Bus Operations for Middle Managers

This document contains the following 6 deliverables

1. Delivery Presentation

2. Trainer Manual

3. Participant Manual

4. Pre-Training Questionnaire

5. Post-Training Questionnaire

6. Group Activity

Bus Operations for Middle Managers

P resentation title[To edit, c lick View > Slide Master > Slide Master]

©2019 Deloitte Shared Services India LLP 1

Delivery Presentation

EFFICIENT AND SUSTAINABLE CITY BUS SERVICES PROJECT (INDIA)EFFICIENT AND SUSTAINABLE CITY BUS SERVICES PROJECT (INDIA)

BUS OPERATIONS FOR MIDDLE MANAGERS

MINISTRY OF HOUSING AND URBAN AFFAIRS, GOVERNMENT OF INDIA

Consultancy Services for Design and Development of Training Programme for City Transport Professionals

December 2020

2

Preface

The Efficient and Sustainable City Bus Services (ESCBS) project was introduced to improve the efficiency and attractiveness of city

bus transport in India. ESCBS project has three major components which are National Capacity Building (NCB); Regulatory,

Institutional and Fiscal Analysis; and City Demonstration. This engagement falls under the purview of the NCB component of the

ESCBS project. The objective of the engagement is to design and develop training programme for city transport professionals. This

engagement also involves pilot testing, implementation, evaluation, and suitable modification of the training programme.

As a part of this engagement, eight training areas have been identified and prioritized by the Ministry of Housing and Urban Affairs

(MoHUA).

Policy Advocacy for

Senior Managers

Outsourcing for Senior

Managers

Monitoring and

Evaluation for Senior

Managers

Network Planning for

Middle Managers

Operations Planning for

Middle Managers

Outsourcing for Middle

Managers

Bus Operations for

Middle Managers

ITS and MIS for Middle

Managers

1 2 3 4

5 6 7 8

For each training areas, a total of three modules have been prepared:

A. Participant’s Notes: Detailed notes for participant’s reference containing links for more reading and is circulated before training

B. Trainer’s Notes: Detailed notes for the trainer’s reference containing focus points, questions for discussion, etc.

C. Delivery PPT: Brief presentation containing various animation, videos, group activities, etc. and is displayed on the screen

3

This training material on “Bus Operations” covers the technical and commercial aspects of bus operations

and marketing of bus services.

• The schedules of bus and crew cover all relevant aspects of bus operations such as route information,

halts, service frequency, cycle time, turn-around time at the terminal, crew shifts, and other components.

The operations are supervised from a central office and by supervisors on the ground in order to maintain

service standards. The crew's major function is to operate buses and collect revenue from the passengers.

Ascertain the extent to which passenger demand is met and also address the issues viz., significant drop in

particular section along the route. In case of an incident, the procedure described in the operation plan for

incident management needs to be followed.

• In continuation, this module also emphasizes up on adoption of global best practices such as adjusting

running time based on actual data wherein Indian practices are at variance.

• Marketing of bus services helps in creating awareness among the target audience regarding the existence

and benefits of the service. The strategy includes identifying and consulting various stakeholders; branding

the services using name, logo and tagline; and forming a marketing strategy using campaign and various

media options.

About the Module

4

Learning Objectives

1Comprehend the factors affecting the bus & crew scheduling, thereby optimizing bus and fleet

deployment for route operation.

2 Upgrade skill set for managing bus operations using ITS.

3Ascertain the extent to which passenger demand is met. Address the issues viz., significant

drop in particular section along the route.

4Monitor the services for adherence to time, managing dispatch, extending support in case of

emergency, crew behavior, etc., in an efficient way.

5Set/diagnose the process of revenue collection and the controlling mechanism to curb the

pilferages in revenues collected.

6 Design and formulate branding and marketing strategy for outreach.

7 Applying lessons learned from various cities.

8 Ensuring that the brand is maintained.

5

Table of Contents

Introduction A. Terminology in bus operations1

Bus and Crew Scheduling

A. Factors affecting bus scheduling

B. Factors affecting crew scheduling

C. Process for crew scheduling

D. Optimizing utilization of staff and fleet

E. Case study: BEST Mumbai (Impact of IT uses in Route and Duty Scheduling

F. Case study: KSRTC Mysore City

G. Fleet allocation to bus depots

2

Management of

Operations

A. An overview

B. Challenges in AVM implementation

C. Managing dispatch

D. Monitoring route service

E. Ensuring schedule adherence

F. Case study: KSRTC Mysore (MITRA for schedule adherence)

G. Ensuring standard driving compliance

H. Incident Management

I. Legislative provision related to driving and incidents

J. Adjusting schedules dynamically

K. Ensuring service contract compliance

3

6

Table of Contents

Demand and Supply

A. Passenger demand

B. Sources of passenger demand

C. Route wise demand fluctuation

D. Critical parameters for the supply of services

4

Monitoring of Service

A. Parameters to be monitored

B. Monitor timely departure from depot

C. Service contract compliance report

D. Speed limit violation report

E. Stoppage report

F. Monitoring vehicle speed

G. Kilometers report

H. Skipped stops report

I. Monitoring driving behavior

J. Monitoring real-time trip progress

K. Parameters associated with monitoring, along with benefits

5

7

Table of Contents

Revenue Collection

A. Cash / Revenue handling

B. Types of frauds occurring during revenue collection

C. Various types of checks

D. Case study: NEKRTC city bus operation in Gulbarga

E. Link / Interlinkage with ITS and MIS

6

Marketing and BrandingA. Introduction

B. Maintaining a brand7

8

Terminology

Terminologies used in Bus Operations

2. Bus and Crew Scheduling

3. Management of Operations

4. Demand and Supply

5. Monitoring of Services

6. Revenue collection

7. Marketing and Branding

1. Introduction

Terminologies in Bus OperationsABus Schedule: It refers to the programme of operation of a bus for 24 hours

on one or more routes.

Crew Schedule: It refers to pair schedule comprising of driver & conductor.

The duty allotted to the crew for a day is called crew scheduling.

9






1. Introduction

Terminologies in Bus OperationsA Time allocation:

• Completing the Chart

provided – 40 minutes

• Presentation of the

Chart – 15 minutes

each group

Group Activity


10

Questions for audience

Q1. What are 03 main factors affecting the scheduling of the bus & crew?

Q2. Explain 02 method followed in respect of crew change?

Q3. In Urban transport, the operator is expected to be provided services

for 18hours, however, as per M T W Act crew duty (with 02 crew per

shift) serves for 16hours. For extra 02 hours, what are the options which

can be adopted?







1. Introduction

Factors affecting bus schedulingA

Factors affecting crew schedulingB

Process for crew schedulingC

Optimizing utilization of staff and fleetD

Case study: BEST MumbaiE

Case study: KSRTC MysoreF

Fleet allocation to bus depotsG


11

Factors affecting bus scheduling







1. Introduction








1. Running Time 2. Stand Time / layover time

No. of stops & waiting

time

Distance between stops/

stations

Operating condition

Reporting time for

crew

Cushion for the delay

occurred in the journey

Rest breaks for the crew


12

Factors affecting crew scheduling


The basic factor that effects into the making of a crew schedules as per MotorTransport Workers Act 1961 (MTW Act), is as follows:






1. Introduction








S.No. Profile Day Week Rest Remark

A Steering duty

Max. 08 hrs

48 hrs 30 min on completion of 5hrs of duty

Duty can be extended upto max. 10 hrs withovertime payment and onapproval of competentauthority

Spreadover duty

Up to 12 hrs

- Only with the approval ofcompetent authority

B Steering duty

06 hrs - No rest At stretch the duty has tobe completed and no dutyafter 6 hrs on same day

C Min. rest • Between 2 successiveduty 09hrs

• 7th day weekly rest aftercompletion of successful6days working

For loss of weekly restpayment of over atdouble the rate of thenormal wages


13







1. Introduction








Date: 19/09/2019

Type of service:

ordinary

Vehicle no.:

MH 21 1234

Reporting time:

0630hrs

• Complete transparency

without manual intervention

• Fast communication

Process for crew reporting


14







1. Introduction








Optimizing utilization of staff and fleet

• Vehicle & Crew scheduling for a route using latest technology software

• Since the running times vary by time-of-day hence should be adjusted based

on actual data on running times

• Option of broken duty/split duty concept may be implemented

• There are two kind of methods followed regarding bus & crew change

Tips for improving efficiency

First Method

At the depot

Second Method

En-Route

or at Terminal7. Marketing and Branding

15







1. Introduction









Cost is incurred on account of

fuel consumption toward dead

kms

Is incurred Zero dead kms

En-route/ at terminalAt depot

Due to zero dead kms, no coston account of fuel consumption

Minor technical issues can be easily resolved

Minor Technical issues (requiring more time say > 15-25min) cannot be resolved

Loss of time in taking the bus to the depot from terminal &

vise-a-versa

Nil

Time savings is extended to thepassenger due to which buses areon-road

Saving in the time

Breaks due to changeover at depot.

Service

frequency

Service frequency can be maintained as per schedule.

Not so tedious since the starting & finishing point is at the depot.

Tedious since the crew first has to report at the depot and has to collect accessories and then report at the terminal

Reporting

procedure

Time saving

Benefit to customer

Maint.

issues

Fuel

Consump.

Dead kms


16

Case study: BEST Mumbai (Impact of IT on Route and Duty Scheduling)







1. Introduction








Parameters considered as inputs:

No. of Buses held

Journey Time per trip

Headway

Departure and

Arrival

Control points at origin & destination

Capacity of bus station / terminalSchedules


17







1. Introduction









Crew

Combine maximum in one route

Combine with feeder and long

routes

Rest period

Relief point for staff

Optimization through experience

Time taken



18







1. Introduction








Plan 1 Plan 2

Combination of routes Long route + Long route Feeder + Long Route

Combination of duties &

routes

Duties combined with

routes / buses

Combination of routes

with same depot and type

vehicle

Rest Period 35-40min 50-60min

Spread over More than 10.30hrs Less than 10.30hrs

Saving in duties Up to 4.3% Up to 4.3%



19


Spread Over of Duties ( Wadala & Oshiwara ) – MONDAY TO FRIDAY

Prepared 5-7 hrs 7-9 hrs 9-11 hrs 11-12 hrs Total

Manually22

2.64%

619

74.40%

177

21.27%

14

1.68%

832

100%

Automated88

11.00%

655

81.75 %

53

6.63%

5

0.63%

800

100%






1. Introduction








Spread Over of Duties (Wadala & Oshiwara) - SATURDAY


Manually 22

2.66%

622

75.30%

169

20.46%

13

1.57%

826

100%

Automated80

10.11%

655

82.81%

51

6.45%

5

0.62%

791

100%

An overview of spread over: Manual vs. Automated



20


Depot Manual (25 Depots)

Mon to Fri Sat Sun Holiday

Wadala 421 419 353 378

Oshiwara 419 415 302 340






1. Introduction








Duties and Savings

Depot Combined (Manual -23+ Computerized 2 depots)


Wadala 401 397 331 353

Oshiwara 403 397 287 324

Depot Saving by Computerized schedules


Wadala -20 (4.75%) -22 -22 -25

Oshiwara -16 (3.81%) -18 -15 -16

% -36 (4.28%)



21


Manual Computerized Savings

Depots Mon to Fri

Sat Sun Mon to Fri

Sat Sun Mon to Fri

Sat Sun

Wadala 399 398 316 361 359 290 -38 -39 -26

Oshiwara 428 425 314 408 403 290 -20 -22 -24

Colaba 241 216 113 236 209 107 -5 -7 -6

Backbay 309 282 174 295 267 162 -14 -15 -12

Anik 451 449 408 435 432 397 -16 -17 -11

Deonar 356 352 273 338 333 274 -18 -19 1

Ghatkopar 412 394 303 403 384 302 -9 -10 -1

Vikhroli 362 354 215 345 336 224 -17 -18 9

Magthane 376 376 342 353 352 313 -23 -24 -29

Goregaon 397 396 307 384 381 288 -13 -15 -19

Poisar 292 277 226 275 259 212 -17 -18 -14

Goral 431 425 354 430 422 349 -1 -3 -5

Total 4454 4344 3345 4263 4137 3208 -191 -207 -137

-4.3% -4.8% -4.1%






1. Introduction








Duties and Savings (12 Depots)



22

Case study: KSRTC Mysore city







1. Introduction








Observation after the ITS implementation

1 During early morning & late night, the running time to complete the trips were less.

2On the other hand, in the peak hours (both morning & evening) the running time was higher than usual.

3 In the afternoon, the trips were adhering the schedule time

Conventional practices: Schedules are planned with fixed criteria.

Suburban route: Speed 24kmph approx.

City route: Speed 20kmphs approx.


23








1. Introduction








Note: The Mysuru Intelligent Transport System (MITRA) initiative of KSRTC

was supported by World Bank & MoUD

1

2

3

4

Schedule optimization Reduction in buses Preventative maintenance

Staff Reduction Overtime

Overall benefit of IT implementation

Source: Mysore City Transport Division of KSRTC


24


Fleet allocation/deployment to bus depots






1. Introduction








The criteria to be considered for allocation of routes to a depot are as given below:

1

2

3

The distance between the depot and the origin/

destination point of the route shall be the least.

On common route section, depot operating

maximum no. of buses shall be studied, preference

may be given for such a depot in route allocation.

Also total no. of routes & commuter to carried, available

fleet & workforce and capacity of the depot has to be

taken under consideration while planning for allocation of

routes to a depot.


25







1. Introduction

An overviewA

Challenges in AVM implementationB

Managing dispatchC

Monitoring route serviceD

Ensuring schedule adherenceE


Ensuring standard driving complianceG

Incident managementH

Legislative provisionsI

Ensuring service contract complianceK

Adjusting schedules dynamicallyJ


Q1. Are you using ITS application for managing the bus operations?

Management of Operations

26


An overview






1. Introduction

An overviewA


Managing dispatchC









ITS application enables the operator in efficient management of bus operations.The outline of which is as given below:

Automatic Vehicle Monitoring (AVM)

Dispatch

Route Service Monitoring

Schedule Adherence

Emergency/Incident

management

Driving –Standards

Compliance

Service Contract Compliance

Dynamic rescheduling

The above applications are in line with the World Bank recommendation, which is based on the global best practice.


27


Challenges in AVM implementation






1. Introduction

An overviewA


Managing dispatchC









Bus stop - Total area for geo-fencing

in place of only designated area.

Codification of bus stop

PIS – physical trials for

verification of accuracy

ITS and GIS & GPS are procured

separately – trials functionally

synchronize to communicate correct

information of bus location to the

server

Check enroute – tracking

of lat and long,

subsequently update of

information

Educate crew to avoid sabotage

AVM shall be located

within the reach of the

driver


28


Managing dispatch






1. Introduction

An overviewA


Managing dispatchC









For case study refer : “timely departure from depot” - in “Monitoring of services”

Objectives

How it works

Benefits


29


Managing dispatch

Vehicle tracking on

multiple routes : 05 routes







1. Introduction

An overviewA


Managing dispatchC










30


Monitoring route service






1. Introduction

An overviewA


Managing dispatchC









Objectives

How it works

Benefits


31



1453 hrs1453 hrs


Advance

Vehicle tracking & commitment Vehicle tracking & commitment

Actual






1. Introduction

An overviewA


Managing dispatchC










32








1. Introduction

An overviewA


Managing dispatchC









Vehicle tracking : delay/early/on-time

05min

early

Vehicle tracking & commitment

on-

time

Vehicle tracking & commitment


33


Ensuring schedule adherence






1. Introduction

An overviewA


Managing dispatchC









Objectives

How it works

Benefits


34


Case study: KSRTC Mysore (MITRA for schedule adherence)






1. Introduction

An overviewA


Managing dispatchC









No of scheduled trips departed within + 5 min. deviation

No. of scheduled trips departed within -1 to + 5min deviation and the midpoint of the same

Arrival time of vehicle at the midpoint of the trip

Schedule adherence: The “Vehicle Mounting Unit” fitted in the buses was sending the information of its presence. Out of which the information, as highlighted below

was used:


35








1. Introduction

An overviewA


Managing dispatchC










36


Ensuring standard driving compliance






1. Introduction

An overviewA


Managing dispatchC









Objectives

How it works

Benefits


37



AVG. COUNTS PER BUS PER TRIP







1. Introduction

An overviewA


Managing dispatchC










38



Latitude Longitude Altitude SpeedDirection

AngleNo of Track

satelliteGPS date & Time stamp Remarks

12.323923 76.691193 777 22 352 11 2017-04-24. 11:51:21 Dr. Rajkumar Main road

12.324465 76.691162 780 21 358 11 2017-04-24. 11:51:31 Up Gradient

12.3247 76.69133 780 16 92 12 2017-04-24. 11:51:41 Level road

12.32465 76.692024 777 36 100 12 2017-04-24. 11:51:51 Down Gradient

12.324483 76.693024 773 38 100 10 2017-04-24. 11:52:01 Down Gradient

12.324344 76.693848 769 19 100 12 2017-04-24. 11:52:11 Down Gradient

12.324324 76.69397 768 11 100 12 2017-04-24. 11:52:21 Down Gradient

12.324226 76.694565 766 32 100 12 2017-04-24. 11:52:31 Down Gradient

12.32411 76.695572 763 43 90 11 2017-04-24. 11:52:41 Down Gradient

12.32422 76.696709 758 47 80 12 2017-04-24. 11:52:51 Down Gradient

12.324741 76.697708 752 20 68 12 2017-04-24. 11:53:01 Down Gradient

12.325143 76.698792 752 0 208 11 2017-04-24. 11:53:11 Final position after accident




Positional Lat-Long data used for each accident analysis







1. Introduction

An overviewA


Managing dispatchC










39


Incident management






1. Introduction

An overviewA


Managing dispatchC









Objectives How it works Beneficiaries

Individual vehicle or location1

Impacting only the public transport services2

Impacting the urban area and utilities, of which public transport is one37. Marketing and Branding

40


Legislative provisions related to driving and incidents






1. Introduction

An overviewA


Managing dispatchC









Section 279: Rash driving or riding on a public way.

Section 304A: Causing death by negligence.

Section 338: Causing grievous hurt by act endangering life or

personal safety of others.

Section 337: Causing hurt by act endangering life or personal safety of others.

Section 336: Act endangering life or personal safety of others.

279

340A336

337

338

The Indian Penal Code (IPC): Offences & punishments. Also applicable to Urban Transport.


41


Adjusting schedules dynamically






1. Introduction

An overviewA


Managing dispatchC









Objectives

How it works

Benefits


42









1. Introduction

An overviewA


Managing dispatchC










43


Ensuring service contract compliance






1. Introduction

An overviewA


Managing dispatchC









Objectives

How it works

Benefits


44

Demand and Supply Management

Question for audience







1. Introduction

Passenger demandA

Sources of passenger demandB

Route wise demand fluctuationC

Critical parameters (supply of service)D

Q1. What is passenger demand?

Q2. Sources of passenger demand?

Q3. What are the critical parameters to be considered in the supply of

services.

45


Passenger demand

Catered Demand

Un-Catered Demand

Lead Demand

+

+






1. Introduction

Passenger demandA





46


Sources of passenger demand

N A C P V

Nigdi

Akurdi

Chinchwad

Pimpri

K KN

Vallabnagar

Nashik Phata

Kasarwadi

D

Dapodi

Khadki

S

Shivajinagar

R

RTO Office

P

Pune Station

Route – Bhosari to Pune MC

Route – Nigdi to Pune MC

Bhosari

CCTI






1. Introduction

Passenger demandA





47


Route wise demand fluctuation

0

10

20

30

40

50

60

70

80

Thane

Dadoji K

ond D

ev

Court

Naka

Kalv

a

Shiv

aji H

osp

ital

Vitava

Dam

odar

Vitavkar M

arg

Ganesh

Pada

Mukund C

om

pany

Dig

ha

MSEB

Airoli N

aka

Philip

s Com

pany

Bhara

t Bijle

e

Sie

mens

Co

Rabada P

olice S

tn

Rabada N

aka

Gohavi G

aon

Tala

vli

Naka

Ghansoli N

aka

Sta

ndard

Alc

.

Mahape N

aka

Kopar Khairane

ICI

Khera

ne G

aon

Khera

ne R

eliance

Pavne N

aka

Savita C

hem

icals

Turb

he S

tore

s

Gadge M

ahara

j Chow

k

Turb

he N

aka

Dutta M

andir

Turb

he V

illa

ge

Sanpada R

ly S

tn

Mafc

o

Krishi Upanna B

aja

r

Kanda B

ata

ta B

aja

r

Vashi Rly

Stn

No o

f Passengers

->

Name of the stop ->

Traffic Loading Survey

Starting Time: 19:15 hours; Ending Time: 20:30 hours

Route length : 20.2 kms. approx.2. Bus and Crew Scheduling





1. Introduction

Passenger demandA





48


Critical parameters for supply of services

The first focus shall always

be on ensuring assured

passengers are not opting

for other alternatives.

The trend line analysis of

daily, monthly and seasonal

fluctuation could lead to fine

tuning of trips and

schedules.

For planning of route & trips on a

given route, information on bus stop

wise passenger ridership should be

used

If, on a given route between specified

bus stops, more passengers demand

is observed than the services

provided, then an extra bus should be

operated between that section.

However, due considerations are given

to the length of such sections.

The type of bus to be

operated is a function of no.

of passengers travelling/

ridership, expectation of

passengers, income level

attributes, etc.

In supply of services, the following points are to be taken under considerations:






1. Introduction

Passenger demandA





49


Critical parameters for supply of services: Case study of PMPML






1. Introduction

Passenger demandA




• Corridor – 3 – NashikPhata to Wakad

• Date of commissioning:28 Nov 2015

• Route Length - 8km

• No of stations - 15

• 10 primary surveyswere conducted.


50


Parameters to be monitored







1. Introduction

Parameters to be monitoredA

Monitor timely departure from depotB

Service contract compliance reportC

Speed limit violation reportD

Stoppage reportE

Monitoring vehicle speedF

Kilometers reportG

Skipped stops reportH

Monitoring driving behaviorI

Monitoring parameters and benefitsK

Monitoring real-time trip progressJ

Early / Late departure

Non-completion of

trips

Deviation in the trips

Cancellation of the trips

Cancelled Kilometers

Vehicle traveled path

Idle time

Speed and Over speed

report

Stoppage report

Skipping of bus stops

VTS Analysis Report

GPS analysis

51


Monitor timely departure from depot

Source: ppt of Dr K N Ingalgi, BMTC






1. Introduction





Stoppage reportE


Kilometers reportG






52


Service contract compliance report






1. Introduction





Stoppage reportE


Kilometers reportG





Trip wise report Summary report



53


Speed limit violation report






1. Introduction





Stoppage reportE


Kilometers reportG





PMPML Report: Speed Limit Violation

Source: ppt of Dr K N Ingalgi, BMTCSource: PMPML

BMTC Report: Speed Limit Violation


54


Stoppage report






1. Introduction





Stoppage reportE


Kilometers reportG





Source: ppt of Dr K N Ingalgi, BMTC7. Marketing and Branding

55


Monitoring vehicle speed






1. Introduction





Stoppage reportE


Kilometers reportG







56


Kilometers report

Source: PMPML






1. Introduction





Stoppage reportE


Kilometers reportG






57


Skipped stops report






1. Introduction





Stoppage reportE


Kilometers reportG





Source: PMPML


58


Monitoring driving behavior






1. Introduction





Stoppage reportE


Kilometers reportG






59


Monitoring real-time trip progress

Source: PMPML






1. Introduction





Stoppage reportE


Kilometers reportG






60



Source: PMPML






1. Introduction





Stoppage reportE


Kilometers reportG






61


Monitoring real-time trip progress – video






1. Introduction





Stoppage reportE


Kilometers reportG





Various violations requiring monitoring


62


Parameters associated with monitoring along with their benefits






1. Introduction





Stoppage reportE


Kilometers reportG





real-time tracking

Rationalization

Arr, Dep &

Deviation

Violation of scheduled timings

Trip curtailment

schedule duty

deviation

Trip cancella

tion

Time: Loss & /idle

Avg. Speed


Cancellation kms

real-time tracking

Rational-ization

Arr, Dep &Deviation

Violation of scheduled

timings

Trip curtailment

Schedule duty

deviation

Trip cancellation

Additional kms

Time: Loss & /idle

Avg. Speed


Cancellation kms


63

Revenue Collection







1. Introduction


Cash / Revenue handlingA

Types of fraudsB

Types of checksC

Case study: NEKRTC (Gulbarga)D

What are possible fraud in revenue collection & how to curb?

Link / Interlinkage with ITS & MISE

64

Revenue Collection

Cash / Revenue handling

Cash handling is a part of cash management – In urban transport, approximately Rs 7-

8lakhs per day cash is received by the depot as collected by the crew en-route. The cash

handling issues initiate from cash section, and the following precaution are prerequisite:

Provision of locker, boxes, etc.

Cash collection counter shall be protected and strong

Cash location: Interior part of the depot with entry to authorized personnel only

Security provision shall be in place

Facility of currency counting cum verification machine

Agency needs to be nominated for collecting cash and remittance in the bank every

day.

Promotion for cashless transaction






1. Introduction



Types of fraudsB

Types of checksC



65

Revenue Collection

Types of frauds occurring during revenue collection

01Collection of lesser fare

03Data

manipulation

04Denomination

tickets

02Parallel ticketing

06Ticketless travel

by passengers 07Over traveling

by passengers

05By foot boarded

passengers






1. Introduction



Types of fraudsB

Types of checksC



66

Revenue Collection

Various types of checks

1

Specific Hour Check

3

Combing Operation

5

Schedule time turnout of buses

from depot

7

ETM checking

9

Jackpot Checking

Alighting Checks at heavy

boarding point

2

Avoid Payment of Fare & Over traveling check

4

Smart card checking

6

Ticket Block Checking

8






1. Introduction



Types of fraudsB

Types of checksC



67

Revenue Collection

Case study: NEKRTC city bus operation in Gulbarga

Challenge

Myth/fact - Increasing the city buses is not viable & loss making proposal?

In the city of Gulbarga, NEKRTC started city bus operation with 40 buses Oct 20121

Promote the public transport as primary mode and discourage personalized vehicle1

November 2013 they augmented fleet to 78 buses 2

Under JnNURM they got 100 buses, so the size of fleet went to 178 buses in urban

operation 3

Increase the PT ridership2

Reduce emission level3

Moving people and not vehicles4






1. Introduction



Types of fraudsB

Types of checksC



68

Plan for sustainable transport approach 1

Wider area coverage 2Reduced waiting for commuters by providing bus service at

higher frequency 3

Keeping the bus stops within the reach of the people4

Use of ITS5

Branding6

Attractive fare7

Revenue Collection







1. Introduction



Types of fraudsB

Types of checksC



Initiative taken

69

Revenue Collection







1. Introduction



Types of fraudsB

Types of checksC


Link / Interlinkage with ITS & MISEFare structure

The city bus base fare was reduced to Rs 3.00

and proportionally thereof to see the impact

The above fare was much lower than the base fare of

IPTs (i.e., Rs 5.0)

Year 2014-15

Wider area coverage

Bus stops within the reach

Solar powered light sensitive illumination

Brand name: Nrupatunga

70

Revenue Collection







1. Introduction



Types of fraudsB

Types of checksC



0

100

200

Before After

126160

VEHICLE UTILIZATION (in kms)

Before, 827

After, 1142

RIDERSHIP PER BUS (in No.)

0

1000

2000

3000

4000

5000

Before After

3195

4523

REVENUE PER BUS (in Rs.) 1. Revenue per bus per km

a) Before – 3195/126 = Rs 25.35

b) After - 4523/160 = Rs 28.26

Revenue per bus per km has increased

by Rs 3.

1. Ridership per bus has increased by 38%

2. With proper network planning, ensuring better

coverage, the vehicle utilization was

increased by 27%

71

Revenue Collection







1. Introduction



Types of fraudsB

Types of checksC



QUALITY OF SERVICES

Passenger Interview & Feedback

0-2 min16%

2-5 min47%

5-8 min8%

8-12 min14%

More than 12 min15%

0%

10%

20%

30%

40%

50%

60%

70%

80%74%

18%

4% 1… 1% 2%

WAITING TIME

72

Revenue Collection

Link / Interlinkage with ITS & MIS






1. Introduction



Types of fraudsB

Types of checksC



In this module, we have emphasized on bus & crew scheduling, management of bus

operation, demand & supply, monitoring of services, revenue collection, and feedback

loop mechanism.

For proper execution of services it is essential to understand these basic principals and

monitor the same with ITS & MIS. In addition, under IT & MIS the focus is on:

1. How to assure the passengers via. PIS, Ticketing Management System.

2. Ensuring availability of fit vehicles on the road with the support of IT in inventory,

3. ITS role in ensuring safety & security of passenger & infrastructure,

4. How to monitor services of the operator.

5. Workforce & fleet management using ITS for improving the efficiency of urban bus

operation.

73

Marketing and Branding

Introduction






1. Introduction


IntroductionA

Maintaining a brandB

• To remove the negative stigma

• To stand out from other service competitions

• To increase awareness among common people

Why is Marketing and Branding important?

01

• Work with civil societies and form focus groups.

• Learns the society’s opinions in a direct manner.

• Raise awareness among common people

What are the responsibilities of the authority?

02

• A marketing strategy identifies appropriate mediums of communication to disseminate the message of bus transport services.

What does marketing strategy include?

03 • Analysis done based on the profile of the city and on the target audience.

• Specific analysis of each situation and city is important.

Why does marketing strategies differ?

04

74


Introduction: Approach for marketing and branding bus transport services






1. Introduction


IntroductionA


Stakeholder identification Stakeholder consultation Stakeholder strategy

Stakeholder Analysis

321

Branding Strategy Marketing Strategy

4321

75


Maintaining a brand: Overview

The responsibility of the middle manager is to maintain the brand of the Bus TransportOrganization. In order to achieve that objective, the middle manager needs to satisfy thedemand of the commuters. The demand of the commuters can be as follows:

Citizen Centric

Objectives

Environmental Demands

Social Demands

Adequacy

Regularity and Reliability

Comfort and Convenience

Affordability

Accessibility

7

6

54

3

2

1

By catering to these

demand we may ensure:

• A better quality of

services

• Higher customer

satisfaction

The above points ensure

that the brand built by

your senior manager is

maintained.






1. Introduction


IntroductionA


76


Maintaining a brand: Incorporate stakeholder inputs

Action

• AICTSL conducted three days of focus group sessions in which various community groups participated.

• These sessions were two-way communicative sessions that entailed informational presentations, rides on

iBus and question-answer sessions with the team members.

Impact

• These intensive sessions reached out to ~850 people. (including students, professionals, communities)

• They allowed the opportunity to further educate and correct misconceptions among the public.

• The residents had the opportunity to experience the BRTS first-hand and understand how it functions and

benefits their community.

• Comments and suggestions that were received became an excellent learning opportunity for the team.

• The press reported on the positive interactions at these sessions, bringing good visibility to the project.

The inputs from stakeholder ensured that the commuters feel their demands are heard and met. Furthermore, the

action points based on the specific demands ensured that the brand is maintained.






1. Introduction


IntroductionA


77


Maintaining a brand: Social media tools

Social media and online marketing are excellent channels for providing updates, connecting with customers, and letting them know the services offered. Social media marketing ensures that the commuters are updated with Authority’s decision.

• It connects the authority directly with consumers by sharingupdates, sales, contests, new services, and more!

• Monitor reviews and comments on different platforms. Respondto questions, compliments, and complaints quickly andprofessionally.

• Unlike web pages that feature static content, social media isupdated frequently.

• Host online contests, offer special discount codes exclusivelyfor social media followers, have customers submit photos, usehashtags, and tag bus services on social media platforms.

• Creative and distinctive content receives the most attentiononline.

• It’s better to do great marketing on 1 or 2 channels than to do it poorly across 5 channels.

• When choosing a platform, consider the platform target customers are on and the objective of the agency

• Each platform has an algorithm that determines who sees posts. Be wary of post frequency, number of likes, and text length to optimize social media impact.

How does it help? What should be considered?

✓ An organization should create multiple channels (Facebook, Twitter, Instagram, etc..) in order to post the updates of the services.

✓ The point of contact for social media marketing should post the same content on all the pages at almost the same time.

Key considerations

Social media marketing channels






1. Introduction


IntroductionA


78

Thank You !

Time for Discussion

79

Reference table

A. 8-9 A. 9-10 A. 8

Delivery

PPT

Trainer

manual

Participant

Manual

A. 10-11

B. 12

C. 13

D. 14-15

E. 16-21

F. 22-23

G. 24

A. 11-14

B. 15

C. 16-17

D. 18-19

E. 20-23

F. 24-25

G. 26

A. 9

B. 10

C. 11-12

D. 13-14

E. 15-18

F. 19-20

G. 21-22

A. 25-26

B. 27

C. 28-29

D. 30-32

E. 33

F. 34-35

G. 36-38

H. 39

I. 40

J. 41-42

K. 43

A. 27-28

B. 29-30

C. 31-32

D. 33-35

E. 36

F. 37-38

G. 39-41

H. 42-43

I. 44

J. 45-46

K. 47

A. 23

B. 24-25

C. 26-27

D. 28-30

E. 31

F. 32-33

G. 34-36

H. 37-38

I. 39

J. 40-41

K. 42-43


Bus and Crew

Scheduling





E. Case study: BEST Mumbai



2

Management of

Operations

A. An overview





F. Case study: KSRTC Mysore






3

80

Reference table

A. 44-45

B. 46

C. 47

D. 48-49

A. 48-49

B. 50

C. 51

D. 52-53

A. 44

B. 45

C. 46

D. 47-48

Delivery

PPT

Trainer

manual

Participant

Manual

A. 50

B. 51

C. 52

D. 53

E. 54

F. 55

G. 56

H. 57

I. 58

J. 59-61

K. 62

A. 54

B. 55

C. 56

D. 57

E. 58

F. 59

G. 60

H. 61

I. 62

J. 63-64

K. 65-67

A. 49

B. 50

C. 51

D. 52

E. 53

F. 54

G. 55

H. 56

I. 57

J. 58-59

K. 60-62

Demand and

Supply

A. Passenger demand



D. Critical parameters for supply of services

4

Monitoring of

Service





E. Stoppage report






K. Parameters associated with monitoring, along with

benefits

5

81

Reference table

A. -

B. -

C. -

D. -

E. 63-64

F. 65

G. 66

H. 67-71

I. 72

A. 68-69

B. 70

C. 71-73

D. 74

E. 75

F. 76-77

G. 78-81

H. 82-86

I. 87

A. 63

B. 64

C. 65-66

D. 67

E. 68

F. 69

G. 70-73

H. 74-78

I. 79-80

Delivery

PPT

Trainer

manual

Participant

Manual

A. 73-74

B. 75-77

A. 88-90

B. 91-93

A. 81-82

B. 83-86

Revenue

Collection

A. An overview

B. Fare fixation and Fare table

C. Case study: Karnataka

D. Case study: DMRC

E. Cash / Revenue handling

F. Types of frauds occurring during revenue collection

G. Various types of checks

H. Case study: NEKRTC city bus operation in Gulbarga

I. Link / Interlinkage with ITS and MIS

6

Marketing and

Branding

A. Introduction


82

Bibliography

1. SSATP ITS Toolkit. https://www.ssatp.org/sites/ssatp/files/publications/Toolkits/ITS%20Toolkit%20content/its-

applications/operations-management.html, Accessed in April 2019

2. Incident Management Plan, Department of Transport and Main Roads, Government of Queensland

3. BRT Planning Guide, ITDP, Viva, UNEP, GTZ, GEF, 2007

4. Robert Pressl, Claus Kollinger, Transport Learning, 2012, “Design and implementation of sustainable mobility campaigns”

5. Presentation of Dr. K N Ingalagi, BMTC, Management of Operations

6. Presentation of Shri Y Srinivasa Rao, Senior Manager, IT, APSRTC

7. Presentation of CMD, PMPML and snap shots received from PMPML

8. Integrated Intelligent Transport System (IITS), presentation by Commissioner, NMMC

9. https://www.fulcrumapp.com/blog/feedback-loops/, Accessed in April 2019

10. https://www.albert.io/blog/positive-negative-feedback-loops-biology/, Accessed in April 2019



Trainer Manual

1

December 2020December 2020




TRAINER’S NOTES – BUS OPERATIONS FOR MIDDLE MANAGERSTRAINER’S NOTES – BUS OPERATIONS FOR MIDDLE MANAGERS

2

PrefaceThe Efficient and Sustainable City Bus Services (ESCBS) project was introduced to improve the efficiency and attractiveness of city






(MoHUA).

Policy Advocacy for

Senior Managers


Managers

Monitoring and


Managers


Middle Managers


Middle Managers


Managers

Bus Operations for

Middle Managers


Managers

1 2 3 4

5 6 7 8





3

About the Module

It is strongly recommended to refer the trainer’s manual before the training session.















media options.

4

Learning Objectives













5

Note for Trainers

Questionnaire, 20 min

Tea Break, 30 min

Discussion, 30 min

Group Activity, 100 min

Content Dissemination,

180 min

Lunch, 60 min

Session BreakupTotal 7 hours (420 min)

Key points for Trainers

✓ The trainers shall make a genuine effort to the training

session interactive

✓ The trainers shall adhere to the time given for a particular

module. The discussion should be kept at the end of the

session

✓ The trainers are requested to circulate the pre and post-

training questionnaire at the beginning of the training

session

✓ A group activity has been planned for each training

session. The trainers are requested to circulate the same

as per the power point presentation (Delivery

presentation)

✓ It is recommended that the trainer refers to the module-

wise notes. They provide the objective of that module,

along with notes and questions for discussion during the

training session.

Part 1 Part 2Lunch

10:00 AM to 1:00 PM

1:00 PM to 2:00 PM

2:00 PM to 5:00 PM

Tea break 1 Tea break 2

Structure of the training

6

Table of Contents










2

Management of

Operations

A. An overview











3

7

Table of Contents

Demand and Supply

A. Passenger demand



D. Critical parameters for the supply of services

4






E. Stoppage report







5

8

Table of Contents

Revenue Collection

A. An overview



D. Case study: DMRC






6



9

Terminology








1. Introduction





10






1. Introduction

Terminologies in Bus OperationsA

Time allocation:

• Completing the Chart

provided – 40 minutes

• Presentation of the

Chart – 15 minutes

each group

Group Activity

Notes for Trainer

Participants are from different cities, and often more than one participants report from the same city, so

following is prerequisite:

• The Participants should divide into groups of 4-6 people each. The trainer should ensure that members

of groups are selected randomly and represent different organizations. Each team to have a team

leader selected by team members.

• Distribute the group activity sheets and help them complete them.

• Encourage brainstorming and thinking outside of the box & innovative solutions.

• On completion, participants to share the challenges they face and their current practices.


11

Notes for Trainer








1. Introduction








General Information on the Session

Approximately 30 min

Module Objective

• Module covers the technical and commercial aspects of bus operations and marketing of

bus services.

Module Notes

This part covers factors affecting bus & crew scheduling, optimum utilization of staff & fleet

with case study and crew reporting procedure.

Questions for Discussion

Q1. What are 03 main factors affecting the scheduling of the bus & crew?

Q2. Explain 02 method followed in respect of crew change?

Q3. In Urban transport, the operator is expected to be provided services for 18hours,

however, as per M T W Act crew duty (with 02 crew per shift) serves for 16hours. For extra 02

hours, what are the options which can be adopted?

12








1. Introduction








1. Running Time 2. Stand Time / layover time

No. of stops & waiting

time

Distance between stops/

stations

Operating condition

Reporting time for

crew

Cushion for the delay

occurred in the journey

Rest breaks for the crew


13








1. Introduction








Notes for Trainer

• Running time is effected by no. of bus stop/stations, distance between them and the operating conditions

• Therefore, stand time should be arrived after taking into consideration the punctuality of the operation,

passenger convenience, and rest time for the crew. For longer routes the stand time is more, and the stand

time is less for shorter routes.

• It is highly essential note that the running times vary by time-of-day and should be adjusted based on

actual data on running times

In bus scheduling, there are three main factors:

• Passenger demand & frequency proposed

• Running time

• Stand time

From Operations Planning, we got insights into route wise passenger demand and frequency requirements.

Next focus is on understanding running time & stand time.


14








1. Introduction









Notes for Trainer

Running Time:

Determination of running time is a prerequisite for correct scheduling. In urban public transport, the

running time varies by time-of-day due to heterogeneous vehicular traffic, traffic signals and

waiting time at stops/stations for passengers' boarding & alighting. So the running time should be

adjusted based on actual data on running time. The spinoff is, it also encompass the other

conditions en-route. Ensure compliance of statutory speed limits for carriages as mentioned in the C M V

Rules and/or in state M V Act are not exceeded.

Stand Time:

Stand time, also called layover time, is the free time given at both the terminus points. It is essential with

regards to the following:

Allow time for the passengers to board and alight as well as sweeping of bus.

The conductor may need time to report at the bus station control room before starting his services.

The other essential purpose of Stand Time is to cushion any delays occurring during the journey.

Enables giving rest breaks to the crew, in keeping with the provisions of the Motor Transport Workers

Act.

Therefore, stand time should be arrived at after considering the punctuality of the operation, passenger

convenience, and rest time for the crew. The stand time should be more for longer routes and less for shorter

routes.

15








1. Introduction








Notes for Trainer: Bus and Crew Scheduling (Factors affecting crew scheduling)

• Explain the above and highlight that Lack of proper crew scheduling increases the operational cost

• A crew schedule is considered efficient and economic only when the over-time allowance to be paid is

minimum, and the analysis is carried out, ensuring the least number of conductors and drivers are

required to perform a bus schedule.

• Long layover periods will increase the cost of operation since both the vehicles and crews are idle.

Therefore, the hours of duty should be as near as possible to 8 hours per day, and duties far below or

above 8 hours per day should be the least in number.

Basic factors that affects development of a crew schedules as per Motor Transport Workers Act 1961 (MTWAct), are as follows:

✓ Maximum 8 hours steering duty on a day and 48 hours in a week.

✓ The 8 hours steering duty can be extended up to 10 hours in a day with the approval of competent

authority.

✓ After completion of 5 hours duty, a 30 minutes rest should be provided.

✓ At a stretch 6 hours duty (without providing a 30 minutes rest) can also be obtained. However, the crew

cannot be given duty after 6 hours for the same day.

✓ Maximum 12 hours spread over in a day. However, in case of natural calamities, breakdowns, accidents

and acts of god this provision is not applicable.

✓ Minimum 9 hours rest between two successive duties.

✓ Split duty - Subject to the other provisions contained in the Act, the hours of work of a motor transport

worker shall not be split into more than two spells on any day.

✓ After working successfully for 6 days, 7th day shall be weekly off.

✓ For loss of weekly rest payment of over at double the rate of the normal wages.


16



• The crew duty allocation is done with the help of IT. The crew gets the information well in

advance on their mobile phones and crew duty kiosk.

• All crews members are supposed to follow the standard operating procedure of reporting on

duty.

1. Everyday, the crew is first expected to first report to the traffic supervisor at the dispatch

section.

2. The driver then has to collect the bus from the parking vehicle pool while the conductor

collects the ETM, denomination tickets and other accessories.

3. After completing all formalities, both of them can depart from the depot

4. In case any one from crew has not reported, it is the responsibility of the traffic supervisor

to call and confirm his availability for duty.

• In case of non-availability of the driver, the traffic supervisor has to arrange another

driver from the daily wages staff pool. Rarely it may also happen that a driver is not

available in the pool. In such circumstances, the traffic supervisor is required to

depute such driver who has completed his allotted duty (with overtime).

• In case of non-availability of the conductor, the traffic supervisor has to arrange

another conductor from the daily wages staff pool. In case a conductor is not available

in the pool, the traffic supervisor is required depute such conductor who has

completed his allotted duty (with overtime).

• The role of a driver–cum–conductor, in the absence of either driver or conductor,

becomes vital, since he may be given duty at the dispatcher's wish.






1. Introduction









17



5. In normal circumstances, IT plays a significant role in crew management. However, in a

case of abnormal circumstances, it is the dispatch section's responsibility to make the crew

available and ensure that the operation does not get hampered.

6. The dispatch section has to ensure that the entire crew has completed their duties and

reported back.

7. The dispatch section has to validate the next day’s crew duty allocation

8. After completion of duty, the driver will hand over the vehicle to vehicle pool in charge in

the same working condition. In case any defects are experienced or observed by the driver,

the same shall have to be reported to the vehicle pool in charge.

9. After the completion of duty, the conductor will hand over the ETM / tray to cash & issue

section in charge in the same working condition along with cash & way bill. If any deviation

/ fault are experienced or observed by the conductor, the same shall have to be reported to

the Cash & Issue Section.






1. Introduction









18



Tips for improving the efficiency of staff and fleet utilization

• Planning the route schedule using latest technology software

• Since the running times varies by time-of-day, it should be adjusted based on actual data on

running times

• Option of broken duty concept may be implemented

• There are two methods that can be followed for bus & crew change

• First method (at the depot)– After completing all scheduled trips, the crew, along with the

bus, reports to the depot, and crew change takes place at the depot. Depending on

maintenance requirement, bus replacement may also take place.

• Second method (en-route/at the terminal) – After completing all scheduled trips, the crew

changes occur at the bus station/destination; the bus is kept on rolling without getting back

to the depot. After completion of the last trip of the day, the vehicle & the respective crew has

to report to the depot.

• Challenges in route scheduling–

1. In urban areas, the public transport operator is expected to be provided services from 05:00 till

23:00 (total 18 hours).

2. In Urban transport, the operator is expected to be provided services for 18hours, however,

as per M T W Act crew duty (with 02 crew per shift) serves for 16hours. For extra 02 hours,the following are standard options:

A. Providing additional crew per shift. This would lead to extra expenditure (or)

B. Giving overtime (OT) is to be given to the last crew on a rotation basis. This would also lead

to extra expenditure (or)

C. In case passenger demand is known, then it is possible to plan the vehicle & crew schedule

without any extra expenditure.






1. Introduction









19








1. Introduction











kms


Due to zero dead kms, no costis incurred on account of fuelconsumption




vise-a-versa

Nil


Time saving

Frequent breaks due to changeover at depot.

Service

frequency




Reporting

procedure

Time saving

Benefit to customer

Maint.

issues

Fuel

Consump

Dead kms


20








1. Introduction








Notes for Trainer: Highlight the An overview. For the study, Wadala & Oshiwara depots were selected and

M/s. Trapeze has given solutions

An overview:

• The planning and scheduling was done in a traditional way (manual scheduling)

• It was a time-consuming job

• Practically not possible to oversee the entire data for optimization

• Frequent conflict of perspectives since various officials were involved in the process, causing deviation

from the actual path

• Manual creation, analysis and actual implementation of the plan with permutations & combinations was

difficult

• For the study, Wadala & Oshiwara depots were selected for the implementation of technology.


Schedules Crew

No of buses held Combine maximum in one Route

Journey time per trip Combine with feeder for longer routes & vice versa (This is in case 2 trips are not possible in one long route)

Headway Rest period (Feeder & long route)

Departure & arrival of all buses from & to the depot*

Relief point for staff*

Control points at Origin & Destination Optimization through experience

Capacity of bus station/terminus to handle arrival & departure

Time taken depends on the volume of buses

After the completion of the first shift, crew change for the second shift takes place en-route bus stations or terminals

and not at the depot. This means that the bus goes to the depot at the end of the day's schedule only.


21


Plan 1 Plan 2


Combination of duties

& routes

Duties combined with routes/buses of

different depot at common relief point

Combination of routes with same depot

& same type vehicle (i.e., AC with AC)




Plan 1, due to the combination of the long routes, the BEST got the freedom to change duties at a common

relief point for various routes of different depots.

The duty saving is to the extent of 4.3% in similar line in plan 2 having a combination of feeder & long route

of the same depot; the duty savings is up to 4.3% even with 12 depots.






1. Introduction










22


Depot Manual

(25Depots)

Combined (Manual -23+

Computerized 2 depots)

Saving by Computerized

schedules

Mon to Fri

Sat Sun Holiday Mon to Fri


Sat Sun Holiday

Wadala 421 419 353 378 401 397 331 353 -204.75%

-22 -22 -25

Oshiwara 419 415 302 340 403 397 287 324 -16 3.81%

-18 -15 -16

% 840 -364.28%

Duti

es &

Savin

gs

Benefits in duty savings due to automation



Manually 22

2.64%

619

74.40%

177

21.27%

14

1.68%

832

100%

Automated 88

11.00%

655

81.75 %

53

6.63%

5

0.63%

800

100%



Manually 22

2.66%

622

75.30%

169

20.46%

13

1.57%

826

100%

Automated 80

10.11%

655

82.81%

51

6.45%

5

0.62%

791

100%

Overv

iew

of

spre

ad o

ver:

M

anual

vs. A

uto

mate

d






1. Introduction










23


Duties & Savings


Depots Mon to

Fri

Sat Sun Mon to

Fri

Sat Sun Mon to

Fri

Sat Sun

Wadala 399 398 316 361 359 290 -38 -39 -26

Oshiwara 428 425 314 408 403 290 -20 -22 -24

Colaba 241 216 113 236 209 107 -5 -7 -6

Backbay 309 282 174 295 267 162 -14 -15 -12

Anik 451 449 408 435 432 397 -16 -17 -11

Deonar 356 352 273 338 333 274 -18 -19 1

Ghatkopar 412 394 303 403 384 302 -9 -10 -1

Vikhroli 362 354 215 345 336 224 -17 -18 9

Magthane 376 376 342 353 352 313 -23 -24 -29

Goregaon 397 396 307 384 381 288 -13 -15 -19

Poisar 292 277 226 275 259 212 -17 -18 -14

Goral 431 425 354 430 422 349 -1 -3 -5

Total 4454 4344 3345 4263 4137 3208 -191 -207 -137

-4.3% -4.8% -4.1%

Benefits in duty savings due to automation in 12 depots






1. Introduction










24








1. Introduction








In most of the urban transport, schedules are planned based on certain fixed criteria i.e., time taken to traverse 1kms distance.

• Suburban route will take 2.5min to travel 1km distance (approx. speed 24 kmph.)

• City route will take 3min to travel 1kms distance (approx. speed 20 kmph.)

Slab Time

Morning Slack From first trip of first schedule till 0800hrs

Morning Peak 0800 – 1100hrs

Normal 1100 – 1600hrs

Evening Peak 1600 – 2000hrs

Evening Slack 2000 - till the last trip of the last schedule

Since the implementation of ITS project, the outcome of the vehicle monitoring system are as follows:

1. During early morning & late night, the running time to complete the trips have reduced were less.

2. On the other hand, during peak hours (both morning & evening) running time has been higher than usual.

3. In the afternoon, the trips have been adhering to the schedule time.

So the management has revised the schedules as given below:


25



Sl. Parameters Savings in 2015-16 Amount(Rs. Lakhs)

1 Schedule optimization

Reduction of 2314 kms daily; 844610 kms annually (@ Rs 18.95 variable CPKM in 2014-15)

160.05

2 Reduction in Buses

Same effective kms performed using 8 less nos. of buses (Procurement cost @ Rs 33 lakhs/bus)

264.00

3 PreventiveMaintenance

Savings on lubricants & filters(@ avg. cost of 20 ps/km & 5 ps/km)

2.19

4 StaffReduction

Reduction of Staff in Central Bus Station 35.00

5 Over Time Reduction in Over Time 124.00

Total 585.24


Note: The Mysuru Intelligent Transport System (MITRA)initiative of KSRTC was supported by World Bank & MoUD







1. Introduction









26



In operation planning, we learned about the routes, frequency/trips required in-line with passenger

ridership, and study of existing and required public transport infrastructure for smooth bus operation.

Bus infrastructure includes the depot, terminal/stations, and stops.

Focus will now be laid on allocation of routes to particular depots. The criteria to be considered while

allocating the routes to the depot are as given below:

• The distance between the depot and the origin of the route shall be the least. In case of depot

availability at the destination point, the possibility of allocating an onward route to one depot and

return route to another depot may be explored so that the total dead kms are the least.

• On the common route section, depots operating maximum number of buses shall be studied.

Preference may be given for such a depot in route allocation.

• Total number of routes to be plied on and commuters to be carried, available fleet & workforce

and capacity of the depot have to be taken under consideration while planning for allocation of

routes.

The information on alignments of routes, trips with ridership patterns is covered in “operation

planning,” and optimum utilization of staff & fleet is covered under bus & crew scheduling of “bus

operations.”

In the last phase of operation planning, we have covered the validation of the operation plan via

reality check.






1. Introduction








Notes for Trainer: Bus and Crew Scheduling (Fleet allocation)

• Terms such as dead kilometers should be explained first

• In case of availability of depot at the destination point, the possibility of allocating an onward route to

one depot and return route to another depot may be explored so that the total dead kms is the least.


27


Notes for Trainer







1. Introduction

An overviewA


Managing dispatchC











Module Objective

• Module covers the technical and commercial aspects of bus operations and marketing ofbus services.

Module Notes

This unit emphasizes on how to manage the bus operation effectively.

Questions

Are you using ITS application for managing the bus operations?This question is intentionally included, since this module aim at getting change/upgradation inthe traditional practice of bus operation by extensive use of ITS. The facts shared wouldenable the trainer to have beforehand information on topics to be emphasized whiledelivering.

For navigation the discussion, the topics are service route service monitoring (scheduleadherence, incident management and driving standards compliance), contract compliance,dynamic rescheduling.

28


An overview


Dispatch


Schedule Adherence

Emergency/Incident

management


Compliance



The above applications are in line with the World Bank recommendation, which are based onthe global best practice. However, to get the expected outcome, some challenges need to beaddressed in the bus operation stage with the aim to synchronize the technology with groundrealties/conditions






1. Introduction

An overviewA


Managing dispatchC









Notes for Trainer: Management of Operations (An overview)

In Urban transport, traditionally managing the entire operation (i.e., without the use of ITS) has often lead

to criticism especially on the fasciae like no efficient control on dispatch of vehicle, route service

monitoring, schedule adherence, lack of real-time information to the passengers, coordination with other

supporting sections/departments including for handling an emergency.



29



1. In Urban transport, during peak hours, it is often impossible for the bus to halt at the

designated area at the bus stop/bay. It is, therefore to take the total area for geo-fencing

in place of only designated area. Else, even after stopping the bus, it would be treated as

“skipped bus stop.”

2. For a result, orientated AVM implementation, it is essential to synchronize the functional

requirements of PIS, AVM for a given geo-fenced area. For the same, physical trail needs

to be carried out, and information captured needs to be verified for its accuracy.

3. Changes in the route schedules needs to be tracked properly for latitudinal and

longitudinal and should be updated accordingly. In case of incidence, a reason beyond

control, decision to "override" the PIS shall be in place with provision to restore once the

bus follows the regular path. Ensure action taken shall be as per standard protocol and

does not create a panic situation

4. If buses are to be procured with ITS and the GPS & GPRS are to be procured from

different sources, it is essential to ensure that the ITS equipment is functionally

synchronized to communicate correct information of bus location to the server in a

predefined format. At the same time, the ITS equipment shall also be able to accept the

transmitted information from the server.

5. In urban transport, bus stops are often closely located, and it becomes challenging to

track bus arrival at a given bus stop. Therefore, a prerequisite is to codify the bus stop

and display the number at the bus stop while making sure that same coding pattern is

used for the web portal also.






1. Introduction

An overviewA


Managing dispatchC










30



6. Ensure algorithm are fine-tuned to provide correct “Expected Time of Arrival” truly verified

with real-time situation

7. Educating the crew – Often the crew with the knowledge that their performance is

monitored, sabotage the AVM by disconnecting the power without knowing that with the

power backup, the AVM continues to send the information. In this backdrop, the crew,

needs to be educated about the benefits of the system to ensure their acceptance and

prevent sabotage

8. The AVM shall be placed within the driver’s reach to enable him to use the hotkeys

provided for various types of emergencies (may be fixed on the right side of the driver,

above the driver's door). The AVM shall get uninterrupted power supply irrespective of the

movement of the bus.

9. Fitment of GPS/GPRS antenna should not be easily accessible by the crew to avoid

sabotage (maybe fixed on top of the bus, above the windshield, in the middle)






1. Introduction

An overviewA


Managing dispatchC










31


Managing dispatch






1. Introduction

An overviewA


Managing dispatchC









Objective

• Ensure the departure of the bus, according to the operational and headway plan at the scheduled time

• Maintain the headway intervals by managing the departures as close as possible, in case of late arrival of incoming

vehicles and/or other disruptions

• Manage departures by providing best possible services with limited resources

• Liaise for support services with depot for replacement vehicles and/or drivers, in case of break down

Whom it will benefit

Operator:

• It provides real-time information on schedules, dispatching sequence, and vehicle availability to the dispatcher.

• Provides status information and alerts about actual and missing departures.

• Dispatcher can intervene as and when required to ensure the planned service is performed, and respond to

disruptions (if any).

• Voice and data communication with drivers, vehicles and support staff helps to facilitate on-time departure.

• Uses the information to fine-tune the planned service, and to monitor driver performance.

Authority:

• The information aid’s the Transport Authority to monitor the daily performance. In real-time, they can direct the

operators to carry out corrective measures, or the Authority can intervene directly (in case of major disruption).

• The data generated in Bus Operation can be used extensively for post-event analysis.

Other modules: The information generated is one of the crucial inputs for other modules.

How it works

AVM Unit is mounted in each bus which enables the operator to visualize vehicle positioning at any given time, both in

terms of the actual location and relative to their scheduled location.



32


Managing dispatch

Vehicle tracking on








1. Introduction

An overviewA


Managing dispatchC










33








1. Introduction

An overviewA


Managing dispatchC









Objective

It provides real-time information about the operational status of the route ie., identify how the route is

performing as against the planned performance.


Passengers: Route service information viz, real-time passenger information, traveler alert services, and

journey planners can be included in passengers advice.

Dispatcher: To grab the attention of dispatcher about crucial information, the visual tools are used for

highlighting the critical information:

• Representation of the intervals between vehicles

• Colour-coding of variances to indicate early/late running, bunching, excessive intervals

• Flashing symbols for variances that need close attention

• Audio alerts

The information also channelizes the support staff of bus operation.

How it works

• VMU fitted in each bus tracks the location throughout the trip. Such information from all the buses is fed

into the module and along with other necessary information such as acquired real-time and pre-planned

information from external sources about events, disruptions, etc.

• For a given route, the data is compiled & processed basically for comparison of real-time information on

route (such as vehicle location, speed, delays etc.,) as against the planned service (timetable, headways,

running times). The focus is to measure the deviation of actual performance against the planned.

• It supports the dispatch module.


34



1453 hrs1453 hrs


Advance


Actual






1. Introduction

An overviewA


Managing dispatchC










35



On-

time

05min

early


Vehicle tracking : delay/ early/ on-time






1. Introduction

An overviewA


Managing dispatchC










36








1. Introduction

An overviewA


Managing dispatchC









Objective

Aid the dispatcher to keep the service operating according to the schedule/planned headway and get

vehicles to depart on time or according to headway specifications.


Dispatcher:

• The application predicts & highlights the delays & excessive intervals in advance, viz.,

• any vehicles that will arrive at the terminal point too late to commence their next trip on-time.

• any vehicles that are likely to be in delay for a scheduled crew change or meal break, and causing

cascading delays in services. This gives the dispatcher the opportunity to prioritize such vehicles for

intervention, so that the change-over or meal-break happens on-time

• so that the dispatcher gets the time to plan mitigating actions

• Some of the lead interventions which dispatcher uses to improve schedule adherence are:

• Use of traffic priority system, which can grant priority to vehicles on-schedule or in delay.

• If continuous delay is occurring, then the planning function needs to intervene to identify where the

schedule needs to be adjusted to optimize schedule adherence

• This application plays a crucial role in reducing the risk of bunching

How it works

• The key to the success of urban transport is to ensure all trips depart/arrive on time.

• The application gets information from dispatch & route service applications on the current location,

current delay status, known sectional running times, and actual information such as disruptions, if any

inputs and checks whether the schedule is adhering to the plan or demands intervention of dispatcher.


37



Schedule adherence:

The “Vehicle Mounting Unit” fitted in the buses, send the information of its presence. Out of

which the information, as highlighted below, is of interest:









1. Introduction

An overviewA


Managing dispatchC










38



Measures of Performance

Indicators

BaselineApril-2012

Temporal Survey-1

2013

Temporal Survey-2

2014

Temporal Survey-3

2014

Temporal Survey-4

2015

Temporal Survey2018

Bench-mark

Trip Origin –Proportion of trips departing ± 5 minutes from scheduled time

9% 19% 24% 32% 46% 83% 79%

Trip Midpoint –Proportion of trips between -1 to +5 minutes of scheduled time

7% 19% 23% 31% 45% 77% 79%

Trip Endpoint –Headway coefficient (headway standard deviation/mean headway)

NA 84% 73% 73% 64% 58% 39%







1. Introduction

An overviewA


Managing dispatchC










39








1. Introduction

An overviewA


Managing dispatchC









Objective

Driving a public transport bus in urban areas having heterogeneous traffic using the same road space is not

an easy task. The style of driving further aggravates the task and human factor, i.e., thoughts that are

going through the mind & its implications increase the chance of incidence. So the objective of ensuring

drivers to follow driving standards has gained significance. It may be through controlling mechanisms fitted

in vehicles like speed limiting device and/or on-road checks. It is essential to note that the traditional

checking procedure on-road is complimentary to ITS application.


• Safety of passengers at large and rolling stock safety, which is the property of the operator.

• Authority : image building of urban transport as an organize transport having incident-free track record &

compliance with driving standard

How it works

The application gets information from the dispatch & other related applications as inputs. The application

processes the recorded information and carries out investigation, regime for monitoring, detection of poor

practice or violations, and subsequent enforcement – i.e., ‘detect and deter’. Some of the sets of compliance

checks that can be included consist of:

• Detection of excessive speed;

• Detection of sharp acceleration or deceleration;

• Detection of excessive pitch and roll, sharp turns; and

• Detection of poor driving practice


40



S.NO MIS REPORT ATTRIBUTEMAR15

MAR16

MAR17

MAR18

MAR19

1NO OF BUS STOPS

SKIPPED5 4 4 3 4

2 NO OF SPEED VIOLATIONS 6 4 4 3 3

3NO OF SUDDENACCELERATION 15 11 11 8 8

4 NO OF HARSH BRAKES 7 3 2 2 2







1. Introduction

An overviewA


Managing dispatchC











41




AngleNo of Track



12.324465 76.691162 780 21 358 11 2017-04-24. 11:51:31 Up Gradient

12.3247 76.69133 780 16 92 12 2017-04-24. 11:51:41 Level road

12.32465 76.692024 777 36 100 12 2017-04-24. 11:51:51 Down Gradient

12.324483 76.693024 773 38 100 10 2017-04-24. 11:52:01 Down Gradient

12.324344 76.693848 769 19 100 12 2017-04-24. 11:52:11 Down Gradient

12.324324 76.69397 768 11 100 12 2017-04-24. 11:52:21 Down Gradient

12.324226 76.694565 766 32 100 12 2017-04-24. 11:52:31 Down Gradient

12.32411 76.695572 763 43 90 11 2017-04-24. 11:52:41 Down Gradient

12.32422 76.696709 758 47 80 12 2017-04-24. 11:52:51 Down Gradient

12.324741 76.697708 752 20 68 12 2017-04-24. 11:53:01 Down Gradient





From this data, it is evident that the driver has not observed the traffic while crossing the ring

road








1. Introduction

An overviewA


Managing dispatchC










42


Objective

Emergency preparedness for potential disruptive or damaging incidences. Incidents may include accident,

fire, an assault or threat for a driver, commuter, medical emergency, etc.

How it works

It is prerequisite to know the types of incidences, clustered in 3 levels followed how it works/way to handle

the incidence:

• Alarm/alert initiated by the driver/conductor/bystander overrides the standard communication protocols

and gets priority alert to the dispatcher

• Dispatcher tries to understand & categories the incidence and follows the protocol action as stipulated:

Incident management

Level Categories Incidence Way to handle the incidence

1 Individual vehicle or location

1. Breakdown of vehicle,requiring technical assistanceor replacement;

2. Illness or other non-criminalincident including minorinjuries requiring medicalsupport;

1. Send the towing vehicle & team ofmechanics and other vehicle of the sameclass as a replacement.

2. As per the requirement of the situation,inform the emergency trauma center,police department and other allieddepartments.

As per the case, traffic signal adjustment inthe vicinity of the disruption areas is highlyessential.






1. Introduction

An overviewA


Managing dispatchC









Instructor – explain the objectives, how it works & level and also beneficiary


43


Incident management






1. Introduction

An overviewA


Managing dispatchC










2 Impacting only the public transport services

1. Restriction on entry ofHeavy Motor Vehicles

2. Diversion/Restriction due toroad construction/repairs /events

3. Unplanned diversion by thedriver &/crew

4. Incidence involving loss ofproperty, fire and orcommuters sustaining

major injury/fatality

For known disruptions (e.g. planned road work, events),temporary route diversions, temporary schedules andadjusted sectional running times can be pre-programmedinto the dispatch module and activated for the workperiod

It is essential to escalate such incidence to the dedicatedteam/workstation, which takes over the management ofspecific categories of emergency/incident. This ensuresthat appropriately-trained personnel handle the incident.

At the same time, it allows the dispatchers to remainfocused on the normal operations.

3 Impacting the urban area and utilities, of

which public transport is one

1. Assault, aggressive orsecurity incident, requiringpolice/security response

2. Weather-related events and

restrictions3. Diversion/Restriction due to

major road construction/repairs/events

Such incidence needs to be escalated to the dedicatedteam/workstation as referred above, allowing thedispatchers to remain focused on normal operations.

For occasional disruptions due major road construction/fairs, festival leading to unavailability of streets,alternative plans can be stored within the dispatch andactivated whenever a trigger event occurs

Note: It is equally essential to train the staff including crew in incident procedures, maintaining good

incident records and call log, reviewing the response after an incident, and identifying whose responsibility

it is to take specific actions if an incident happens


1. Commuter: safety at large

2. Operator: safety of crew & rolling stock

3. Authority & Operator: image building of urban transport as an organized public transport with

excellence in the management of an incident


44



The Indian Penal Code (IPC) Provisions, have defined offences under in concern section and

prescribed punishments thereof. The following are the IPCs as applicable for Urban Transport.

• Section 279: Rash driving or riding on a public way. “Whoever drives any vehicle, or rides, on any

public way in a manner so rash or negligent as to endanger human life, or to be likely to cause hurt

or injury to any other person, shall be punished with imprisonment of either description for a term

which may extend to six months, or with a fine which may extend to one thousand rupees, or with

both.”

• Section 304A: Causing death by negligence. “Whoever causes the death of any person by doing

any rash or negligent act not amounting to culpable homicide, shall be punished with imprisonment

of either description for a term which may extend to two years, or with fine, or with both.”

• Section 336: Act endangering life or personal safety of others. “Whoever does any act so rashly or

negligently as to endanger human life or the personal safety of others shall be punished with

imprisonment of either description for a term which may extend to three months, or with fine

which may extend to two hundred and fifty rupees, or with both.”

• Section 337: Causing hurt by act endangering life or personal safety of others. “Whoever causes

hurt to any person by doing any act so rashly or negligently as to endanger human life or the

personal safety of others, shall be punished with imprisonment of either description for a term

which may extend to six months, or with fine which may extend to five hundred rupees, or with

both.”

• Section 338: Causing grievous hurt by act endangering life or personal safety of others. “Whoever

causes grievous hurt to any person by doing any act so rashly or negligently as to endanger human

life or the personal safety of others, shall be punished with imprisonment of either description for a

term which may extend to two years, or with fine which may extend to one thousand rupees, or

with both.”






1. Introduction

An overviewA


Managing dispatchC










45



Objective

To allows the schedule to be adjusted in real-time or semi-real time in response to prevailing circumstances


Passengers: Passengers get real-time updates due to dynamic rescheduling through various

communication channels, including traveler alert services.

Dispatcher:

• The revised schedule is not only transmitted to the commuters but also in-vehicle devices; thereby, the

crew get the latest information on the trip to be performed.

• Even the times of arrival of the bus at en-routes bus stops also gets adjusted

• This application not only revises the schedule but also focuses on eliminating miscommunication, which

may often arise in manual communication

How it works

The application gets information from dispatch & other applications as inputs. The schedule gets adjusted in

real-time, and as such the dynamic rescheduling can operate at various levels of complexity, including the

following situations:

• Smoothing the schedule or headway pattern when a vehicle is missing

• Recalculating the schedule or headway pattern when one or more additional vehicles are operated on a

route (e.g. in response to unusually high demand)

• Recalculating the schedule and intermediate times when a route diversion takes place

• Recalculating the schedule based on the actual overall or sectional running times

• Creating an alternative schedule in case of severe disruption






1. Introduction

An overviewA


Managing dispatchC










46









1. Introduction

An overviewA


Managing dispatchC










47



Objective

The application focuses on measuring the degree of compliance with the conditions of the service contract


Transport Operator: When the service contract requires self-reporting by the Operator (this is usually

supplemented with checks by the Transport Authority)

Authority: When the authority prefers to have full visibility of service operations and performance

How it works

The application gets information from the dispatch module & other related modules as input and

performance is measured for parameters like

• Whether all scheduled trips are operated in full;

• Whether trips are part-operated;

• Deviations from specified route alignments;

• Breakdowns, Speeding, etc.

• Vehicle committed vs. provided (A/C against non AC (or) availability of ITS or fares equipment on the

vehicle)

• Compliance for supply of fit vehicle and driver with license, insurance, safety, and other regulatory criteria






1. Introduction

An overviewA


Managing dispatchC










48


Notes for Trainer



Module Objective


Module Notes

The unit focuses on total demand & its sources and route wise demand fluctuation.


Q1. What is passenger demand?

Q2. Sources of passenger demand?

Q3. What are the critical parameters to be considered in the supply of services.







1. Introduction

Passenger demandA




49


Passenger demand

Catered demand + Un-Catered demand + Lead

Catered demand – no. of passengers who boarded the bus /

availed the public transport services.

Un-catered demand – no. of passengers who have not boarded

any public transport bus, instead they preferred to go by IPT/

other mode after waiting at the bus stop.

Lead – Individuals willing to shift to public transport from other

modes such as IPTs, personalized vehicles, etc.

Notes for Trainer: Demand and Supply (Passenger demand)

• The catered demand includes those commuters who have availed public transport facilities.

• Un-catered demand includes those individuals who come to the bus stop and due to non -availability of

bus they opt for other modes of transport (IPT/share a ride etc.);

• Lead includes - those individuals who commute daily by personalized vehicle or IPT and if their

commuting needs are addressed by the public transport they would shift to public transport.






1. Introduction

Passenger demandA





50



N A C P V

Nigdi

Akurdi

Chinchwad

Pimpri

K KN

Vallabnagar

Nashik Phata

Kasarwadi

D

Dapodi

Khadki

S

Shivajinagar

R

RTO Office

P

Pune Station



Bhosari

CCTI

Notes for Trainer: Demand and Supply (Sources of passenger demand)

Bus stops, which are common boarding points for multiple routes – real-time information on route-wise

services, for awaiting passengers, is also essential.






1. Introduction

Passenger demandA



Critical parameters (supply of service)D Total demand

Source

Catered demand

Route wise and trip wise data on no. of passengers availed Public Transport (PT) services

Un-catered demand

Primary survey –Passenger volume count survey is a prerequisite at all en-route bus stops/stations followed bysegregation of received data with the help of no. of passengers availing & not availing PT

Lead Shift to Public transport – primary survey on(1)Classified traffic volume count(2)Origin-Destination survey with additional data on expectation from PT service provider, if

provided would shift to public transport from other modes


51



0

10

20

30

40

50

60

70

80

No o

f Passengers

->

Name of the stop ->



Route length : 20.2 kms. approx.

Notes for Trainer: The bar chart depicts the stop wise no. of passenger traveling in the bus

• It can be learned from the bar chart that the bus is almost full at starting till Damodar Vitavkar Marg.

Then onwards for a distance of 7 kms approx., till Ghansoli Naka, the no. of commuters are less than 30.

From their onward up to tubhe naka (near Vashi Rly Stn) for the distance of 6 kms approximately, the

increase in passenger ridership is observed. Overall it can be considered as viable operation.

• There is a need to study 7 kms of section between Damodar Vitavkar Marg and Ghansoli Naka as to know

why the passenger demand is less and what measures are to be taken to increase the ridership in this

section.






1. Introduction

Passenger demandA





52


Critical parameters for the supply of services

In the supply of services, the following points are

to be taken under considerations:

The first focus shall always be onensuring assured passengers are notopting for other alternatives.

For planning of route & trips on a givenroute, information on bus stop wisepassenger ridership should be used

The trend line analysis of daily,monthly and seasonal fluctuation couldlead to fine-tuning of trips andschedules.

If, on a given route between specified busstops, more passengers demand isobserved than the services provided, thenan extra bus should be operated betweenthat section. However, due considerationsare given to the length of such sections.

The type of bus to be operated is afunction of no. of passengerstraveling/ridership, expectation ofpassengers, income level attributes, etc..

Notes for Trainer: Along with above explain also stress on the following:

It is essential to match service frequencies to passenger demand to avoid overcrowding, delays, and

convoy formation. This may mean changing headways every 15 to 60 minutes during peak travel times






1. Introduction

Passenger demandA





53


Critical parameters for the supply of services – Cases study of PCMC






1. Introduction

Passenger demandA




• Corridor – 3 – NashikPhata to Wakad

• Date of commissioning:28 Nov 2015

• Route Length - 8km

• No of stations - 15

• 10 primary surveyswere conducted.


Notes for Trainer:

Reference to M&E annual report, 2015, the commuters have expressed dissatisfaction over the existing

non A/C services and thereby generated a demand for A/C buses. Which PMPML could not provide.

54









1. Introduction



Monitoring is an ongoing internal process, where system conditions are examined through

collected data. Monitoring aids in analyzing the operational efficiency and performance, and

the detection and reporting of possible errors. An efficient monitoring framework leads to

improved performance.

Some of the parameters considered in the monitoring of urban transport services are as

follows:

1. Early/Late departures and arrival of buses from depots and at bus stations

2. Non-completion of scheduled trips by the buses

3. Deviation in trips by the buses

4. Cancellation of the trips in the scheduled program

5. Calculation of cancelled Kilometers

6. Vehicle traveled path with distance report

7. Identification of the Idle time of the buses

8. Average speed report

9. Over speed distance report

10. Speed limit violation report

11. Stoppage report

12. Skipping of bus stops

13. 1 Weekly/15 Days Consolidated VTS Analysis Report - Depot wise/vehicle wise

14. Monthly Consolidated VTS Analysis Report - Depot wise/Vehicle wise

15. Working/non-working status report of GPS units every month



Stoppage reportE


Kilometers reportG





55









1. Introduction





Stoppage reportE


Kilometers reportG




Monitoring real-time trip progressJNotes for Trainer: Monitoring of Service (Monitor timely departure from the depot)

• In Urban Transport, the priority is given to punctual departure from the depot.

• The table (left above) depicts the delay in some of the scheduled departure from the depot.

• The adjacent table (right) is a summary table that depicts the cause for delay.7. Marketing and Branding

56








1. Introduction





Stoppage reportE


Kilometers reportG







Notes for Trainer: Monitoring of Service (Service contract compliance report)

• The above table illustrates the service performed by the vehicle in a day.

• By this report, one can ensure the compliance of no. of trips performed against the allotted route and

deviation from route; punctuality; skipping of stops; total kms operated against scheduled kms.


57











1. Introduction





Stoppage reportE


Kilometers reportG





Notes for Trainer: Monitoring of Service (Speed limit violation report)

Above information shows, frequency of speed limit violation in a given trip by a specific bus.


58


Stoppage report







1. Introduction





Stoppage reportE


Kilometers reportG





Notes for Trainer: Monitoring of Service (Stoppage report)

• The above report outlines the no. of stops taken by the bus in a trip and duration of halt.

• In case the time exceeds the stoppage time prescribed at a given bus stop; a report may be initiated for

inquiry.


59









1. Introduction





Stoppage reportE


Kilometers reportG





Notes for Trainer: Monitoring of Service (Monitor vehicle speed)

As a part of safety initiatives, speed limit monitoring is done.


60


Kilometers report

Source: PMPML






1. Introduction





Stoppage reportE


Kilometers reportG





Notes for Trainer: Monitoring of Service (Kilometers report)

• The kilometers report, provides information on how many kilometers the vehicle has performed against

the number of planned kilometers.

• The report comprises of vehicle no., type of route – BRT/Non BRT, and the distance covered on BRT

section/route and non BRT section/routes separately.


61



Source: PMPML






1. Introduction





Stoppage reportE


Kilometers reportG





Notes for Trainer: Monitoring of Service (Skipped stops report)

• The skipped stops report helps in quantifying the no of stages skipped by the driver. The skipped stops

report is generated vehicle wise and operator wise with detailed information such as trip wise stops

skipped.

• This report plays a crucial role, especially in the GCC model, wherein the operator gets the payment as

per the kms performed and irrespective of how much revenue is received by the transport authority. In

such cases, they are prone to skip bus stops and try to make kms for the day, thereby diluting the

objective of providing public transport. Alternatively, drivers tend to skip bus stops to cover up the

operational delay caused due to traffic jams.


62








1. Introduction





Stoppage reportE


Kilometers reportG






Notes for Trainer: Monitoring of Service (Monitoring driving behavior)

• ITS monitors the driving behavior, detects poor practice and/or violations, and subsequent enforcement

– i.e. ‘detect and deter’. The advantage is it

1. Provide universal detection of specific poor practice or violation of driving standards – as shown above

the ITS detects errors such as harsh braking, harsh acceleration, sharp cornering, etc (location wise & or

type wise). Besides enforcement, this information aid in planning measures for curb such behavior.

2. Capture data in a cost-effective way in comparison to traditional practices, wherein workforce is

deployed.

3. Generate reliable records for use in investigation and disciplinary processes

4. Generate records which can be utilized in court, both for enforcement processes and as protection

against spurious/fraudulent claims

63



Source: PMPML






1. Introduction





Stoppage reportE


Kilometers reportG





Notes for Trainer: Monitoring of Service (Monitoring real-time trip progress)

The diagram apprises about the current status of service, based on speed and other parameters. Based on

this report, the expected time of arrival & departure at stops can be seen, and en-routes can be monitored.


64



Source: PMPML






1. Introduction





Stoppage reportE


Kilometers reportG





Notes for Trainer: Monitoring of Service (Monitoring real-time trip progress)

The diagram apprises about the current status of service, based on speed and other parameters. Based on

this report, the expected time of arrival & departure at stops can be seen and en-routes can be monitored.


65








1. Introduction





Stoppage reportE


Kilometers reportG





S. No Parameters Benefits Derived

1 Identification of vehicle location at any time of day:

Real-time tracking of the vehicle. (computation of

avg. speed and over speeding of bus

Helpful in detecting fake hit & run accident

cases. Quick detection of stolen/missing

vehicles

2 Rationalization of schedule timing and route length.

(Preparation of scientific form-IV based on VTS

report)

Rationalisation of schedules

3 Early and Late arrival and departure of vehicles

from depots and bus stations; non-completion and

cancellation of trips (kms); deviation of trips; idle

time; missing bus stops; over speeding

Actions may be taken against such crew

members

4 Operation of services in violation of scheduled

timings

Improved operational punctuality leading to

enhanced revenue realization

5 Avoidable trip curtailment Constant monitoring of vehicle movement

helps in the detection of missing trips. This

results in improved ridership

6 Unauthorized deviations from scheduled duty Monitoring curbs, unauthorized deviations

resorted by the crew. It also improves the

reliability of the service, which translates into

committed ridership and helps in achieving

higher revenue.

7 Cancellation of trips on flimsy grounds Reduction in cancellation of trips improves

ridership and helps in achieving higher

revenue.


66








1. Introduction





Stoppage reportE


Kilometers reportG






8 Additional kilometres operated Accurate computing of additional kilometres

if any operated.

9 Calculation of cancelled kilometres for bonafide and

non-bonafide reasons.

It provides the data for accurate computation

of cancelled kilometres. It is especially

beneficial in case the vehicles are operated

under PPP scheme for the preparation of

bills.

10 Accounting of loss of time in non-performance of

trips.

The data can act as the base for initiation

action against the crew for non-performing

trips.

11 Identification of idle time of the vehicle. Ensures proper utilization of vehicles for

operation through revision of time table.

12 Computation of average speed of the vehicle. The data can be the basis for drafting

accurate time tables. This depends on the

speeds achieved during different timings of a

day on different stretches of the route.

13 Non-stoppage of the buses at bus stops/skipping of

bus-stops.

Curbs the tendency of the crew to skip the

bus stops. This improves ridership, increases

the revenue, and brings down public

complaints.

14 Real-time tracking of the desired vehicle Aids in responding to emergencies like riots,

curfews, and strikes.7. Marketing and Branding

67








1. Introduction





Stoppage reportE


Kilometers reportG





Notes for Trainer: Monitoring of Service (Parameters associated with monitoring)

However, an inclination is also required to see the issues of monitoring from a practical perspective. It is

recommended to prefer result-based monitoring rather than conventional monitoring

For example, speed limit violation, every time a driver does a violation, an offence is recorded (in some

cases, provision is in place of send alert to the driver about the speed violation). The following are the

monitoring practices.

In conventional monitoring - Often penalty/action on driver, as per SOP is initiated.

In result-based monitoring - Such drivers are assigned driver instructors who travel with him and observe

the fault/s in his driving. This fault is rectified through classroom & practical training. The driving is again

monitored for positive changes (if any).

The simple question is – in city operation, are the drivers expected to drive the bus by looking

simultaneously at the dashboard meter/screen for speed and roadway & traffic conditions ahead.

Further, sending penalty information/alerts may cause distraction.

Such violation cases need to be handled separately by segregating habitual & non-habitual drivers, before

knowing the prevailing roadway & traffic situation.


68

Revenue Collection

Notes for Trainer







1. Introduction

An overviewA

Fare fixation and Fare tableB

Case study: KarnatakaC

Case study: DMRCD

Cash / Revenue handlingE

Types of fraudsF

Types of checksG



Module Objective


Module Notes

Sources of revenue, fare revision mechanism and checks to be done to minimize thepilferages are covered in the unit


What are possible fraud in revenue collection & how to curb?

69

Revenue Collection

An overview

Revenue is classified into the following two categories:

Note: In the “operations module” the focus is on the type of fare structure &

insight into each. In the “bus operation module,” information on how to collect

the revenue and minimize the pilferages is covered. In “IT & MIS” module,

information on ticketing management system is covered in detail, mainly

concentrating on cashless transactions.

A. Traffic Revenue

Revenue realized from the

transportation of passengers &

associated incidental revenue

constitutes the traffic revenue. The

sources of traffic revenue includes:

B. Non-Traffic Revenue

Revenue from other sources not

directly related to transportation of

passengers, constitute the non-

traffic revenue. The sources

includes:

• Sale of passenger tickets, monthly

pass, advance booking, etc.

• Charges for luggage/parcel

• Reservation charges

• Casual contract service charges

• Advertisement revenue

• Rent from canteens, refreshment

rooms, stalls, parking, property

• Scale of scrap materials

• Interest on investment







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG

Case study: NEKRTC (Gulbarga)H

Link / Interlinkage with ITS & MISI

70

Revenue Collection

Fare fixation and Fare table

Fare Table for Illustration purpose

The State Government fixes the fares as per Section 67 of the

Motor Vehicles Act, 1988 having regard to:

1. Advantages offered to the public, trade and industry

through the development of motor transport

2. Coordinating road and rail transport

3. Preventing the deterioration of the road system, and

4. Preventing uneconomic competition among holders of

permits

Factors that affect fare fixation are as under:

Instructor: In public transport, an average of 50% of the revenue is spent on personnel and 25-30% on

account of diesel. Hence, diesel and personnel are the major cost factors. However, often fare revisions are

made without taking these cost factors into consideration & the fare adopted by other competitive modes.

Instructor: Explain – 1) above points2) Between the given set of Origin & Destination, if the route changes its direction, leading to an increasein the distance; then, the fare between the two sets of O-D will be different for both the routes.

Cost of Diesel

Personnel Cost

Capacity of bus and load

factor

Cost of other alternate

mode







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



71

Revenue Collection

Case study: Karnataka

Increase in Diesel price from Rs. 35.91 paise per liter to Rs. 39.27 paise per liter.

Diesel Price adjustment fare F(DPA)=(F-D)+(RPD/BPD) XD

• F= CPKM/SCxLF=2091.5/(55x0.64)=59.41 fare per passenger km.

• D= CPKM(HSD)/SCxLF=845.3/(55x0.64)=24.01 paise per passenger km.

• Carrying Capacity=55

• Load Factor=64%

• CPKM=2091.5 paise per km (Data Based on figures of June 2006)

• Diesel Cost=845.3 paise per km

• BPD=Rs. 35.91 per liter

• RPD=Rs. 39.27 per liter

• F(DPA)-(59.41-24.01)+(3927.0/3591.0)x24.01=35.40+(1.09x24.01)

=35.40+26.17=61.57 paise/km

• F(DPA)=61.57 paise/passenger km

• Increase in Fares= F(DPA)-F=61.57-59.41=2.16 paise.

• Increase in Fare=2.16 paise per passenger km.







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



72

Revenue Collection


Increase in Dearness Allowance Rate: F(R)=F+(CPKM(L)/CPKM)X P/100 X F

City Services (Present Fare per Passenger kms weighed average)=54.58

Revised:

= 54.58 + (702.9/2091.5) x (18.19/100)

= 54.58 + (0.34 x 0.18 x 54.58)

= 54.58+3.34

= 57.92

After adding fuel burden: 57.92 + 2.16 = 60.08

Increase in existing fare = 60.08-54.58=5.50 paise per km=10.07%

P is Compounded as follows:Burden due to release of DA instalments & DA merger with basic @ 320.00 lakhs/month.

Staff Cost for the month of June = 1758.96 lakhs

Increase in DA = 320.00 lakhs & merger of 71% DA with Basic (tentative)

P = 320.00 X 100 = 18.19%1758.96

CPKM (L) = 1758.96 = 702.9 PS/KM250.26

CPKM = 5671.71 = 2091.5 ps/per km271.18







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



73

Revenue Collection


Notes for Trainer: Revenue Collection (Case study of Karnataka)

• F= is Total Cost per Passenger km at the time of previous fare revision

• D= is Diesel Cost per passenger km at the time of previous fare revision

• RPD= is revised price of Diesel and

• BPD= is Basic Price of Diesel when the last fare revision was permitted.

Where

• F (R) is Revised Fare paise per passenger km

• F is the Present Fare in paise per passenger km

• CPKM(L) is staff cost in paise per km at the time of previous fare revision

• CPKM is Total cost in paise per km at the time of previous fare revision

• P is % increase in Staff Cost due to increase in DA rates over the staff cost at the time of previous fare

revision.







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



74

Revenue Collection

Case study: DMRC

Distance kms Fare Rs Distance kms Fare Rs

Old fareRevised fare 1st

October, 2017

0 2 8 0 2 10

2 4 102 5 20

4 6 12

6 9 155 12 30

9 12 16

12 15 18

12 21 4015 18 19

18 21 21

21 24 22

21 32 5024 27 23

27 31 25

31 35 27 >32 60

35 39 28

39 44 29

>44 30

Notes for Trainer: Revenue Collection (Case study of DMRC)

• Due to the fare revision, the passenger ridership has declined, and passengers started using other public

transport modes. This case study should show that people are sensitive to fare.

• Since there are other competing modes of transport, so for commuting, the customer chose the best

available option.

• Therefore, while fare fixation, competing modes of transport must also be taken into consideration.

• The declination would be mainly in the first part a few of the slab; for example, passengers traveling a

distance of 2-4 will have to pay Rs 10 more in comparison 4-6 in which the passenger will have to pay Rs

8 extra.







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



75

Revenue Collection


Cash handling is a part of cash management – In urban transport, approximately INR Rs 7-8

lakhs per day cash is received by the depot from collections by the crew en-route. Cash

handling issues are initiated from the cash section and precautionary pre-requisite are as

follows:

• Provision of locker, boxes, etc.

• Cash collection counter should be sturdy and protected

• The location for keeping collected cash shall be in an interior part of the depot with

entry allowed to authorized personnel only

• Security provision shall be in place

• Facility of currency counting cum verification machine

• Agency needs to be nominated for collection of cash & remittance in the bank every

day

• Promotion for cashless transaction







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



76

Revenue Collection








1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



AB

C

1

2

3

4

5

6

7

8

Collection of lesser fare and

(a) no issue of tickets

(b) issue of ticket corresponding to other fare stages

Parallel ticketing

Data manipulation

Not following the sequence in the issue of denomination tickets

By foot boarded passengers

Ticketless travel by passengers

Goods (perishable and non-perishable)

Over traveling by passengers

77

Revenue Collection


Notes for Trainer: Revenue Collection (Types of frauds occurring during revenue collection)

1. Collection of lesser fare - This kind of fraud happens mostly on the residential route, wherein the

conductor collects the money, but either does not issue the tickets or issue the ticket after completing

few stages.

For example, the passenger has boarded at point A for which the legal fare up to a point C say Rs 15/-,

the conductor has collected Rs 13/- from the commuter at point A itself and not issued any tickets till

the bus reached point B (which falls on collector street / sub-arterial road). After the bus departs from

point B, the conductor issues the ticket corresponding to legal fare from point B to point C say Rs 8/-.

This kind of fraud also occurs on late night trips.

2. Purchase of ETMs by conductors similar to the one issued by the PT operator followed by design,

development & printing of rolls. Due to which conductor can issue parallel tickets some through his own

ETM and other through official ETM issued by PT operator.

3. Since the data is in electronic form, the data is prone to manipulation – possible only with the help of in-

house staff at ETM collection center, software developer & hackers. – say Rs 5000/- is the actual

collection of revenue on a given route of a schedule. The data can be edited and shown as say Rs 3500/-

as the actual collection.

4. In a block, each denomination ticket has a serial no. issued in sequence. Since the value of each

denomination ticket in the block is the same, the conductor issue ticket in between or those at last; so

that the revenue collected will be with him the sale of denomination tickets reaches the serial no. Often

such conductors are found using this money in illicit activities like local gambling etc.

5. Often, the foot boarded passengers, on inquiry by the conductor for a ticket tend to say I have a pass.

When insisted on, the commuter alights from the moving bus.

6. It occurs mostly when the bus is full; some passengers tend to travel ticketless.

7. Some passengers pay less and get legal fare up to one / two stages earlier of alighting stage







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



78

Revenue Collection


1 3 75 9

Specific Hour Check


boarding point

Combing Operation

Avoid Payment of Fare & Over travelling check

schedule time turnout of buses

from depot

Smart card checking

ETM checking


Jackpot Checking

2 4 6 8







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



79

Revenue Collection


1. Specific Hour Check

The errant conductors have the habit of collecting less money without issuing the ticket. Even the

drivers, in the early morning and late-night services, in order to sign off early, skip bus stops or

drive rashly without courtesy to other road users and awaiting passengers.

To curb such activities, it is essential to conducts specific hour checks, say at night twice a month

between 18:00 to 21:00 or 20:00 to 23:00. Under this, the squad conducts checks at junctions or

the bus stop. The report prepared is then sent to the higher authority for positive change.

2. Alighting Checks at dense boarding point

The check is performed to know whether the alighting passengers have a valid ticket/pass. The

frequency of such checks needs to be increased during fairs/festivals. Besides, such checks may

also be performed at bus stands wherein passengers alighting from all buses are to be checked.

3. Combing Operation

This operation is done for a given area where checking squads are deployed on all access points

through which the bus enters the area. All the buses entering and leaving the point will be

checked.

4. Avoid Payment of Fare & Over traveling check

This type of check is done to control errant passengers who:

1) pay less, (i.e., up to one/two stages earlier of the alighting stage) and over travel

2) are habituated of traveling free of cost







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



80

Revenue Collection


5. Special checking to be done for schedule time turnout of buses from depot

Keep a track on vehicle arrival time & departure time at depot. If any delay is observed, then the

case is booked against either/both conductor/driver.

6. Smart card checking

Machines/readers are given to conductors and checkers. Since the incentive scheme is mostly

associated with the sale of card, it is highly essential to ensure that the checking is carried out on

the following lines:

• Validation and recharge of the card is verified

• Cross-checking the amount received against the no of trips performed by the traveler

• Amount received and sale of card verification

• Smart card no and ticket no is crossed checked

• Cross-checking of type of service for which the card is valid against the type of service in which

the passenger is traveling

• Verifying the type of pass i.e., route pass/general vs. the route on which the passenger is

traveling.

7. ETM checking

Issue of tickets by conductors from the authorized ETM or any other authorized machine. Cross-

checking of reports in ETMs for that trip against the actual number of passengers traveling.

Difference in amount received vs. revenue released through the issue of tickets. Check for

punctuality, especially during the early arrivals. In cases of early arrivals, likely, passengers are not

collected, or the conductor has not issued tickets, or the driver and the conductor have decided to

skip the expected heavy boarding point's en-route.







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



81

Revenue Collection


8. Ticket Block Checking

At the depot, the blocks of various denomination tickets (with a serial number on each

denomination ticket) are given to the conductors to issue denomination tickets to the passengersfurther. However, some conductors have the habit of issuing the tickets in between and not in serial

order. The difference in ticket cash collected between the ticket which was serially issued last andwhich will be issued next, is the amount that they keep for personal use.

So the check is done to know whether the conductor has issued the tickets in serial order or not.

The above check is mostly done on-board, and also, some transport organizations carry out this

kind of check for suspected conductors at the depot while cash remittance.

Further, once in a month, 100% tray checking for all conductors is also done.

9. Jackpot Checking

Some transport operators send squads to a particular spot irrespective of route. In contrast, otheroperators send an adequate number of squads to all stages on a given route.

It is the squads' responsibility to check all the buses passing through the stage throughout the day

irrespective of the number of times it passes.

Since the complete route is to be checked; it involves massive workforce requirements, and for thispurpose, clerical and technical staff is taken from the depot or nearby units.







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



82

Revenue Collection


• In the city of Gulbarga, NEKRTC started city bus operation with 40 buses in October 2012

• By November 2013 they augmented the fleet to 78 buses

• Under JnNURM they got 100 buses totaling a fleet size of 178 buses in city bus

operations.

Challenge

• Promote public transport as primary mode and discourage personalized vehicle

• Increase PT ridership

• Reduce emission level

• To move people rather than vehicles







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



Increasing city buses is not viable & loss making proposal?

83

Revenue Collection




higher frequency 3


Use of ITS5

Branding6

Attractive fare7







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



Initiative taken

84

Revenue Collection








1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



Fare structure

The city bus base fare was reduced to Rs 3.00 & proportionally thereof to see the impact. The above fare was much lower than the base fare of IPTs (i.e., Rs 5.0)

Year 2014-15

Wider area coverage




Notes for Trainer:

1. A sustainable transport plan was prepared focusing a wider area

in place of few routes. Multimodal integration in third phase.

2. The route genetics were studied.

3. As per the plan new bus stops were created with solar powered

light and sensitive illumination.

4. Fare structure were reduced on trial basis initially

85

Revenue Collection


0

100

200

Before After

126160


Before, 827

After, 1142


0

1000

2000

3000

4000

5000

Before After

3195

4523

REVENUE PER BUS (in Rs.) Trainer to elaborate the result.

1. Revenue per bus per km

a) Before – 3195/126 = Rs 25.35

b) After - 4523/160 = Rs 28.26


by Rs 3.




increased by 27%







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



86

QUALITY OF SERVICES


Revenue Collection


0-2 min16%

2-5 min47%

5-8 min8%

8-12 min14%

More than 12 min15%

0%

10%

20%

30%

40%

50%

60%

70%

80%74%

18%

4% 1… 1% 2%

1. 63% (47+16) commuter stated that the waiting times at bus stop was not more than 5min.

2. 74% commuters have rated the services as ‘very good’ and 18% as good.

Can we say now that

1. Increasing city buses is a viable & not a loss making proposal always

2. The objectives are achieved i.e., increase in ridership, reduction in waiting time, improved

quality of services.







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



WAITING TIME

87

• In this module, we have emphasized on bus & crew scheduling, management of bus

operation, demand & supply, monitoring of services, revenue collection, and feedback loop

mechanism.

• For proper execution of services it is essential to understand these basic principals and







operation.


Revenue Collection







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



88


Notes for Trainer



Module Objective


Module Notes

This module focuses on formulating a branding strategy and formulating a marketing strategy.


• Why is marketing and branding important?

• What are the responsibilities of the authority in marketing and branding?

• What does marketing strategy include?

• Why does marketing strategies differ?






1. Introduction


IntroductionA


89


Introduction

• The negative stigma of existing bus transport is a

formidable barrier to overcome in selling these services. For this purpose, marketing of public

transport is necessary.

• Marketing and Branding the service would make it stand out from other service competitions. These

strategies are impactful in changing the way people perceive the services.

• It increases awareness among the common people

and updates them on new and upcoming schemes and services.

• The analysis is done based on the profile of the

city and on the target audience.

• The specific analysis of each situation and the designing of activities and messages that are

appropriate for each city’s target audience is important.

• The authority should work with civil societies

and form focus groups.

• Communication between the authorities and civil societies is essential as the authority

learns the society’s opinions in a direct manner.

• The authority should be conscious to raise

awareness among the common people with respect to their attitude & actions (regarding

city transport).

• A marketing strategy identifies appropriate

mediums of communication to disseminate the

message of bus transport services.




Why do marketing strategies differ?

01 02

03 04






1. Introduction


IntroductionA


90





This is a technique by which an organization aiming to develop marketing & branding strategy identifies groups & organizations which are directly or indirectly related to its services. It consists of:

321

Branding Strategy

Branding the system with an identifiable name,logo, and slogan can make your service standout among other competitions. It has thepotential to generate new customers, getrecognition and increase business value.

Marketing Strategy

4321

Marketing is useful for educating the customerabout the service. It is useful for sustaining thepresence of a service. Marketing even acts as asource of revenue. It may act as a basis fordecision making.






1. Introduction


IntroductionA


91




Citizen Centric

Objectives


Social Demands

Adequacy



Affordability

Accessibility

7

6

54

3

2

1




services

• Higher customer

satisfaction




maintained.






1. Introduction


IntroductionA


92



Action




Impact














1. Introduction


IntroductionA


93















Key considerations







1. Introduction


IntroductionA


94

Thank You !

Time for Discussion

95

Reference table

A. 8-9 A. 9-10 A. 8

Delivery

PPT

Trainer

manual

Participant

Manual

A. 10-11

B. 12

C. 13

D. 14-15

E. 16-21

F. 22-23

G. 24

A. 11-14

B. 15

C. 16-17

D. 18-19

E. 20-23

F. 24-25

G. 26

A. 9

B. 10

C. 11-12

D. 13-14

E. 15-18

F. 19-20

G. 21-22

A. 25-26

B. 27

C. 28-29

D. 30-32

E. 33

F. 34-35

G. 36-38

H. 39

I. 40

J. 41-42

K. 43

A. 27-28

B. 29-30

C. 31-32

D. 33-35

E. 36

F. 37-38

G. 39-41

H. 42-43

I. 44

J. 45-46

K. 47

A. 23

B. 24-25

C. 26-27

D. 28-30

E. 31

F. 32-33

G. 34-36

H. 37-38

I. 39

J. 40-41

K. 42-43


Bus and Crew

Scheduling








2

Management of

Operations

A. An overview











3

96

Reference table

A. 44-45

B. 46

C. 47

D. 48-49

A. 48-49

B. 50

C. 51

D. 52-53

A. 44

B. 45

C. 46

D. 47-48

Delivery

PPT

Trainer

manual

Participant

Manual

A. 50

B. 51

C. 52

D. 53

E. 54

F. 55

G. 56

H. 57

I. 58

J. 59-61

K. 62

A. 54

B. 55

C. 56

D. 57

E. 58

F. 59

G. 60

H. 61

I. 62

J. 63-64

K. 65-67

A. 49

B. 50

C. 51

D. 52

E. 53

F. 54

G. 55

H. 56

I. 57

J. 58-59

K. 60-62

Demand and

Supply

A. Passenger demand




4

Monitoring of

Service





E. Stoppage report







benefits

5

97

Reference table

A. -

B. -

C. -

D. -

E. 63-64

F. 65

G. 66

H. 67-71

I. 72

A. 68-69

B. 70

C. 71-73

D. 74

E. 75

F. 76-77

G. 78-81

H. 82-86

I. 87

A. 63

B. 64

C. 65-66

D. 67

E. 68

F. 69

G. 70-73

H. 74-78

I. 79-80

Delivery

PPT

Trainer

manual

Participant

Manual

A. 73-74

B. 75-77

A. 88-90

B. 91-93

A. 81-82

B. 83-86

Revenue

Collection

A. An overview



D. Case study: DMRC






6

Marketing and

Branding

A. Introduction


98

Bibliography














Participant Manual

1

December 2020December 2020




PARTICIPANT’S NOTES – BUS OPERATIONS FOR MIDDLE MANAGERSPARTICIPANT’S NOTES – BUS OPERATIONS FOR MIDDLE MANAGERS

2

PrefaceThe Efficient and Sustainable City Bus Services (ESCBS) project was introduced to improve the efficiency and attractiveness of city






(MoHUA).

Policy Advocacy for

Senior Managers


Managers

Monitoring and


Managers


Middle Managers


Middle Managers


Managers

Bus Operations for

Middle Managers


Managers

1 2 3 4

5 6 7 8





3

About the Module

It is strongly recommended to refer the participant’s manual prior to the training session.















media options.

4

Learning Objectives













5

Table of Contents










2

Management of

Operations

A. An overview











3

6

Table of Contents

Demand and Supply

A. Passenger demand




4






E. Stoppage report







5

7

Table of Contents

Revenue Collection

A. An overview



D. Case study: DMRC






6



8

Terminology








1. Introduction





9









1. Introduction








In bus scheduling, there are three main factors:

1. Passenger demand & frequency proposed

2. Running time

3. Stand time

From Operations Planning, we got insights into route wise passenger demand and frequency requirements.

Now, we will lay focus on understanding running time & stand time.

Running Time: Determination of running time is a prerequisite for correct scheduling. In urban publictransport, the running time varies by time-of-day due to heterogeneous vehicular traffic, trafficsignals and waiting time at stops/stations for passengers' boarding & alighting. So the runningtime should be adjusted based on actual data on running time. The spinoff is, it also encompass theother conditions en-route.

Ensure compliance of statutory speed limits for carriages as mentioned in the C M V Rules and/or in state M V Act are not exceeded.

Stand Time: Stand time, also called layover time, is the free time given at both the terminus points. It is

essential with regards to the following:

• Allow time for the passengers to board and alight as well as sweeping of bus.

• The conductor may need time to report at the bus station control room before starting his services.

• The other essential purpose of Stand Time is to cushion any delays occurring during the journey.

• Enables giving rest breaks to the crew, in keeping with the provisions of the Motor Transport Workers

Act.

Therefore, stand time should be arrived at after considering the punctuality of the operation, passenger

convenience, and rest time for the crew. The stand time should be more for longer routes and less for shorter

routes.

10



Basic factors that affects development of a crew schedules as per Motor Transport WorkersAct 1961 (MTW Act), are as follows:

✓ Maximum 8 hours steering duty on a day and 48 hours in a week.

✓ The 8 hours steering duty can be extended up to 10 hours in a day with the approval of

competent authority.

✓ After completion of 5 hours duty, a 30 minutes rest should be provided.

✓ At a stretch 6 hours duty (without providing a 30 minutes rest) can also be obtained.

However, the crew cannot be given duty after 6 hours for the same day.

✓ Maximum 12 hours spread over in a day. However, in case of natural calamities,

breakdowns, accidents and acts of god this provision is not applicable.

✓ Minimum 9 hours rest between two successive duties.

✓ Split duty - Subject to the other provisions contained in the Act, the hours of work of a

motor transport worker shall not be split into more than two spells on any day.

✓ After working successfully for 6 days, 7th day shall be weekly off.

✓ For loss of weekly rest payment of over at double the rate of the normal wages.






1. Introduction









11



• The crew duty allocation is done with the help of IT. The crew gets the information well in

advance on their mobile phones and crew duty kiosk.

• All crews members are supposed to follow the standard operating procedure of reporting on

duty.

1. Everyday, the crew is first expected to first report to the traffic supervisor at the dispatch

section.

2. The driver then has to collect the bus from the parking vehicle pool while the conductor

collects the ETM, denomination tickets and other accessories.

3. After completing all formalities, both of them can depart from the depot

4. In case any one from crew has not reported, it is the responsibility of the traffic supervisor

to call and confirm his availability for duty.

• In case of non-availability of the driver, the traffic supervisor has to arrange another

driver from the daily wages staff pool. Rarely it may also happen that a driver is not

available in the pool. In such circumstances, the traffic supervisor is required to

depute such driver who has completed his allotted duty (with overtime).

• In case of non-availability of the conductor, the traffic supervisor has to arrange

another conductor from the daily wages staff pool. In case a conductor is not

available in the pool, the traffic supervisor is required depute such conductor who

has completed his allotted duty (with overtime).

• The role of a driver–cum–conductor, in the absence of either driver or conductor,

becomes vital, since he may be given duty at the dispatcher's wish.






1. Introduction









12



5. In normal circumstances, IT plays a significant role in crew management. However, in a

case of abnormal circumstances, it is the dispatch section's responsibility to make the

crew available and ensure that the operation does not get hampered.

6. The dispatch section has to ensure that the entire crew has completed their duties and

reported back.

7. The dispatch section has to validate the next day’s crew duty allocation

8. After completion of duty, the driver will hand over the vehicle to vehicle pool in charge in

the same working condition. In case any defects are experienced or observed by the

driver, the same shall have to be reported to the vehicle pool in charge.

9. After the completion of duty, the conductor will hand over the ETM / tray to cash & issue

section in charge in the same working condition along with cash & way bill. If any

deviation / fault are experienced or observed by the conductor, the same shall have to

be reported to the Cash & Issue Section.






1. Introduction









13








1. Introduction








Tips for improving the efficiency of staff and fleet utilization

• Planning the route schedule using latest technology software

• Since the running times varies by time-of-day, it should be adjusted based on actual data on

running times

• Option of broken duty concept may be implemented

• There are two methods that can be followed for bus & crew change

• First method (at the depot)– After completing all scheduled trips, the crew, along with the

bus, reports to the depot, and crew change takes place at the depot. Depending on

maintenance requirement, bus replacement may also take place.

• Second method (en-route/at the terminal) – After completing all scheduled trips, the crew

changes occur at the bus station/destination; the bus is kept on rolling without getting back

to the depot. After completion of the last trip of the day, the vehicle & the respective crew

has to report to the depot.

• Challenges in route scheduling–

1. In urban areas, the public transport operator is expected to be provided services from 05:00 till

23:00 (total 18 hours).

2. However, as per the Motor Transport Workers Act, 08 hours of duty is to be given to the crew, so a

set of 02 crew are available for a total of 16 hours. For the extra 2 hours, the following are

standard options:

A. Providing additional crew per shift. This would lead to extra expenditure (or)

B. Giving overtime (OT) is to be given to the last crew on a rotation basis. This would also lead

to extra expenditure (or)

C. In case passenger demand is known, then it is possible to plan the vehicle & crew schedule

without any extra expenditure.


14








1. Introduction










kms


Due to zero dead kms, no costis incurred on account of fuelconsumption




vise-a-versa

Nil


Time saving

Frequent breaks due to changeover at depot.

Service

frequency




Reporting

procedure

Time saving

Benefit to customer

Maint.

issues

Fuel

Consump

Dead kms



15


An overview:

• The planning and scheduling was done in a traditional way (manual scheduling)

• It was a time-consuming job

• Practically not possible to oversee the entire data for optimization

• Frequent conflict of perspectives since various officials were involved in the process, causing

deviation from the actual path

• Manual creation, analysis and actual implementation of the plan with permutations & combinations

was difficult

• For the study, Wadala & Oshiwara depots were selected for the implementation of technology.


Schedules Crew

No of buses held Combine maximum in one Route

Journey time per trip Combine with feeder for longer routes & vice versa (This is in case 2 trips are not possible in one long route)

Headway Rest period (Feeder & long route)

Departure & arrival of all buses from & to the depot*

Relief point for staff*

Control points at Origin & Destination Optimization through experience

Capacity of bus station/terminus to handle to arrival & departure

Time taken depends on the volume of buses

After the completion of the first shift, crew change for the second shift takes place en-route bus stations or

terminals and not at the depot. This means that the bus goes to the depot at the end of the day's schedule

only.






1. Introduction










16







1. Introduction









Plan 1 Plan 2


Combination of duties

& routes

Duties combined with routes/buses of

different depot at common relief point

Combination of routes with same depot

& same type vehicle (i.e., AC with AC)




Plan 1, due to the combination of the long routes, the BEST got the freedom to change duties at a common

relief point for various routes of different depots.

The duty saving is to the extent of 4.3% in similar line in plan 2 having a combination of feeder & long route

of the same depot; the duty savings is up to 4.3% even with 12 depots.


17


Depot Manual

(25Depots)

Combined (Manual -23+

Computerized 2 depots)

Saving by Computerized

schedules

Mon to Fri



Sat Sun Holiday

Wadala 421 419 353 378 401 397 331 353 -204.75%

-22 -22 -25

Oshiwara 419 415 302 340 403 397 287 324 -16 3.81%

-18 -15 -16

% 840 -364.28%

Duti

es &

Savin

gs

Benefits in duty savings due to automation



Manually 22

2.64%

619

74.40%

177

21.27%

14

1.68%

832

100%

Automated 88

11.00%

655

81.75 %

53

6.63%

5

0.63%

800

100%



Manually 22

2.66%

622

75.30%

169

20.46%

13

1.57%

826

100%

Automated 80

10.11%

655

82.81%

51

6.45%

5

0.62%

791

100%

Overv

iew

of

spre

ad o

ver:

M

anual

vs. A

uto

mate

d






1. Introduction










18


Duties & Savings


Depots Mon to

Fri

Sat Sun Mon to

Fri

Sat Sun Mon to

Fri

Sat Sun

Wadala 399 398 316 361 359 290 -38 -39 -26

Oshiwara 428 425 314 408 403 290 -20 -22 -24

Colaba 241 216 113 236 209 107 -5 -7 -6

Backbay 309 282 174 295 267 162 -14 -15 -12

Anik 451 449 408 435 432 397 -16 -17 -11

Deonar 356 352 273 338 333 274 -18 -19 1

Ghatkopar 412 394 303 403 384 302 -9 -10 -1

Vikhroli 362 354 215 345 336 224 -17 -18 9

Magthane 376 376 342 353 352 313 -23 -24 -29

Goregaon 397 396 307 384 381 288 -13 -15 -19

Poisar 292 277 226 275 259 212 -17 -18 -14

Goral 431 425 354 430 422 349 -1 -3 -5

Total 4454 4344 3345 4263 4137 3208 -191 -207 -137

-4.3% -4.8% -4.1%

Benefits in duty savings due to automation in 12 depots






1. Introduction










19



In most of the urban transport, schedules are planned based on certain fixed criteria i.e., time taken to traverse 1kms distance.

• Suburban route will take 2.5min to travel 1km distance (approx. speed 24 kmph.)

• City route will take 3min to travel 1kms distance (approx. speed 20 kmph.)

Slab Time

Morning Slack From first trip of first schedule till 0800hrs

Morning Peak 0800 – 1100hrs

Normal 1100 – 1600hrs

Evening Peak 1600 – 2000hrs

Evening Slack 2000 - till the last trip of the last schedule

Since the implementation of ITS project, the outcome of the vehicle monitoring system are as follows:

1. During early morning & late night, the running time to complete the trips have reduced were less.

2. On the other hand, during peak hours (both morning & evening) running time has been higher than usual.

3. In the afternoon, the trips have been adhering to the schedule time.

So the management has revised the schedules as given below:






1. Introduction









20



Sl. Parameters Savings in 2015-16 Amount(Rs. Lakhs)

1 Schedule optimization

Reduction of 2314 kms daily; 844610 kms annually (@ Rs 18.95 variable CPKM in 2014-15)

160.05

2 Reduction in Buses

Same effective kms performed using 8 less nos. of buses (Procurement cost @ Rs 33 lakhs/bus)

264.00

3 PreventiveMaintenance

Savings on lubricants & filters(@ avg. cost of 20 ps/km & 5 ps/km)

2.19

4 StaffReduction

Reduction of Staff in Central Bus Station 35.00

5 Over Time Reduction in Over Time 124.00

Total 585.24


Note: The Mysuru Intelligent Transport System (MITRA)initiative of KSRTC was supported by World Bank & MoUD







1. Introduction









21



In operation planning, we learned about the routes, frequency/trips required in-line with

passenger ridership, and study of existing and required public transport infrastructure for

smooth bus operation. Bus infrastructure includes the depot, terminal/stations, and stops.

Focus will now be laid on allocation of routes to particular depots. The criteria to be considered

while allocating the routes to the depot are as given below:

• The distance between the depot and the origin of the route shall be the least. In case of

depot availability at the destination point, the possibility of allocating an onward route to

one depot and return route to another depot may be explored so that the total dead kms

are the least.

• On the common route section, depots operating maximum number of buses shall be

studied. Preference may be given for such a depot in route allocation.

• Total number of routes to be plied on and commuters to be carried, available fleet &

workforce and capacity of the depot have to be taken under consideration while planning

for allocation of routes.

The information on alignments of routes, trips with ridership patterns is covered in “operation

planning,” and optimum utilization of staff & fleet is covered under bus & crew scheduling of

“bus operations.”

In the last phase of operation planning, we have covered the validation of the operation plan

via reality check.






1. Introduction









22


Points to Ponder

In this unit, focus is on

• Factors that affect the scheduling buses

• Aspects that affect the crew scheduling,

• How to optimize the staff & fleet with case study of BEST and KSRTC, Mysore2. Bus and Crew Scheduling





1. Introduction









23


An overview


Dispatch


Schedule Adherence

Emergency/Incident

management


Compliance



The above applications are in line with the World Bank recommendation, which are based onthe global best practice. However, to get the expected outcome, some challenges need to beaddressed in the bus operation stage with the aim to synchronize the technology with groundrealties/conditions







1. Introduction

An overviewA


Managing dispatchC










24



1. In Urban transport, during peak hours, it is often impossible for the bus to halt at the

designated area at the bus stop/bay. It is, therefore essential to geo-fence the total area

in place of only specific designated area. Else, even after stopping the bus, it would be

treated as “skipped bus stop.”

2. For a result, orientated AVM implementation, it is essential to synchronize the functional

requirements of PIS, AVM for a given geo-fenced area. For the same, physical trail needs

to be carried out, and information captured needs to be verified for its accuracy.

3. Changes in the route schedules needs to be tracked properly for latitudinal and

longitudinal and should be updated accordingly. In case of incidence, a reason beyond

control, decision to "override" the PIS shall be in place with provision to restore once the

bus follows the regular path. Ensure action taken shall be as per standard protocol and

does not create a panic situation

4. If buses are to be procured with ITS and the GPS & GPRS are to be procured from

different sources, it is essential to ensure that the ITS equipment is functionally

synchronized to communicate correct information of bus location to the server in a

predefined format. At the same time, the ITS equipment shall also be able to accept the

transmitted information from the server.

5. In urban transport, bus stops are often closely located, and it becomes challenging to

track bus arrival at a given bus stop. Therefore, a prerequisite is to codify the bus stop

and display the number at the bus stop while making sure that same coding pattern is

used for the web portal also.






1. Introduction

An overviewA


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25



6. Ensure algorithm are fine-tuned to provide correct “Expected Time of Arrival” truly verified

with real-time situation

7. Educating the crew – Often the crew with the knowledge that their performance is

monitored, sabotage the AVM by disconnecting the power without knowing that with the

power backup, the AVM continues to send the information. In this backdrop, the crew,

needs to be educated about the benefits of the system to ensure their acceptance and

prevent sabotage

8. The AVM shall be placed within the driver’s reach to enable him to use the hotkeys

provided for various types of emergencies (may be fixed on the right side of the driver,

above the driver's door). The AVM shall get uninterrupted power supply irrespective of the

movement of the bus.

9. Fitment of GPS/GPRS antenna should not be easily accessible by the crew to avoid

sabotage (maybe fixed on top of the bus, above the windshield, in the middle)






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26


Managing dispatch

Objective

• Ensure the departure of the bus, according to the operational and headway plan at the scheduled time

• Maintain the headway intervals by managing the departures as close as possible, in case of late arrival of incoming

vehicles and/or other disruptions

• Manage departures by providing best possible services with limited resources

• Liaise for support services with depot for replacement vehicles and/or drivers, in case of break down


Operator:

• It provides real-time information on schedules, dispatching sequence, and vehicle availability to the dispatcher.

• Provides status information and alerts about actual and missing departures.

• Dispatcher can intervene as and when required to ensure the planned service is performed, and respond to

disruptions (if any).

• Voice and data communication with drivers, vehicles and support staff helps to facilitate on-time departure.

• Uses the information to fine-tune the planned service, and to monitor driver performance.

Authority:

• The information aid’s the Transport Authority to monitor the daily performance. In real-time, they can direct the

operators to carry out corrective measures, or the Authority can intervene directly (in case of major disruption).

• The data generated in Bus Operation can be used extensively for post-event analysis.

Other modules: The information generated is one of the crucial inputs for other modules.

How it works

AVM Unit is mounted in each bus which enables the operator to visualize vehicle positioning at any given time, both in

terms of the actual location and relative to their scheduled location.







1. Introduction

An overviewA


Managing dispatchC










27


Managing dispatch

Vehicle tracking on








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28



Objective

It provides real-time information about the operational status of the route ie., identify how the route is

performing as against the planned performance.


Passengers: Route service information viz, real-time passenger information, traveler alert services, and

journey planners can be included in passengers advice.

Dispatcher: To grab the attention of dispatcher about crucial information, the visual tools are used for

highlighting the critical information:

• Representation of the intervals between vehicles

• Colour-coding of variances to indicate early/late running, bunching, excessive intervals

• Flashing symbols for variances that need close attention

• Audio alerts

The information also channelizes the support staff of bus operation.

How it works

• VMU fitted in each bus tracks the location throughout the trip. Such information from all the buses is fed

into the module and along with other necessary information such as acquired real-time and pre-planned

information from external sources about events, disruptions, etc.

• For a given route, the data is compiled & processed basically for comparison of real-time information on

route (such as vehicle location, speed, delays etc.,) as against the planned service (timetable, headways,

running times). The focus is to measure the deviation of actual performance against the planned.

• It supports the dispatch module.






1. Introduction

An overviewA


Managing dispatchC










29



1453 hrs1453 hrs


Advance


Actual






1. Introduction

An overviewA


Managing dispatchC










30



on-

time

05min

early


Vehicle tracking: delay/ early/ on-time






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31



Objective

Aid the dispatcher to keep the service operating according to the schedule/planned headway and get

vehicles to depart on time or according to headway specifications.


Dispatcher:

• The application predicts & highlights the delays & excessive intervals in advance, viz.,

• any vehicles that will arrive at the terminal point too late to commence their next trip on-time.

• any vehicles that are likely to be in delay for a scheduled crew change or meal break, and causing

cascading delays in services. This gives the dispatcher the opportunity to prioritize such vehicles for

intervention, so that the change-over or meal-break happens on-time

• so that the dispatcher gets the time to plan mitigating actions

• Some of the lead interventions which dispatcher uses to improve schedule adherence are:

• Use of traffic priority system, which can grant priority to vehicles on-schedule or in delay.

• If continuous delay is occurring, then the planning function needs to intervene to identify where the

schedule needs to be adjusted to optimize schedule adherence

• This application plays a crucial role in reducing the risk of bunching

How it works

• The key to the success of urban transport is to ensure all trips depart/arrive on time.

• The application gets information from dispatch & route service applications on the current location,

current delay status, known sectional running times, and actual information such as disruptions, if any

inputs and checks whether the schedule is adhering to the plan or demands intervention of dispatcher.






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32



Schedule adherence:

The “Vehicle Mounting Unit” fitted in the buses, send the information of its presence. Out of

which the information, as highlighted below, is of interest:









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33



Measures of Performance

Indicators

BaselineApril-2012

Temporal Survey-1

2013

Temporal Survey-2

2014

Temporal Survey-3

2014

Temporal Survey-4

2015

Temporal Survey2018

Bench-mark

Trip Origin –Proportion of trips departing ± 5 minutes from scheduled time

9% 19% 24% 32% 46% 83% 79%

Trip Midpoint –Proportion of trips between -1 to +5 minutes of scheduled time

7% 19% 23% 31% 45% 77% 79%

Trip Endpoint –Headway coefficient (headway standard deviation/mean headway)

NA 84% 73% 73% 64% 58% 39%







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34



Objective

Driving a public transport bus in urban areas having heterogeneous traffic using the same road space is not

an easy task. The style of driving further aggravates the task and human factor, i.e., thoughts that are

going through the mind & its implications increase the chance of incidence. So the objective of ensuring

drivers to follow driving standards has gained significance. It may be through controlling mechanisms fitted

in vehicles like speed limiting device and/or on-road checks. It is essential to note that the traditional

checking procedure on-road is complimentary to ITS application.


• Safety of passengers at large and rolling stock safety, which is the property of the operator.

• Authority : image building of urban transport as an organize transport having incident-free track record &

compliance with driving standard

How it works

The application gets information from the dispatch & other related applications as inputs. The application

processes the recorded information and carries out investigation, regime for monitoring, detection of poor

practice or violations, and subsequent enforcement – i.e., ‘detect and deter’. Some of the sets of compliance

checks that can be included consist of:

• Detection of excessive speed;

• Detection of sharp acceleration or deceleration;

• Detection of excessive pitch and roll, sharp turns; and

• Detection of poor driving practice






1. Introduction

An overviewA


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35



S.NO MIS REPORT ATTRIBUTEMAR15

MAR16

MAR17

MAR18

MAR19

1NO OF BUS STOPS

SKIPPED5 4 4 3 4

2 NO OF SPEED VIOLATIONS 6 4 4 3 3

3NO OF SUDDENACCELERATION 15 11 11 8 8

4 NO OF HARSH BRAKES 7 3 2 2 2







1. Introduction

An overviewA


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36




AngleNo of Track



12.324465 76.691162 780 21 358 11 2017-04-24. 11:51:31 Up Gradient

12.3247 76.69133 780 16 92 12 2017-04-24. 11:51:41 Level road

12.32465 76.692024 777 36 100 12 2017-04-24. 11:51:51 Down Gradient

12.324483 76.693024 773 38 100 10 2017-04-24. 11:52:01 Down Gradient

12.324344 76.693848 769 19 100 12 2017-04-24. 11:52:11 Down Gradient

12.324324 76.69397 768 11 100 12 2017-04-24. 11:52:21 Down Gradient

12.324226 76.694565 766 32 100 12 2017-04-24. 11:52:31 Down Gradient

12.32411 76.695572 763 43 90 11 2017-04-24. 11:52:41 Down Gradient

12.32422 76.696709 758 47 80 12 2017-04-24. 11:52:51 Down Gradient

12.324741 76.697708 752 20 68 12 2017-04-24. 11:53:01 Down Gradient





From this data, it is evident that the driver has not observed the traffic while crossing the ring

road








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37


Objective

Emergency preparedness for potential disruptive or damaging incidences. Incidents may include accident,

fire, an assault or threat for a driver, commuter, medical emergency, etc.

How it works

It is prerequisite to know the types of incidences, clustered in 3 levels followed by how it works and way to

handle the incidence:

• Alarm/alert initiated by the driver/conductor/bystander overrides the standard communication protocols

and gets priority alert to the dispatcher

• Dispatcher tries to understand & categorizes the incidence and follows the protocol action as stipulated:

Incident management


1 Individual vehicle or location

1. Breakdown of vehicle, requiringtechnical assistance orreplacement;

2. Illness or other non-criminalincident including minor injuriesrequiring medical support;

1. Send the towing vehicle & team ofmechanics and other vehicle of the sameclass as a replacement.

2. As per the requirement of the situation,inform the emergency trauma center, policedepartment and other allied departments.

As per the case, traffic signal adjustment inthe vicinity of the disruption areas is highlyessential.






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38


Incident management


2 Impacting only the

public transport services

1. Restriction on entry ofHeavy Motor Vehicles

2. Diversion/Restriction dueto roadconstruction/repairs /events

3. Unplanned diversion by thedriver &/crew

4. Incidence involving loss ofproperty, fire and orcommuters sustainingmajor injury/fatality

For known disruptions (e.g. planned road work, events),temporary route diversions, temporary schedules and adjusted

sectional running times can be pre-programmed intothe dispatch module and activated for the work period

It is essential to escalate such incidence to the dedicatedteam/workstation, which takes over the management ofspecific categories of emergency/incident. This ensures thatappropriately-trained personnel handle the incident. At thesame time, it allows the dispatchers to remain focused on thenormal operations.

3 Impacting the urban area and utilities, of which public transport is one

1. Assault, aggressive orsecurity incident, requiringpolice/security response

2. Weather-related eventsand restrictions

3. Diversion/Restriction dueto major roadconstruction/repairs/events

Such incidence needs to be escalated to the dedicatedteam/workstation as referred above, allowing the dispatchersto remain focused on normal operations.

For occasional disruptions due major road construction/ fairs,festival leading to unavailability of streets, alternative planscan be stored within the dispatch and activated whenever atrigger event occurs

Whom it will benefit1. Commuter: safety at large2. Operator: safety of crew & rolling stock3. Authority & Operator: image building of urban transport as an organized public transport with

excellence in the management of an incident






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39



The Indian Penal Code (IPC) Provisions, have defined offences under in concern section and

prescribed punishments thereof. The following are the IPCs as applicable for Urban Transport.

• Section 279: Rash driving or riding on a public way. “Whoever drives any vehicle, or rides, on any

public way in a manner so rash or negligent as to endanger human life, or to be likely to cause hurt

or injury to any other person, shall be punished with imprisonment of either description for a term

which may extend to six months, or with a fine which may extend to one thousand rupees, or with

both.”

• Section 304A: Causing death by negligence. “Whoever causes the death of any person by doing

any rash or negligent act not amounting to culpable homicide, shall be punished with imprisonment

of either description for a term which may extend to two years, or with fine, or with both.”

• Section 336: Act endangering life or personal safety of others. “Whoever does any act so rashly or

negligently as to endanger human life or the personal safety of others shall be punished with

imprisonment of either description for a term which may extend to three months, or with fine

which may extend to two hundred and fifty rupees, or with both.”

• Section 337: Causing hurt by act endangering life or personal safety of others. “Whoever causes

hurt to any person by doing any act so rashly or negligently as to endanger human life or the

personal safety of others, shall be punished with imprisonment of either description for a term

which may extend to six months, or with fine which may extend to five hundred rupees, or with

both.”

• Section 338: Causing grievous hurt by act endangering life or personal safety of others. “Whoever

causes grievous hurt to any person by doing any act so rashly or negligently as to endanger human

life or the personal safety of others, shall be punished with imprisonment of either description for a

term which may extend to two years, or with fine which may extend to one thousand rupees, or

with both.”






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40



Objective

To allows the schedule to be adjusted in real-time or semi-real time in response to prevailing circumstances


Passengers: Passengers get real-time updates due to dynamic rescheduling through various

communication channels, including traveler alert services.

Dispatcher:

• The revised schedule is not only transmitted to the commuters but also in-vehicle devices; thereby, giving

the crew latest information on the trip to be performed.

• The times of arrival of the bus at en-routes bus stops also gets adjusted

• This application not only revises the schedule but also focuses on eliminating miscommunication, which

may often arise in manual communication

How it works

The application gets information from dispatch & other applications as inputs. The schedule gets adjusted in

real-time, and as such the dynamic rescheduling can operate at various levels of complexity, including the

following situations:

• Smoothing the schedule or headway pattern when a vehicle is missing.

• Recalculating the schedule or headway pattern when one or more additional vehicles are operated on a

route (e.g. in response to unusually high demand).

• Recalculating the schedule and intermediate times when a route diversion takes place.

• Recalculating the schedule based on the actual overall or sectional running times.

• Creating an alternative schedule in case of severe disruption.






1. Introduction

An overviewA


Managing dispatchC










41









1. Introduction

An overviewA


Managing dispatchC










42



Objective

The application focuses on measuring the degree of compliance with the conditions of the service contract


Transport Operator: When the service contract requires self-reporting by the Operator (this is usually

supplemented with checks by the Transport Authority)

Authority: When the authority prefers to have full visibility of service operations and performance

How it works

The application gets information from the dispatch module & other related modules as input and

performance is measured for parameters like

• Whether all scheduled trips are operated in full;

• Whether trips are part-operated;

• Deviations from specified route alignments;

• Breakdowns, Speeding, etc.

• Vehicle committed vs. provided (A/C against non AC (or) availability of ITS or fares equipment on the

vehicle)

• Compliance for supply of fit vehicle and driver with license, insurance, safety, and other regulatory criteria






1. Introduction

An overviewA


Managing dispatchC










43


Points to Ponder






1. Introduction

An overviewA


Managing dispatchC









In this unit, the emphasis is on

• Effective management of operations, expounded with the help of relevant case studies.

• Defined levels of incidences and ways to handle them.


44


Passenger demand

Catered demand + Un-Catered demand + Lead

Catered demand – no. of passengers who boarded the bus /

availed the public transport services

Un-catered demand – no. of passengers who have not boarded

any public transport bus, instead they preferred to go by IPT/

other mode after waiting at the bus stop

Lead – Individuals willing to shift to public transport from other

modes such as IPTs, personalized vehicles, etc.







1. Introduction

Passenger demandA




45



Total demand

Source

Catered demand

Route wise and trip wise data on no. of passengers availed Public Transport (PT) services

Un-catered demand

Primary survey –Passenger volume count survey is a prerequisite at all en-route bus stops/stations followed bysegregation of received data with the help of no. of passengers availing & not availing PT

Lead Shift to Public transport – primary survey on(1)Classified traffic volume count(2)Origin-Destination survey with additional data on expectation from PT service provider, if

provided would shift PT from other modes

N A C P V

Nigdi

Akurdi

Chinchwad

Pimpri

K KN

Vallabnagar

Nashik Phata

Kasarwadi

D

Dapodi

Khadki

S

Shivajinagar

R

RTO Office

P

Pune Station



Bhosari

CCTI2. Bus and Crew Scheduling





1. Introduction

Passenger demandA





46



0

10

20

30

40

50

60

70

80

Thane

Dadoji K

ond D

ev

Court

Naka

Kalv

a

Shiv

aji H

osp

ital

Vitava

Dam

odar

Vitavkar M

arg

Ganesh

Pada

Mukund C

om

pany

Dig

ha

MSEB

Airoli N

aka

Philip

s Com

pany

Bhara

t Bijle

e

Sie

mens

Co

Rabada P

olice S

tn

Rabada N

aka

Gohavi G

aon

Tala

vli

Naka

Ghansoli N

aka

Sta

ndard

Alc

.

Mahape N

aka

Kopar Khairane

ICI

Khera

ne G

aon

Khera

ne R

eliance

Pavne N

aka

Savita C

hem

icals

Turb

he S

tore

s

Gadge M

ahara

j Chow

k

Turb

he N

aka

Dutta M

andir

Turb

he V

illa

ge

Sanpada R

ly S

tn

Mafc

o

Krishi Upanna B

aja

r

Kanda B

ata

ta B

aja

r

Vashi Rly

Stn

No o

f Passengers

->

Name of the stop ->



Route length : 20.2 kms. approx.






1. Introduction

Passenger demandA





47


Critical parameters for supply of services

In supply of services, the following points are to be taken under considerations:

The first focus shall always be onensuring assured passengers are notopting for other alternatives.

For planning of route & trips on a givenroute, information on bus stop wisepassenger ridership should be used

The trend line analysis of daily,monthly and seasonal fluctuation couldlead to fine-tuning of trips andschedules.

If, on a given route between specified busstops, more passengers demand isobserved than the services provided, thenan extra bus should be operated betweenthat section. However, due considerationsare given to the length of such sections.

The type of bus to be operated is afunction of no. of passengerstraveling/ridership, expectation ofpassengers, income level attributes, etc.






1. Introduction

Passenger demandA





48


Points to Ponder

The unit covers the following aspects

• understanding of passenger demand.

• Sources of passenger demand.

• Route wise demand fluctuation explained with the help of relevant case studies.

• Critical aspects to kept in mind viz., changing headways every 15 to 60 minutes during

peak travel times.






1. Introduction

Passenger demandA





49









1. Introduction



Monitoring is an ongoing internal process, where system conditions are examined through

collected data. Monitoring aids in analyzing the operational efficiency and performance, and

the detection and reporting of possible errors. An efficient monitoring framework leads to

improved performance.

Some of the parameters considered in the monitoring of urban transport services are as

follows:

1. Early/Late departures and arrival of buses from depots and at bus stations

2. Non-completion of scheduled trips by the buses

3. Deviation in trips by the buses

4. Cancellation of the trips in the scheduled program

5. Calculation of canceled Kilometers

6. Vehicle traveled path with distance report

7. Identification of the Idle time of the buses

8. Average speed report

9. Over speed distance report

10. Speed limit violation report

11. Stoppage report

12. Skipping of bus stops

13. 1 Weekly/15 Days Consolidated VTS Analysis Report - Depot wise/vehicle wise

14. Monthly Consolidated VTS Analysis Report - Depot wise/Vehicle wise

15. Working/non-working status report of GPS units every month



Stoppage reportE


Kilometers reportG





50




In Urban Transport, the priority is given to punctual departure from the depot.

The table (left above) depicts the delay in some of the scheduled departure from the

depot.

The adjacent table (right) is a summary table that depicts the cause for delay.






1. Introduction





Stoppage reportE


Kilometers reportG






51



The above table illustrates the service performed by the vehicle in a day.

By this report, one can ensure the compliance in no. of trips performed against the allotted

route and deviation from route; punctuality; skipping of stops; total kms operated against

scheduled kms.






1. Introduction





Stoppage reportE


Kilometers reportG








52






Above information shows, frequency of speed limit violation in a given trip by a specific

bus.






1. Introduction





Stoppage reportE


Kilometers reportG






53


Stoppage report


• The above report outlines the no. of stops taken by the bus in a trip and duration of halt.

• In case the time exceeds the stoppage time prescribed at a given bus stop; a report may

be initiated for inquiry.






1. Introduction





Stoppage reportE


Kilometers reportG






54




As a part of safety initiatives, speed limit monitoring is done






1. Introduction





Stoppage reportE


Kilometers reportG






55


Kilometers report

• The kilometers report, provides information on how many kilometers the vehicle has

performed against the number of planned kilometers.

• The report comprises of vehicle no., type of route – BRT/Non BRT, and the distance

covered on BRT section/route and non BRT section/routes separately.

Source: PMPML






1. Introduction





Stoppage reportE


Kilometers reportG






56



The skipped stops report helps in quantifying the no of stages skipped by the driver. The

skipped stops report is generated vehicle wise and operator wise with detailed information

such as trip wise stops skipped.

This report plays a crucial role, especially in the GCC model, wherein the operator gets the

payment as per the kms performed and irrespective of how much revenue is received by the

transport authority. In such cases, they are prone to skip bus stops and try to make kms for

the day, thereby diluting the objective of providing public transport. Alternatively, drivers

tend to skip bus stops to cover up the operational delay caused due to traffic jams.

Source: PMPML






1. Introduction





Stoppage reportE


Kilometers reportG






57








1. Introduction





Stoppage reportE


Kilometers reportG





Notes for Trainer: Monitoring of Service (Monitoring driving behavior)

ITS monitors the driving behavior, detects poor practice and/or violations, and subsequent enforcement – i.e.‘detect and deter’. The advantage is it1. provide universal detection of specific poor practice or violation of driving standards –

as shown above the ITS detects errors such as harsh braking, harsh acceleration, sharpcornering, etc (location wise & or type wise). Besides enforcement, this information aid inplanning measures for curb such behavior.

2. capture data in a cost-effective way in comparison to traditional practices, wherein workforce is deployed.3. generate reliable records for use in investigation and disciplinary processes4. generate records which can be utilized in court, both for enforcement processes and as protection against

spurious/fraudulent claims


58



Source: PMPML

The diagram apprises about the current status of service, based on speed and other

parameters. Based on this report, the expected time of arrival & departure at stops can be

seen, and en-routes can be monitored.






1. Introduction





Stoppage reportE


Kilometers reportG






59



Source: PMPML

The diagram apprises about the current status of service, based on speed and other

parameters. Based on this report, the expected time of arrival & departure at stops can be

seen and en-routes can be monitored.






1. Introduction





Stoppage reportE


Kilometers reportG






60




1 Identification of vehicle location at any time of day:

Real-time tracking of the vehicle. (computation of

avg. speed and over speeding of bus

Helpful in detecting fake hit & run accident

cases. Quick detection of stolen/missing

vehicles

2 Rationalization of schedule timing and route length.

(Preparation of scientific form-IV based on VTS

report)

Rationalisation of schedules

3 Early and Late arrival and departure of vehicles

from depots and bus stations; non-completion and

cancellation of trips (kms); deviation of trips; idle

time; missing bus stops; over speeding

Actions may be taken against such crew

members

4 Operation of services in violation of scheduled

timings

Improved operational punctuality leading to

enhanced revenue realization

5 Avoidable trip curtailment Constant monitoring of vehicle movement

helps in the detection of missing trips. This

results in improved ridership

6 Unauthorized deviations from scheduled duty Monitoring curbs, unauthorized deviations

resorted by the crew. It also improves the

reliability of the service, which translates into

committed ridership and helps in achieving

higher revenue.

7 Cancellation of trips on flimsy grounds Reduction in cancellation of trips improves

ridership and helps in achieving higher

revenue.






1. Introduction





Stoppage reportE


Kilometers reportG






61




8 Additional kilometres operated Accurate computing of additional kilometres

if any operated.

9 Calculation of cancelled kilometres for bonafide and

non-bonafide reasons.

It provides the data for accurate computation

of cancelled kilometres. It is especially

beneficial in case the vehicles are operated

under PPP scheme for the preparation of

bills.

10 Accounting of loss of time in non-performance of

trips.

The data can act as the base for initiation

action against the crew for non-performing

trips.

11 Identification of idle time of the vehicle. Ensures proper utilization of vehicles for

operation through revision of time table.

12 Computation of average speed of the vehicle. The data can be the basis for drafting

accurate time tables. This depends on the

speeds achieved during different timings of a

day on different stretches of the route.

13 Non-stoppage of the buses at bus stops/skipping of

bus-stops.

Curbs the tendency of the crew to skip the

bus stops. This improves ridership, increases

the revenue, and brings down public

complaints.

14 Real-time tracking of the desired vehicle Aids in responding to emergencies like riots,

curfews, and strikes.






1. Introduction





Stoppage reportE


Kilometers reportG






62


Points to Ponder






1. Introduction





Stoppage reportE


Kilometers reportG





An efficient monitoring framework leads to improved performance, With this backdrop, this

unit addresses the following:

• What parameters could be monitored and

• What benefit is derived thereof?

• However an inclination is also required to see the issues of monitoring from practicality

perspective. It is recommended to prefer result-based monitoring rather than conventional

monitoring


63

Revenue Collection

An overview

Revenue is classified into the following two categories:

Note: In the “operations module” the focus is on the type of fare structure &

insight into each. In the “bus operation module,” information on how to collect

the revenue and minimize the pilferages is covered. In “IT & MIS” module,

information on ticketing management system is covered in detail, mainly

concentrating on cashless transactions.

A. Traffic Revenue

Revenue realized from the

transportation of passengers &

associated incidental revenue

constitutes the traffic revenue. The

sources of traffic revenue includes:

B. Non-Traffic Revenue

Revenue from other sources not

directly related to transportation of

passengers, constitute the non-

traffic revenue. The sources

includes:

• Sale of passenger tickets, monthly

pass, advance booking, etc.

• Charges for luggage/parcel

• Reservation charges

• Casual contract service charges

• Advertisement revenue

• Rent from canteens, refreshment

rooms, stalls, parking, property

• Scale of scrap materials

• Interest on investment







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



64

Revenue Collection

Fare fixation and Fare table

Fare Table for Illustration purpose

The State Government fixes the fares as per Section 67 of the

Motor Vehicles Act, 1988 having regard to:

1. Advantages offered to the public, trade and industry

through the development of motor transport

2. Coordinating road and rail transport

3. Preventing the deterioration of the road system, and

4. Preventing uneconomic competition among holders of

permits

Factors that affect fare fixation are as under:

Cost of Diesel

Personnel Cost

Capacity of bus and load

factor

Cost of other alternate

mode







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



65

Revenue Collection


Increase in Diesel price from Rs. 35.91 paise per liter to Rs. 39.27 paise per liter.

Diesel Price adjustment fare F(DPA)=(F-D)+(RPD/BPD) XD

• F= CPKM/SCxLF=2091.5/(55x0.64)=59.41 fare per passenger km.

• D= CPKM(HSD)/SCxLF=845.3/(55x0.64)=24.01 paise per passenger km.

• Carrying Capacity=55

• Load Factor=64%

• CPKM=2091.5 paise per km (Data Based on figures of June 2006)

• Diesel Cost=845.3 paise per km

• BPD=Rs. 35.91 per liter

• RPD=Rs. 39.27 per liter

• F(DPA)-(59.41-24.01)+(3927.0/3591.0)x24.01=35.40+(1.09x24.01)

=35.40+26.17=61.57 paise/km

• F(DPA)=61.57 paise/passenger km

• Increase in Fares= F(DPA)-F=61.57-59.41=2.16 paise.

• Increase in Fare=2.16 paise per passenger km.







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



66

Revenue Collection


Increase in Dearness Allowance Rate: F(R)=F+(CPKM(L)/CPKM)X P/100 X F

City Services (Present Fare per Passenger kms weighed average)=54.58

Revised:

= 54.58 + (702.9/2091.5) x (18.19/100)

= 54.58 + (0.34 x 0.18 x 54.58)

= 54.58+3.34

= 57.92

After adding fuel burden: 57.92 + 2.16 = 60.08

Increase in existing fare = 60.08-54.58=5.50 paise per km=10.07%

P is Compounded as follows:Burden due to release of DA instalments & DA merger with basic @ 320.00 lakhs/month.

Staff Cost for the month of June = 1758.96 lakhs

Increase in DA = 320.00 lakhs & merger of 71% DA with Basic (tentative)

P = 320.00 X 100 = 18.19%1758.96

CPKM (L) = 1758.96 = 702.9 PS/KM250.26

CPKM = 5671.71 = 2091.5 ps/per km271.18







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



67

Revenue Collection

Case study: DMRC

Distance kms Fare Rs Distance kms Fare Rs

Old fare Revised fare 1st October, 2017

0 2 8 0 2 10

2 4 102 5 20

4 6 12

6 9 155 12 30

9 12 16

12 15 18

12 21 4015 18 19

18 21 21

21 24 22

21 32 5024 27 23

27 31 25

31 35 27 >32 60

35 39 28

39 44 29

>44 30







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



68

Revenue Collection


Cash handling is a part of cash management – In urban transport, approximately INR Rs 7-8

lakhs per day cash is received by the depot from collections by the crew en-route. Cash

handling issues are initiated from the cash section and precautionary pre-requisite are as

follows:

• Provision of locker, boxes, etc.

• Cash collection counter should be sturdy and protected

• The location for keeping collected cash shall be in an interior part of the depot with

entry allowed to authorized personnel only

• Security provision shall be in place

• Facility of currency counting cum verification machine

• Agency needs to be nominated for collection of cash & remittance in the bank every

day

• Promotion for cashless transaction







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



69

Revenue Collection


AB

C

1

2

3

4

5

6

7

8

Collection of lesser fare and

(a) no issue of tickets

(b) issue of ticket corresponding to other fare stages

Parallel ticketing

Data manipulation

Not following the sequence in the issue of denomination tickets

By foot boarded passengers

Ticketless travel by passengers

Goods (perishable and non-perishable)

Over traveling by passengers







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



70

Revenue Collection


1 3 75 9

Specific Hour Check


boarding point

Combing Operation

Avoid Payment of Fare & Over travelling check

schedule time turnout of buses

from depot

Smart card checking

ETM checking


Jackpot Checking

2 4 6 8







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



71

Revenue Collection


1. Specific Hour Check

The errant conductors have the habit of collecting less money without issuing the ticket. Even the

drivers, in the early morning and late-night services, in order to sign off early, skip bus stops or drive

rashly without courtesy to other road users and awaiting passengers.

To curb such activities, it is essential to conducts specific hour checks, say at night twice a month

between 18:00 to 21:00 or 20:00 to 23:00. Under this, the squad conducts checks at junctions or

the bus stop. The report prepared is then sent to the higher authority for positive change.

2. Alighting Checks at dense boarding point

The check is performed to know whether the alighting passengers have a valid ticket/pass. The

frequency of such checks needs to be increased during fairs/festivals. Besides, such checks may also

be performed at bus stands wherein passengers alighting from all buses are to be checked.

3. Combing Operation

This operation is done for a given area where checking squads are deployed on all access points

through which the bus enters the area. All the buses entering and leaving the point will be checked.

4. Avoid Payment of Fare & Over traveling check

This type of check is done to control errant passengers who:

1) pay less, (i.e., up to one/two stages earlier of the alighting stage) and over travel

2) are habituated of traveling free of cost







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



72

Revenue Collection


5. Special checking to be done for schedule time turnout of buses from depot

Keep a track on vehicle arrival time & departure time at depot. If any delay is observed, then the

case is booked against either/both conductor/driver.

6. Smart card checking

Machines/readers are given to conductors and checkers. Since the incentive scheme is mostly

associated with the sale of card, it is highly essential to ensure that the checking is carried out on thefollowing lines:

• Validation and recharge of the card is verified

• Cross-checking the amount received against the no of trips performed by the traveler

• Amount received and sale of card verification

• Smart card no and ticket no is crossed checked

• Cross-checking of type of service for which the card is valid against the type of service in which

the passenger is traveling

• Verifying the type of pass i.e., route pass/general vs. the route on which the passenger istraveling.

7. ETM checking

Issue of tickets by conductors from the authorized ETM or any other authorized machine.

Cross-checking of reports in ETMs for that trip against the actual number of passengers traveling.

Difference in amount received vs. revenue released through the issue of tickets.

Check for punctuality, especially during the early arrivals. In cases of early arrivals, likely, passengers

are not collected, or the conductor has not issued tickets, or the driver and the conductor havedecided to skip the expected heavy boarding point's en-route.







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



73

Revenue Collection


8. Ticket Block Checking

At the depot, the blocks of various denomination tickets (with a serial number on each denomination

ticket) are given to the conductors to issue denomination tickets to the passengers further. However,some conductors have the habit of issuing the tickets in between and not in serial order. The

difference in ticket cash collected between the ticket which was serially issued last and which will beissued next, is the amount that they keep for personal use.

So the check is done to know whether the conductor has issued the tickets in serial order or not.

The above check is mostly done on-board, and also, some transport organizations carry out this kind

of check for suspected conductors at the depot while cash remittance.

Further, once in a month, 100% tray checking for all conductors is also done.

9. Jackpot Checking

Some transport operators send squads to a particular spot irrespective of route. In contrast, otheroperators send an adequate number of squads to all stages on a given route.

It is the squads' responsibility to check all the buses passing through the stage throughout the day

irrespective of the number of times it passes.

Since the complete route is to be checked; it involves massive workforce requirements, and for thispurpose, clerical and technical staff is taken from the depot or nearby units.







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



74

Revenue Collection


• In the city of Gulbarga, NEKRTC started city bus operation with 40 buses in October 2012

• By November 2013 they augmented the fleet to 78 buses

• Under JnNURM they got 100 buses totaling a fleet size of 178 buses in city bus operations.

Challenge

• Promote public transport as primary mode and discourage personalized vehicle

• Increase PT ridership

• Reduce emission level

• To move people rather than vehicles

Increasing city buses is not viable & loss making proposal?







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



75

Revenue Collection




higher frequency 3


Use of ITS5

Branding6

Attractive fare7

Initiative taken







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



76

Fare structure

The city bus base fare was reduced to Rs 3.00

and proportionally thereof to see the impact

The above fare was much lower than the base fare of

IPTs (i.e., Rs 5.0)

Year 2014-15

Wider area coverage




Revenue Collection








1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



77

Revenue Collection


0

100

200

Before After

126160


Before, 827

After, 1142


0

1000

2000

3000

4000

5000

Before After

3195

4523

REVENUE PER BUS (in Rs.) 1. Revenue per bus per km

a) Before – 3195/126 = Rs 25.35

b) After - 4523/160 = Rs 28.26


by Rs 3.




increased by 27%







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



78

Revenue Collection








1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



QUALITY OF SERVICES


0-2 min16%

2-5 min47%

5-8 min8%

8-12 min14%

More than 12 min15%

0%

10%

20%

30%

40%

50%

60%

70%

80%74%

18%

4% 1… 1% 2%

1. 63% (47+16) commuter stated that the waiting times at bus stop was not more than 5min.

2. 74% commuters have rated the services as ‘very good’ and 18% as good.

Can we say now that

1. Increasing city buses is a viable & not a loss making proposal always

2. The objectives are achieved i.e., increase in ridership, reduction in waiting time, improved

quality of services.

WAITING TIME

79


• In this module, we have emphasized on bus & crew scheduling, management of bus

operation, demand & supply, monitoring of services, revenue collection, and feedback loop

mechanism.

• For proper execution of services it is essential to understand these basic principals and







operation.

Revenue Collection







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



80

Revenue Collection

Points to Ponder

Unit 6, starts with classification of revenue into traffic & non traffic, followed by insights into

fare fixation i.e., legislative powers to fix fare.

In continuation, information on factors that affect fare setting, model on how to calculate the

fare due to hike in input cost is also given as case study. Further, what would be the

implication of fare revisions is also discussed with the help of a case study.

Next, it is also important to ensure that no revenue loss occurs due to pilferages. As such, it is

essential to understanding the various types of fraudulent and implement checks so as to curb

losses. This unit provides detailed information on best practices in curbing the revenue loss.

This unit also provides the interlinkage with ITS & MIS for data intelligence.







1. Introduction

An overviewA



Case study: DMRCD


Types of fraudsF

Types of checksG



81


Introduction

• The negative stigma of existing bus transport is a

formidable barrier to overcome in selling these services. For this purpose, marketing of public

transport is necessary.

• Marketing and Branding the service would make it stand out from other service competitions. These

strategies are impactful in changing the way people perceive the services.

• It increases awareness among the common people

and updates them on new and upcoming schemes and services.

• The analysis is done based on the profile of the

city and on the target audience.

• The specific analysis of each situation and the designing of activities and messages that are

appropriate for each city’s target audience is important.

• The authority should work with civil societies

and form focus groups.

• Communication between the authorities and civil societies is essential as the authority

learns the society’s opinions in a direct manner.

• The authority should be conscious to raise

awareness among the common people with respect to their attitude & actions (regarding

city transport).

• A marketing strategy identifies appropriate

mediums of communication to disseminate the

message of bus transport services.




Why do marketing strategies differ?

01 02

03 04






1. Introduction


IntroductionA


82





This is a technique by which an organization aiming to develop marketing & branding strategy identifies groups & organizations which are directly or indirectly related to its services. It consists of:

321

Branding Strategy

Branding the system with an identifiable name,logo, and slogan can make your service standout among other competitions. It has thepotential to generate new customers, getrecognition and increase business value.

Marketing Strategy

4321

Marketing is useful for educating the customerabout the service. It is useful for sustaining thepresence of a service. Marketing even acts as asource of revenue. It may act as a basis fordecision making.






1. Introduction


IntroductionA


83




Citizen Centric

Objectives


Social Demands

Adequacy



Affordability

Accessibility

7

6

54

3

2

1




services

• Higher customer

satisfaction




maintained.






1. Introduction


IntroductionA


84



Action




Impact














1. Introduction


IntroductionA


85















Key considerations







1. Introduction


IntroductionA


86

Revenue Collection

Points to Ponder

Unit 7 provides an overview on Marketing and Branding of bus operations

The middle manager of a bus transport organization is responsible for maintaining the brand.

In order to maintain the brand it is essential to satisfy the demand of the customers and

provide good quality service to the commuters.






1. Introduction


IntroductionA


87

Thank You !

Time for Discussion

88

Reference table

A. 8-9 A. 8

Delivery PPTParticipant

Manual

A. 10-11

B. 12

C. 13

D. 14-15

E. 16-21

F. 22-23

G. 24

A. 9

B. 10

C. 11-12

D. 13-14

E. 15-18

F. 19-20

G. 21-22

A. 25-26

B. 27

C. 28-29

D. 30-32

E. 33

F. 34-35

G. 36-38

H. 39

I. 40

J. 41-42

K. 43

A. 23

B. 24-25

C. 26-27

D. 28-30

E. 31

F. 32-33

G. 34-36

H. 37-38

I. 39

J. 40-41

K. 42-43


Bus and Crew

Scheduling








2

Management of

Operations

A. An overview











3

89

Reference table

A. 44-45

B. 46

C. 47

D. 48-49

A. 44

B. 45

C. 46

D. 47-48


Manual

A. 50

B. 51

C. 52

D. 53

E. 54

F. 55

G. 56

H. 57

I. 58

J. 59-61

K. 62

A. 49

B. 50

C. 51

D. 52

E. 53

F. 54

G. 55

H. 56

I. 57

J. 58-59

K. 60-62

Demand and

Supply

A. Passenger demand




4

Monitoring of

Service





E. Stoppage report







benefits

5

90

Reference table

A. -

B. -

C. -

D. -

E. 63-64

F. 65

G. 66

H. 67-71

I. 72

A. 63

B. 64

C. 65-66

D. 67

E. 68

F. 69

G. 70-73

H. 74-78

I. 79-80


Manual

A. 73-74

B. 75-77

A. 81-82

B. 83-86

Revenue

Collection

A. An overview



D. Case study: DMRC






6

Marketing and

Branding

A. Introduction


91

Bibliography














Pre-Training Questionnaire

Bus Operations for Middle Managers: Pre-Training Questionnaire

The questionnaire will only take 10 minutes of your time to get filled.

The purpose of this questionnaire is to understand what you already know about the training theme.

We will ask you to complete another questionnaire at the end of the training so that we can assess

what you have learnt and how the trainers have performed at conveying the key points.

Organization and Individual Details

Name of Organization

Name

Designation

Contact Number

Email Address

No. of buses run by your organization

No. of staff in your organization

Knowledge and Expectation Assessment

Q1. What are your expectations of this training? What do you hope to gain by participating?

A1.

Q2. What is the one thing that you would most like to learn during this training?

A2.

Q3. Please rate your knowledge / skill on the following learning objectives.

A3. Learning Objective Highly Proficient

Proficient Neutral Slightly

Proficient Not

Proficient

Comprehend the factors

affecting the bus & crew

scheduling, thereby

optimizing bus and f leet

deployment for route

operation.

☐ ☐ ☐ ☐ ☐

Upgrade skill set for

managing bus operations

using ITS.

☐ ☐ ☐ ☐ ☐

Ascertain the extent to

which passenger demand is

met. Address the issues viz.,

signif icant drop in particular

section along the route.

☐ ☐ ☐ ☐ ☐

Monitor the services for

adherence to time,

managing dispatch,

extending support in case of

emergency, crew behavior,

etc., in an efficient way.

☐ ☐ ☐ ☐ ☐

Set/diagnose the process of

revenue collection and the

controlling mechanism to

curb the pilferages in

revenues collected.

☐ ☐ ☐ ☐ ☐

Knowledge and Expectation Assessment

Design and formulate

branding and marketing

strategy for outreach.

☐ ☐ ☐ ☐ ☐

Applying lessons learned

from various cities. ☐ ☐ ☐ ☐ ☐

Ensuring that the brand is

maintained. ☐ ☐ ☐ ☐ ☐

Q4. Kindly provide any additional comments for this training.

A4.



Post-Training Questionnaire

Bus Operations for Middle Managers: Post-Training Questionnaire

The questionnaire will only take 10 minutes of your time to get filled.

The purpose of this questionnaire is to assess the capacity building, assess the trainer, training

material and the training programme. Kindly f ill this questionnaire with respect to your experience

from the training session.

Organization and Individual Details

Name of Organization

Name

Designation

Contact Number

Email Address

No. of buses run by your organization

No. of staff in your organization

Assessment of the Training Session

Q1. Please rate your knowledge / skill on the following learning objectives.

A1. Learning Objective Highly Proficient

Proficient Neutral Slightly

Proficient Not

Proficient

Comprehend the factors

affecting the bus & crew

scheduling, thereby optimizing

bus and f leet deployment for

route operation.

☐ ☐ ☐ ☐ ☐

Upgrade skill set for managing

bus operations using ITS. ☐ ☐ ☐ ☐ ☐

Ascertain the extent to which

passenger demand is met.

Address the issues viz.,

signif icant drop in particular

section along the route.

☐ ☐ ☐ ☐ ☐

Monitor the services for

adherence to time, managing

dispatch, extending support in

case of emergency, crew

behavior, etc., in an efficient

way.

☐ ☐ ☐ ☐ ☐

Set/diagnose the process of

revenue collection and the

controlling mechanism to curb

the pilferages in revenues

collected.

☐ ☐ ☐ ☐ ☐

Design and formulate branding

and marketing strategy for

outreach.

☐ ☐ ☐ ☐ ☐

Applying lessons learned from

various cities. ☐ ☐ ☐ ☐ ☐

Ensuring that the brand is

maintained. ☐ ☐ ☐ ☐ ☐

Assessment of the Training Session

Q2. Please rate the training material on the following parameters.

A2. Parameter Very High High Neutral Low Very Low

Extent of coverage ☐ ☐ ☐ ☐ ☐

Relevance of contents ☐ ☐ ☐ ☐ ☐

Practical applicability of case studies ☐ ☐ ☐ ☐ ☐

Easy to understand ☐ ☐ ☐ ☐ ☐

Usefulness of reference material ☐ ☐ ☐ ☐ ☐

Q3. Was the trainer able to achieve the stated learning objectives of the session?

A3. ☐ Yes ☐ No Reasons ________________________________________

Q4. Please rate the trainer on the following parameters.

A4. Parameter Very High High Neutral Low Very Low

Knowledge of the subject ☐ ☐ ☐ ☐ ☐

Communication skills ☐ ☐ ☐ ☐ ☐

Organized and structured approach

☐ ☐ ☐ ☐ ☐

Interactive and engaging ☐ ☐ ☐ ☐ ☐

Q5. Do you think your knowledge / skill / ability on the subject has improved after attending the training session?

A5. ☐ Very High ☐ High ☐ Neutral ☐ Low

☐ Very Low Reasons ________________________________________

Q6. What are your top 3 takeaways from the training you attended today?

A6. 1.

2.

3.

Q7. Please rate the training session on the timing and duration of each module.

A7. ☐ Very Effective ☐ Effective ☐ Neutral ☐ Slightly Effective

☐ Deficient Reasons ________________________________________

Q8. What is your preference of location for this training session?

A8.

Q9. What should be the duration of this training session?

A9. ☐ 0.5 days ☐ 1 days ☐ 1.5 days ☐ 2 or more days

Q10. What should be the frequency of this training session at your level?

A10. ☐ Quarterly ☐ Semi-annually ☐ Annually ☐ Every 2 years

Q11. Kindly provide any areas in which the training requires improvement / Other additional comments

A11.



Group Activity

Bus Operations for Middle Managers – Group ActivityBus Operations for Middle Managers – Group Activity

Part A – Ice Breaker Question

Part B – Group Exercise

Part C – Case Study

From your perspective, which city is managing the bus operations effectively and Why to do you feel so?

Substantiate with observation / learnings.

In bus operation, what are the challenges that are often encountered? What are some of the possible solution to those

challenges?

Substantiate with observation / experience.

Challenges

Problem Statement: The Scandas city administration, has decided to implement outreach programme for

increasing the ridership, make the people aware of public transport operation. Since your group are the key members

of the administration, so you carry out brainstorming discussions and suggest activities /ways that can be opted as a

part of outreach programme. Try to think creatively and give implementable suggestion. You may refer to the

participant’s notes for details if required.

Solutions

You are required to form a group of 3-5 participants in order to complete this activity. Time required for completion is 40 minutes. Furthermore, 15 minutes would be given to each group to present their outcome.

Bus Operations for Middle Managers

Documents

Transcript of Bus Operations for Middle Managers