any other function allotted by FCTS

managements and or required for

efficient functioning of PT system

Assistant Manager

(Tech &

Procurement) (1)

As above


Planning for repair and maintenance

systems for buses;

Developing standard operation

procedures for repair and

maintenance activities of buses;

Laying down preventive / periodic

maintenance schedules and tasks,

monitoring and control thereof;

Planning for reconditioning of bus

aggregates;

Ensuring timely repair of buses failing

in operations;

Quality assurance of repair and

maintenance activities;







Position &

Qualification and

Experience


Responsibilities

Requirement planning for spares,

materials and other repair and

maintenance related items for

guidance of bus owner / operators;

Monitoring and control of ITS

performance, timely repair /

replacements, etc;

Data collection, analysis and

evaluation, generation of required

reports for MIS;

Monitoring of overall performance of

bus fleets as per contractual

requirements pertaining to bus fleet;

periodic inspection of buses,

identification of deviations, enforcing

their timely repairs;

Monitoring repair and maintenance of

authority owned plant and equipment;

Enforcing implementation of all legal

and regulatory aspects for repair and

maintenance of buses / facilities, and

the contract laws / regulations;




Assistant Manager

operations and

revenue collection

(1);

Mechanical / automobile engineering

graduate with MBA and with 5 years’

experience bus fleet transport operations

and management, travel demand

assessment systems, route network

planning, bus operations planning and

scheduling; tariff fixation / revision and

structuring; tariff collection equipment,

media and the systems; setting

performance benchmarks for PT

operations; data collection, processing,

evaluation and analysis of data, besides

monitoring and control mechanisms;

branding and marketing of PT services;

user interaction; acquisition of service

providers, basic contracting procedures,

systems and management; revenue


Operations planning and scheduling;

Travel demand assessment spatially

and temporally ‐ for medium and long

terms;

Routes and route network planning;

Route wise operations planning and

scheduling, setting operating spans,

headways, etc;

Bus fleet and crew requirement

planning – overall and route –wise;

Acquisition of route / area permits for

stage carriage operations;

Identify applicable legal aspects, acts,

rules and regulations, and ensure their

implementation;

Preparation of requisite specs and







Position &

Qualification and

Experience


Responsibilities

collection benchmarking, monitoring and

control; identification of revenue

leakages if any and corrective actions

thereof; human resource management

and capacity building; route permits,

licenses, taxes applicable laws /

regulations and disciplinary procedures;

ITS and communications systems; public

relations and user / stakeholders

grievance handling besides any other

related aspects.

documents for acquisition of various

service providers such as bus

operators, revenue collectors, etc on

PPP basis;

Procurement of service providers,

induction and commissioning of their

services;

Bus an crew scheduling;

Identification of performance

parameters and their benchmarking

wrt bus fleet and crew productivity,

service quality, etc;

Data collection, analysis, evaluation

and generation of reports wrt various

performance parameters;

Design and implement MIS;

Monitoring and control operational

performance, assess defects /

deficiencies in delivery of services for

corrective actions and application of

penalties;

Plan for branding and marketing of PT

services;

Plan for and implement acquisition

and display of advertisement, collect

revenues, monitor performance;

Plan for tariff fixation, structuring and

revision;

Clearing service providers’ bills for

payment;




Assistant Manager

operations and

revenue collection

(1)


Implementation of Operations plans

and schedules at depot level;

Ensuring deployment of resources as

per above schedules;

Ensuring timely availability of

roadworthy fleet and crew, deploying

buses and crew as per schedules with

necessary documents;







Position &

Qualification and

Experience


Responsibilities

Ensuring timely performance of all

depot activities / functions as per

directions of operations planning and

the technical sections;

Quality assurance of all depot

activities, identification of defects /

deficiencies and levying of penalties /

taking penal actions, recovery of

penalties;

Verification of service provider

invoices;

Data collection, analysis, evaluation

and generation of required reports for

MIS;

Monitoring and control of

performance;

Ensuring overall depots administration

and management,

Implementation of legal and

regulatory framework;

Interacting with service providers

timely corrective actions wrt defects

and deficiencies in performance;

Handling and redressing of service

providers’ grievances complaints etc;


management and or required for


Assistant Manager

operations and

revenue collection

(1)


Revenue collection Planning and

monitoring, contracting;

performance monitoring, MIS, etc;

Monitoring and control of overall

performance of PT system on‐line/in

field;

Delivery of PT services as per

Operational plans and schedules;

Ensuring availability of serviceable

tariff collection equipment, tariff

payment media and the systems;

Collection of revenue through sale of

user tickets etc;







Position &

Qualification and

Experience


Responsibilities

Benchmarking, monitoring and control

of revenue collection;

Identification of revenue leakages if

any and taking prompt corrective

actions thereof;

On‐line checking of bus operations,

bus crew and the buses for their

presentability / performance etc; crew

behavior, stoppage of buses at

designated locations;

On‐line checking of BQSs, their

serviceable conditions, cleanliness,

performance of PIS System,

encroachment etc;

Maintaining cordial public relations;

Handling and redressal of user /

stakeholders grievances;

Interacting with PT Users/ other

stakeholders such as road owning

agencies, police, etc;

Attending to on‐line bus failures /

breakdowns etc and ensuring timely

corrective action;

Effective and efficient coordination

with other functionaries for timely

action wrt issues pertaining to their

areas of control;

On‐line checking of excessive

emission, presentability, etc of Buses;

Any other function allotted by FCTSL

management and or required for

efficient functioning of PT system.

Overall manpower for the SPV is proposed as 0.2 (max) staff per bus inducted progressively (limiting it to 30

persons initially) considering full/optimal utilization of existing manpower and depending upon extreme needs

to maintain a lean and trim organization. The SPV would be manned mainly by engineers for developing

universal deployment potential, inter‐changeability amongst functional positions and better career

progression opportunities. Requirement of staff norms may be reviewed periodically by the BoD.

The proposed FCTSL institutional and organizational set ups are considered desirable for following reasons

amongst others:

► Long term planning for public transport services in urban and contiguous areas of Faridabad by all modes of transport services, infrastructure planning and provisioning, investment planning and







budgeting, etc. following approved CMP as updated from time to time, and obtaining BOD / GOH approvals. Interactions amongst representatives of concerned departments at BOD level take place regularly facilitating prompt approvals of said plans and necessary coordination for timely implementation.

► Tariff planning and administration remains a governmental function – facilitating effective control on affordability aspect of CBS services for socially disadvantageous and physically challenged persons; at the same time ensuring sustainability of PT services and providing political convenience by extending timely support by way of viability gap funding.

► Future expansion programmes requiring allocation of land, acquisition of land for depots, terminals etc. re‐location of utilities particularly at the project stage – is facilitated through the concerned representatives on the BOD of FCTSL.

► Seeking Government investments for infrastructure development, viability gap funding of FCTSL operations if any etc.

► Government, through FCTSL, retains full control of setting service quality standards, monitoring and controlling the same. Collection, processing and ware‐housing of the entire operational and financial performance data of CBS operations, enables the Governmental agency ownership and ready availability of such data for future planning etc.

► Private sector invests/arranges capital fund and acquires bus fleet as per bus specifications, type and size decided by FCTSL– considering commuter convenience and environmental concerns. The private operators (the fleet owners) – may be paid on the basis of quantum of operations in terms of bus kilometres further subject to obtaining a pre‐defined/contracted load factor and other service quality performance requirements (GCC / GCC Hybrid model as decided by the BOD). The need for investment in bus fleets, their ownership, operation and maintenance etc. of buses and maintenance of depot infrastructure is taken off the FCTSL. It consequently leads to minimised burden of lower efficiencies; pampered employees, reduced productivity, and heavy expenses; sub‐optimal presentability and upkeep of fleet; but FCTSL still retaining effective quality control over services. Similar situation would emerge for PPP in other services like ITS including communication, data acquisition, processing and data mining; ITMS & control rooms management, MIS, etc.

► Fare collection/verification and revenue management by private sector – independent of the bus operator – is expected to provide efficient services without burdening FCTSL with costly staff and/or investments simultaneously retaining full control over data/revenue. Such an arrangement also saves FCTSL from devolving full control of operations and revenue in hands of a single private agency like the bus operator.

► Financial services management by an independent banking / clearing agency, saves FCTSL from incurring huge labour costs at the same time enhancing private sector confidence in the system mainly with respect to cashless payments made by transit users when integrated with other modes such as metro, commuter rail (EMUs), etc; distribution of revenue, accrued through cashless transactions, amongst operators / service providers; direct banking of revenues collected in cash by revenue collector; direct payment to service providers as advised by FCTSL.

11.9 CONCLUSION

► For effective, efficient, well‐coordinated and integrated planning, development and operationalization of urban transport systems, Unified Metropolitan Transit Authority (UMTA) and Operational SPVs need to be set up in the state progressively. While setting up of UMTA may be considered at State Government level for various urban areas in the state in due course; the SPV in the name and style of FCTSL needs to be set up at highest priority to commence PT operations in urban areas of Faridabad.







► Following above discussions it may be concluded that Public‐Private participation (PPP) as discussed above is necessary to check delays in decision making; over staffing coupled with inferior efficiencies and high costs; huge investment costs on rolling stock, operational equipment’s and their maintenance; etc. PPP brings in private funds; business oriented concepts, professionalism and expertise of private sector and cost effectiveness through competition “for the market”. It also brings in bargaining power and professional expertise of private sector to guide the authorities in tariff policy / tariff structuring more realistically on basis of scientific analysis and economic rational rather than political and or administrative conveniences. The system also affords retention of planning, regulating, standard setting, quality assurance, and overall control of transport system, to the satisfaction of all stake‐holders, in hands of a Government Agency which plans regulates and controls transit services while the private sector invests, owns assets and manages the business.

► It may further be noted that most of the successful CBS, particularly in Latin America – the home of CBS – operates on PPP concepts.

► The proposed institutional set up, with private sector participation for investments and operations management, would help provide an effective and sustainable transport system, planned and regulated by FCTSL ‐ a government agency, based on competition and largely private sector operation. Such participation also reduces system costs and improves service delivery. It helps in achieving user and governmental objectives of providing adequate, accessible, reliable, and safe PT services at affordable travel costs and in optimal journey time.

11.10 WAY FORWARD

In order to further strengthen the Urban Transport in Faridabad it is recommended to implement the

important guidelines of the NUPT, which include formation of a Unified Metropolitan Transport Authority

(UMTA), Creation of an Urban Transport Fund (UTF), undertaking capacity building of decision makers and

planners and awareness creation campaigns for the public at large.

11.10.1 SETTING UP UNIFIED METROPOLITAN TRANSPORT AUTHORITY

NUTP clearly identifies Land use and transport as two intricately linked elements of urban system and have

bearing on each other. Hence the distinctive role of UMTA regarding formation of progressive land use and

transportation policy for Metropolitan area becomes critical. Furthering the policy guidelines the GoI

recommends setting up of UMTA in all million plus cities for planning, funding, development and operating an

integrated multimodal urban transit system by effectively coordinating multifarious activities carried out by

multiple agencies / division of the government.

Overall aim of UMTA will be to promote public transport in urban areas through formulation of policies,

programmes, rules and regulations related to urban transit. Its function is to facilitate/ co‐ordinate planning

and implementation of urban transport programs and projects in an integrated management framework. To

be effective, such Metropolitan Transport Authorities would need statutory backing. The proposed

institutional set up for UMTA should be financially sustainable and be able to perform the following tasks:

► Integrated management of urban transport system with land use management

► More coordinated planning amongst the various players of urban transport

► To ensure a comprehensive urban public transport system

► Implementation of urban transport programs and projects

► Regulatory decisions on unified platform regarding







► Public transport fare policy

► Parking policy

► Route rationalisation for various modes

► Resource mobilisation

► Lay down specifications and service levels

Operationalization of UMTA is envisaged as below:

UMTA will make overall policies for integrating land use and transport.

Agencies like HSVP which will remain the sole agency responsible for preparation of Master Plans etc. for Faridabad Development Area will take policies prepared by UMTA as guiding principles for preparing Master Plans.

The representation of various agencies involved in the preparation of land use and transportation plan in

UMTA is required as per the NUTP, 2014 thus, the following structure of the UMTA is proposed:

► Chief Minister as Chairperson

► Minister, Urban Development as Co‐chairman

► Transport Minister

► Mayor, FMC

► Local MP of Faridabad

► MLAs of Faridabad

► Chief Secretary

► Addl. CS Infra

► Chairman, HSIIDC

► Principal Secretary, Finance

► Principal Secretary, UD

► Principal Secretary, Environment & forest

► Principal Secretary LSG

► Secretary / Commissioner, Transport,

► Chief Administrator, HSVP

► Additional Director General Police (Traffic)

► Representative from Chamber of commerce (PHD)

► Chief Town Planner

► HoD of Civil Engg. from NIT as member

► 2 or 3 reputed academicians/experts in the field of traffic & transportation

Besides the above members, representatives of following agencies may also be invited as per requirement:

PWD, Roads (secretary), Public Utility Departments (PHED, BSNL, DHBVN), Bus operators (DG HR), Railways /

Metro Rail, FCTSL CBS, FSCL , Auto Rickshaw Union, RWAs confederation, Consumer Council and State level

Infrastructure Development Agency.

The main functions of the UMTA would include the following:

► Formulation of progressive land use and transportation policy for Faridabad Metropolitan Development Area, TOD

► Put down rules and regulations for the orderly conduct of urban transport

► Formulation/revision in tariff policy/tariffs from time to time

► Routes structuring for various public transport modes (i.e. CBS, Feeder, Intra‐city buses, Inter‐city buses for contiguous areas within NCR, IPTs, etc.) to maximize accessibility and to ensure fair competition on routes

► Set service standards, technology / technical specifications







As already stated, main functioning of UMTA will be to formulate policies related to land use and

transportation issues for Faridabad city including CBS and the FCTSL would mainly focus on regulatory issues.

In order to assist UMTA in decision making and give effect to the policies formed by UMTA, an Executive

Council (EC) may also be constituted. The members of the executive council shall be drawn from UMTA and

the council will act as an advisory body to UMTA. The Executive council will meet on regular basis (at least

once in months) and will put forth the proposals and suggestions regarding various issues to UMTA for final

approval. In order to assess demands, service contracts and identifying service standards, EC will be assisted by

the group of professionals and experts on outsource basis.

Proposed UMTA and executive council will facilitate:

► Rational traffic and transport policy in Faridabad in line with land use policy

► Fare and level playing field for different modes of transport (CBS, HR, IPTs)

► Transparent process which will ensure competition and satisfactory level of services for urban commuters

11.10.2 CREATION OF URBAN TRANSPORT FUND

As per the NUPT, levy of dedicated taxes should be credited to an urban transport fund (UTF) and used

exclusively to meet UT needs. Such dedicated taxes could be in the form of a supplement to the petrol and

diesel taxes, betterment levy on land owners or even an employment tax on employers. In fact, revenues from

a betterment levy along new high capacity PT corridors would be included as a component of the financing

plan for such new PT modes. Such funds should be set up at all three levels, i.e. Centre, State and city.

The objectives of creating an UTF are based on the requirement for instituting a city‐level efficient urban

transport system to all urban area, which is commensurate with growth in population, area and economic

activities. Budgetary allocations from Central and State Governments on public transport are limited hence;

this source of funding may not be sufficient and sustainable to address the funding requirements for PT so

creating a corpus specifically for PT is desirable.

11.10.3 CAPACITY BUILDING

The responsibility for planning and implementation of UT systems rests with the State governments and the municipal bodies. However, since the problems associated with UT are of relatively recent origin in India, having surfaced only from the early 1990s, the ability to fully understand and deal with these problems is yet to fully mature. This calls for concerted efforts at strengthening capabilities at the State and city level to address these issues and undertake the task of developing sustainable UT services and infrastructure. Capacity building would have to be addressed at two levels – institutional and individual.

► Institutional capacity would primarily involve creating a pool of knowledge and a knowledge management centre that would sustain and enhance expertise as well as facilitate more informed planning. It would also sponsor regular research to help formulate the right mitigation strategies, without merely adopting what other countries have tried. The Institute of Urban Transport (India) IUT an existing institute under the purview of the MoHUA has been suitably strengthened to discharge this responsibility. It serves as a national level facility to provide continuous advice and guidance on the principles of good UT planning as emerges from its research. Advice on new technologies is also regularly available to implementing agencies from this institute.

► Individual capacity building will include training and skill development of the public officials and other public functionaries to make such officials aware of the nuances of UT planning and the specific issues involved in managing city transport. This would be targeted at personnel belonging







to the State transport departments, municipal corporations, metropolitan development authorities, traffic police, environmental authorities, State Transport Corporations, Public Works Departments, etc.

As part of the exercise of skill development, academic programs in UT, especially at the post‐graduate level, would be strengthened so that a nucleus of qualified UT professionals becomes available in the country. Suitable collaborations, with leading institutes abroad, should be established to offer expertise to such programs in the initial years.

► Regular update of the database both from primary and secondary sources and information should be one of the important tasks.

11.10.4 NEED FOR PUBLIC AWARENESS AND COOPERATION

Intensive awareness campaigns may be launched to educate people on the ill effects of the growing UT problems in urban areas ‐ especially on their health and well‐being. The campaigns should seek their support for initiatives like greater use of PT and non‐motorized modes, proper maintenance of their vehicles, safe driving practices, etc. Such campaigns would encourage individuals, families and communities to adopt “Green Travel Habits” that would make travel less polluting and damaging. Some of the initiatives could be: i. Preparing communications strategy for successful implementation of UT projects and programs. ii. Organizing regular Painting and Essay Completion amongst students from schools, colleges, and academic institutions. iii. Organizing PT Day, Car Pool Day and Bicycle Day to promote use of Bus, Urban Rail, Metro Rail, Shared Auto Rickshaws & Taxis, and Bicycle amongst public, students, Government and private organizations.


12 CONCLUSIONS AND WAY FORWARD

12.1 CONCLUSIONS

Considering details discussed in various chapters, it is concluded that PT services are urgently required to be introduced to provide connectivity to / from Faridabad. In the short‐term however, Metro feeder services on ten routes covering a feeder network of about sixty nine kms and intra‐city PT services on nine major corridors of 97 kms total route length offering connectivity amongst residential sectors, from residential sectors to commercial, industrial, employment, educational, social, and health services locations besides to / from main bus terminals, railway stations, etc.

For above operations, 40 and 50 midi, air‐conditioned and Non AC, CNG fuelled buses, for feeder and intra‐city PT services respectively are proposed to be inducted on PPP basis. Similarly, revenue collection would also be undertaken on PPP model.

In the short term phase the Authority would make available need based basic infrastructure in the form of two depots and terminals each and control rooms; set service quality, physical and financial performance standards/ benchmarks, prescribe bus specifications, monitor and control delivery of services using ITS. Authority would also develop bus stands on PPP basis.

An estimated amount of Rs. 8 crores for providing hard standing, boundary wall, and temporary sheds, maintenance pits and other minimum facilities at the rate of 2.5 Crores per depot and Rs 1.5 Crores per terminal would be required in the short term.

The income assessed from user charges, from advertisements on buses, the infrastructure and the revenue collecting medium meets the operational and other expenses.

12.2 BENEFITS OF CITY BUS OPERATIONS

This project is likely to accrue benefits for city authorities, bus operators and overall city environment as discussed below:

Benefits to the city as a whole:

Better environment – lower pollution levels.

Improved safety to road users.

Benefits to bus users.

Less travel time.

Lowering of travel cost

Convenient, comfortable and safe and faster journeys

Benefits to other road users:

Increased commercial speeds.

Opportunity to use other modes as feeder services to bus

Benefits to the city authorities

More organized road traffic, hence ease of regulation.

Well‐planned transport system facilitates further growth of city.

Advertising revenue.

Benefits to the bus operators







Revenues from the fare box.

Revenue from advertising on buses.

12.3 WAY FORWARD

The suggested way forward towards implementation, promotion and strengthening of CBS for the FSCL is as listed below:

Set up an SPV to manage bus services using PPP models for PT operations & revenue collection, etc

Following approval of Detailed Project Report, commence preparations for the under mentioned tasks simultaneously to economise on time:

Procedurals for takeover of land parcels for depots / terminals from government agencies – two each, required, in short term, prepare for providing minimum facilities such as hard standing, boundary walls, temporary sheds, washing system, maintenance pits etc simultaneously developing full‐fledged depots, terminals and other assets;

Prepare BQS designs & specifications. Prepare RFP documents for development of BQS at authority’s cost.

Prepare requirements etc for Control Rooms – 1 at each depot and one at SPV office, duly integrating the same with ICCC being developed by FSCL

Prepare bus Specifications, RFP documents for engaging Private Operator for acquisition of buses, their operations and maintenance,

Prepare ETVM Specifications, RFP documents for engaging Revenue Collector for acquisition of ETVMs, their operations and maintenance, and for revenue collection or acquisition of a manpower supplying agency and an ETVM supplying and maintenance agency on hiring charges basis.

Workout route network for feeder and intra‐city bus services along with tentative operational plans for each route

Prepare for acquiring route permits and obtaining necessary clearances from different agencies,

Coordinate with CNG suppliers for developing CNG stations at the proposed depots

Set up an Urban Transport Fund.

Use of ITS and integration of multi‐modal systems with ICCC

Prepare plans for Bus prioritisation at intersections, dedicated/demarcated lanes for buses

Designate a nodal department for urban transport

Formulate a policy on parking and its implementation plan

Formulate a policy on advertising and its implementation plan

Undertake implementation of Transit Oriented Development

Set up a Traffic Information and Management Centre

Institute a study for preparation of CMP for providing over all mobility plans to / from Faridabad for up to

horizon year of 2038.

Acquire Programme Management Services (PMS) for monitoring and management of CBS in Faridabad during the initial period of operation of CBS. Services of PMS engaged by GMCBL may be extended to Faridabad CBS as well for obtaining economies of scale and cut down on the gestation period of acquiring another PMS.

Further following actions broadly summarize the Way Forward for Initiating City Bus Operations:







Approval of the DPR. Undertake the following activities for setting up of a SPV to manage bus services:

o Incorporation of SPV named Faridabad City Transport Services Ltd. (FCTSL); o Constitution of Board of Directors (similar to GMCBL); o Approval of authorized and subscribed share capital of Rs. 100 Crores and distribute it

amongst MCF (40%), HSVP (30%) and HSIIDC (30%); release of required fund to the above named agencies to acquire shares of the SPV; and approval for use of thus acquired share capital for development of infrastructural facilities and other expenses as per details available in Table 3 (Capex by Authority) in the Base year and Phase 1 (FY 2019‐21);

o Approval of Organizational setup of SPV; o Approval of Acquisition of Programme Management Services provider (extension of services

of PMS obtaining in GMCBL) o Staff Induction. o Declaration of FTCSL as State Transport Undertaking for providing road transport services in

its jurisdictions as per provisions contained in sub‐section (2) of section 42 of Motor Vehicle Act,1988 at par with GMCBL (Ref orders dated 14th June, 2018).

o Constitution of MCF as Regional Transport Authority within its Jurisdiction to exercise the powers and discharge the duties to specify the routes/ areas for the grant of stage carriage permits, issue / grant of stage carriage permits, deciding and issuance of time tables, working hours of the crew and parking places with respect to the CBS operated by FCTSL at par with those obtaining in GMDA

Development of Infrastructural facilities: o Transferring of identified land parcels (details at Table‐2) for depots / terminals from

government agencies to FCTSL on the same pattern as land transfer to GMCBL; o Construction of two depots, two terminals, three control rooms (1 at each depot and one at

SPV office, duly integrating the same with ICCC being developed by FSCL) and 310 Bus Q shelters complete with necessary facilities in base year (FY 2018‐19) and 2 depots, 2 terminals, 50 BQS in first year of Phase 1 (FY 2019‐20) at Authority’s cost and the remaining in other phases, SPV would seek permission of the concerned road owning agencies to construct Bus Q shelters within the RoW (Right of Way).

Acquisition of following service providers(under PPP policy of GoH): o Bus Operators; o Revenue Collector (man power and ETVM supplying agencies) or a revenue collector for

providing integrated services o IT and ITS operator (off board)

Fuel Supplier: may acquired at same rates, terms and conditions as undertaken by GMCBL

Obtaining of permits, licenses and approvals of for the following from concerned agencies by the SPV:

o Area Permits, from MCF (when Constituted as Regional Transport Authority (RTA) at par with GMDA ‐‐ notified vide order no. 13/1/2018‐3T(I),dated 26th April,2018 for GMDA) for operation of CBS in Faridabad, Tariff setting/ structuring/revision;

o Licenses/ Permissions for establishing infrastructure facilities; o License for installation and operation of fuel stations at depots; o Registration with regulatory agencies such as ESIC, EPF etc;

Setting up of Urban Transport Fund (UTF) to meet future funding requirement of CBS

Figure 12‐1 presents the Implementation schedule of the activities from the approval of DPR to commencement of bus operations.







Sl. No. Activity/Description Jun‐18 Jul‐18 Aug‐18 Sep‐18 Oct‐18 Nov‐18 Dec‐18 Jan‐19 Feb‐19 Mar‐19 Apr‐19 May‐19 Jun‐19 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20

A ADMINISTRATION RELATED APPROVALS

1 Approval of DPR including SPV structure

2 Designate a Nodal Department/Officials of FSCL for Urban Transport

3 Meeting with Partners in the SPV and approval of AOA and MoA

4 Incorporation of SPV/ FCTSL

5 Disbursal of Rs 100 lakhs of funds for incorporation of SPV and Start up/ Gestation Period Expenses

6 Hiring of FCTSL Office Space

7 Induction of Key Personnel in the SPV

8 Power to allocate Bus Operation Permit to MCF (similar to Gurugram)

9 Power to fix, Structure and Revise User Tariffs to MCF (similar to Gurugram)

10 Disbursal of Shareholder's Equity

11 Any other Required Legal and Regulatory Clearances: Labour wages, EPF, ESIC, Factories Act, Consent to Establish from CPCB

12 Transfer of Land for Depots (4nos), Terminals (4nos) and Bus‐Q Shelters

13 Permission to Erect Bus‐Q Shelters along Route Network

14 Acquisition of Auxilary Vehicles

15 Release of Fund for Infrastruture Creation

B INFRASTRUCTURE

1 Possession of Land for Depots (4nos), Terminals (4nos) and Bus‐Q Shelters

2 Preparation and Approval of Conceptual Design for Bus Depots

3 Preparation and Approval of Conceptual Design for Bus Terminals

4 Preparation and Approval of Detailed Design for Bus Q Shelters

5 Preparation and Approval of Tender Documents (Design, Built & Transfer) for Construction of Bus Depots

6 Preparation and Approval of Tender Documents (Design, Built & Transfer) for Construction of Bus Terminals

7 Preparation and Approval of Tender Documents for Construction of Bus Q Shelters

8 Issue of Tender and Selection of Contractor for Construction of Bus Depots (2nos)

9 Issue of Tender and Selection of Contractor for Construction of Bus Terminals (2nos)

10 Issue of Tender and Selection of Contractor for Construction of Bus Q Shelters

11 Construction of Bus Depots

a Architectural Design and Approval

b Structutal Design and Approval

c Utilities Design and Approval

d First Stage: Boundary wall, Hard Standing, Basic Utilities

e Second Stage: Full Fledged Depot

12 Construction of Bus Terminals

Architectural Design and Approval

Structutal Design and Approval

Utilities Design and Approval

Full Fledged Terminal

13 Construction of Bus Q Shelters

Fabrication, Installation and Commissioning

14 Acquisition of Advertisement Agency

a Preparation and Approval of Tender Documents

b Issue of Tender and Selection of Agency

C OPERATIONS RELATED

1 Finalisation of Bus Specifications including Specifications for OnBoard ITS Hardware and Software

2 Acquisition of Private Operator


b Issue of Tender and Selection of Operator

c Award of Tender

3 Framing of Service Level Agreements and Handing Over of Bus Depot to Private Operators

4 Acquisition of Plant and Equipment, Installation and Commissioning

5

Acquisition, Installation and Commissioning of CNG Fueling Station (On same basis as acquired by Haryana

Roadways for their Faridabad Depot)

6 Environmental Clearances, Fire and Safety Clearances

7 ESIC, Factories Act, Wage Related Clearances

8 Acquisition of Banking Agencies to Establish Extension Counters in Depots

a Preparation and Approval of Specification for ETVMs

9 Acquisition of Revenue Collector


b Issue of Tender and Selection of Revenue Collector

c Award of Tender

10 Preparation and Approval of Specification for ITMS

11 ITMS


b Issue of Tender and Selection of ITMS Vendor

c Acquisition of All Required Hardware and Software

d Installation and Commission

12 Route Network Planning and Operation Scheduling

13 Preparation of SoPs for Monitoring and Control of CBS

D COMMENCEMENT OF OPERATIONS

Responsible Agency

Responsible Agency

Figure 12‐1: Implementation Schedule