Detailed Project Report for ITS for City Bus Operations of CTU

FINAL TECHNICAL REPORT

Detailed Project Report for ITS

for City Bus Operations of CTU

Prepared for Chandigarh Transport Undertaking (CTU)

by IBI Consultancy India Private Limited October 2015

CLIEN

T LOGO

IBI CONSULTANCY INDIA PRIVATE LIMITED FINAL TECHNICAL REPORT

DETAILED PROJECT REPORT FOR ITS FOR CITY BUS OPERATIONS OF CTU


Document Control Page

September 2015

CLIENT: Chandigarh Transport Undertaking (CTU)

PROJECT NAME: Consultancy Service for Modernization of City Bus Services of

Chandigarh Transport Undertaking

REPORT TITLE: Detailed Project Report for ITS for City Bus Operations of CTU

IBI REFERENCE: 37120

VERSION: V 0.19

DIGITAL

MASTER: 37120_CTU_ITS_DPR_Sep25_2015_V0.19

ORIGINATOR: Srinivas Ganji, Rakshith Padmanna

REVIEWER: Visweswara Rao Gantasala; Dr. Vijay Kovvali

AUTHORISATION: Deepak Darda

CIRCULATION

LIST: CTU Team, GEF V SUTP Team, WB Team & IBI Team

HISTORY:

V0.28 - Submitted on February 5, 2015

V0.6 – Submitted on March 24, 2015

V0.8 – Submitted on April 07, 2015

V0.13 – Submitted June 23, 2015




Table of Contents

i

Abbreviations .......................................................................................................................... 1

Summary .................................................................................................................................. 1

1 Introduction ................................................................................................................... 5

1.1 Purpose of Document ............................................................................. 5

1.2 Intended Audiences ................................................................................ 5

1.3 Project Background ................................................................................. 6

1.3.1 Demographics ............................................................................ 6

1.3.2 Travel Characteristics ................................................................ 7

1.3.3 Public Transport Infrastructure ................................................... 7

1.4 CBMP Overview ...................................................................................... 8

1.4.1 ITS Infrastructure ..................................................................... 10

1.5 Scope of the ITS DPR ........................................................................... 10

1.6 Report Organization .............................................................................. 11

2 Needs Analysis ........................................................................................................... 12

2.1 Technological Interventions .................................................................. 12

2.1.1 Methodology ............................................................................. 12

2.1.2 “Key Needs” Analysis ............................................................... 13

2.1.3 ITS Technologies ..................................................................... 14

2.2 Current Efforts ....................................................................................... 15

2.3 Organizational Structure ....................................................................... 18

2.3.1 Special Purpose Vehicle (SPV) ............................................... 21

2.4 Current CTU Processes ........................................................................ 21

2.5 Suggested Technological Interventions ................................................ 29

2.6 Suggested Processes for Modernization/Implementation of ITS ......... 30

3 Options Analysis ........................................................................................................ 40

3.1 Service Options ..................................................................................... 40

3.2 AVL Alternatives ................................................................................... 41

3.3 Fare Collection Alternatives .................................................................. 42

3.4 Communication for Fare Collection Alternatives .................................. 44

3.5 PIS Information Alternatives ................................................................. 45

3.6 PIS Display Type Alternatives .............................................................. 46

3.7 Transit Management System (TMS) Alternatives ................................. 47

4 System Architecture & Components ........................................................................ 48

4.1 System Architecture .............................................................................. 49




Table of Contents (continued)

September 2015

4.2 Automatic Vehicle Location (AVL) System ........................................... 49

4.2.1 Overview .................................................................................. 49

4.2.2 Buses ....................................................................................... 50

4.2.3 AVL Functionality & Benefits .................................................... 51

4.2.4 AVL System Concept ............................................................... 51

4.2.5 Functional Requirements ......................................................... 53

4.2.6 AVL Central System ................................................................. 54

4.3 Passenger Information System ............................................................. 55

4.3.1 Overview .................................................................................. 55

4.3.2 PIS System Concept ................................................................ 56

4.3.3 Functional Requirement ........................................................... 57

4.4 Fare Collection System ......................................................................... 57

4.4.1 Overview .................................................................................. 57

4.4.2 System Concept ....................................................................... 58


E-purse: ................................................................................................ 58

Smart Pass ........................................................................................... 59

4.4.4 Electronic Ticketing Machines ................................................. 60

4.4.5 Fare Structure .......................................................................... 61

4.4.6 Payment & Recharge ............................................................... 61

4.4.7 Audit / Enforcement .................................................................. 61

4.5 Transit Management System ................................................................ 61

4.5.1 Overview .................................................................................. 62

4.5.2 Goals and Objectives ............................................................... 63

4.5.3 Proposed Integrated Transit Management System ................. 64

4.5.4 System Concept ....................................................................... 65

4.5.5 Other Systems Integration with TMS ....................................... 72

4.5.6 Other System Infrastructure at Depots and Terminals ............ 74

4.6 Transit Management Centre ................................................................. 74

4.6.1 System Concept ....................................................................... 74


4.6.3 Data Archiving .......................................................................... 76




Table of Contents (continued)

September 2015

4.6.4 TMC & Video Wall .................................................................... 76

4.6.5 Man power ............................................................................... 77

4.6.6 Roles and Responsibilities ....................................................... 79

5 Procurement Plan and Project Financials ................................................................ 81

5.1 Procurement Plan ................................................................................. 81

5.2 BOQ and Costs Estimation ................................................................... 81

5.3 Financial Analysis of the Project ........................................................... 86

5.3.1 Project Phasing ........................................................................ 86

5.4 Project Cost .......................................................................................... 87

6 Implementation Plan ................................................................................................... 88

6.1 Studies .................................................................................................. 90

6.2 Project Implementation Unit .................................................................. 90

6.3 Roles and Responsibility ...................................................................... 91

6.3.1 Project Implementing Unit / CTU ............................................. 91

6.3.2 System Integrator ..................................................................... 91

6.3.3 Project Evaluation Agency ....................................................... 91

6.4 Scaling Requirement ............................................................................. 91

6.5 Operations Concept .............................................................................. 92

6.6 Risk Management Process ................................................................... 93

6.7 Training & Knowledge Transfer ............................................................ 94

6.8 Monitoring & Evaluation Plan ................................................................ 95

Appendix 1 – Baseline Scenario of City Bus Services ................................................... 100

Appendix 2 – Sample MIS Reports .................................................................................... 123

Appendix 3 – Detailed ITS Costing ................................................................................... 151

Appendix 4 – List of Existing Buses to be Fitted with AVL Units, Destination Boards & Cameras ..................................................................................................................... 157

Appendix 5 – DEVICE SPECIFICATIONS .......................................................................... 167




iv

List of Exhibits

Exhibit 1: CTU Demonstration Tasks Under GEF-V ...................................................... 6

Exhibit 2: Demographic Characteristics of Study Area .................................................. 6

Exhibit 3: Mode Shares & Average Trip Lengths for Different Modes in Tri-City Area .. 7

Exhibit 4: Existing and Approved Bus Procurement of CTU .......................................... 8

Exhibit 5: Understanding of Modernization of City Bus Service .................................... 9

Exhibit 6: Implementation Strategies for City Bus Service Modernization ................... 10

Exhibit 7: Strategies Adopted for City Bus Modernization ........................................... 12

Exhibit 8: High-Level Planning of ITS System for CTU ............................................... 13

Exhibit 9: Identified Issues in City Bus System of CTU ............................................... 13

Exhibit 10: Components of Transit ITS ........................................................................ 14

Exhibit 11: Route Information Provided on CTU Website ............................................ 15

Exhibit 12: Current Status of Technology Intervention in CTU .................................... 17

Exhibit 13: Existing Organizational Structure of CTU .................................................. 18

Exhibit 14: Current Practice of CTU in Performing Different Key Activities of City Bus Services ................................................................................................ 20

Exhibit 15 Existing Operations ..................................................................................... 22

Exhibit 16 Existing Maintenance .................................................................................. 23

Exhibit 17 Existing HR ................................................................................................. 24

Exhibit 18 Existing Finance .......................................................................................... 25

Exhibit 19 Existing Ticketing ........................................................................................ 26

Exhibit 20 Existing Stores Process .............................................................................. 27

Exhibit 21 Existing Scrapping Process ........................................................................ 28

Exhibit 22 Recommended Operations Process ........................................................... 31

Exhibit 23 Recommended Maintenance Process ........................................................ 32

Exhibit 24 Recommended HR Process ....................................................................... 33

Exhibit 25 Recommended Finance Process ................................................................ 34

Exhibit 26 Recommended Ticketing Process .............................................................. 35

Exhibit 27 Recommended Stores Process .................................................................. 36

Exhibit 28 Recommended Scheduling Process ........................................................... 37

Exhibit 29 Recommended Training Process ................................................................ 38

Exhibit 30 Recommended Scrapping Process ............................................................ 39

Exhibit 31 Service Options ........................................................................................... 41

Exhibit 32 CTU ITS Components ................................................................................. 48

Exhibit 33 System Architecture .................................................................................... 49

Exhibit 34 Existing and Approved Bus Procurement of CTU ....................................... 50




v

Exhibit 35: AVL & PIS System Architecture ................................................................. 52

Exhibit 36: AVL Central System Schematic ................................................................. 54

Exhibit 37: List of PIS Display Boards to be installed at Bus Shelters ......................... 56

Exhibit 38 POS Locations (Source: CTU) .................................................................... 59

Exhibit 39 Electronic Ticketing Process ....................................................................... 60

Exhibit 40: Available Reports from Waybill Management System of CTU .................. 62

Exhibit 41: Screenshot of the Inventory Management System Developed by NIC for CTU ....................................................................................................... 63

Exhibit 42: Sub Systems of Transit Management System ........................................... 65

Exhibit 43: Concept of Centralized TMS ...................................................................... 65

Exhibit 44: Interface between Various TMS Sub Systems .......................................... 66

Exhibit 45: Functionalities of Depot Management System .......................................... 66

Exhibit 46: Functionalities of Depot Management System .......................................... 67

Exhibit 47: Depot Management System ...................................................................... 68

Exhibit 48: Workflow of Payroll System ....................................................................... 70

Exhibit 49 Operations Planning Process ..................................................................... 71

Exhibit 50: Data Exchange Needs ............................................................................... 73

Exhibit 51: Central Control Centre Concept of Single Data Update Module. .............. 75

Exhibit 52: Data for Man Power Estimation ................................................................. 77

Exhibit 53: Education & Experience Qualifications for ITS Staff .................................. 78

Exhibit 54: Responsibility Matrix .................................................................................. 80

Exhibit 55: Bill of Quantities (BoQ) for CTU ITS Project .............................................. 85

Exhibit 56: Summary Costs for CTU ITS Project ......................................................... 86

Exhibit 57 Phasing for the CTU ITS Project ................................................................. 86

Exhibit 58: Implementation Plan .................................................................................. 89

Exhibit 59 Operations Concept .................................................................................... 92

Exhibit 60 Risk Assessment & Mitigation ..................................................................... 94

Exhibit 61 Vehicle Mounting Unit/CAD-AVL unit (VMU) Training Manual from IBI’s VTMS Project ........................................................................................ 94

Exhibit 62 Preliminary Training Plan ............................................................................ 95

Exhibit 63: Demographic Characteristics of Study Area ............................................ 101

Exhibit 64: Key Transportation Services and Responsible Agencies in the Tri-City Area..................................................................................................... 102

Exhibit 65: Existing Organizational Structure of CTU ................................................ 102

Exhibit 66: Growth of Population, Registered Vehicles & Accidents in Chandigarh .. 103

Exhibit 67: Mode Shares for Different Modes in Tri City Area in 2009 ...................... 104

Exhibit 68: Summary of Relevant Future Proposals in Chandigarh by Different Agencies ............................................................................................. 105

Exhibit 69: Details of Proposed Metro Rail in DPR for Chandigarh Urban Complex Area (Tri-City) ..................................................................................... 105




vi

Exhibit 70: Proposed Metro Rail Corridors (Alternative II – Pink+Red) in Metro Rail DPR..................................................................................................... 106

Exhibit 71: Summary of Fleet Available For Operation with CTU for City Bus Service as in FY 2013-14 ................................................................................. 107

Exhibit 72: Manpower and Operational Fleet with CTU in 2013-14 ........................... 108

Exhibit 73: Geographic Location of Existing & Proposed Bus Depots of CTU .......... 110

Exhibit 74: Satellite View of Site Layout of the Newly Proposed Raipur Kalan Depot .................................................................................................. 112

Exhibit 75: Ridership Pattern of City Bus Service of CTU Over Last Six Financial Years ................................................................................................... 113

Exhibit 76: Previous Fare levels in CTU’s City Bus Services as per Fare Revision in April 2010 ............................................................................................ 114

Exhibit 77: Current Fare levels in CTU’s City Bus Services as per Fare Revision in September 2014 ................................................................................. 114

Exhibit 78: Fleet Breakdown Statistics in 4 Depots of CTU in Last 2 Financial Years ................................................................................................... 115

Exhibit 79: Cause-Wise Breakup Count-Split In Year 2014 ...................................... 116

Exhibit 80: Accidents Rates of CTU Bus Operations from 2001 to 2014 .................. 117

Exhibit 81: Accidents Statistics for CTU depots ......................................................... 117

Exhibit 82: Split of different categories of accidents occurred in FY 2013-14 for CTU buses .................................................................................................. 118

Exhibit 83: Fuel Economy Statistics of CTU Bus Operations .................................... 118

Exhibit 84: Revenue Split for both CTU ..................................................................... 119

Exhibit 85: Split of Total Costs of CTU Specific to City Bus Operations ................... 120

Exhibit 86: Financial Characteristics of City Bus Service and overall CTU for financial years FY20112-13 to FY2013-14 ....................................................... 121

Exhibit 87: Summary of Baseline Indicators of City Bus Service of CTU .................. 122




1

Abbreviations

S. NO. TERM EXPLANATION

1. AC Air Conditioned

2. AMC Annual Maintenance Contract

3. API Application Program Interface

4. ASRTU Association For State Road Transport Undertaking

5. AVL Automatic Vehicle Location

6. BDC Bus Driver Console (From UBS II)

7. BMTC Bangalore Metropolitan Transport Corporation

8. BOQ Bill Of Quantity

9. BQS Bus Queue Shelters

10. BRTS Bus Rapid Transit System

11. CA Chandigarh Administration

12. CAD Computer Aided Dispatch

13. CBMP City Bus Modernization Plan

14. CCTV Closed-Circuit Television

15. CD Compact Disc

16. CL Casual Leave

17. CMP Comprehensive Mobility Plan

18. COTS Commercial Off The Shelf

19. CTU Chandigarh Transport Undertaking

20. DB Database

21. DG Diesel Generator

22. DM Depot Manager

23. DMS Depot Management System

24. DR Disaster Recovery

25. DPR Detailed Project Report

26. DVD Digital Video Disc

27. ETD Estimated Time of Departure

28. EL Earned Leave

29. EPKM Earnings Per Kilometer

30. EPP Earnings Per Passenger

31. ERP Enterprise Resource Planning

32. ESCBS Efficient And Sustainable City Bus Services

33. ESI Employees' State Insurance

34. ETA Estimated Time of Arrival

35. ETM Electronic Ticketing Machine

36. FC Fitness Certificate

37. FCS Fare Collection System

38. GEF Global Environmental Fund

39. GM General Manager

40. GPRS General Packet Radio Service

41. GPS Global Positioning System

42. HR Human Resource

43. ISBT Inter State Bus Terminal

44. ISO International Standards Organization

45. IPT Intermediate Public Transport

46. ITMS Intelligent Transit Management System

47. ITS Intelligent Transportation Systems




2

S. NO. TERM EXPLANATION

48. IVRS Interactive Voice Response System

49. JnNURM Jawaharlal Nehru National Urban Renewal Mission

50. KMPL Kilometer Per Liter

51. KVM Keyboard, Video & Mouse

52. LAN Local Area Network

53. LCD Liquid Crystal Display

54. LED Light Emitting Diode

55. MB Megabyte

56. MIS Management Information System

57. ML Maternity Leave

58. MoUD Ministry Of Urban Development

59. NIC National Informatics Centre

60. NCB National Competitive Bidding

61. NTP Network Time Protocol

62. NVR Network Video Recorder

63. OBITS On Board Intelligent Transport System

64. O&M Operations And Maintenance

65. OEM Original Equipment Manufacture

66. PF Provident Fund

67. PIS Passenger Information Systems

68. PL Paternity Leave

69. POS Point Of Sale

70. PT Public Transport

71. RBI Reserve Bank of India

72. RDBMS Relational Database Management System

73. RoW Right Of Way

74. RTPI Real- Time Passenger Information

75. SaaS Software As A Service

76. SCN Security Camera Network (From UBS II)

77. SCU Single Control Unit (From UBSII)

78. SI System Integrator

79. SIM Subscriber Identity Module

80. SL Sick Leave

81. SLA Service Level Agreement

82. SMS Short Messaging System

83. SOP Standard Operating Procedure

84. SPV Special Purpose Vehicle

85. STU State Transport Undertaking

86. SWOT Strengths, Weaknesses, Opportunities And Threats

87. TMC Transit Management Centre

88. TMS Transit Management System

89. TOD Transit Oriented Development

90. TW Two Wheeler

91. UBS-II Urban Bus Specifications – Ii

92. UPS Uninterruptible Power Supply

93. UT Union Territory

94. VHMD Vehicle Health Monitoring And Diagnostic (From UBS II)

95. VMU Vehicle Monitoring Unit

96. WMS Workshop Management System

97. WLAN Wireless Local Area Network

98. WS Work Station




1

Summary

As part of the GEF-V Project, initiated by Ministry of Urban Development (MoUD) and World Bank,

CTU has undertaken the City Bus Modernization Plan. One of the components of the plan is the

introduction of Intelligent Transport Systems (ITS) into the city’s bus operations.

The City Bus Modernization Plan developed as part of the project identified technology intervention,

namely, Intelligent Transport Systems for enhancing customer experience and bus operations &

management. In this Chapter, a brief background of the current Project ‘City Bus Modernization for

Chandigarh Transport Undertaking (CTU) Operations’ is provided.

Based on interactions with key stakeholders who are directly connected with the system, the following

needs were identified by stakeholder type.

Stakeholder Technology Needs

CTU Passengers Need for improving reliability of bus service.

Need for information dissemination to bus users for improving

the usage of public transportation.

Need for bus arrival information to improve efficiency of

accessing the bus network.

Need for simplifying ticketing for passengers and creating

telescopic fares (on transfers) through Electronic Ticketing

Machine (ETM) and smart card ticketing system.

CTU Central

Administration

Need for real-time bus location information for enhancing

operations.

Need for passenger information systems to increase ridership.

Need for electronic ticketing system to reduce leakages.

Need for smart card based ticketing system to enhance

customer experience with the bus system.

Need for integrated system for efficient decision making

Need for data management and analysis

Need for detailed MIS/ERP solution to provide decision makers

with data to continuously improve operations.

Need for effective monitoring and evaluation system for

different activities and understanding the parameters effecting

the performance of city bus service

Need for quick incident (accidents, breakdowns, etc.) detection

and improved reaction times on the incident response.

Need for improvement in financial performance through better

operational, maintenance and financial control.

Depot Activities Need for efficient process for scheduling of trips, vehicles and

crew

Need for automated data of revenue from bus fares.

Need for efficiency in monitoring of operations as per

schedules

Need for real-time guidance to crew when required.

Need for reducing revenue leakage and improving efficiency in

traffic inspections.

Need for data management and analysis at depot level.




2

Keeping in view the transportation needs of the Chandigarh City Bus services and the available ITS

Based on the needs the ITS solutions that were recommended for CTU bus operations are as follows:

1. Provide Automatic Vehicle Location (AVL) with the following objectives:

a. Increased productivity of the transit system by improving the reliability of the system.

b. Reduced operational costs of the buses by developing a fleet management system

using the vehicle tracking mechanism.

2. Provide Passenger Information Systems (PIS) with the objectives of:

a. Improved customer service to the transit riders by information dissemination through:

i. Display boards at terminals and other prominent locations

ii. Web based portal

b. Reducing stress levels for commuters by providing prior knowledge of the bus arrivals

and other schedule information through:

i. SMS system that provides bus arrival information at all bus stops across the

Tri-city area

ii. Mobile application providing CTU city service information

iii. Commuter Portal that provides both real-time and static (schedule data) to

internet users

iv. Interactive Voice Response System (IVRS) for the passengers not

comfortable with website and SMS based information systems.

v. PIS boards at critical locations across the city

3. Introduce Fare Collection System (FCS) consisting of Electronic Ticketing Machines (ETMs)

with Smart Card reading capability to:

a. Improve customer convenience

b. Reduce fare leaks

c. Improve understanding of demand by origin-destinations.

d. Provide information for new fare policies

i. Time-of-day pricing

ii. Special event pricing

e. Allows seamless bus transfers

4. Develop Transit Management Systems (TMS) application that can support:

a. Scheduling and rostering software for Planning that will support improving bus

operations and crew management

b. Master database for drivers, conductors and various staff that can support

computerized leave management system to achieve better accountability from the

staff

Need for automating maintenance and other depot activities

Need for capacity building and training using technology for

bus operations.

Need for increase in productivity of staff by improving efficiency

in activities performed.




3

c. Depot and Terminal management system to support decision makers with data on

activities performed along with resource and time requirements.

d. Workshop management system to better log the maintenance needs and activities.

e. Provide MIS reports on the various depot, terminal, workshop and bus operations

activities.

5. Develop a Transit Management Centre (TMC) to achieve:

a. Stakeholder coordination (Traffic Police, etc.) through providing interaction and a

common data sharing location.

b. Improve bus schedule adherence and reliability, through a the AVL application and

alert monitoring system

c. Provide incident management capabilities by providing a centralized location for

viewing/identifying incidents and dispatching incident response teams.

d. Providing emergency dispatch by providing a link from the TMC to the hospitals with

ambulance service.

e. Improve reliability of service and efficiency of the operations through better oversight.

6. Perform data collection and archiving services with the objectives of:

a. Developing performance measures to continuously evaluate the performance of the

system.

b. Develop algorithms to enhance bus service planning, and create new fare policies.

7. Develop MIS/ERP dashboard for the project with the objectives of:

a. Providing holistic, integrated information to the CTU management through detailed

MIS reports and user friendly, flexible dash board consisting of tables and graphs.

b. Provide ridership and modeshare details on a daily, monthly and yearly basis using

filters in the dashboard. The information shall also be provided through filters by bus,

route, conductor/driver, schedule, origin, destination and various other useful decision

making parameters.

c. Provide passenger counts and revenue information in realtime and/or preset intervals

as stated by the Client during the design phase.

d. Provide route and schedule adherence information with various filters for the decision

makers to get an understanding of the ground problems.

e. Provide bus maintenance information in terms of preventive and reactive maintenance

(breakdowns, etc.).

f. Provide critical stores & purchase inventory details for decision support.

The System architecture is shown in Exhibit below:




4

The system cost for the six month implementation period is estimated at 17.12 crores. Cost by ITS

component is shown below:

Component Capital Cost O&M Cost for

next 6 years SI Cost (10% of Capital) Total Project Cost

Total Installed Cost Spare Cost Total Capital

FCS ₹ 419,21,075 ₹ 0 ₹ 419,21,075 ₹ 41,92,108 ₹ 41,92,108 ₹ 503,05,290

AVL ₹ 515,93,025 ₹ 0 ₹ 515,93,025 ₹ 51,59,303 ₹ 51,59,303 ₹ 619,11,630

PIS ₹ 50,10,000 ₹ 0 ₹ 50,10,000 ₹ 5,01,000 ₹ 5,01,000 ₹ 60,12,000

TMS ₹ 307,32,500 ₹ 0 ₹ 307,32,500 ₹ 30,73,250 ₹ 30,73,250 ₹ 368,79,000

TMC ₹ 55,60,000 ₹ 0 ₹ 55,60,000 ₹ 5,56,000 ₹ 5,56,000 ₹ 66,72,000

COMM ₹ 8,75,000 ₹ 0 ₹ 8,75,000 ₹ 85,20,000 ₹ 87,500 ₹ 94,82,500

Total ₹ 1356,91,600 ₹ 0 ₹ 1356,91,600 ₹ 220,01,660 ₹ 135,69,160 ₹ 1712,62,420




5

1 Introduction

The Global Environmental Facility (GEF) along with the World Bank and Ministry of Urban

Development (MoUD) has initiated the GEF-V project which is termed as “Efficient and Sustainable

City Bus Services (ESCBS)” to provide Sustainable City Bus Services in Medium sized cities (with

population between 1M million and 4M million).

The main objective under the GEF-V Project is to make the city bus services more attractive to enable

a shift from personal vehicular modes to environmentally sustainable modes of transport and also to

efficiently use the existing infrastructure.

The City Bus Modernization Plan developed as part of the project identified technology intervention,

namely, Intelligent Transport Systems for enhancing customer experience and bus operations &

management. In this Chapter, a brief background of the current Project ‘City Bus Modernization for

Chandigarh Transport Undertaking (CTU) Operations’ is provided.

1.1 Purpose of Document

The purpose of the ITS detailed project report is firm up the specific needs of CTU into specific projects

including the financial outlay for the same. This includes:

Examination of technological parameters.

Description of the technology to be used.

Options analysis

Recommendations on solution

Broad technical specification.

Costing

1.2 Intended Audiences

The ITS DPR should be read by all stakeholders expected to have a role in the design, implementation,

operation, and/or support of the proposed system, or otherwise expected to be impacted by the system

during its lifespan. This includes:

CTU Management

Chandigarh Administration (CA) staff involved in CTU Management & Operations

CTU Technical Staff who will oversee the implementation

CTU - System maintainers and administrators

System Integrator Implementing the System

Organizational planning units (e.g. Labor Relations, Human Resources, and Operations

Training)

Financial planning units

Other stakeholders involved in the project.




6

1.3 Project Background

Chandigarh is one of the four cities selected for implementing demonstration projects based on a

competitive process followed by The World Bank to short-list the cities under this programme. The

following are the demonstration projects for Chandigarh under GEF-V – ESCBS project.

COMPONENT 2A: PHYSICAL

IMPROVEMENTS

COMPONENT 2B: CAPACITY BUILDING &

TECHNICAL ASSISTANCE

Modern Depot Equipment for

Improved maintenance and life of

buses

Modern Intelligent Transport System

(ITS) and Management Information

System (MIS)

Hiring of Project Management Consultant

Fuel Efficiency Programme

Capacity Building Initiatives

Marketing and Branding Program

Study on Institutional and Funding options

for city bus operations

Comprehensive route planning

study/business plan

Operating expenses reimbursement

Exhibit 1: CTU Demonstration Tasks Under GEF-V

The cities require a framework for City Bus Modernization Plan (CBMP) and Detailed Project Report

(DPR) under Technical Assistance (Component 2A) to be developed for further processing.

1.3.1 Demographics

This Exhibit 2 from CBMP report summarizes the base line scenario on demographics of the study

area.

CITY POPULATION (2011) GENDER

RATIO1

LITERACY RATE (%) AVERAGE INCOME

Chandigarh 10.55 Lakh 817 86.05 (Female:

64.8)

-

Mohali 1.7 Lakh 911 93.22 (Female:

91.1)

-

Panchkula 2.1 Lakh 883 87.86 (Female:

84.0)

-

Tri city 14.25 Lakh - - Rs. 22,857/month

National Average - 940 74.04 (Female:

65.5)

Around Rs.

5,500/month

Exhibit 2: Demographic Characteristics of Study Area

The average income of household (Rs. 23,000/-) of the study area which translated to average

household transport expenditure of about 10.8% of total household income. Around 86% of the

households have either car or two-wheeler or both, according to the Master Plan.

There are about 8 lakh vehicles registered in Chandigarh. More than 95% of registered vehicles are

TW (70%) and Cars (28%). According the speed delay survey conducted in CMP study, the average

1 Gender Ratio is the number of female persons per 1000 people




7

journey speed during peak hours is 32 kmph and during off peak it is 36 kmph, which translates to

Private vehicles having a huge advantage for travel (lack of congestion).

1.3.2 Travel Characteristics

Per capita trip rate in the tri city area is 1.32 including walk. This walk trips include the access and

egress legs of PT and IPT trips too. Trip lengths mostly depend on the distribution of different activities.

As per the CMP study of 2009, mode shares and the average trip lengths for different modes in tri city

area are shown in the below Exhibit 3.

Exhibit 3: Mode Shares & Average Trip Lengths for Different Modes in Tri-City Area

The average trip length for the all the trips is measured to be 6 Km. It can be observed from the exhibit

that, there is significant mode share for walk and bicycle. This is due to the presence of pedestrian

footpaths and cycle tracks in the city. There are 11.2 % of trips by bus mode in the tri city area.

However, there might of increase of ridership as on today as 100 more new buses have been started

for city bus service after 2010. Most of the travellers with trip lengths more than 10 Km are using bus

as their travel mode, and mostly for work & education purpose. The private motorized trips comprises

of about 50% of total trips from where the shift to public transport should be aimed primarily. There are

30% of trips by non-motorized modes which is a good sign, and bus is also having the scope to get

the passenger shift from the motorized trips with improved and modernized services.

1.3.3 Public Transport Infrastructure

The public transport system in the tri-city area includes the CTU city bus service. Shared auto and

Auto are also present which serve as intermediate public transport system. The public transport

infrastructure for the CTU bus service include: bus fleet, bus shelters, and bus depots. CTU bus

services travel up to V4 roads which bisect the sectors.

MODE AVERAGE TRIP

LENGTH (KM)

Walk 1.09

Cycle Rickshaw 2.07

Bicycle 3.68

Bus 11.49

Shared Auto 5.85

Auto 4.17

Two Wheeler 6.89

Car 9.06

1, 17.35%2, 2.87%

3, 10.94%

4, 11.24

%

5, 5.85%6, 1.29%

7, 35.38%

8, 15.07%

Travel Mode Shares in Tri City




8

1.3.3.1 Bus Fleet

379 buses were approved through the JnNURM scheme. An additional 49 buses are also being

procured in lieu of the condemned buses. The information on the bus procurement with their model

and procurement dates is provided in Exhibit 4. This list does not include the buses existing in the

depot that are condemned. All the condemned buses are expected to be disposed by October, 2015.

Timeline Make Description Bus type No. Of buses Total

As on Feb 2015 Leyland Existing buses Mini AC 34 34

As on Feb 2015 TATA Existing buses Standard AC 40 74

As on Feb 2015 TATA Existing buses Standard Non AC 60 134

As on Feb 2015 SML ISUZU New semi- low floor Midi AC 80 214

As on Feb 2015 SML ISUZU New semi-low floor Midi Non AC 30 244

As on March 2015 SML ISUZU New semi-low floor Midi Non AC 60 304

By October 2015 TATA Low floor Midi Non AC 49 353

By December 2015 Corona New semi-low floor Standard AC 20 373


By December 2015 Corona New semi-low floor Standard Non AC 45 468


Note: Information as per September 18, 2015

Legend

Existing Buses (without On-Board ITS) Recently Delivered Buses (with On-Board ITS) Buses Procured, Awaiting Delivery

Exhibit 4: Existing and Approved Bus Procurement of CTU

1.3.3.2 Bus Depots

Bus depot is the place from where buses are dispatched for the operations as per the schedules and

are maintained & parked when not in operation. Currently CTU has four depots from where it is

operating all the buses including long route, suburban routes and city bus routes. Two depots (Depots

2 & 4) are only operating the city bus routes, while other two depots (Depots 1&3), both city bus and

other routes are being served. All the depots have their own workshops. However, based on need, the

buses are maintained at one of the other workshops too.

One new depot has been proposed by CTU to be developed at an area of 6.5 acres at Raipur Kalan

in Chandigarh to cater to the sanctioned JnNURM buses in the future. The activities are similar in

nature at all the depots except the type of routes and buses they manage. The maintenance activity

at Depot 4 where JnNURM buses are held is done by TATA under Annual Maintenance Contract

(AMC).

1.4 CBMP Overview

The CBMP identified “Modernization” as the process of intervening at various levels/sectors of city bus

service such as policy/planning, infrastructure building/up gradation, institutional structures,

technology, capacity building, marketing/branding in order to enhance the level of service and also to

utilize the existing resources efficiently and optimally by ensuring the financial sustainability of city bus

operations & very minimal environmental and social impacts. Exhibit 5 shows the elements of the city

bus service modernization and broad objectives of CTU identified in the CBMP report.




9

Exhibit 5: Understanding of Modernization of City Bus Service

The CBMP identified various implementation strategies for critical action plans that are

recommended as part of the city bus modernization plan based on the needs, gaps and SWOT

analysis. The implementation strategies were divided into six categories as shown in Exhibit 6.




10

Exhibit 6: Implementation Strategies for City Bus Service Modernization

The Technological interventions were categorized as ITS MIS/ERP systems and the Public Transport

ITS.

1.4.1 ITS Infrastructure

The CBMP also identified the various ITS initiatives that CTU is currently undertaking. These include:

1. On-Bus ITS (OBITS) was part of the JnNURM buses (100 buses of Depot 4): It includes PIS

display boards inside the bus, GPS tracking system, etc. However, none of the systems are

currently functional and has been discarded. No integration requirements are required for

the proposed system due to non-functioning of the earlier OBITS equipment.

2. The AMC at Depot 4 i.e. TATA Motors uses CRM (Customer Relationship Management)

software for stores inventory and management.

3. CTU has introduced some of depot management system’s with the support of NIC (National

Informatics Centre) modules as mentioned below:

Vehicle and Crew Scheduling -

Waybill Management System

Attendance Leave Information System

Store & Inventory Management System

4. It is also noteworthy that in all the newly sanctioned 379 JnNURM city buses, OBITS

(including GPS devices, CCTV cameras, Driver Console unit and Variable Message sign

boards) are factory fitted in the buses (Integral part). Hence it can also be treated as an

opportunity.

5. The route information along with fixed maps (raster images) is provided for different routes in

the website.

6. “Chandigarh Bus Guide Mobile” Android Application is provided by a Private Agency called

“86Business Street” in Chandigarh.

1.5 Scope of the ITS DPR

ITS system for Chandigarh City Bus service will deploy technology which will help the city bus

experience for commuters and help CTU staff to improve fleet management, efficiency and to provide

better services to the commuters. The scope is limited to public transport improvements for city bus

services.

Operational Physical Technological

Financial Institutional Marketing




11

1.6 Report Organization

This DPR document has 6 chapters that are organized to explain the current scenario of CTU

operations, need for implementation of ITS and the proposed Intelligent Transportation System

solution proposed for CTU bus operations. Breakdown of the chapters are mentioned below

Chapter 2: Outlines the Needs Analysis for the implementation of ITS

Chapter 3: Technology selection along with options analysis

Chapter 4: Description of the system architecture and components

Chapter 5: Details of project financials and procurement are explained in this chapter

Chapter 6: Details of the implementation plan are given in this project.




12

2 Needs Analysis

Understanding the requirements and project background, needs analysis was performed based on the

current situation and future needs. After analyzing the needs of the stakeholders, requirement of the

system and existing technology, the impacting interventions which will support modernization of the

city buses through technology interventions are discussed in this chapter.

2.1 Technological Interventions

The very fact that around 86% of Chandigarh households own either two wheeler or four wheeler or

both, cautions the need for attracting the significant choice riders to the city bus mode. It is also stated

in vision for city bus service that, the city bus should be a ‘mode by choice’ for passengers2. That

means the services offered by the city bus service should be competitive enough with that are present

for other modes. The modernization of city bus service is focused towards increasing the level of

service, attractiveness and efficiency in resource utilization. Among different strategies adopted for

the implementation of city bus modernization, technological interventions are the key strategy for

achieving the objectives as shown in Exhibit 7.

Exhibit 7: Strategies Adopted for City Bus Modernization

2.1.1 Methodology

A high-level planning of the ITS system as shown in Exhibit 8 was developed for CTU that will help

achieve these goals.

2 Please refer to the “City Bus Modernization Plan” Report for more details on vision, objectives, action plans and justification on need for technological interventions

Operational Institutional Physical Financial Technological Marketing




13

Exhibit 8: High-Level Planning of ITS System for CTU

The CTU ITS plan consists of first identifying the needs of the bus service, and based on the needs

creating a strategic plan that will provide technology based solutions. The deployment of these ITS

solutions will lead to necessary bus service improvements resulting in economic and community

benefits.

2.1.2 “Key Needs” Analysis

Different issues in city bus system are summarized below which are considered to be resolved with

various technological options available. The following concerns/issues as shown in Exhibit 9 have

been identified with respect to the interactions with key stakeholders who are directly connected with

the system, so as to improve efficiency of services corresponding to them.

Exhibit 9: Identified Issues in City Bus System of CTU

Chandigarh City Bus Service Needs

ITS Solutions

ITS Induced Improvements

Economic & Community

Benefits

ITS Technologies

stakeholder Technology Needs

CTU Passengers Need for improving reliability of bus service.

Need for information dissemination to bus users for improving

the usage of public transportation.

Need for bus arrival information to improve efficiency of

accessing the bus network.

Need for simplifying ticketing for passengers and creating

telescopic fares (on transfers) through Electronic Ticketing

Machine (ETM) and smart card ticketing system.

CTU Central

Administration

Need for real-time bus location information for enhancing

operations.

Need for passenger information systems to increase ridership.

Need for electronic ticketing system to reduce leakages.

Need for smart card based ticketing system to enhance

customer experience with the bus system.

Need for integrated system for efficient decision making

Need for data management and analysis




14

Based on discussions with CTU that the crime rate in Chandigarh is low, security cameras at the bus

shelters were not considered as a strong need.

2.1.3 ITS Technologies

Transit ITS services include tracking, surveillance and communications, such as automated vehicle

location (AVL) systems, computer-aided dispatch (CAD) systems, and remote vehicle and facility

surveillance cameras, which enable bus agencies to improve the operational efficiency, safety, and

security of the bus service. There are multiple ITS technologies available for Transit Management as

listed in Exhibit 10.

Exhibit 10: Components of Transit ITS3

3 Transit Management Systems, US Department of Transportation, http://www.itsoverview.its.dot.gov/TM.asp

Operations & Fleet Management

•AVL/CAD

•Transit Signal Priority

•Maintenance

•Planning

•Service Coordination

Information Dissemination

•In-Vehicle Systems

•In-Terminal/Wayside

•Internet/SMS/Phone

•External Bus Display Boards

Safety & Security

•In-Vehicle Surveillance

•Facility Surveillance

•Employee Credentialing

•Geofencing of Depots, Operations Boundary

Need for detailed MIS/ERP solution to provide decision makers

with data to continuously improve operations.

Need for effective monitoring and evaluation system for

different activities and understanding the parameters effecting

the performance of city bus service

Need for quick incident (accidents, breakdowns, etc.) detection

and improved reaction times on the incident response.

Need for improvement in financial performance through better

operational, maintenance and financial control.

Depot Activities Need for efficient process for scheduling of trips, vehicles and

crew

Need for automated data of revenue from bus fares.

Need for efficiency in monitoring of operations as per

schedules

Need for real-time guidance to crew when required.

Need for reducing revenue leakage and improving efficiency in

traffic inspections.

Need for data management and analysis at depot level.

Need for automating maintenance and other depot activities

Need for capacity building and training using technology for

bus operations.

Need for increase in productivity of staff by improving efficiency

in activities performed.




15

2.2 Current Efforts

CTU had implemented a few projects in the past years for bringing technology into its operations and

maintenance. The details on base scenario have been discussed in the report on city Bus

modernization plan. The same section has been extracted and presented in APPENDIX 1 in this DPR.

However the summary of base scenario current efforts for technological interventions of city bus

service is given below. The following are the different initiatives that had taken place for CTU city bus

operations in the past few years:

Exhibit 11: Route Information Provided on CTU Website

CTU has introduced some of DMS modules

Vehicle and Crew Scheduling

Waybill Management System

Attendance Leave Information System

Store Inventory Management System

Depot Management System

In all the JnNURM sanctioned city buses, the on-bus ITS (OBITS) is present with, GPS devices, CCTV cameras, Driver Console unit Variable Message Signs

In Bus ITS Provision of information on

routes in CTU website.

“Chandigarh Bus Guide” Mobile Android Application is provided by a Private Agency

PIS & Feedback




16

The current status of different activities of CTU along with level of technology intervention in

executing/providing those activities/services is presented in the Exhibit 12 below:

Sl. N

o.

Cat

ego

ry

Activities or Service

Pre

sen

ce o

f

Act

ivit

y/Se

rvic

e

If Present: Level of Technology Intervention

Man

ual

Full

Par

tial

Just

Init

iate

d

1

Ad

min

istr

atio

n

HR Management

2 Performance Monitoring

3 Monitoring service level standards adherence

4 Bid Contract Management

5 Legal Cases Management

6 On-Route Driver Guidance

7 Infrastructure Development/Asset Monitoring

8 Purchase Management

9 Access to Guidelines/Manuals and Procedures

10 Statistics Management

11 Accounts Management

12 Adequate Data Availability

13 Periodical Scientific Operations Planning

14 Monitoring of SLAs of Contractors

15 Marketing & Branding

16 Fare Integration with other modes

17 Training Activities for staff

18 Staff feedback address

19 Marketing of city bus service

20 Coordination between Head Office & Depots

21 Vehicle Tracking

22

23

Pas

sen

ger

Serv

ice

User information and guidance

24 Surveillance in Buses

25 Surveillance at Bus Stops/Shelters

26 Ticketing (Fare collection)

27 Passenger feedback/Grievance address

28 Handling with Passes and Concessions/Discounts

29

De

po

t

Parking Management

30 Scheduling Operations

31 Waybill Management

32 Traffic Inspection

33 Traffic and Revenue Reconciliation




17

Sl. N

o.

Cat

ego

ry

Activities or Service

Pre

sen

ce o

f

Act

ivit

y/Se

rvic

e

If Present: Level of Technology Intervention

Man

ual

Full

Par

tial

Just

Init

iate

d

34 Incident and Emergency Management

35 Maintenance Monitoring & Recording

36 Store Inventory Management

37 Fuel Management

38 Scrap Management

39 Attendance Management

40 Training Activities for staff

41 Management of Maintenance for Equipment

42 Surveillance

Exhibit 12: Current Status of Technology Intervention in CTU

It is observed that, even though the existing modules of TMS are comprehensive in terms of input they

capture, they have limitations in terms of reports which need to be addressed. Also, there is very few

trained staff available to maintain and utilize these software modules efficiently.

The following are the key limitations in existing modules of the Transit Management System (TMS)

for the modernization process:

Waybill System

The system was developed for manual ticketing process currently used by CTU

The current process need to be substantially overhauled for proposed ETM based ticketing.

The current application provides multiple reports, but has limitations to support decision

making due to lack of reports by flexible filters (by conductor by month, by month,

comparison for various months, for various routes, for various routes for multiple months,

etc.).

Scheduling & Planning System

The system was developed with long-distance buses in mind, hence it does not provide for

the intermediate bus stops in each route.

It is not possible to provide a computer generated schedule that consists of multiple routes

for city services from the system.

The reporting system is inadequate for city bus service operations

Duty rotations for the drivers and conductors are being set only the day before the

operations, which makes it complicated for drivers and conductors to plan more than one

day ahead.

Driver and Conductor duty allocation is done through arbitrary process since rules for

allocation cannot be fed into the system.




18

Leave Management System

The system is not in operations due to various problems with inputting information.

Stores & Inventory Management System

This is a new system developed by NIC, but use of which is limited to a handful of CTU

personnel.

The Stores manager and many of the other staff are still more comfortable with the manual

process. Hence the system is underutilized.

The application is quite extensive, but comes without any user manual.

The system has limited flexibility in extracting reports by various filter parameters.

The application lacks dashboards and other user friendly features that can support decision

makers.

On the AVL system, the new buses are being delivered by different manufacturers with on-board

ITS equipment as per UBS-II specifications. The manufacturers are required to share the details

of the ITS equipment and the setup needed for CTU. It is necessary to develop common back-

end ITS software for all the buses being supplied by various manufacturers mainly for ease of

operations. A separate memo has also been submitted to CTU on this issue which is attached as

an APPENDIX 1-B with this report.

2.3 Organizational Structure

CTU was established in the year 1966 with a fleet of around 30 buses and now provides bus services

to the public covering the city, suburbs and the neighboring states. CTU is also a member of

Association for State Road Transport Undertaking (ASRTU). The organizational structure of CTU is

been shown in the Exhibit 13 below.

General Managers (2),

All Depots

Assistant Divisional

Manager (Technical &

Stores)


Manager (Traffic &

Commercial)

Assistant Controller

(F&A) (H)

Superintendent (Head

Office)

Superintendent

(Recruitment Cell)

Works ManagerAssistant Controller

(F&A)Superintendent

Preventive

Maintenance

Assistant

AccountantEstablishment

Assistant

Director, Transport,

Union Territory,

Chandigarh

Purchase Section &

Stores

Station Supervisor

(Traffic)

Care Taker (Nazir)

Care Taker (Bus Stands)

Statistical Assistants

Budget Assistants

Building Assistants

Esstt. Asstt. (H)

Esstt. Asstt. Drivers

Esstt. Asstt. Conductors

Esstt. Asstt. Management

Esstt. Asstt. Workshop

Identity Card Clerk &

Dispatch Work

Esstt. Asstt. General (H)

Compassionate Appointments,

Election Work,

All type of Recruitment Work

Exhibit 13: Existing Organizational Structure of CTU

Observations on Organizational Structure of CTU:




19

The existing CTU organization is established at two levels viz. central office level and depot

level.

General Managers at central level are responsible for management of depots. Depot doesn’t

have dedicated Depot Managers associated with each depot as is the general practice.

There is a lack of adequate trained technical staff for planning and design of operations.

There is no separate team for marketing and public outreach activities.

It is found from the site visits and discussions with CTU that the General Manager carries

multiple responsibilities.

There is a separate section to look after legal issues related to CTU.

The CTU is directly under the umbrella of Chandigarh Administration (CA) which is beneficial

in terms of quick decision making and co-ordination with authorities of CA.

The organizational structure has been defined for nature of operations of CTU few decades

ago but at present the activities have been modified but not the same have not been reflected

back in the organizational structure accordingly.

All the purchases happen at central level only.

Exhibit 14 shows the broad picture of current practice in CTU for city bus services.

KEY ACTIVITIES OF CTU DESCRIPTION

Overall Management and

Administration

CTU is headed by Director Transport of UT. Various functions are

managed by the General Manager, Assistant Dvisional Managers,

Assistant Controller, Superintendents. The present organizational

structure has been presented in Exhibit 65.

HR Management Typically CTU recruites all the employees on full time regular employment

basis. Recruitment is based on written test and practical tests. However,

CTU has now initiated the process of recruitement of drivers and

conductors under manpower supply contract. All the depots are managed

under General Managers of corresponding depots. Daily attendance and

leaves of employees are managed at depot level only. Currently MIS is

being used for management of leave information at all the depots.

Bid and Contract Management All the contracts and bids are managed at the central level under the

Director, CTU. There is also a ‘legal cell’ present in the head office for

resolving any issues.

Public Relations Management CTU publishes all the routes and other information in their website

(http://chdctu.gov.in/). It also accepts comments/ suggestions from public/

users online or directly at head office and accordingly CTU resolves those

issues. It also publishes all the notifications on the website.

Capacity Building There is no specific cell for capacity building/ training but the newly

recruited drivers and conductors get trained by the senior drivers/

conductors.

Co-ordination with other

Departments

As CTU comes directly under UT, the co-ordination with other

departments such as engineering, urban planning, etc. is done at Director

or Secretary level from Chandigarh Administration. As CTU operates long

route buses as well, any integration of the long distance routes with city

bus routes and associated facilities is easy.

Bus Operations Planning &

Design [Technical Assistance]

There is no dedicated technical wing in CTU for bus operations planning.

CTU usually hires consultants for any major planning assignment. Any

http://chdctu.gov.in/




20

KEY ACTIVITIES OF CTU DESCRIPTION

minor modifications in specific routes and time tables are done in-house

at General Manager level with approval from Director.

ITS Planning/Design &

Implementation

NIC (National Informatics Centre) has developed few MIS modules for

CTU’s usage. CTU has some dedicated staff at head office to look after

the utilization/ maintenance of MIS modules and to extract required

reports from the MIS modules.

Buses All the buses are owned by CTU. CTU procures new buses based on

demand and availability of funds.

Bus Shelter Development &

Maintenance

Inputs are taken from CTU as to where the bus shelters have to be

created but the bus shelters are developed and are maintained by

Chandigarh Administration. However, all the revenue from the

advertisements on bus shelters are forwarded to CTU.

Right of Way Development &

Maintenance

Right of Way (RoW) is developed by Chandigarh Administration and

Municipal Corporation only.

Bus Depot Development All bus depots are planned, designed and developed by Chandigarh

Administration. Bus depot infrastructure is maintained by CTU. CTU is

consulted by chandigarh Administration before finalizing any such

developments.

Bus Opetations Execution &

Monitoring

CTU operates and monitors the buses from all the depots. There are no

private operators. Traffic inspection is also done by CTU staff. All routes,

way bills, ticket and cash collection details are entered daily into the MIS

modules which are accessed from depots and Head office.

Maintenance4 of Buses All the buses are being maintained by CTU with its own staff, except for

100 buses which are being maintained under annual maintenance

contract by Tata. At present all bus depots have their own workshops for

major repairs too. Works Manager in Depot takes care of all the

maintenance activities at the depot level. NIC has developed the Stores

and Inventory application.

Scrap Disposal at Depots Scrap is stored at each depot and it gets auctioned for disposal as and

when the scrap quantity becomes considerable.

Fuel Management All the buses gets fuelled at their respective bus depots.

Parking of Buses All the buses are parked at corresponding depots only. A very few buses

are parked at route start points in order to reduce dead Km.

Statistics Management All depots prepares the operational and financial reports each month and

sends them to Head office and statistical department of head office

compiles all the reports at one place and calculates the performamnece

parameters for each depot. The required reports on route wise operations,

revenue, etc. are being managed from MIS modules.

Purchase for Stores All the purchases happens based on rate contracts of ASRTU. All the

purchases happen at central level.

Exhibit 14: Current Practice of CTU in Performing Different Key Activities of City Bus Services

4 It includes the preventive maintenance, repair maintenance, etc.




21

2.3.1 Special Purpose Vehicle (SPV)

As required by JnNURM norms, CTU has started a separate SPV for running the city operations. The

SPV, Chandigarh City Bus Services Society, is expected to run the city operations going forward.

However, there are various concerns that are listed here:

Current CTU staff is against the SPV, and has put a legal petition in front of the court to this

extent.

Only around 100 buses are long distance buses. Questions arise on how to accommodate the

1826 staff of CTU if the SPV is operational.

IBI has provided recommendations on the SPV structure (refer to Appendix M of the CBMP

Report).

CTU is developing the SPV with a vision of organic growth out of the current CTU structure

that can assimilate as much of the current CTU practices while leading to the SPV’s

independent performance in the future. The clarity on the roles and responsibilities of the SPV

is still evolving.

The contracting process of SPV which shall be independent of the CTU’s current contracting

processes still needs to documented.

2.4 Current CTU Processes

As with all State Transport Undertakings (STUs) in the country, CTU also has no written Standard

Operating Procedures (SOPs) for its various operations, maintenance, human resource planning or

other processes. The existing processes are mapped in the exhibits below for: (1) Operations, (2)

Maintenance, (3) HR, (4) Finance, (5) Ticketing, (6) Stores and (7) Scrapping are mapped in the

exhibits below. Currently, no specific process exists for Training in CTU.




22

Exhibit 15 Existing Operations




23

Exhibit 16 Existing Maintenance




24

Exhibit 17 Existing HR




25

Exhibit 18 Existing Finance




26

Exhibit 19 Existing Ticketing




27

Exhibit 20 Existing Stores Process




28

Exhibit 21 Existing Scrapping Process




29

2.5 Suggested Technological Interventions

Keeping in view the transportation needs of the Chandigarh City Bus services and the available ITS

technologies, ITS solutions that can provide the required transportation improvements are evaluated

and detailed in this section. The ITS solutions that are recommended for CTU bus operations are as

follows:

1. Provide Automatic Vehicle Location (AVL) with the following objectives:

a. Increased productivity of the transit system by improving the reliability of the system.

b. Reduced operational costs of the buses by developing a fleet management system

using the vehicle tracking mechanism.

2. Provide Passenger Information Systems (PIS) with the objectives of:

a. Improved customer service to the transit riders by information dissemination through:

i. Display boards at terminals and other prominent locations

ii. Web based portal

iii. External bus display boards for older buses to ensure bus information is

provided from front, side and rear locations for passenger convenience.

b. Reducing stress levels for commuters by providing prior knowledge of the bus arrivals

and other schedule information through:

i. SMS system that provides bus arrival information at all bus stops across the

Tri-city area

ii. Mobile application providing CTU city service information

iii. Commuter Portal that provides both real-time and static (schedule data) to

internet users

iv. Interactive Voice Response System (IVRS) for the passengers not

comfortable with website and SMS based information systems.

v. PIS boards at critical locations across the city

3. Introduce Electronic Ticketing Machines (ETMs) with Smart Card reading capability to:

a. Improve customer convenience

b. Reduce fare leaks

c. Improve understanding of demand by origin-destinations (passenger counts).

d. Provide information for new fare policies

i. Time-of-day pricing

ii. Special event pricing

e. Allows seamless bus transfers

4. Develop Transit Management Systems application that can support:

a. Scheduling and rostering software for Planning that will support improving bus

operations and crew management

b. Master database for drivers, conductors and various staff that can support

computerized leave management system to achieve better accountability from the

staff




30

c. Depot and Terminal management system to support decision makers with data on

activities performed along with resource and time requirements.

d. Workshop management system to better log the maintenance needs and activities.

e. Provide MIS reports on the various depot, terminal, workshop and bus operations

activities.

5. Develop a Transit Management Centre to achieve:

f. Stakeholder coordination (Traffic Police, etc.) through providing interaction and a

common data sharing location.

g. Improve bus schedule adherence and reliability, through a the AVL application and

alert monitoring system

h. Provide incident management capabilities by providing a centralized location for

viewing/identifying incidents and dispatching incident response teams.

i. Providing emergency dispatch by providing a link from the TMC to the hospitals with

ambulance service.

j. Improve reliability of service and efficiency of the operations through better oversight.

6. Perform data collection and archiving services with the objectives of:

c. Developing performance measures to continuously evaluate the performance of the

system.

d. Develop algorithms to enhance bus service planning, and create new fare policies.

7. Develop MIS/ERP dashboard for the project with the objectives of:

a. Providing holistic, integrated information to the CTU management through detailed

MIS reports and user friendly, flexible dash board consisting of tables and graphs.

b. Provide ridership and modeshare details on a daily, monthly and yearly basis using

filters in the dashboard. The information shall also be provided through filters by bus,

route, conductor/driver, schedule, origin, destination and various other useful decision

making parameters.

c. Provide passenger counts and revenue information in realtime and/or preset intervals

as stated by the Client during the design phase.

d. Provide route and schedule adherence information with various filters for the decision

makers to get an understanding of the ground problems.

e. Provide bus maintenance information in terms of preventive and reactive maintenance

(breakdowns, etc.).

f. Provide critical stores & purchase inventory details for decision support.

2.6 Suggested Processes for Modernization/Implementation of ITS

The recommended processes for: (1) Operations, (2) Maintenance, (3) HR, (4) Finance, (5) Ticketing,

(6) Stores (7) Scheduling (8) Training and (9) Scrapping are mapped in the exhibits below.




31

Exhibit 22 Recommended Operations Process




32

Exhibit 23 Recommended Maintenance Process




33

Exhibit 24 Recommended HR Process




34

Exhibit 25 Recommended Finance Process




35

Exhibit 26 Recommended Ticketing Process




36

Exhibit 27 Recommended Stores Process




37

Exhibit 28 Recommended Scheduling Process




38

Exhibit 29 Recommended Training Process




39

Exhibit 30 Recommended Scrapping Process




40

3 Options Analysis

3.1 Service Options

The Transit ITS industry is new in India and not yet mature. Internationally, there are essentially three

service options available for transit ITS: Traditional, Hosted, and Software as a Service (SaaS). These

three different service options are generally described as follows:

Option 1: Traditional - The most common service delivery approach in the transit ITS (mainly

focussed on CAD/AVL system) industry to date, this model assumes an agency-owned system,

procured from a ITS vendor, including all on-board and central hardware, software systems and

licenses. While an agency in this option owns the central system hardware it actually only

licenses the right to use the central system software, which remains owned by the vendor so that

licenses can also be sold to other transit agencies. The sales of software licenses and annual

software support provide a large part of the revenue stream used by the vendors for ongoing

software development and support to its overall customer base. The agency is generally

responsible for system maintenance and operations, often with a vendor under maintenance

contract. Functionality of products in this service delivery approach range from basic systems, to

those offering robust and advanced operational functionality with a high level of customization

available.

Option 2: Hosted - An emerging service delivery option that is very similar to the Traditional

model in terms of breadth of product availability (i.e., most of the Traditional ITS vendors are

offering, or considering offering, hosted solution delivery). While the central system hardware is

still owned by the agency and central system software licensing still purchased, the primary

difference is that the system is hosted and maintained at a facility operated by the vendor.

Theoretically, this would allow for easier central system updates, with the vendor holding more

responsibility for ensuring that service impact is minimal, and also responsible for more of the

system management and operations. There would be annual service fees to the vendor, with the

potential value proposition for the agency being if these fees would be more than offset by

reduced agency O&M costs.

o In India, the system can be hosted at the State Data Centers (SDCs). However, this

does not give the advantage of easier central system update. It will help in reducing the

cost of central system hardware.

Option 3: SaaS - Software as a Service has become a common delivery model for providing

many business applications in the IT industry, in which the software and associated data are

owned by the vendor and centrally hosted in the cloud, with access provided to customers on a

leased basis. The SaaS purchaser replaces any capital investment in hardware and licenses

with services fees, and likely in addition would have reduced O&M costs. In many market

sectors, SaaS is a preferred delivery model by customers looking to reduce IT support costs by

avoiding capital purchases and outsourcing hardware and software maintenance and support to

the SaaS provider.

In CAD/AVL Hosted and SaaS offerings,

onboard equipment is usually agency-owned in

the traditional manner. Although the onboard

equipment must inherently be located on the

vehicles, it could certainly also be leased

instead of owned. Outsourcing onboard

equipment O&M however is complicated by the

fact that it is normally expensive for an outside

vendor to provide the degree of onsite support

needed for high availability. For the Industry

Scan in North America, several different vendors within these service options were contacted, initially




41

through an emailed survey form and then follow-up telephone interviews. The vendor questions

focused on the level of functionality provided by the CAD/AVL system, and the functional and

integration capabilities of the onboard equipment.

Preliminary results from the vendor community indicated that while the SaaS option can provide cost

effective Automatic Vehicle Location (AVL) and Real- Time Passenger Information (RTPI) solutions

for the transit industry, the product offerings are generally very light in system functionality. Hosted

and traditional solutions provided adequate functionality, however many vendors offering a hosted

solution had not yet standardized a business model, and vendors vary their pricing structure client-by-

client. These details are specific to North America. In India, robust net connectivity is another issue

that was considered while evaluating the Hosted and SaaS options.

A review of the current state of practice in India and availability of service models determined that both

hosted and SaaS models are not viable at present as summarized in *Hosting in SDC instead of Vendor

site will reduce the cost

Exhibit 31. Traditional model where the agency owns the hardware and the software is considered the

best option at this time.

PARAMETER TRADITIONAL HOSTED* SAAS

Cost (NPV) ₹₹ ₹₹₹ ₹

Capital and O&M

Breakdown

Staffing Impacts

Connectivity

Robustness

Ability to Meet CTU

Needs

*Hosting in SDC instead of Vendor site will reduce the cost

Exhibit 31 Service Options

Recommendation: The Option 1: Traditional service model is recommended to be adopted given

the current stage of industry for Automated Vehicle Location (AVL) Systems, Fare Collection System

(FCS) Passenger Information Systems (PIS), Transit Management System (TMS).

3.2 AVL Alternatives

The various alternatives evaluated for AVL system were:




42

Option 1 – Do Nothing: This was not considered a viable option from the very start since the

new 483 JnNURM buses are all coming with installed GPS units capable of providing vehicle

tracking.

Option 2 – AVL on the New JnNURM Buses: A total of 134 existing buses with remaining

life cycle of at least 4 years are present in the CTU fleet. Since these buses do not have

existing AVL system on the buses, it was considered an option to not add AVL on these buses.

The following analysis was conducted:

o Advantages of Not Adding AVL to Existing Buses:

Experiences in India so far showed that installing sensitive equipment like

AVL systems has been difficult. It has been even more difficult to make them

functional and robust in the long run.

Integration between the new UBS-II equipment and the System Integrator (SI)

equipment will be complicated, especially since CTU has no contract

requirements that the Bus OEM has to support the integration.

As part of the Modernization a separate SPV, is planned for the city bus

services. It is deemed necessary to provide the management of the SPV with

information on all the buses to continuously improve the operations. Accurate

and timely data is quintessential for making the services optimal and create

positive growth and revenue.

o Disadvantages of Not Adding AVL to Existing Buses:

Having only certain buses in the fleet with next bus information is not

conducive for penetration of ITS system in the Tricity area and will defeat the

purpose of the whole project

Option 3 – AVL on All buses: The existing 134 buses and the new 449 buses will all be provided with AVL system. In the existing buses, the Single Controller Unit (SCU) and Bus Display Console (BDC) will be installed. All the buses will be integrated through a central AVL system software. The analysis on this option is as follows:

o Advantages of Including All Buses in the AVL System:

Next bus information will be available from all buses which will ensure that

the passenger has great confidence in the system.

Since, even the USB-II equipment will be provided by various vendors given

the buses are coming from various OEMs; the integration still needs to occur.

It is possible to procure the AVL equipment for the older buses that are UBS-

II compliant.

o Disadvantages of Including All Buses in the AVL System:

UBS-II is relatively new and the integration efforts are still in the early stages

in the country. Hence the understanding on sufficiency of UBS-II data

exchange formats, protocols and APIs is still evolving.

Recommendation: To satisfy the objectives of the project, Option 3 - AVL on All buses is

recommended.

3.3 Fare Collection Alternatives

CTU ticketing process is currently manual. Early in the project the team discussed various options

penned below:




43

Option 1: Do Nothing – This option assumed that no modifications will be made to the current

system of the manual ticketing to support existing or future operations. This option was quickly

rejected since one of the main objectives of CTU behind the modernization project is to

automate the ticketing process.

Option 2: Electronic Ticketing Machines (ETMs) - The option consists of ETMs with only

paper based ticketing. The analysis is as follows:

o Advantages:

ETMs with paper based tickets are commonly used across many State

Transport Undertakings (STUs) in India. The requirements, technology and

devices are well established to support CTU ticketing process.

ETMs will ensure automated ridership information is available for CTU

decision making process.

o Disadvantages:

Without smart cards, consumable cost for paper tickets and ink has to be

borne by CTU on a regular basis.

Extensive training and handholding will be required by CTU to migrate CTU

conductors from current manual ticketing to any other ETM based option.

Option 3: ETMs with Only Smart Cards – While ETMs with only smart cards was discussed

with the stakeholders, it was not considered as a viable option since many passengers can be

intermittent passengers and will not want to spend money on buying the smartcard (additional

initial cost on smartcard).

Option 4: Standalone ETMs with Only Smart Cards – In this option, having smartcards

installed on poles in the buses without conductors was discussed. The main advantage is the

reduction in staff and the corresponding staff costs. It was rejected at the every outset since it

will create a huge change in the operations for CTU. In addition, the honour system required

in passengers to ensure successful ticketing without conductors is not considered viable at

this time.

Option 5: ETMS with Smart Cards, Standard Credit/Debit Cards & Paper Tickets –

Handheld ETMS with conductor that can read smartcards, standard credit/debit cards and

also discharge paper tickets was analyzed:

o Advantages:

Provides ridership information, reduces leakages through smartcard systems,

provides better visibility.

Provides open system through using standard credit/debit cards.

Ensures that regular, intermittent and occasional users are all

accommodated.

Reduces consumable usage

o Disadvantages:

Still requires consumables for the paper ticket users.

Option 6: ETMS with Bank Based Cards – Handheld ETMS with conductor that can read

Bank Based Cards (also called cobranded cards) and can discharge paper tickets was

reviewed:




44

o Advantages:

Banks will invest in the system and can reduce the cost of Point of Sales for

the agency.

With the ever increasing number of cards that passengers have to carry, a

bank based card might be preferable to passengers.

o Disadvantages:

Banks have a fee (0.03%) on each ticket transaction of about which will

increase the cost of travel for the passengers.

The interest on the epurse for each passenger will mostly not be provided to

CTU. This interest will benefit the Bank.

The cobranded cards are not yet extensively used for transit in India. For

BMTC, the architecture is still being developed by Axis Bank for Rupay cards.

Recommendation: With the objectives of: (1) automated ridership data, (2) reducing leakages, (3)

meeting passenger needs and expectations, and (4) not requiring additional research or increased cost

to passengers; Option 5: ETMS with both Smart Cards & Paper Tickets is recommended.

3.4 Communication for Fare Collection Alternatives

The following options were evaluated:

Option 1: No Realtime Data Transfer – In this scenario, the ETM data transfers occur only at the

end of the day. The transfer at the end of the day can be through wired or wireless mode at the depots.

This is a common process of transfer and is closer to the current processes of CTU that at the end of

the day the conductor comes to the depot to settle the account. However, based on the project

objectives – the stakeholders were of the opinion that ETM data should be available for review at least

every hour to reduce leakages and get a better sense of how passenger boardings/alightings are

happening in realtime.

Option 2: Realtime ETM Data Transfer Directly to Control Room – In this option the ETMs will

come with inbuilt GPRS connectivity and will transfer the ticketing data at the user set time period to

the control room. The analysis of this option is as follows:

Advantages:

o Information is available in realtime and can be used to track route, TOD and conductor

trends to reduce leakages and support improved operations practices.

o The ETMs are not dependent on other bus systems (SCU) to transfer the data.

o No integration requirements exist since the ETM can directly send the data to the

Control Room.

o These kind of ETMs are being used in India, ensuring the technology is mature.

Disadvantages:

o Separate simcards are required for the ETMs, which is additional monthly operational

cost.

Option 3: Realtime ETM Data Transfer Through SCU – In this option the ETMs will come with inbuilt

Bluetooth or Wifi connectivity and will transfer the ticketing data at the user set time period to the Single

Controller Unit (SCU). The analysis of this option is as follows:




45

Advantages:

o Information is available in realtime and can be used to track route, TOD and conductor

trends to reduce leakages and support improved operations practices.

o Separate simcards are not required for the ETMs reducing the monthly costs.

o Location information and other statistics from the SCU can be combined with ETM

data to get a richer set of information that can support better decision making.

Disadvantages:

o The ETMs are dependent on the functioning of the SCU to transfer the data.

o Integration of ETM with SCU is required for sending the data to the Control Room.

exchange formats, protocols and APIs is still evolving.

UBS II does not have protocol requirements clearly set for transferring data

with another device.

Recommendation: Both Option 2 and 3 provide the solution requirements of CTU. To reduce the

regular operational cost and provide a richer dataset that combines the ETM information with SCU

data (in the long run), Option 2: Realtime ETM Data Transfer Directly to Control Room is

recommended.

3.5 PIS Information Alternatives

Traveler information is critical for transit bus patronage. Physical displays, SMS, IVRS, Web Portal

and Mobile Application were all considered for disseminating PIS information. It was decided that all

these options will be for information dissemination. Within the PIS display, various alternatives were

evaluated:

Option 1: PIS Display at All Bus Shelters in the City:

Advantages:

o Passengers at bus shelters need information and providing PIS displays at all/most

bus shelters will ensure the visibility of ITS project and also provide the information.

o There will be lesser requirement for other modes of dissemination if display boards

are provided all through the city.

Disadvantages:

o Vandalism, and in-turn providing security to all the display boards across the city is a

big concern.

o In routes where the frequency of buses is less than 8 minutes, the need for information

is not high (peer discussions mentioned that passenger behavior analysis shows that

at less than 8 minute bus frequency the passenger frustrations do not exist). Hence,

providing display boards at all these locations is costly and mostly unrequired.

o Maintenance of these equipment spread across the city is a concern as seen in other

cities that installed PIS displays in a larger number of locations.

o Since the city services will keep expanding, adding PIS displays at all new locations

is another concern.

Option 2: PIS Display at Selected Locations in the City:

Advantages:




46

o Installing PIS displays at high volume locations that are also secure ensure that ITS

project is visible.

o Vandalism and maintenance concerns will not be as important and will not affect the

success of the project.

Disadvantages:

o Uneducated Passengers also shall mainly depend of SMS and IVRS services, hence

training and education will become paramount.

Recommendation: Option 2: PIS Display at Selected Locations in the City was recommended to

ensure reduction in cost and mainly to alleviate security and maintenance concerns.

3.6 PIS Display Type Alternatives

LED Matrix displays and LCD boards are commonly used for display of bus information in India.

Traditionally LED matrix display boards were used, but now we quite a few industrial grade LCD boards

being used. Experiences in other implementations in India showed the following:

PARAMETER LCD DISPLAY LED MATRIX DISPLAY

Cost (NPV) 1.2 to 1.5 times * ₹ ₹

Capital and O&M Breakdown* ₹ 1.1 to 1.2 times * ₹

Staffing Impacts for

Maintenance

Lifetime 50,000 hours (100,000 hours for some

models)

100,000 hours

Testing COTS Product, no testing required Testing required and difficult to

conduct for larger boards since many

labs are not set for LED board testing

Power Medium Low

Space vs. Display Content High Low (takes a 8 line LED board of

about 2m height to display 4 buses in

a page in local language)

Display Quality High Medium to Low (single colour, pitch

has impact of quality of local

language display)

File Types Text, Audio, Video, Animation, Flash, files

can be played

English text is supported properly;

bitmap have to be created for local

languages. Graphics are difficult to

show using the LEDs.

Ability to Meet CTU Needs

* From discussions with implementers in India

Recommendation: LCD Display was recommended to ensure continuous display with minimal

maintenance needs.




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3.7 Transit Management System (TMS) Alternatives

Depot Management, Workshop Management, HR & Payroll, Accounting & Finance Systems, Stores

& Inventory Systems, Scheduling & Planning system, etc. have been combined as Transit

Management Systems for this project. Enterprise Resource Planning (ERP) systems have been used

in the country for some of these functions. In the CTU scenario, as discussed earlier, the Stores and

Inventory System has been recently developed. Waybill system, scheduling & planning system and

leave management system were existing for multiple years.

The Waybill system is the ticketing system for manual ticketing process. For the ETM based

ticketing system, the current waybill system will not provide the required features. Hence, the

Way Bill application is recommended to be discarded and a new application developed as part

of this project. CTU staff working on the ticketing system agreed that the ETM introduction will

require new software development.

Scheduling & Planning software currently under use by CTU is a combination and of manual

and computerized process that provides bus & crew rostering for the next day. The software

functionality is setup mainly for long distance buses. The application provides only origin-

destination points, it is also limited in providing any level of analysis to optimize/improve

planning of city services. Hence, the Scheduling & Planning application is recommended to

be discarded and a new application developed as part of this project. CTU staff working on

the software also recommended that an improved application is required for bus and crew

scheduling/rostering for city buses.

Leave Management System features are limited and is currently not used by CTU. CTU staff

recommended that this application needs to be developed as part of the project. The

recommendation from the consultant also that leave management needs to be part of the

project.

Stores & Inventory Management System was developed about a year back for CTU operations.

However, it was observed that while a computer based system is being updated with information, it

was not used for inventory control (ordering of equipment based on inventory levels, etc.). The Stores

Manager still depends on his experience and parallel manual processes for stores & inventory

management. Two to three of the CTU staff of well-versed with the application and have been able to

maintain the computerized system. No manual is available for the application and gaps were found in

MIS reporting and a few other features that have not been addressed. The following two options were

evaluated for the Store & Inventory Management System:

Option 1: Integrate Current Project with Existing Stores & Inventory Module – In this option, the

Stores & Inventory Management System developed by National Informatics Centre (NIC) will be

retained and integrated with the rest of the System Integrator modules. The advantage is to retain a

system that is recently developed and serves the requirements of CTU. The major disadvantage is the

need for integration which is always complicated in such systems.

Option 2: Discard Existing Stores & Inventory Module – Discarding the module has the advantage

of not requiring integration which can help the project move faster and attract more System Integrators

to bid on the project. However, this will create Government of India Audit issues since money was

spent on the system.

Recommendation: Option 2: Discard Existing Stores & Inventory Module was recommended to

ensure the project doesn’t get bogged down by system integration issues. Discussions with CTU staff

revealed that getting support from NIC for integration will be extremely complicated. Key staff of CTU

recommended that the SI should develop an improved and integrated Stores & Inventory Management

system.




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4 System Architecture & Components

In this section, the major ITS components identified for CTU are presented.

System Sub Systems Utilization in different Activities

Exhibit 32 CTU ITS Components

1 Automatic Vehicle

Location System (AVL)

Vehicle Tracking System for Buses

Single Controller Unit (SCU)

Bus Console Display Back-end Application

Software Communication System

Real time bus arrival information Real time monitoring of movement Scheduling/Bus Dispatch Ensuring schedule adherence Driver on-route guidance Monitoring SLA’s of contractors Incident/Emergency Management Fuel Management Performance Monitoring MIS

3 Fare Collection System Electronic Ticketing

Machines Pass issuance/renewal

system Pass (Smart card)

Validation Waybill Management

System

On-board Fare Collection Pass Handling Concessions and Discounts

Handling Fare Integration with other modes Data Availability for future planning

purpose Traffic Inspection Traffic and Revenue Reconciliation MIS

5 Central Control Centre Data Archival Display of surveillance Display system for bus

monitoring Communication System

Performance Monitoring On-Route Driver Guidance Adequate Data Availability Monitoring of SLAs of Contractors Monitoring Vehicle Movements Emergency/Incident Management Passenger Guidance

6 Data Archiving Tapes Servers

NVRs

Supports Analysis and Planning

2 Passenger Information

System (PIS)

PIS at Bus Shelters On-board PIS External PIS En-route or pre-trip PIS Back-end application

software Communication System

Real time bus arrival information Customer interaction and experience

4 Transit Management

System & & MIS

Trip Scheduling & Vehicle Assignment system Crew Management/Rostering system Fuel Management Store Inventory Management system Vehicle Maintenance Management system Attendance Management System Passenger feedback & grievance address

system Passenger feedback system Infrastructure/Asset Monitoring System Purchase Management Contract/Bid Management HR Management System Management Information System (MIS)

Automated depot, terminal and workshop activities

Decision making

Integrated systems approach to enhanced operations.

In-bus security cameras on older buses




49

4.1 System Architecture

The system architecture is illustrated in Exhibit 33. Data Centre will consist of all the Servers required

for the proposed system. The following sub sections details the each of the system components.

Exhibit 33 System Architecture

4.2 Automatic Vehicle Location (AVL) System

Automatic Vehicle Location system improves the reliability of the bus/transit system, which improves

confidence among the commuters and reduces the waiting times for commuters’. Information from

real-time tracking of buses will be disseminated to commuters through PIS, websites and mobile

applications. It also provides information on the common bottlenecks and allows transit agency to work

with Traffic Police and the Municipal Administration to improve these bottlenecks and improve transit

travel times.

4.2.1 Overview

Automatic Vehicle Location System is a major component of the ITS requirements of this project. Key

specific purposes are discussed below but not limited to:

Improve on-time performance: Monitor the movement of the city buses and provide continuous real-

time information to drivers to speed up or slow down between established time points and provide

transit planners with systemic schedule adherence bottlenecks on the route. This information will

support the transit planners in planning the operations better.

Increase Ridership: Make bus travel simpler and more attractive for commuters by:

Improved on-time performance of buses enhances the reliability among commuters,




50

Information of routes, bus schedules, ETA/ETD5, and next stop information for onboard

passengers,

Bus information through SMS, website, etc.

Availability of mobile applications to enhance use of system.

Improve Schedule and Planning: Provide MIS Reports for bus operations, Terminal, Depot and

Workshop Operations. Automate data collection, and improved accuracy and accessibility of data for

the transit planners will be achieved. Through the real time monitoring, the missed/deviated trips can

also be tracked and actions will be taken accordingly. The rescheduling dispatching of trips can be

also be done effectively using AVL.

Improved monitoring of private operators: The AVL system also improves the accountability in the

operations. In case of city bus operations through PPP in future, the bus operators can be monitored

for the service level adherence and also the same data can be used in handling payments to the

private operators.

Efficient Incident Management: Using the real time monitoring of operations, the incident

management during any emergency or break down can be quicker and efficient.

4.2.2 Buses

379 buses were approved through the JnNURM scheme. An additional 49 buses are also being

procured in lieu of the condemned buses. The information on the bus procurement with their model

and procurement dates is provided in Exhibit 34. This list does not include the buses existing in the

depot that are condemned. All the condemned buses are expected to be disposed by October, 2015.

Timeline Make Description Bus type No. Of buses Total

As on Feb 2015 Leyland Existing buses Mini AC 34 34

As on Feb 2015 TATA Existing buses Standard AC 40 74

As on Feb 2015 TATA Existing buses Standard Non AC 60 134

As on Feb 2015 SML ISUZU New semi- low floor Midi AC 80 214

As on Feb 2015 SML ISUZU New semi-low floor Midi Non AC 30 244

As on March 2015 SML ISUZU New semi-low floor Midi Non AC 60 304

By October 2015 TATA Low floor Midi Non AC 49 353





Note: Information as per September 18, 2015

Legend

Existing Buses (without On-Board ITS) Recently Delivered Buses (with On-Board ITS) Buses Procured, Awaiting Delivery

Exhibit 34 Existing and Approved Bus Procurement of CTU

5 ETA – Expected Time of Arrival




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4.2.3 AVL Functionality & Benefits

S.NO. FUNCTIONALITY BENEFITS STAKEHOLDER

1 Vehicle Tracking – Real-

Time Bus Locations

Situational Awareness: AVL software

provides improved situational

awareness which helps dispatchers

manage larger fleets than before.

Dispatchers

2 Vehicle Tracking, Arrival

Time Information

Performance & Reliability: The

transmission of schedule adherence

feedback helps to maximize on-time

performance and reliability

Traffic

Department,

Depot Managers

3 Breakdowns & Incident

Reporting in Real-Time

Proactive Approach: AVL helps the

organization to be proactive in

addressing operational issues,

including more timely and effective

reaction to service disruptions

Depot Managers,

Traffic Controllers

4 Estimated Time of Arrival

(ETA) Information

Traveler Information: AVL provides

real-time next bus predictions to

customers both pre-trip and enroute.

Passengers

5 ETA with Information

Dissemination

Increased Ridership: Next bus

information reduces customer anxiety

and improves customer confidence in

the system leading to increased

ridership.

Agency

6 AVL Data Archival Improved Planning & Scheduling:

Availability of reliable historical data

and incident information provides an

excellent basis of planning & schedule

adjustments that can support improved

operations and revenue.

Traffic

Department,

Agency

4.2.4 AVL System Concept

The new buses now being procured through JnNURM scheme come with onboard ITS (OBITS)

equipment. This equipment confirming to Urban Bus Specification II consists of:

Single Control Unit (SCU)

Bus Driver Console (BDC)

Passenger Information System (PIS)

Security Camera Network (SCN) and Cameras

Vehicle Health Monitoring and Diagnostic (VHMD)

An additional 134 existing buses also require AVL system and on 34 buses driver console to be

installed. Among the existing buses, 34 buses have to be fitted with inner destination boards, 34 need

both front and side destination boards and 170 buses have to fitted with side destination boards. CCTV

cameras have to be fitted on 134 existing CTU buses. List of buses which need AVL units, destination

boards and cameras are given in Appendix 4. Bus manufacture or OBITS equipment Original

Equipment Manufacturer (OEM) is expected to provide UBS-II compliant protocols that the System

Integrator shall use for integration.




52

Given that none of the existing buses have any AVL equipment, the SI shall integrate OBITS

equipment with AVL equipment that SI shall deploy on the project. The AVL System will implement

core technology to integrate with the OBITS equipment and enable CTU to optimize scheduling,

improve operation efficiency, real-time information for vehicle arrivals to commuters, systematized

vehicle maintenance, and crew rostering. The architecture for the project based on the needs,

objectives and goals of the project is shown in Exhibit 35.

Exhibit 35: AVL & PIS System Architecture

The AVL System vehicle technology components to be implemented under this project are as follows:

Single Control Unit (SCU): The SCU is at the heart of OBITS equipment’s, all the other equipment’s

shall be connected to the SCU. The SCU shall have open protocols as mentioned in UBS II to integrate

with various sub systems. Two way voice communication between crew at bus to dispatcher at TMC,

waypoint data transfer through GPRS connectivity to central system at data centre, events like harsh

breaking, over speeding, etc., It has GPS and GPRS receiver in it, GPS & GPRS antenna exposed

outside to sky to get good signal. In case of dark zone areas all the data will be stored in SCU for

certain amount of period. Diagnostic logs and other files shall be stored in SCU will transfer to AVL

central system at data centre.

Bus Driver Console (BDC): On board electronic information exchange peripheral interface to

the SCU that allow crew to view and exchange information with dispatchers using the AVL

central software. The BDU shall be shown the current location of the vehicle on map, next

stop and distance, live stream of on board camera, emergency messages sent by dispatchers

from AVL central system.

Automatic Vehicle Announcements: Provides commuters with automated next stop information

and other announcements sent from TMC by dispatchers.

Security Camera Network (SCN including On board Cameras): Hardware that manages the on

board camera, stores recorded image/video, and integrate with SCU to allow for data transfer

to the video management software via WLAN at Depot/Terminal on request by dispatcher.




53

The video will be stored for 2 days on the NVR provided along with the bus. This information

will be continuously overwritten.

In bus signs: The In bus signs, which provide riders with route, approaching stop and

destination information, will be integrated with the SCU to allow these to be automatically

changed approaching the start of each trip. Also it supports Ad-hoc messages sent from

Control Centre by dispatcher.

Vehicle Health Monitoring and Diagnostics: Hardware that helps to monitor and alert the vehicle

engine behavior and status, fuel level and its status, breaks and other mechanical system

status in vehicle as mentioned in UBS II. This equipment integrate with SCU to transfer any

mechanical events on the fleets as soon as it happened and end of the day all the events and

logs will be transferred to Transit Management System (TMS) at depot, workshops, terminals,

etc.

The proposed ITS system would support a fleet that is mix of regular (134 buses without

OBITS) and OBITS (379 buses with OBITS) buses, the Systems Integrator would be expected

to ensure (given requisite support from Bus manufacturers) seamless interoperability between

the Transit Management Center and the different types of buses.

4.2.5 Functional Requirements

The operational needs for AVL were identified through discussions with CTU staff.. The following

needs represent operational requirements to achieve the goals and objectives of the system:

Improve on-time performance of city buses by automating and monitoring vehicle location and

schedule adherence.

Provide easy to use data to the transit planners to continuously improve the bus scheduling

and crew rostering in the tri-cities.

Provide centralized databases for crew and other assets to ensure that needed data flows

occur seamlessly.

Provide convenient customer interfaces for accessing real time data to increase ridership

(display boards at bus stops, SMS, IVRS, commuter website and mobile applications).

Install PIS displays at bus stops, terminals and depots with information as per needs of the

audience at these locations.

Integrate with OBITS equipment on the buses that are being procured through JnNURM

scheme. Ensure camera data is downloaded from the SCU on a regular basis either at depots

or terminals.

Potentially provide proposed system compliant OBITS equipment on the city bus services.

Integrate with Transit Management System and other subsystems such that central

overlapping data (such as crew data, bus scheduling data, etc.) exists in only one database.

Provide information to passengers to ease transfers within city and between city and long

distance services.

Provide GSM/GPRS connectivity for the SCUs through a reliable network provider that will

ensure continuous data flow as required by the project.

Provide primary and secondary data connectivity to control room equipment and all PIS

display proposed for the system.




54

Provide primary and secondary power (UPS, DG, etc.) so that there is continuous power for

the system to function.

Seek long-term operations & maintenance agreements to support the ITS system.

Seek maintenance agreement that includes training for all staff involved in the running of the

system.

4.2.6 AVL Central System

The System Integrator expected to provide the complete solution for CTU fleets with integration of

AVL component as mentioned earlier. Exhibit 36 below illustrates AVL central system expected to

develop by system integrator.

Exhibit 36: AVL Central System Schematic

AVL Monitoring and Scheduling Software: The software will integrate with the Single Control Unit

(SCU) of all the fleets of CTU to provide real-time fleet status and operations, two way voice

communications to crew from TMC, incident management, real time information and alerts, and MIS

capabilities. Major, medium and minor alerts shall be available in a convenient, easy to use manner in

the software. The application shall consist of an accurate GIS map of the region with layers for roads,

landmarks, geographic features, etc. The software shall provide the flexibility to support various user

modes and user preferences including map views, alert configurations and

Software that streamlines and improves schedule preparation, immediate rescheduling as demand,

adding trips intermediately, cancellation of trips which is not expected to run, and allows for greater

integration with operations and other software modules. The dispatcher at TMC shall able to react




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against the alerts sent from SCU quickly. AVL system shall support at extend of business

requirements. It shall support demand responsive scheduling and dispatch management. AVL system

have ability send updated configuration of OBITS equipment from TMC. AVL software shall able send

voice files of location/landmark from TMC to SCU. AVL have feature to identify that the vehicles are

not on operations will not schedule for future, in which AVL and Transit Management System database

shall provide that information.

Real-Time Passenger Information of Display Screen: Software module (infotainment) integrated with

the AVL system and Scheduling module to provide real-time fleet information to the commuters. PIS

board shall capable to display images, videos, instant message, and predefined message in various

formats. All these advertisement shall be stored in the system and it shall have ability to generate the

report for billing purpose.

Real-Time Passenger Information of Website: A website which provides CTU commuter with fleet

locations and real-time predictions.

Real-Time Passenger Information of Mobile and SMS: The Mobile application which provides

commuters with fleet locations and real-time predictions on the Map through GPRS. Commuter those

does not have GPRS connection can use SMS to get the real time information on their mobile phones.

Interactive Voice Response (IVR): Automated telephone software that provides passenger information

(schedule, real-time, demand response confirmations) and receives passenger complaints. There will

dispatchers at TMC to assist commuters during CTU operation hours.

Transit Management System (TMS): The TMS software shall consist of Depot Management System

(DMS), Workshop & Terminal Management System, Inventory Control, HR & Payroll, etc. and shall be

integrated for master lists with the AVL system to provide effective information exchange of fleets and

crew between these sub systems without overlap. All the image/video recorded shall be transfers the

data at depot to video storage through wireless connection. Similarly VHMD device transfer its logs

and event to TMS software to effectively manage the fleet end of the day.

Real-Time Data Feed: A data feed of fleet shall be available on demand for CTU or third-party

developers to provide real-time fleet information through mobile applications. The format of the data

feed shall be in GTFS-RT, it could be decided during the design stage.

4.3 Passenger Information System

4.3.1 Overview

The PIS provides automatic notification to passengers on next bus arrival/departure which shall be

deployed at each station and terminal, displayed in the website and made accessible on the mobile

application. The primary purpose of the PIS is to inform passengers of next bus arrival/departure times

per direction of travel. Data provided to the commuters will be in the form of:

Static Data – Schedule information only;

Real Time and Static Data – Scheduled information with exception reporting if the difference

between the scheduled and actual arrival time exceeds a configurable threshold;

Real Time – Provide expected arrival or departure times;

Other ad-hoc information including time clock.

PIS signs shall be industrial grade LCD based single-sided sign boards that provide static or real-time

information to the commuters at bus stops and terminals. Using the PIS signs, the control centre

operators shall also have capabilities to communicate messages and emergency management

information on a-per station or a system-wide basis. List of bus shelters where the PIS display boards

will be installed are given below:




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S.No. Bus Station Name Number Display Type

1 ISBT -43 3 Industrial Grade LCD

2 ISBT -17 3 Industrial Grade LCD

3 PGI Sec-12 1 Industrial Grade LCD

4 Punjab University Sec-14 1 Industrial Grade LCD

5 Pec College sec-12 1 Industrial Grade LCD

6 Punjab civil Secretariat 1 Industrial Grade LCD

7 Punjab Harayana Court 1 Industrial Grade LCD

8 IT park 1 Industrial Grade LCD

9 Mani Majra 1 Industrial Grade LCD

10 Mansa Devi 1 Industrial Grade LCD

11 Ram Darbar 1 Industrial Grade LCD

12 Maloya 1 Industrial Grade LCD

13 Dhanas colony 1 Industrial Grade LCD

14 S P Barrier 1 Industrial Grade LCD

15 Sec-65 Mohali 1 Industrial Grade LCD

16 Sec-62 ISBT Mahali 1 Industrial Grade LCD

17 ISBT Kharar 2 Industrial Grade LCD

18 Railway Station Chandigarh 1 Industrial Grade LCD

19 Lake 1 Industrial Grade LCD

20 H O D Chandigarh 1 Industrial Grade LCD

21 Housing Board Chowk 1 Industrial Grade LCD

22 New OPD (PGI) 1 Industrial Grade LCD

23 Rock Garden 1 Industrial Grade LCD

24 Rose Garden sec -16 1 Industrial Grade LCD

25 Phase -6(Sector 56) 1 Industrial Grade LCD

Total 30

Exhibit 37: List of PIS Display Boards to be installed at Bus Shelters

Static and real-time information shall be provided for passengers through:

Website will publish the real-time bus position, arrival and departure details, trip cancellation and other

alerts. Through the webpage, commuters can plan their trip by accessing the schedule details of the

buses and real-time position.

Mobile SMS will support users without access to smart phones, while Mobile application will help

commuters in the same way as the website by providing the real-time updates and alerts on the bus

operations.

4.3.2 PIS System Concept

The PIS signs provide important traveler information to the passengers. Data from the AVL system in-

board the buses will be transferred to a backend server. The AVL data will be processed using backend

software algorithms and ETA / ETD data will be generated in real-time. The real time data




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4.3.3 Functional Requirement

Typically, the character height of the PIS sign dictates the viewing distance for the commuter.

The character height of the PIS signs to provide a visibility of at least 30m from each PIS sign.

The PIS signs shall also include in-built features of automatic brightness adjustment based

on ambient lighting conditions to ensure that the display is clearly visible to the passengers at

any given point in time during the day or night.

Since these signs also provide accurate information about the next bus arrivals, it is important

that the time displayed on all these signs is synchronized over one common source for

synchronization.

PIS communicate over wired and/or wireless systems for communications. With respect to

time synchronization, the signs shall support Network Time Protocol (NTP) based

synchronization.

PIS signs shall be IP based and communicate over state-of-the-art communications system

with the control centre over wired and/or wireless communications. Therefore, these time

displayed as part of these signs will be synchronized using NTP via a central source located

at the control centre.

The PIS system shall also provide the ability for integration with the IVRS and SMS sub-

systems.

LCD industrial grade displays of 32” and 17” are proposed for the project. Based on prior

experience, it was felt that Off-the-Shelf products were found to be more reliable than LED

boards. The other reason is that testing for larger LED boards is not established properly in

India.

The Mobile App shall provide the following requirements, specification and design:

o Provide accurate departure times

o Provide Users current location for rendering of ETA at the closest bus stops

automatically

o Display of the most recent and accurate bus schedule

o Prediction of likelihood of catching the bus at a specific moment

o Display of bus schedule based on current location

o Reminding users when specific bus is leaving/is about to arrive

o Clean interface to display schedules

o Widget to display on home page

o Support efficient decision making through personalization of location choice

and reminder delay

4.4 Fare Collection System

4.4.1 Overview

The Fare Collection System (FCS) is designed to help CTU to meet its operational requirements and

to maximize the revenue realization by adopting robust system design approach to minimize the fare

leakage. Broad objectives of the FCS are:

a) Customer convenience




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b) Revenue accountability and realization

c) To meet the operational requirements of CTU

d) Minimizing revenue leakage

e) Auditability

4.4.2 System Concept

The city bus services shall use on-board ticketing using paper tickets and smart cards. The commuters

will be able to buy the tickets after boarding the bus. In case of smart card, the fare will be deducted

from commuter smart card after the destination station is entered by bus conductor and the smart card

is tapped against ETM.

The process shall adhere to the “Guidelines for issuance and operation of Prepaid Payment

Instruments in India” issued by Reserve Bank of India (RBI). The central system software will include

processes to reconcile data on ticket sales (whether in the form of paper tickets or of ticket/pass data

carried on smart cards), with actual revenues received plus smart card stored value balances. This

software will also need to include processes to reconcile smart card and paper ticket inventory with

the quantities procured and issued.


Smart Card

Smart cards shall be designed to be used as an e-purse as well as to handle at least 15 different

policies with multiple configurable parameters which are detailed in the requirements. The policies

along with configurable parameters shall be discussed with CTU at design stage and finalized as per

their requirements. The smart card transactions shall check the following aspects:

Whether there is enough minimum pre-configurable balance available on the smart card.

Check if there is any prior trip within a threshold time

The smart card will have primarily two types of accounts:

E-purse; and

Smart Pass

E-purse:

The e-purse cards will have certain, user provided, value stored in the card account. Based on each

usage, the applicable fare will get deducted from the smart card account. Generally e-purse cards

have long validity/expiry date and the amount unused is refundable if the commuter wish to surrender

or close his/her smart card account.

The telescopic and other journey based fare discounts/benefits will be applicable on e-purse accounts.

For a smart-card user to make a trip the smart card shall at least have a minimum balance which can

be configurable in the system for each card type.

When a smart card user boards a bus, the conductor requests the commuter the destination and enters

the same in the ETM machine after which the smart card is tapped against the ETM to record the

origin and destination of the commuter. The ETM checks the immediate prior transaction of the

commuter stored locally on the smart card and deducts the fare accordingly from the smart card.

Therefore to enable the distance based telescopic fare integration possible the immediate prior trip

transaction has to be both locally and centrally stored in real-time. The trip hence takes the prior origin

into consideration if any which is present within a specified threshold time and deducts the fare from




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the balance accordingly in case of an e-purse. If there is no prior trip information falling within the

threshold time the applicable fare is deducted.

Smart Pass

Any type of discount policies, monthly pass, weekly pass etc shall be configured under smart pass.

These types of accounts will be applicable for a specific route only and will be time/duration based and

the account does not have any monetary value. Once a commuter purchases a pass in the form of, it

has time duration applicable and the amount unused is not refundable and lapses at the end of the

duration for which the pass is applicable.

If a user with this category of pass travels on a route other than the assigned, the smart card will not

be accepted by the system and the commuter has to purchase paper ticket to complete the journey.

For a smart-card user to make a trip the smart card shall have a valid policy for that specific location/

route.

If the smart card is programmed as a pass then the requisite policy is to be validated. There shall be

random audits at the time the commuter exits at the destination to avoid any fare evasion by checking

if the smart card commuter has a valid ticket or not. Therefore a smart card user needs to handover

the smart card to the conductor only once just before making a trip making the transaction quick and

similar to that of a cash user.

Smart Card Issuance:

Smart Cards for general public and pass holders will be provided at Point of Sales across the Tri-city

area. The locations will be at 24 e-Sampark sites across the tri-city areas as listed below.

Exhibit 38 POS Locations (Source: CTU)




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4.4.4 Electronic Ticketing Machines

Currently manual ticketing is practiced in CTU city services. Hand-held Electronic Ticketing Machines

(ETM) will be provided for all the city buses for the project. These ETMs will be equipped to read the

smart cards. Commuters who use smart cards can use them in the city services by tapping the card

on the ETMs, other commuters have to buy separate paper ticket for the journey. The proposed

ticketing process is shown in Exhibit 39.

Exhibit 39 Electronic Ticketing Process




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4.4.5 Fare Structure

CTU currently uses a stage based fare system which is connected to distance travelled on

the route. CTU can explore other fare structures to promote bus system. The smart card

travel ensures that CTU can do telescopic fares, dynamic fares and many other options to

enhance the ridership. The commonly used fare structures for bus service include6:

Flat fare: fare remains constant irrespective of distance travelled on a particular

route.

Graduated fare: fare increases with stage or distance on a particular route (current

CTU method).

Zonal fare: fare increases with trip distance according to fare bands, It is usually

independent of number of bus routes used, i.e., free transfers, and also usually

independent of mode of travel selected if bus and rail are both available)

Each of these fare structures can further incorporate the concession fares that are currently

provided by CTU.

4.4.6 Payment & Recharge

Mobile Application and web based payment along with ticket counters will form the methods

by which passenger can recharge the payment media.

4.4.7 Audit / Enforcement

System audits are an important aspect of fare collection system. The FCS shall provide analysis and

reporting to allow reconciliation and audit of the various operations. Spot checks and audits are

proposed to be performed by the Inspectors on buses, POS terminals and other applicable areas to

ensure revenue maximization. The system shall allow audit, imposing penalties at various levels and

reconciliation of the same. The penalties hall be configurable in the system and shall be defined in

configuration parameters on various discrepancies/anomalies types.

The system shall allow for deposit adjustments in the event that there is a discrepancy between the

counted values and the actual bank deposits. The user enters the actual bank value deposited. The

dialog will calculate whether there was an over payment or a short payment when the bank count is

entered. Additional adjustments may be required for auditing purposes that may be assigned directly

to a conductor, POS operator or cashier.

To enforce the paper tickets, the machine readable (barcode or similar) portion should be coupled with

human-readable printed text so that if an auditor or a conductor wants to read the paper ticket, the

printed data on the ticket shall have all the required information in a readable text form.

The auditors will be using ETM to audit the paper and smart card journey details of the commuters.

The provisions shall be made in the system software and ETM machines to support the same.

4.5 Transit Management System

The current bus operations are headed by General Manager (GM) in central office. There are 4 depots

among which, city bus services are handled by Depot-2 and Depot-4. Depot is managed by Depot

Manager (DM). Each depot has various departments like Traffic, Mechanic and Accounts. All depots

have workshops and all repairs are taken care internally in the depot.

6 Urban Bus Toolkit, World Bank, http://www.ppiaf.org/sites/ppiaf.org/files/documents/toolkits/UrbanBusToolkit/assets/1/1e/1e6.html




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4.5.1 Overview

CTU has introduced computerized depot management system modules for Vehicle and Crew

Scheduling, Waybill Management, Attendance Leave Information and Store Inventory Management

with the help of National Informatics Centre (NIC). There is no centralized system to update all the

information in one place and in a single shot. A description of the various existing systems of CTU is

given below.

Vehicle and Crew Scheduling: The current CTU bus operations are managed by the Traffic

Department that is responsible for bus scheduling and crew rostering. The Traffic department

evaluates on a regular basis the demand, requests from residents of the tri-cities and such, and

determines the bus routes and schedules. Crew is then assigned based on a duty-rota developed by

the depot staff. No optimization software is currently used for this analysis.

Waybill Management System: All the routes information, crew information and bus information are

fed into the system. Then the information noted in the way bill by the conductor during the route

operations is entered into the system by attaching the same information with preexisting information

at the end of the shift. The reports module has options to filter and generate reports based on dates

and depots. The following Exhibit 40 shows the various reports that can be generated with the way bill

management system.

Exhibit 40: Available Reports from Waybill Management System of CTU

Attendance Leave Information System: The attendance is being captured through the leave

information of the staff of CTU. The attendance is entered manually into the applications for all the

staff of CTU.

Store Inventory Management System: Store Inventory Management is deployed by NIC as shown

in Exhibit 41. It has been utilized for managing stores at each depot with job cards tracking.




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Exhibit 41: Screenshot of the Inventory Management System Developed by NIC for CTU

4.5.2 Goals and Objectives

The following overarching goals and objectives were identified for integrated TMS:

Improve Vehicle Maintenance

By providing systematic planning for vehicle maintenance will cut down the vehicle idle time

for non-operational buses, vehicle routine maintenance, breakdown ratio shall come down,

automated alert for maintenance, vehicle on time departure from depot, easy to check vehicle

in/out status according to schedule time, vehicle transfer between depots/divisions.

Improve Fuel Management (not part of the ECBS project)

By providing Fuel management systems, fuel consumption and stock can be controlled and

monitored. Fuel leakages also can be monitored.

Improve Scheduling and Planning

Having DMS, vehicle allotment for the scheduling will be easy, crew and vehicle assignment

shall be once in the system, if any changes required system shall allow them to update the

changes, schedule cancellation or new schedule allocation. This reduces frequent manual

intervention and error free operation.

Improve Data Management and Reporting

Data warehousing will help CTU to run the hassle free operation, for example looking at the

data will provide idea of cut down the schedule/trip, dead kilometers, vehicle wise KMPL or

manufacture wise KMPL or driver wise KMPL, utilization of tyre and life cycle of tyre retreading,

battery life, repeated issues by fleet wise of manufacture wise, vehicle utilization, accident and

breakdown data, master data of crew, vehicle and other staffs, over time hours, warranty

details necessary items, fuel consumption, etc.,

Facilitate Effective Management




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The entire movement of the vehicle shall be recorded on the system to manage effectively.

Depends on priority system shall send alerts to concerned department or staff. Each vehicle

history provides usage and lifetime of the fleet to decide for scrap. Fitness certificate, road

permit, insurance shall be maintained in system to track and manage smoothly, to track history

of tyre lifetime to do tyre treading to minimize operational cost.

Improve Information Accuracy

Stores module shall have history of stock, material forecasting, accurate information of spare

parts, warranty details, spare tracking provides accurate information.

Ensure Reliable Information

Attendance shall be recorded through proximity reader to avoid manual intervention. Leave

and holiday will be managed systematically to monitor staff attendance. The system shall help

CTU to monitor staff’s in and out time. In case fleet not departure on time than system helps

management to track the delays.

Facilitate Easier Processing

System helps CTU to track and pay staff’s salary, incentive, ESI, PF and IT in short time.

Develop Centralized System

HR and Depot management shall use same database to maintain employee records. This is

to avoid manual duplication at various places. In case of staff transfer from depot to depot and

division to division it will be updated one place.

4.5.3 Proposed Integrated Transit Management System

Based on the various discussions with CTU staff, the following points were expressed as the needs of

the TMS.

Replace the existing computerized systems being utilized by CTU

o Waybill Management System: since the current waybill system is developed for manual

ticketing and cannot be upgraded easily for the business process requirements of a smart-

card based ETM ticketing system.

o Existing Scheduling & Planning System: since it does not have the features for city bus

services. In addition, it also has limited reporting capabilities for the requirements for city

bus services.

o Existing Leave Management System does not have reporting capabilities and is not being

used even at present.

o Stores & Inventory Management System: is expected to have issues with respect to NIC

support to enhance the functionality - as per CTU staff.

Various TMS sub system to be integrated with each other to meet current and future business

requirements, such as, ensuring maintenance schedules are available at workshop and depot

locations through single input.

Centralized TMS to synchronize with TMS system at various places (depots, terminals, etc.).

Centralized TMS to be integrated with AVL and FCS systems for effective operations.

Only required integration to ensure no overlapping of data between the various subsystems

of TMS and also other subsystems of the System Integrator tasks.

The following Exhibit 42shows various sub systems of TMS proposed for this project.




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Exhibit 42: Sub Systems of Transit Management System

The windows based TMS software shall be deployed at each depot for smooth operation and

maintenance. The centralized TMS software shall be deployed at Data Centre which communicates

to various components of the TMS software at each depot/terminal and syncs the data at frequent

interval to update the records. The TMS software at each depot shall work as standalone with local

database in case of communication failure between centralized TMS system. Exhibit 43 illustrates the

centralized and integrated TMS.

Exhibit 43: Concept of Centralized TMS


The proposed integrated TMS shall have following major sub systems and its features to meet CTU

business requirements. Interface between various TMS sub systems are given below in Exhibit 44.

TMS

Depot

Workshop

Stores & Inventory (Replace Existing)

HR & Payroll

Scheduling and

Rostering




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Exhibit 44: Interface between Various TMS Sub Systems

4.5.4.1 Depot Management System (DMS)

The DMS software shall be deployed at minimum of 3 locations at each depot in Traffic, Accounts and

maintenance areas.The DMS shall include the following functionalities as shown in Exhibit 45 and

Exhibit 46.

Exhibit 45: Functionalities of Depot Management System

Crew Rostering

Vehicle Scheduling

Vehicle Dispatch

Vehicle Management

Vehicle Routine

MaintenanceAccounting

Security System

Scheduling &

Planning




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Exhibit 46: Functionalities of Depot Management System

Master Data Management

•Information about Crew, Staff, Vehicle, schedules, routes, stop name and stop code, Landmarks, etc.

•Master data shall be in forms with read and write access to the end user based on role and responsibility.

Accounting System

•All non ticketing and ticketing accounts carried out from the depot.

Crew Rostering

•Crew rostering shall be done systematically based on logic defined by CTU.

•There shall be a display to show vehicle in and out status at the depot gate.

•Optimization of crews shall be provided through a proven crew rostering software.

Scheduling

•System shall have the ability to create, edit and update the schedules/trips and allocate crew to the schedule.

•Optimization of bus schedules shall be provided through a proven scheduling and planning software.

Fuel Inventory Management

•Detailed information of fuel consumption of vehicle wise and by stock, history of fuel intake, monthly fuel stock and each pump wise consumption, etc.

•Alerts shall besent to concerned staff through SMS or Email in advance on the fuel stock at predefined time.

Vehicle Routine Maintenance

•Schedule maintenance, periodic maintenance, routine maintenance shall be automated in the system with detail of start and end date, status of maintenance, etc.

•Shall shall allow depot manager or authorized person to set the configuration to enable or disable the alert for concered registered staff.

•Warranty tracking

Vehicle Management

•The VHMD device on the vehicle shall have diagonostic logs of vehicle engine, oil, break, fuel, etc. which shall be transfered to DMS software once the bus arrives at the depot.

•The VHMD logs shall be shown in the format of MIS reports on the system with details. If case VHMD sent the issues in code format then system shall ability to display in the readbale format for CTU for effictive operations.

Security System

•Gate In/Out detail as per current CTU procedures shall be captured.




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Exhibit 47 shows minimum infrastructure of Depot Management System at various departments and

display near to the gate to identify the vehicle in and out status. The depot vehicle dispatching

information shall be captured from AVL central software of CTU fleets. Proximity device (biometric

reader) shall be installed at depot gate to record staff, crew and any other person with permission to

enter depot premises shall be recorded for their HR and payroll process.

Exhibit 47: Depot Management System

4.5.4.2 Workshop Management System (WMS)

Currently, Workshop is part of the Depot in CTU. The WMS software shall be deployed at two or more

places inside each workshop area. The current/proposed workflow of the workshops shall be captured

in the system. This software will be part of a centralized system to manage unique information across

the division/region. Each and every fleet movement shall be captured in the system to track and reduce

fleet’s non-operational hours. WMS shall send alerts through SMS and Email to authorized staff.

4.5.4.2.1 MIS Reports

Customized MIS report shall meet CTU business processes by integrating VHMD device with DMS

shall help CTU to track vehicle health and provide preventive maintenance when required. Sample

MIS report formats are shown in Appendix 2.

4.5.4.3 Stores and Inventory

Stores and Inventory management shall provide inventory position visibility, streamline in-store

activity, improve CTU management performance and productivity, reduce labor cost, transport cost,

barcode reader to identify product details and enter into system. The Stores and Inventory shall have

following features and functionalities at a minimum:

It shall have history of purchaser name, contact detail, etc. to manage vendor and purchase

order.

Maintenance




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System shall have track of invoice detail of each and every items that are supplied by the

vendor. In addition to invoice how the payment made by CTU shall be recorded in the system.

If contingency stock goes below a defined limit, the system shall send details through email to

concerned staff.

Inventory data from stores, to drive optimal purchasing and stock levels across various depots.

Centralized inventory shall be provided that can update and manage the stores effectively

from any location.

Inventories with unlimited product attributes, tracking of quantity on hand and in transit by

attribute; multiple units of measure and flexible costing shall be present in the application to

support effective inventory management.

Provide visibility and control with serial and lot based traceability, as well as integrated audit

controls.

Prevent stock-outs and overstock using in-store location level tracking.

Inventory management application shall provide various performance measures, such as

stock out, inventory value, etc., to support the Purchaser to improve and optimize the inventory

management.

The application shall be accessible through secure role-based portal access, and easy web

services integration.

Enable the performance of back-office business functions anywhere in the depot/division.

In addition to Stores and Inventory system, the application shall have provision to enter all the

assets of CTU.

Asset management shall have master data of all the physical location, various types of assets

and its make, model, serial number, part number, warranty, department, vendor name, etc

and unique identification ID of the asset.

Ability to store images of each asset, mobile or immobile, etc. shall be provided

Provision for transferring assets between depots and divisions shall be available.

Bidder to stick tags on each of the assets.

In case of any hardware or items are lost then concerned staff shall be able log a complaint

with concerned department to take necessary action. The process shall be trackable through

the system

Asset management shall have enough information to claim insurance from third party vendor.

4.5.4.4 HR and Payroll System

Human Resource and Payroll Software shall provide comprehensive accounting solution to meet the

demands of current CTU business processes and future needs based on the system requirements.

The system shall enable the user the choice of sort order, selection of branch, department, position,

etc. and other parameters to generate payroll output as per requirement, either on screen or as hard

copies.

Following are major features of HR & Payroll:

Employee details

Staffs score card system

Time management using proximity reader

Centralized system

Quick payroll process

Email alerts as per requirements

Leave Management System

Electronic salary slip generated automatically or on-demand by authorized staff.

Integration with other systems of TMS, AVL and AFCS for crew details and leave information.




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Workflow structure of the payroll system is shown in Exhibit 48:

Exhibit 48: Workflow of Payroll System

4.5.4.5 Crew Rostering

Rostering module will facilitate assigning of crew members to the buses and their schedules. The

rostering will be designed to follow the crew allocation methods used by CTU or the recommendation

of the software, as determined by CTU after using the Scheduling & Rostering software:

Duty preferences are taken from the crew.

While assigning the duty to the Drivers/Conductors, these preferences are taken into

consideration and are assigned as per their seniority in the organization

Once a duty has been assigned to a crew member, then he continues with the same duty for

the whole rostering period.

4.5.4.6 Scheduling

TMS will provide the scheduling module to manage schedules decided by depot. These schedules are

assigned to the bus by depot technician or approved person at depot level. If the vehicles haven’t left

from the depot as per scheduled time then crew and concern people will be getting SMS alert.




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Schedule Software can optimize driver and bus allocation. Fixed route scheduling software provisions

for the passenger demand with optimal number of buses through designing and modifying the bus

routes. The application allows for modelling the planning process in public transportation which

consists of different recurrent and complex tasks which start at a strategic level. At the operational

level, the application provides for collecting or forecasting the number of passengers for each origin,

destination and transfer point. For the crew, the software allows for optimizing at a planning level and

then for daily operations.

The operations process that the scheduling software is trying to optimize is:

Exhibit 49 Operations Planning Process

The scheduling software should have the following features:

Support strategic planning activities for bus and crew scheduling

Support operational optimization of bus and crew scheduling independently or together

Operational optimization of crew with consideration with labour laws and other applicable rules

Comparison of alternatives for selection of particular set of operations by the client

Integrate with the AVL system to provide real time distribution scheduling on

unexpected/variable demand.

Performance reporting on service levels, cost reduction, etc.

4.5.4.7 Leave Management System

Leave management system enables the HR manager to track and maintain leaves of the employees

of the firm / organization. The leave management module defines various leave types based on their

eligibility, which they are assigned to various employee levels. Various types of leaves are:

Earned Leave (EL) / Privileged Leave (PL)

Casual Leave (CL)




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Sick Leave (SL)

Compensatory off (Comp offs)

Maternity Leave (ML)

Paternity Leave (PL)

Leave management system enables user to create and configure leave types as per grades,

designation or any other hierarchy in the organization which are driven by the rules and HR policies.

Leave policies can be configured based on the requirements.

Applicability of Leave type to a pre-defined grade7

No of leaves eligible / yearly quota per leave type

Monthly Leave accrual setting

Leave rule during probation period

Leave to be applied by no of days in advance

Leave regularization policy within a defined time period

Define a window of no. of day for long & short Leave application

Sandwich leave rule configuration, that is leaves taken between Public holiday or weekly offs

Validate if two leaves types can be clubbed

Leave encashment & carry forward policy

Leave type lapse rule for Paid leaves, Sick leave, Comp offs

Leave management system allows the user to configure and exports the reports as part of the MIS

and alerts. It allows to maintain the leave record of all the staff and officers and reports can be

generated for different departments and to schedule the allocation of resources based on the leave

calendar.

4.5.5 Other Systems Integration with TMS

The proposed Transit Management System is expected to integrate with other systems like AVL and

PIS that are proposed. The following Exhibit 50 shows various ITMS System interface.

7 http://www.opportune.in/

http://www.opportune.in/




73

Exhibit 50: Data Exchange Needs

4.5.5.1 TMS with AVL & PIS

AVL is a separate system to track and monitor alerts, route deviation, emergency response and two

way voice communication, schedule adherence, etc. of the fleet from Common Mobility Centre by

dispatchers. Generally vehicle change, crew change, schedule/trip cancellation shall be confirmed at

depot before the vehicle departure.

Need for Integration: On DMS & WMS data of Vehicle Master, Crew Master, Accident, Breakdown,

Rostering and Scheduling are expected to integrate with AVL system. By integrating AVL with DMS,

CTU will save operation time and reduce staff time and effort in updating two separate systems. TMS

and AVL shall either have a single database or separate databases that shall synchronize to provide

correct data seamlessly. In case of any changes, schedule will update on the DMS at depot,

centralized DMS at Data centre will be synced and update to AVL Database.

Vehicles that are available at workshop for maintenance shall be automatically removed from AVL

system from the operations. This shall help operations team to manage the schedules effectively.

4.5.5.2 AVL with Payroll and HR

The HR & Payroll is a separate software to manage all the staff personal details, working days, holiday,

leave, over time and theirs wages. HR & Payroll module defined briefly in other section in this

document.

Need for Integration: Crew Master from HR module shall integrate with TMS and AVL system to

update crew attendance and crew transfers to run smooth operations. The integrating of HR module

with the Depot Management System will help DM to schedule the crew assignment effectively during

their absence. During crew absence the detail shall be entered in the HR module in advance. The data

will be updated on TMS software too. This will enable DM or Traffic Dept. to appoint other crew

effectively.

In case of crew transfer, system shall enable the alert and provide alternate crew name (who is

available) to run schedules without delay.

Data Exchange

TMS

AVL

PIS

FCS




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4.5.5.3 TMS with FCS

Fare Collection System consists of POS and ETM machines.

Need for Integration: Since FCS provides the revenue component, limited and secure data exchange

shall occur. The conductor and schedule information for ETMs, bus stop locations for ticket counter

POS, etc. are overlapping between the master lists of TMS and FCS. However, the data exchange

should be limited to be applied by only authorized personnel and in a controlled and secure manner.

4.5.6 Other System Infrastructure at Depots and Terminals

4.5.6.1 Data Transfer of In-Bus Camera Data

There will be cameras inside the bus, will be recording continuously (as per UBS II). The recording will

be saved in the Security Camera Network (SCN) device which is fixed inside the bus.

Video/Image Storage: Once the bus arrives at the depot, the stored data from SCN shall be

transferred to storage server at depot or terminal through WLAN. The contingency approach is to have

data copied to Portable drive from SCN and dumped to storage server at depot manually. After

video/image data dumped to the server at particular path, the video software shall able to show the

video/image at user convenient. Video/ Image are displayed on the software shall display the time of

recording, vehicle ID or vehicle reg. no, driver ID, at minimum.

4.6 Transit Management Centre

Transit Management Centre (TMC) is a vital part of CTU operations to bring together all the

administrative functions at one place. Central Control Centre is not an independent component but

TMC is a centralized location or hub of traffic/ administration of all the ITS components for processing

data inputs and delivering outputs to the different ITS components on city services network, command

and control, computing using the appropriate software’s and skilled key personnel and communication

to and from many types of ITS applications. The sub components of TMC depend on other various

ITS sub-systems and the way of operations of bus services and scale of the system.


The system concept for Transit Management Center consists of:

All the responsible stake holders will be jointly monitoring the CTU operations and any decision

can be taken collectively and quickly.

Single data base for various data sources.

Monitoring of various operations at one place which improves productivity.

Improved response level.

Effective and efficient monitoring and control.

Reduced response time in emergency situations.

Disseminating real time information to users, commuters and project and other authorities.

More effective use of ITS applications.

Monitoring and control of various sub-systems and devices installed on the CTU buses.

Compilation, recording, analysis, processing, storage of information and data.

Exhibit 51 shows the concept of the control center for CTU.




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Exhibit 51: Central Control Centre Concept of Single Data Update Module.


The functional requirements of the TMC consist of:

Provide information and data management system for the overall control, supervision,

configuration and maintenance of CTU operations.

Real time monitoring of buses on GIS map taking its geo positions received from the GPS

mounted on buses and simultaneous constant computation of expected arrival times at

downstream stations using the efficient travel time algorithms.

Operational management and alert monitoring of the buses in real-time to ensure improved

efficiency for the agency and better service to the commuters

Passive monitoring of safety and security for infrastructure

Real-time decision making for any emergency management services.

Providing commuter support through IVRS.

Monitoring the ITS system and fault diagnosis and alarm monitoring of all sub-systems.

Data of various ITS components (data archiving) stored in control centre for any future

planning or R&D purposes.

Transmitting of all the outputs to the corresponding ITS units at stations or on-board of the

buses and signalized intersections in real-time through wireless communication system.

Provision of emergency numbers in the AVL application and simple quick access for the

dispatcher to connect with the emergency numbers.

Single Data Update

AVL

PIS FCS

DMS

MIS




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Allocation of space for Traffic Police in the TMC and corresponding system support.

As it supports a lot of data processing and transmitting, TMC requires large amount of communication

system to support its operations through wired or wireless. For the effective functioning of TMC and

hence the efficiency of ITS, the following components are very critical to be considered,

Automated Data Acquisition

Fast Data communication to and from TMC

Accurate analysis of data at the management center

Reliable information to the passengers/operators/other stakeholders

The accurate data analysis includes the data cleaning, fusion and analysis. Once data from the

sensors or GPS units received to TMC, it should be checked. Reliable passenger information should

be passed on to the public on time through efficient system having the capabilities to transmit the

information through SMS, Internet and to bus stops and vehicles timely.

4.6.3 Data Archiving

Central Control Centre collects traffic and incident related information about the transportation

network. This data is combined with other operational and control data in order to manage the

transportation network and to produce traveler information. Along with this, data of FCS, bus

operations, crew details, and others will also be fed into servers in the TMC. Archiving this data is an

effective way of making it available for operators who want to make improvements to their particular

transportation system.

TMC collects data which includes:

Traffic incidents

Traffic violations

Vehicle speeds

Schedules

Vehicle details

Fare collection details

Archiving these data provides a cost-effective way to obtain data that can be used by transportation

planners, designers, and researchers alike for many purposes. Data can be used for facility planning

and design, developing control strategies, congestion tracking, emissions modeling, deployment of

response personnel, and schedule of maintenance and construction.

4.6.4 TMC & Video Wall

The Transit Management Center (TMC) is the heart of management and control system. It is in this

control room that critical decisions are made. The control center must create an environment in which

information is gathered, processed and disseminated clearly in time.

The vehicle position data from all the buses will be monitored in the control center. The feeds of all the

cameras installed on the buses, will be monitored at the control center thereby ensuring effective




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monitoring. Based on the AVL application monitoring, number of camera feeds in the control room and

number of operators, the video wall will be designed to ensure optimum and effective monitoring.

Control center shall have space one data center to accommodate 2-3 server racks, 8 to10 work

stations for monitoring around 500 buses which includes vehicle location monitoring, dispatch, cash-

up and ETM monitoring and PIS data dissemination.

The design of the control center will be done to ensure optimum utilization and ease of operations for

the operators working in the control center.

The alarm inputs from various sub-systems and any equipment failure in the field will be monitored in

the control center which will be displayed and indicated on the relevant computer/system and based

on the information the operators will be able to take necessary preventive or corrective action. The

emergency protocols and procedures will be made available to the control center operators for them

to follow in case of any emergency situation. As the TMC and video-wall are expected to operate for

18 to 20 hours every day, high quality video display solution is recommended. One video wall of 70”

size shall be installed in the TMC.

4.6.5 Man power

This section of the report provides indicative man-power requirements for the Operations Agency,

which can be further deliberated and fine-tuned based on the operational needs/set-up of CTU.

4.6.5.1 Assumption

The following Exhibit 52 below shows the assumptions considered for the man power estimation for

the operations agency.

SI. No Item Numbers

1 Number of City Buses 583

2 Number of Depots 5

3 e-Sampark POS 24

4 Number of shifts in a day 2

Exhibit 52: Data for Man Power Estimation

4.6.5.2 Dispatcher and Control Room Personnel

The following operations activities are expected to be carried out at Control Centre by dispatchers.

Monitoring Vehicle movement for the tri-city operations.

Schedule creation and assignment to fleet.

Reschedule transaction and trip cancellation if required.

Monitoring and responding on alerts and events on the AVL software. Route deviation, bus

bunching, over speeding, breakdown, call back request from fleet, etc.

Equipment status monitoring on the system dashboard. Like offline, online, fault,

communication problem, etc.

Playback trips for operation improvements. Like bus bunching, delay, non-schedule

adherence, etc.

Develop, review and appraise MIS reports on operational performance and other buses.

Review reliability, timeliness and accuracy of PIS information.

Review ETA/ETD data for accuracy on a periodic basis.




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Ideal education qualifications and experience of personnel for TMC operations are given in Exhibit 53.

SI. No Designation Work Locations Number Minimum Educational

Qualifications Minimum Work

Experience Previous Designation

1. Operations Manager

TMC

1 Master’s Degree in Transportation Engineering or Operations Research or Equivalent. Relevant experience

in operations management. Candidates with experience with

bus operations will get preference

10 Years Operations Manager, Maintenance Manager, Transportation Engineer

2. Dispatcher TMC & Depots

16 (5 in each shift at TMS, one at each

depot for each shift)

Experience as drivers, conductors, traffic controller or ticket collectors

within CTU or in the region are preferred. Reasonable computer

skills to run the AVL/FCS application is required.

Minimum Exp: 5 years

Driver, Conductor, Ticket Collectors, Control room Operator

3. Systems

Administrator TMC / Depots/ POS

3 Bachelor’s Degree in Electronics 3 Years

Systems Administrator, Systems Engineer

Exhibit 53: Education & Experience Qualifications for ITS Staff




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4.6.6 Roles and Responsibilities The roles and responsibilities for the various agencies involved in the project, along with the

responsibility matrix is provided in this section.

4.6.6.1 CTU

CTU will be administering the operations and will be responsible for the scheduling of the buses and

crew rostering.

4.6.6.2 System Integrator

The SI is expected to closely work with bus manufacture/ OBITS equipment manufacture, CTU, and

Consultants appointed by CTU. The SI shall provide all the integration support and develop necessary

API, Program and necessary development to integrate with OBITS equipment. The SI scope of

services shall include the following:

Planning & Design

o Development of Implementation Schedule in MS Project detailing each task of the project

along with intelligent estimate of timelines and dependencies.

o Development of Software requirements and Hardware requirements document.

o Development of System Requirements Specification

o Development of PIS design document specifying the format, font and such to develop the

layout of the PIS board that the commuter finds simple and easy to understand.

o Power calculations and sizing of UPS and DG

o Test plan development

o Field equipment installation diagrams including electrical diagrams as required.

o Installation check sheets

Hardware

o Provide PIS boards for bus stations, interchanges, depots, etc.

o Potentially provide OBU, BDC and ETM for city bus services.

o Servers, Switches, Racks and other network components for the-AVL system.

o Workstations with large dual monitors for dispatchers.

o Workstations with large monitor for depots, etc.

o SMS and IVRS hardware

Software

o Development/Tailoring of API for bus manufacturer’s OBITS system integration with SI’s

system

o Oracle database for the data.

o Fully functional and highly customizable AVL application consisting of master database,

maps, MIS reports, etc.

o PIS software for showing information in Hindi and English.

o Commuter Portal.

o MS Office (Word, Excel and PowerPoint) for workstations.




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o Other supporting software for the AVL system.

Integration

o Integration of other subsystems as required for seamless implementation of the project

o Integration with field equipment from Control Center.

Training for relevant personnel

AVL & PIS implementation

Maintenance support for system and field equipment

Exhibit 54 shows the responsibility matrix of various activities carried during the project execution and

maintenance.

Sl. No.

Category System Component Setup Ownership Support and Maintenance

1

Software

FCS Bidder Purchaser Bidder

2 AVL Bidder Purchaser Bidder

3 PIS Bidder Purchaser Bidder

4 TMS Bidder Purchaser Bidder

5 Accurate Data to be Provided Purchaser Purchaser Purchaser

6 Data entry work for all master data into application Bidder Purchaser Bidder

7

Hardware

FCS Bidder Purchaser Bidder

8 AVL Bidder Purchaser Bidder

9 PIS Bidder Purchaser Bidder

10 TMS Bidder Purchaser Bidder

11 Communication System Bidder Purchaser Bidder

12 UPS power backup including batteries Bidder Purchaser Bidder

13 Removal and fixing of hardware/equipment Purchaser Bidder

14 DR Site DR Site Service Bidder Bidder Bidder

15

Infrastructure

Central Control Center Purchaser Purchaser Purchaser

16 Civil, Electrical Works and Furniture Purchaser Purchaser Purchaser

17 Depot/Interchange/Workshop Infrastructure Purchaser Purchaser Purchaser

18 TMC - , Raw Power supply DG Set Purchaser Purchaser Purchaser

20 Data Center equipment's Bidder Purchaser Bidder

21 Geo-Fencing Survey Bidder Purchaser Bidder

22 Logistics for Removal and fixing of hardware/equipment

Purchaser Purchaser Purchaser

23 Data Center Purchaser Purchaser Bidder

24

Consumables

Printer Paper (A4) Paper rolls for ETM machine Paper roll for POS ticket printer Diesel for Generators DVD/CD for any video/image backup Monthly Telephone bill SMS cost IVR System call cost

Purchaser Purchaser

25 All Printer cartridges supplied by supplier Tape Data Cartridges Printer Head

Bidder Bidder

26

Training

Space for Training Purchaser Purchaser Purchaser

27 Training materials, system, hardware Bidder Bidder Bidder

Exhibit 54: Responsibility Matrix




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5 Procurement Plan and Project Financials

Project procurement plan consists of the process of identification of need of the project in terms of

good required, transportation, maintenance. Whereas, implementation plan consists of the design and

specifications and project scheduling (time frame for implementation). In this chapter, the process of

procurement and implementation of the ITS project for CTU is detailed.

5.1 Procurement Plan

In the procurement plan, the selection of ITS implementation agency also referred to as System

Integrator (SI) will be done. SI will provide all components planned in the ITS, integrate, test, roll-out

and manage the system for a specified period of time.

CTU shall float a tender for global participation on a single stage bid process which consists of

technical and financial bids together which follows the National Competitive Bidding (NCB) process.

The cost of the bid document and last date of purchase will be announced along with the date and

time of bid opening.

5.2 BOQ and Costs Estimation

The BOQ for the CTU ITS project is as follows:




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Item Code Component Location Subsystems / Items Quantity exclusive of spares/ consumables

1.1 Fare Collection System (FCS)

FCS Software

FCS

TMC

FCS Central System Software inclusive of but not limited to:

FCS Database application (Primary Server + DR Server)

1

FCS FCS application software (Primary Server + DR Server)

FCS Anti-virus software (Primary Server + DR Server)

FCS Automatic Back-up\ archiving software

FCS Any other COTS software (Primary Server + DR Server)

FCS Hardware

FCS FCS Central System Hardware inclusive of but not limited to:

FCS Primary Server 1

FCS DR Server 1

FCS Automatic Back-up devices with media 1

FCS KVM Switch with LCD Monitor 1

FCS Server Rack (includes rack requirements for all systems) 1

FCS Network All-in-one-printer 4

SC Hardware

FCS Smart Card Issuance Work-Station POS (16 E-Sampark – Only in Chandigarh) inclusive of but not limited to all software and hardware related to:

FCS

POS

Camera 24

FCS Document scanner 24

FCS Smart card revaluing device 24

FCS Workstation 24

FCS Handheld ticketing machine inclusive of but not limited to:

FCS

Field Equipment / Depots

Handheld ticketing machine inclusive of all related accessories, software to meet the requirements

1283




83

FCS

3G/GPRS enabled SIM Cards 1283

FCS

TMC

Smart Card Personalization

FCS Smart Card Personalization Printer 3

FCS Camera 3

FCS Document scanner 3

FCS Workstation 3

FCS Handheld ticketing machine inclusive of all related accessories, software to meet

the requirements (for CTU Auditors) 15

FCS Central Control Centre Operator Work-station for FCS

FCS FCS Cash-up workstations 2

FCS Fare media - Smart Cards 1,00,000

1.2 Automatic Vehicle Location System (AVL)

CS Software AVL AVL System Software inclusive of but not limited to

AVL RDBMS Database

1 AVL AVL Central Application software

AVL Automatic Back-up/ Archiving software

CS Hardware AVL AVL Hardware inclusive of but not limited to

AVL AVL Server 2

AVL Database Server 2

AVL Tape Drive 1

AVL Tape Data Cartridges 30

AVL Communication Server 2

AVL Web Server 2

AVL Domain Server 1

AVL 3G/GPRS enabled SIM Cards 513

AVL AVL Workstation

AVL AVL Dispatcher Workstation with Dual Monitor and necessary accessories 8




84

AVL EPABX 1

AVL Landline Phones 8

AVL Hands free/ Headphone 8

AVL Printers

AVL All in One Printer (Color Print, Copy, FAX) 1

AVL LaserJet Printer 2

AVL KVM Switch with LCD Monitor 2

OB Hardware AVL

OBITS Hardware as per UBS II

AVL Single Control Unit and Bus Driver Console 134

AVL Side Destination Boards 204

AVL Front Destination Boards 34

AVL Inner Destination boards 34

DR Site AVL Disaster Recovery Service

AVL Disaster Recovery Service for Complete AVL system (includes FCS) 1

1.3 Passenger Information System (PIS)

PIS

PIS Customized or COTS Software for PIS 1

PIS Commuter Website 1

PIS Commuter IVR System 1

PIS Commuter SMS System 1

PIS Commuter Mobile Application 1

PIS 17" LED Passenger Information Display at Bus Stops across City 22

PIS 32" size of Passenger Information Display at ISBT's, etc. 8

1.5 Transit Management System (TMS)

TMS

TMS TMS Central Application software including Scheduling & Rostering 1

TMS TMS Application software for workstation 50

TMS TMS Server (Primary & Secondary) 2

TMS Workstation for TMS with 17" LCD monitor and other accessories 40




85

TMS Workstation for monitoring Video/Image with 17" LCD monitor and other accessories

2

TMS Printer and Scanner for TMS workstation at Depot 4

TMS 55" size of Passenger Information Display at Depot 6

TMS Cameras 4

TMS Proximity Reader 4

TMS Proximity cards for staffs 2500

TMS In-bus cameras 134

TMS In-bus NVRs for camera recording 134

1.6 Transit Management Centre (TMC)

TMC

TMC Video Wall 1 x 70" 1

TMC Data Archiving Software 1

TMC Tape Drive Cartridges 30

1.7 Communication System (COMM)

COMM

COMM Data Center - Network Components and LAN 1

COMM TMC Data center (Data & Internet) 1

COMM TMC Data center - Redundancy 1

COMM Primary to DR Site 1

COMM Depot (Broadband for 10 workstation) 5

COMM PIS Display (Dongle/Broadband) 30

COMM IVRS (Switching device) 1

COMM SMS (Modem) 1

Exhibit 55: Bill of Quantities (BoQ) for CTU ITS Project




86

5.3 Financial Analysis of the Project

The summary costs are provided here. The detailed costs are provided in Appendix 3.

Component Capital Cost O&M Cost for

next 6 years SI Cost (10% of Capital) Total Project Cost

Total Installed Cost Spare Cost Total Capital

FCS ₹ 419,21,075 ₹ 0 ₹ 419,21,075 ₹ 41,92,108 ₹ 41,92,108 ₹ 503,05,290

AVL ₹ 515,93,025 ₹ 0 ₹ 515,93,025 ₹ 51,59,303 ₹ 51,59,303 ₹ 619,11,630

PIS ₹ 50,10,000 ₹ 0 ₹ 50,10,000 ₹ 5,01,000 ₹ 5,01,000 ₹ 60,12,000

TMS ₹ 307,32,500 ₹ 0 ₹ 307,32,500 ₹ 30,73,250 ₹ 30,73,250 ₹ 368,79,000

TMC ₹ 55,60,000 ₹ 0 ₹ 55,60,000 ₹ 5,56,000 ₹ 5,56,000 ₹ 66,72,000

COMM ₹ 8,75,000 ₹ 0 ₹ 8,75,000 ₹ 85,20,000 ₹ 87,500 ₹ 94,82,500

Total ₹ 1356,91,600 ₹ 0 ₹ 1356,91,600 ₹ 220,01,660 ₹ 135,69,160 ₹ 1712,62,420

*FCS – Fare Collection System, AVL – Automated Vehicle Location, PIS – Passenger Information System, TMS – Transit Management System (Depot Management, etc.), TMC – Transit Management Center

Exhibit 56: Summary Costs for CTU ITS Project

5.3.1 Project Phasing

Based on discussions with CTU, the following phasing was considered for the implementation:

Exhibit 57 Phasing for the CTU ITS Project

CTU preference is to implement the three phases is through a single System Integrator (SI). The SI is expected to complete the implementation in a phased manner with Phase 1 being for 6 months, Phase 2 from 6 to 12 months and Phase 3 from 12 to 18 months. The SI is expected integrate all the components to provide seamless implementation with minimal data entry and external dependencies for CTU. The phasing is determined based on immediate needs of CTU as identified by its core team. In Phase 1, the automated ticketing through ETMs, the AVL system to provide the realtime information on the buses, and the

ITS

•FCS

•AVL

•PIS

TMC

• Data Center for AVL, FCS & PIS

• Basic Control Room

Phase 1 MIS/ERP - TMS

•Depot/Workshop Management

•HR/Payroll

•Scheduling/Rostering

TMC

• Addition to Data Center for TMS

• Data Archival

External Bus Displays

Phase 2 TMC

• Video Wall

• Control Room

Phase 3




87

PIS information for commuters were considered as priority. The bus routes, driver/conductor information, etc., shall be entered through the AVL system. It was felt that these ITS systems will provide the management with the necessary data to get an understanding of the problems with passenger demand and scheduling needs. A basic room with systems and a basic data center will be implemented in this phase. Based on the SI system, either the existing datacenter of CTU or a new location will be selected. In Phase 2 the Transit Management System (TMS) solutions which focus on the current core activities that are being conducted by CTU like stores & inventory, maintenance activities, scheduling & planning, ticketing, etc. While some activities are already computerized, many of the activities are done manually by CTU staff. Hence, the implementation of this phase requires substantial business process reengineering that starts with building capacity within existing CTU staff. The GMs, Stores Managers, etc. all require to become computer literate to make the Phase 2 successful. Data Archival shall be implemented in this phase rather than Phase 1 to ensure its usage for all the systems (AVL, ticketing, etc.) in an effective manner. The needed additional servers for TMS system shall be added to the data center implemented in Phase 1. Finally, external PIS displays for the 34 existing buses for rear and side locations shall be implemented at this point. The objective of the boards is to ensure that passengers can identify the bus routes from behind and side of buses; and do not need to run to the front of the bus to identify them. Currently, CTU is still having trouble accurately inputting the route information for the front external PIS display, hence many buses are seen with a static board that is showing conflicting information that the electronic display. These electronic boards were phased such that CTU is more adept at implementing ITS solutions. In Phase 3, CTU seeks to implement a proper control room with a video wall. The expectation is that by this time AVL system would have penetrated CTU and would need support from realtime dispatch operations. Hence, a control room with video wall will be a need and can ensure CTU to provide efficient realtime operations.

5.4 Project Cost

The costs are estimated based on the tentative bill of quantities as discussed in the chapter. The total

project cost is sub-divided into capital cost and recurring cost. Capital cost is the initial investment for

the project estimated based on the market survey for all the ITS components. The total capital cost for

the project is estimated at Rs.13.56 crores. The total cost of the project is estimated at Rs. 17.12

crores

The recurring cost includes the operating and maintenance of the ITS infrastructure, human resource,

depreciation and overheads. The estimate for the recurring cost was arrived based on the project

needs and discussions with CTU. The total recurring cost is estimated at Rs.2.2 crores for the project

period of 6 years. This project period shall be extendable to 8 years based in the SI bid document.




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6 Implementation Plan

Implementation plan describes the how the proposed system will be deployed, installed and made

operational. The plan shown in Exhibit 58 consists of an overview of the proposed ITS system,

description of the major tasks in the implementation, resources involved in the implementation. The

implementation is developed during the design stage of the project and updated during the deployment

stage based on the ground conditions.




89

Exhibit 58: Implementation Plan

Activity/ Reports Due

Project Phases

Item of Activity (Work) Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12 Month 13 Month 14 Month 15 Month 16 Month 17 Month 18

AA-1 Project Plan

A-2 Site Survey Report D

A-3 Hardware Design Documentation

A-4 Software Design Documentation D

A-5 System Requirement Specifications D

A-6 Implementation Plan D

A-7 Monthly Progress Report D D D D D D D D D D D D D D D D D

A-8 Phase-wise Status Report D D D

A-9 Exit Management Plan D

A-10 Final Project Report D

BB-1 Procurement - ETM & Workstations

B-2 Installation & Configuration D

B-3 Smart Card and ETM Integration D

B-4 Testing D

B-5 System Acceptance D

B-6 MIS Report D

CC-1 Procurement - AVL, PIS Display Boards & In-bus Display Boards

C-2 AVL Installation (134 Buses)

C-3 PIS Installation at Bus Stations

C-4 AVL Software Integration (513 buses)

C-5 Commuter Portal - Website, SMS, IVRS, Mobile Application D

C-6 On-bus PIS Intergation D

C-7 Testing D

C-8 System Acceptance D

C-9 MIS Report D

C-10 Destination (External) Boards Installation, Testing and Acceptance

D

D-1 Data Centre Hardware Procurement for Phase-1

D-2 Data Centre Hardware and Software Installation

D-3 Phase-1 ITS Software Customization D

D-4 Basic Control Room Setup

D-5 Testing D

D-6 System Acceptance D

D-7 Data Centre Hardware Procurement for Phase-2

D-8 Data Centre Hardware and Software Installation

D-9 MIS/ERP Dashboard

D-10 Scheduling & Rostering

D-11 HR & Payroll

D-12 Depot Centralization

D-13 Workshop Management System

D-14 External Bus Display Installation and Interface D

D-15 Testing D

D-16 System Acceptance D

D-17 MIS Report D

D-18 Procurement for Phase-3

D-19 Central Control Room

D-20 Video Wall Installation and Integration

D-21 Integration of All Systems D

D-22 Testing D

D-23 Project Rollout D

D-24 Final Operational Acceptance D

GG-1 Training Plan D

G-2 Equipment Installation Manual D

G-5 Hands on Training

G-6 Capacity Building Workshops

Sl. No.

Implementation & Acceptance Phase

Training & Capacity Building

Phase 1 Phase 2 Phase 3

Transit Management Centre

Project Planning and Design Documentation

ITS - Fare Collection System

ITS - AVL and PIS System




90

6.1 Studies

As part of the ITS implementation, the system integrator shall undertake study of the existing

operations, objectives and goals to be achieved through project. The activities to be undertaken by

the SI are as follows:

a) Review existing management systems and capabilities

Conduct existing staff interviews

Review of internal management practices

Identify information flows in area including schedule development, dispatch

operations and commuter information system.

b) Identify the technology function requirements

Identify the activities necessary to support the project during and post

implementation

Recommendations to develop technology capabilities within the organization

c) Develop operating procedures for information technology

Develop manuals and handbooks on operations and system information.

d) Estimate resource requirements for the continued operation of technology system

Develop estimations for cost and personnel for implementation and support of the

project.

Recommendations of existing staff skill development and new recruitments if

required.

Identification of implementation risks and schedule deviation due to staff availability

during different phases of project implementation.

6.2 Project Implementation Unit

CTU will set up a Project Implementation Unit (PIU) with the following staff composition for the

monitoring of the project implementation.

SL NO. DESIGNATION IDENTIFIED OFFICIAL

1 PUI – Head General Manager (Computerisation)

2 Member Head of Traffic and Operations department

3 Member Head of Engineering Department

4 Member Head of Administration and Accounts

5 Member General Manager (Purchase)

6 Member Financial Manager




91

6.3 Roles and Responsibility

Each stakeholder has specific role to plan in the implementation of the ITS project. Roles and

responsibilities of the stakeholders are outlined below. Roles and responsibilities will be detailed out

with liability clauses during finalization of the contract.

6.3.1 Project Implementing Unit / CTU

Develop Standard Operating Procedures (SOPs) for all processes and freeze the

requirements for the SI to implement before start of implementation.

Providing approvals at various stages and release of funds based on the progress.

Providing and arranging the permissions for SI for implementation of the work.

Provide required assistance in data gathering and other key requirements during the

implementation phase of the project.

Facilitate meetings between various stakeholders during the project execution phase.

Facilitating workshops for knowledge transfer from the SI to the CTU staff on the use of the

ITS equipments and software.

6.3.2 System Integrator

Design, supply and implementation of the ITS components are the responsibilities of the

System Integrator (SI).

Ensure all ITS sub-systems are fully integrated for smooth operation of the system end-to-

end.

Delivering quality products and providing the quality service is SI responsibility.

SI should ensure SLAs are met during the operation phase of the project.

Deploy adequate staff to complete the tasks in the specified time as per the implementation

plan.

Provide technical assistance and training to the CTU staff on usage of the hardware and

software which are part of the project.

6.3.3 Project Evaluation Agency

Project Evaluation Agency will be an external third party agency who will evaluate the implementation

of the ITS project.

Preparation of the pre implementation report.

Undertake pre and post implementation studies.

Timely evaluation of the project and report submission

6.4 Scaling Requirement

The initial system is being planned for 583 buses, 4 depots (excluding Tata AMC buses). The

application software and the hardware shall be capable of handling future demand of 1000 buses, 10

depots and around 5000 staff.




92

6.5 Operations Concept

Exhibit 59 shows the relationship between external, central, and field systems that will interface with

the proposed ITS system. The exact configuration and full capability of the external, central, and field

systems will depend on the information available and format of the information from the external

sources. Conceptually, however, this proposed ITS system must be flexible and able to support a

number of new systems as needed.

Exhibit 59 Operations Concept

External Systems – These systems exist outside CTU ambit, such as traffic data, road weather,

customers with requests, or emergency notifications from police or fire services. CTU must interface

with these systems to provide a safe and reliable bus service. The means by which agency collects

this data must be flexible as the systems will not have standardized interfaces. For example, individual

police may telephone the Control Centre with details of an emergency, while traffic data may be

supplied in the future by some Tricity agency electronically. Internally, CTU must process this data in

a standardized fashion that will enable a consistent distribution between the Field Systems (e.g.,

onboard equipment) and the Central System (e.g., Controllers).

Central System – This element represents both the CTU central information systems and the central

operational processes that take place at the Control Centre, as well as storage, maintenance, and

security facilities within CTU. Information is collected at this level from a variety of sources. These

include information from external systems to CTU, internal central systems (Stores Inventory Software,

etc.), or from the vehicles or field personnel such as Traffic Controllers. The information is processed

into a standardized format that works for the recipients to whom it is then distributed (e.g., bus drivers,

local police, customers).

Field Systems – These include the CTU buses, maintenance vehicles, mobile data systems,

personnel, and non-CAD/AVL onboard systems such as the ETMs, etc. Notifications from the field

systems, for example, a vehicle health status alert from VHMD diagnostics, can be distributed and

trigger a central system such as maintenance to alert mechanics to an issue on board a vehicle.

Alternatively, maintenance may turn off an alarm on a vehicle remotely, or the Control Centre may




93

control an onboard system, such as the on-board passenger information sign, by distributing a

command.

6.6 Risk Management Process

Risk is inherent in any project. It is more so in ITS projects due to the lack of organizational strength

in the agency and availability of skilled firms/professionals for implementation in India. Exhibit 60 below

provides a roadmap for key risks identification, monitoring and mitigation.

COMPONENT SUBCOMPONENT RISK MITIGATION

AVL System

Accurate

Schedules &

Routes

Lack of accurate schedules and

routes mapped out by the agency

leads to inaccuracies in the AVL

software, which leads to route

deviation errors. Also drivers

following the daily schedule is

another concern.

CTU Staff to freeze all the routes,

signoff and share with the SI. Clear

SOPs should be provided for

operations will mitigate the risk.

Bus Stop

Locations

If all the bus stops are not properly

mapped, skipping of bus stops will

occur in voice announcements. In

addition, the ETA information will

not be provided for these bus stops.

CTU Traffic Department Staff to

travel the routes and get inputs

from the conductors. Bus Stop

locations where no physical shelter

is present should be marked by

paint for the SI. This will ensure

that the geo-fencing locations are

fixed in one go.

Bus

Installations

Voltage spikes, installation issues

were common problems faced in

other cities for ITS implementation.

SI shall conduct a detailed study of

operating buses using voltmeters to

measure spikes in voltage. In

addition, bus body shall be studied

and installation diagrams shall be

provided for CTU approval.

Integration

The new JnNURM buses have

installed UBS-II OBITS equipment,

while the older buses require SCU &

BDC. Integration shall be a

challenge.

CTU to ensure that all OBITS

equipment is fully compliant with

UBS-II standards and protocols.

CTU should test the equipment for

conformity.

SI to tailor/develop APIs, etc, to

integrate the system.

PIS System Installations

Security and maintenance issues

have been principal concerns for

PIS display boards.

PIS installations should occur

where security can be provided by

CTU or any other government

agency. It should be clearly

understood that the SI cannot

provide security for the display

board. However, the SI should

provide casing around the display

boards where required to ensure its

safety. The SI should have

automated alerts for maintenance

issues of the remote PIS displays.

CTU should have log sheet and a

process to keep track of the




94

COMPONENT SUBCOMPONENT RISK MITIGATION

working of the displays on a daily

basis.

Fare

Collection

System

Acceptance by

CTU drivers

and

conductors

ETM is critical element of the ITS

system and needs to accepted

immediately before the rest of the

system.

Adequate training should be

provided. Speakers from other

STUs where ETMs are used should

be bought to CTU to give

confidence that the system is

friendly and helpful to the

employees.

TMS System Application

Development

The Software Application correctly

representing the processes of CTU.

SOPs on all the processes before

implementation can mitigate this

risk.

CTU ITS

System

Data

Integration

Data transfers are not seamless

resulting in various subcomponents

not providing the expected benefits.

Detailed design stage with the SI to

ensure that the design documents

and SRS are in line with the

requirements of the project and the

data transfer needs.

Exhibit 60 Risk Assessment & Mitigation

6.7 Training & Knowledge Transfer

Training and knowledge transfer program should be initiated by CTU to support the penetration of ITS

throughout the organization. CTU Staff, System Integrator and Project Management Consultant (PMC)

shall be responsible for the training. The training material shall be developed for both management and

staff of CTU. The training material should be in local language (Hindi or Punjabi) for the staff who are not

comfortable with English. An example of AVL training is shown in Exhibit 61.

Exhibit 61 Vehicle Mounting Unit/CAD-AVL unit (VMU) Training Manual from IBI’s VTMS Project




95

The training should look at the stakeholder requirements, type of ITS understanding required and mode of training. Preliminary training schedule is shown in Exhibit 62.

Stakeholder business need training module duration mode of training

Driver/conductor High level

understanding

of ITS

Understanding

of SCU and its

functionalities

How ITS is

used that

impacts the

drivers &

conductors

Intro to ITS

SCU Usage

Basic MIS

Reports

2 hours Presentation Control Room Visit

Depot Manager/ Senior Depot Staff

High level understanding of ITS

ITS Usage

Intro to ITS

Detailed ITS

Applications

Introduction

Detailed MIS

Reports

2 days Presentation Hands-on Training

Management High level understanding of ITS

ITS Usage

Intro to ITS

Basic MIS

Reports

1 hour Presentation

Mechanical Staff High level understanding of ITS

Equipment Fixing

Intro to ITS

Vehicle

Installations

2 hours Presentation Control Room Visit

CTU ITS Users Detailed understanding of ITS

Detailed understanding of Applications

Detailed

understanding

of MIS report

Intro to ITS

Detailed ITS Applications Handson Training

Detailed MIS Reports

TMS - 5 days AVL – 2 days FCS – 2 days

Presentation Hands-on Training

Exhibit 62 Preliminary Training Plan

6.8 Monitoring & Evaluation Plan

Monitoring and evaluation are important tools to track the progress of the project and to facilitate decision

making in keeping the project on the right progressive path. The objective of the monitoring and evaluation

is to keep track of the progress of the project and to analyze the progress to plan the future course of the

project.

For ITS projects, it is important to track the penetration of ITS and whether the benefits are realized. A

preliminary M&E framework is presented for CTU to track the project.




96

Sl

No.

Performance

Indicator Criteria

Source of

data

Location of

measurement Measures

Reports and

frequency

Details /

Explanation Sample size

1 Commuter impact

1.1 Commuter

satisfaction

Primary - User

survey

Along the route & From user surveys at bus-stations and on-

board

Waiting time, travel time at station,

crowding at bus stops, on board crowding, timely information Before ITS

installation, Quarterly after ITS installation

till end of the assignment

Impact : Overall Bus operations

1%

1.2 Waiting time

Primary - User

survey

Commuter surveys at selected bus stops

along the route

Change in waiting time for commuters in

minutes

Impact : PIS ( Display boards ,

SMS , Web ) 1000

1.3 Travel time

Primary

Surveys at selected bus stops along the

route & Vehicle Tracking reports

Change in total travel time of commuters in

minutes

Impact : Modal shift

100

1.4 User cost

Waiting time + travel

time

1.5

Real-time CTU service

information to commuters

User survey &

SMS / Web stats

From webpage access count, SMS

counts and user surveys

Availability of commuter friendly

route maps, schedule, real time information

etc

2 months after complete ITS

installation

Impact : PIS, Website, SMS

services All

2 Operator (CTU) impact

2.1 Staff

Satisfaction

Primary - Staff

survey

Depots / Divisional offices

ITS impact on CTU operations

Before ITS installation, 2 months after ITS installation

Impact : Organizational

acceptance of ITS 1% of Staff

2.2 ITS Penetration

at STU

Primary - Staff

survey

Depots / Divisional offices

Knowledge of ITS and its applications among

the CTU crew

After pilot study, during project

implimentation,2 months after complete ITS

installation

100

2.3 Operational

cost / km

Secondary CTU operation

Change in the operational cost per kilometer before and

after the project

Before project installation, 6 months

after complete ITS installation

Impact : Operational

planning

All - for one month period

for baseline and after-project




97

2.4 Operational

cost / passenger


Change in the operational cost per

passenger before and after the project

2.5 EPKM –

Earnings per kilometer


Change in the total earnings of the

operator per kilometer before and after the

project

2.6 EPP – Earnings per passenger


Change in the total earnings of the

operator per passenger before and after the

project

2.7 Profit


Change in the overall Profit before and after

the project

2.8 Operational impact

2.8.1 Schedule

adherence

■ < - 10 min

Primary Departure / selected Intermediate / Arrival

points

Number of trips within the described tolerance

/ deviation range

Before project installation, 2 months

after complete ITS installation

■ Timely departure from

terminals is essential to

maintain good schedule

downstream

1000 data points

■ -10 to -1 min

■ -1 to 5 min ■Before ITS

implementation- records from CTU can be accessed

for evaluation

■ 5 to 10 min

■ 11 to 15 min

■ > 15 min

■ Irregular headway

increases waiting time and

diminishes the effective capacity

of buses

3 Environmental impact




98

3.1 Fuel

consumption / passenger km

Secondary Vehicle Tracking

data Change in fuel

consumption in liters 6 months

Impact : Passenger fare

All - for one month period for baseline and after-

project

4 Safety

4.1

Accidents per 100,000 vehicle km (Vehicles &

Passengers)

Secondary Sector wise ,

Vehicle Tracking data

Number of accident per 100,000 vehicle km

Quarterly Measures provide

passenger and vehicular safety.


project

4.2

Accidents per million

passenger trips (Vehicles & Passengers)

Secondary Sector wise ,

Vehicle Tracking data

Number of accident per million passenger trips

Quarterly Measures provide

passenger and vehicular safety.


project

4.3 Incident

response

Secondary -

Operation records

Sector wise & measured actual

response time from the records

In case of emergency or accidents the time taken in minutes to respond / clear it

Quarterly Impact : Central control station


project

5 Others

5.1 ETA & ETD accuracy

Primary Terminals and bus stops where display boards are installed

Accuracy of the bus arrival and departure

information

Monthly 30 locaitons

5.2 ITS commissioning

5.2.1 SCU & BDC installation

Primary - Field

surveys

Buses

Monthly after pilot installation till completion

All Locations

5.2.2 Display board

installation

Terminals and bus stops

All Locations

5.2.3 SCU & BDC functioning

Buses All Locations

5.2.4 Display board

functioning

Terminals and bus stops

All Locations

5.2.5 MIS reports

ITS System

generated

All Reports

CTU - Chandigarh Transport Undertaking ; ITS – Intelligent Transport Systems; STU – State Transportation Unit;PIS- Passenger Information System; SCU - Single Controller Unit; BDC - Bus Display Console; MIS – Management Information System; ETA – Estimated Time of Arrival; ETD – Estimated Time of Departure




September 2015 99

APPENDIX




September 2015 100

Appendix 1 – Baseline Scenario of City Bus Services




September 2015 101

Introduction

Demographics

The following Exhibit 63 summarizes the base line scenario on demographics of the study area.

CITY POPULATION

(2011)

GENDER

RATIO8 LITERACY RATE (%) AVERAGE INCOME

Chandigarh 10.55 Lakh 817 86.05 (Female: 64.8) -

Mohali 1.7 Lakh 911 93.22 (Female: 91.1) -

Panchkula 2.1 Lakh 883 87.86 (Female: 84.0) -

Tri city 14.25 Lakh - - Rs. 22,857/month

National Average - 940 74.04 (Female: 65.5) Around Rs. 5,500/month

Exhibit 63: Demographic Characteristics of Study Area

The primary, service and manufacturing sectors are the major employment sources in the study area.

CTU city bus service aims to serve the travel needs of the total population of tri-city which is about 1.4

million people. The average household size is 4.46. The table below shows the projected population for

the three cities.

CITY #POPULATION

(2011) POPULATION (2031)

SOURCE FOR

PROJECTIONS

Chandigarh 10.55 Lakh 15.5 Lakh Chandigarh Master

Plan for 2031

Mohali 1.7 Lakh 8.15 Lakh CMP for Chandigarh

Urban Complex

Panchkula 2.1 Lakh 5.42 Lakh

Tri city 14.25 Lakh 29.07 Lakh

| # Census

The average income of household (Rs. 22, 857 /-) of the study area is quite high when compared to

that of national average which also could be the reason for high motorized vehicle ownership. The

average household transport expenditure is around 10.8% of total household income9 as shown in .

The Master Plan for Chandigarh states that 86% of the households have either car or two-wheeler or

both.

Given the income levels and private vehicle ownership numbers, modernizing of city bus services is

required to focus on increased comfort and reliability is essential to shift the people from private

motorized vehicles to the public transport. Frequency and comfort mostly will have greater impact on

bus ridership than fares.

Institutional Framework

Various functions related to transportation services in the city and responsible agencies are listed in the

below Exhibit 64.

8 Gender Ratio is the number of female persons per 1000 people 9 CMP for Chandigarh Urban Complex, 2009




September 2015 102

FUNCTION RESPONSIBILITY

Transport Infrastructure and O&M Maintenance Municipal Corporations10 and Chandigarh

Administration

Policy for Traffic, Vehicle Registration Transport Department of all the three areas

City Urban Planning

Chandigarh Administration for Chandigarh and

Punjab and Haryana Urban Development Authorities

for other two cities.

Traffic Rules Enforcement, Awareness and Traffic

Management Traffic Police in all the three areas.

City Bus Services Chandigarh Transport Undertaking (CTU)

Interstate and Intercity Bus terminals Municipal Corporations, Development Authorities,

Chandigarh Administration & Operations by CTU

Bus Stops Maintenance Municipal Corporations in all the three areas.

Environmental Pollution Control Pollution Control Board and Committee

Intercity and Inter State Bus Services CTU, Haryana Roadways, Punjab Roadways

Exhibit 64: Key Transportation Services and Responsible Agencies in the Tri-City Area

CTU is responsible for the city bus services in the study area. CTU was established in the year 1966

with a fleet of around 30 buses and now provides bus services to the public covering the city, suburbs

and the neighboring states. CTU is also a member of Association for State Road Transport Undertaking

(ASRTU). The organizational structure of CTU is been shown in the Exhibit 65 below.

General Managers (2),

All Depots


Manager (Technical &

Stores)


Manager (Traffic &

Commercial)

Assistant Controller

(F&A) (H)

Superintendent (Head

Office)

Superintendent

(Recruitment Cell)

Works ManagerAssistant Controller

(F&A)Superintendent

Preventive

Maintenance

Assistant

AccountantEstablishment

Assistant

Director, Transport,

Union Territory,

Chandigarh

Purchase Section &

Stores

Station Supervisor

(Traffic)

Care Taker (Nazir)

Care Taker (Bus Stands)

Statistical Assistants

Budget Assistants

Building Assistants

Esstt. Asstt. (H)

Esstt. Asstt. Drivers

Esstt. Asstt. Conductors

Esstt. Asstt. Management

Esstt. Asstt. Workshop

Identity Card Clerk &

Dispatch Work

Esstt. Asstt. General (H)

Compassionate Appointments,

Election Work,

All type of Recruitment Work

Exhibit 65: Existing Organizational Structure of CTU

Exhibit 66 presents the growth of population & registered vehicles and accident pattern over the past 5

years. The rate of growth of vehicles is faster than the rate of growth of population which is a threat to

the urban transport system. It can be observed from the graph that, there is a decline in number of

10 Municipal corporations of all the three areas of tri-city areas




September 2015 103

accidents from 2010 which may be attributed to the introduction of new JnNURM buses in 2010. It also

shows the potential of city bus services to gather more mode share with more population.

Exhibit 66: Growth of Population, Registered Vehicles & Accidents in Chandigarh

The user satisfaction survey conducted by The World Bank reports that 77.2 % people stopped using

the bus once they bought a TW or a car. Chandigarh Traffic Police are active in enforcement of traffic

rules and in public education through different means. A lot of guidance on following traffic rules and

fines is provided in their website (http://www.chandigarhtrafficpolice.org/index.php). Police are

encouraging people to travel through public transport and non-motorized transport to reduce congestion

and accidents. They are also trying to encourage public to participate in traffic enforcement by becoming

traffic marshals.

Travel Characteristics

Per capita trip rate in the tri city area is 1.32 including walk. This walk trips include the access and

egress legs of PT and IPT trips too. Trip lengths mostly depend on the distribution of different activities.

As per the CMP study of 2009, Mode shares for different modes in Chandigarh Urban complex area11

are shown in the below Exhibit 67.

It can be observed from the Exhibit 40 that, there is a significant mode share of walk and bicycle modes.

This is due to the presence of good pedestrian footpaths and cycle tracks in the city. The private

motorized trips comprise about 50% of total trips from where the shift to public transport should be

aimed primarily. There are about 30% of trips by non-motorized modes which is a good sign, and bus

11 It is to be noted that, the mode shares provided here are of 2009 year due to the lack of the latest data than that for tri-city area. Hence, it may subject to change at current year.

http://www.chandigarhtrafficpolice.org/index.php




September 2015 104

has a further scope to get passenger shift from the motorized trips with improved and modern bus

services.

There are 11.2 % of trips by bus as a mode in the tri city area. However, there would be an increase of

ridership as on date as 100 more new buses have been inducted into city bus service after 2010.

Exhibit 67: Mode Shares for Different Modes in Tri City Area in 2009

Relevant Future Proposals

The following (as given in Exhibit 68) are the different development proposals proposed by CTU and

other authorities of Chandigarh, which have impact on city bus services in the Tri-City area.

S.

NO. PROPOSAL

PROPOSED

BY/ UNDER STATUS

1 Augmentation of Buses from

JnNURM

CTU About 449 buses have been sanctioned and

procurement process has been initiated by CTU.

Some buses also got delivered.

2 Expected Augmentation of

Buses

CMP About 1250 buses have been estimated to be

present as city bus service, in CMP considering the

Metro Rail and BRT system. The numbers may

increase, if these systems don’t get implemented

by that year.

3 Bus Shelters Improvement &

Rebuilding

CTU and

Chandigarh

Administration

Chandigarh Administration is in the process of

finalizing the design of new shelters. Retrofitting of

bus shelters has not yet started. IBI has given

inputs on the same.

4 Bus Depot Development CTU and

Chandigarh

Administration

Chandigarh Administration is in the process of

finalizing the design of new depot. IBI has given

inputs on the same.

5 Bus Depot Development CMP CMP has suggested having 8 bus depots by 2021

for city bus service.

6 New Inter State/ City Bus

Terminals (3)

CMP Information Not Available

7 New Intra City Bus Terminals

for BRT

CMP Information Not Available

1, 17.35%2, 2.87%

3, 10.94%

4, 11.24

%

5, 5.85%6, 1.29%

7, 35.38%

8, 15.07%

Travel Mode Shares in Tri City in 2009




September 2015 105

S.

NO. PROPOSAL

PROPOSED

BY/ UNDER STATUS

8 Metro Rail & BRT CMP Metro Rail (64.3 Km) and BRT (144.2 Km) have

been planned as per CMP. Metro DPR has been

prepared for 7 corridors. But these proposals are

not yet approved.

9 Recruitment of employees CTU CTU is in the process of recruiting about 230 drivers

and 230 conductors by ‘outsourcing to a private

company’.

10 Public Bike Sharing System Chandigarh

Administration

In the process of preparation of DPR.

Exhibit 68: Summary of Relevant Future Proposals in Chandigarh by Different Agencies

Proposed MRTS

CMP proposed a BRT (Bus Rapid Transit) network covering the Tri-city with 144.2 km of BRTS on

10 corridors. However, there has not been any progress on the development of BRT is Chandigarh

Urban Complex.

As per CMP 2009, the metro rail is proposed in three phases covering total of 64.3 Km; of which

44.8 Km is in Chandigarh, 6.5 Km in Panchkula and 13 Km in Mohali.

In 2012, the Metro Rail DPR12 was approved. As per the approved Metro DPR, the metro rail has

been proposed on two corridors as given in

Exhibit 69: Details of Proposed Metro Rail in DPR for Chandigarh Urban Complex Area (Tri-City)

below on a total length of 37.6 Km with 30 stations.

S.

NO. CORRIDOR

ELEVATED

(KM)

UNDERGROUND

(KM)

TOTAL

LENGTH

(KM)

YEAR 2018-

ESTIMATED

TRAFFIC

YEAR

2018-

PHPDT

1 Capitol to Gurudwara Singh

Shaheeda 4.427 8.070 12.497 168185 7007

2 Transport Terminus to

Grain Market 19.041 6.035 25.076 173716 6711

Total 23.468 14.105 37.573 341901 13718

Exhibit 69: Details of Proposed Metro Rail in DPR for Chandigarh Urban Complex Area (Tri-City)

It is suggested in Metro DPR to start the operations by the year 2018. However, there is no progress

on the development.

As per the metro DPR, the frequencies are designed to be around 12 min for peak hours and 16-

30 min for lean hours in 2018 if it gets implemented by that time.

Different alternatives proposed in Metro DPR are shown in Exhibit 70.

12 DPR - Detailed Project Report




September 2015 106

Exhibit 70: Proposed Metro Rail Corridors (Alternative II – Pink+Red) in Metro Rail DPR

Public Transport Infrastructure

The public transport system in the Tri-city area includes the CTU city bus service; shared auto-rickshaw

service and regular auto-rickshaw are also present which serve as intermediate public transport system.

The public transport infrastructure for the CTU bus service include: bus fleet, bus shelters, and bus

depots. CTU bus services travel up to V4 roads which bisect the sectors. Recently, Chandigarh Traffic

Police has started pre-paid auto service at 8-10 prominent locations. An overview of the various critical

infrastructure of CTU such as buses, bus queue shelters, bus depots and manpower availability with

the CTU for the city bus service has been presented in the subsequent parts of this section.

Bus Fleet

In FY2013-2014, CTU has the total fleet of about 517 buses which include both long distance regional

buses and also city & suburban buses. There are currently around 453 buses that are being operated

after condemning the old buses which are operated from four depots of CTU. CTU has already issued

an auction notice for scrapping of around 54 buses along with some workshop materials.




September 2015 107

Out of the 453 buses, 13290 buses were running as city bus service which is serving Tri-City Area in

2013-14. There are some suburban bus services to the nearby areas like Zirakpur, Kharar, etc. The

fleet includes standard size buses, semi low floor non A/C, A/C, Low Floor A/C buses, Low floor non

A/C Buses, and mini A/C buses. All the fleet is from either manufactured by TATA or ASHOK LEYLAND

only. CTU has secured funding for about 100 TATA MARCOPOLO buses by MoUD under JnNURM

scheme in the year 2010.

The Exhibit 71 below gives the existing bus fleet details as in FY 2013-14.

S.

NO

CATEGORY OF

BUSES

NO. OF

BUSES

MANUFACTUR

ER Bus Image

Average Age

in years

1. Semi Low Floor Non A/C

Buses (650 mm) 90 TATA

8.69

2. Low Floor A/C Buses

(400 mm) 40

TATA

MARCOPOLO

4.38

3.

Low Floor Non A/C

Buses

(400 mm)

60 TATA

MARCOPOLO

4.38

5. Standard Front Engine

Buses (900 mm) 66

ASHOK

LEYLAND -- 8.94

6. A/C Mini Buses 34 ASHOK

LEYLAND

4.99

Total 290 6.65

Exhibit 71: Summary of Fleet Available For Operation with CTU for City Bus Service as in FY 2013-14

Source: CTU fleet data base, 2014

There were about 20 buses being operated per one lakh population of the tri-city (14.25 lakhs).

Average age of the bus is observed to be around 6.65 years which is close to the scrapping age as per

the scrapping policy of CTU. As per the CTU’s norms, scrapping age is about 8 years or 5 lakh Km

which ever reaches first. The average age of 6.65 doesn’t include the new sanctioned buses which are

under procurement. Semi low floor TATA buses and standard buses are more than 8.5 years old which

are not in very good condition. All the buses under city bus services are with BS II compliant engines.

13 Public Transport Review of Cities Part 1: User Satisfaction Survey, WB Study, 2014




September 2015 108

TYPE OF BUS AC/NON AC FLOOR HEIGHT (MM) BHARAT STAGE NO. OF BUSES

Midi AC 650 BS IV 80

Midi Non AC 650 BS IV 90

Standard AC 650 BS IV 70

Standard Non AC 650 BS IV 90

Standard AC 450 BS IV 70

CTU has placed orders for new buses under JNNURM scheme. The delivery of buses has already been

started in October 2014. By November 2015, around 330 buses of sanctioned 379 buses will get

delivered to CTU. These new buses will be equipped with GPS and passenger information system

inside the bus. Man Power Assessment

Currently all the city buses and other long route and sub-urban route buses are being managed

together, there is no specific manpower ratio for city bus that is available. The manpower ratio14 for the

entire CTU operations is about 4 persons per bus as shown in Exhibit 46. It includes crew, maintenance

staff and the management staff in the total organization. From the

Exhibit 73, it is observed that the manpower productivity is approximately 50 Km/staff/day whereas the

national average manpower productivity is about 53.9 Km/staff/day15.

Exhibit 72: Manpower and Operational Fleet with CTU in 2013-14

CTU is facing shortage of crew for bus operations as there have been limited recruitments in the past

decade. It is found from CTU that, about 20% of total staff cost in 2013-14 was spent in overtime duties.

It shows the criticality of staff shortage. Still, CTU was not able to utilize all the fleet (only 74% of fleet

used to get utilized in Depot 2) and also not able to operate the entire Km scheduled (with around 10%

of missed Km in Depot 2). The staff shortage not only impacts directly the amount of operations, but

also the quality of service such as reliability, overcrowding and customer’s negative perceptions on the

service. There is also a risk of having high number of breakdowns and accidents because of improper

driving behaviour due to overtime of drivers.

14 Public Transport Review of Cities Part 1: User Satisfaction Survey, WB Study, 2014 15 State Transport Undertakings – Profile and performance 2011-12, CIRT

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Staff Strength (Source: STUs Performance Book) Staff Strength Number of Buses Held




September 2015 109

CTU has called tenders for outsourcing of about 230 drivers and 230 conductors in September 2014.

CTU is anticipating recruiting more staff considering the new buses that are being procured under

JnNURM.

Bus Queue Shelters

Bus Queue Shelters (BQS) are specific to its own government jurisdictions and hence CTU is

responsible for bus shelters which are required in the Chandigarh Administration jurisdictions. However,

CTU operates city bus service in Mohali and Panchkula too. There are about 266 bus queue shelters

present in Chandigarh which cover almost all the bus stops of CTU route network in Chandigarh area.

Exhibit 74 shows the details of existing bus queue shelters. Presently, Chandigarh Administration is in

the process of designing new bus queue shelters and is also retrofitting some of the shelters.

Bus Depots

Bus depot is a place from where buses are dispatched for the operations as per the schedules and are

maintained & parked when they are not in operation. Currently CTU has four depots from where it is

operating all the buses including long route, suburban routes and city bus routes. Two depots (Depots

2 & 4) are only operating the city bus routes, while other two depots (Depots 1 & 3) operate all routes

including city bus, suburban and long distance routes.

All the above mentioned depots have their own workshops. However, based on need, the buses are

maintained at one of the other workshops too. One new depot has been proposed by CTU to be

developed in an area of 6.5 acres with the capacity to handle around 125 buses at Raipur Kalan in

Chandigarh to cater to the sanctioned JnNURM buses in the future. Exhibit 76 below shows the

geographic locations of existing and proposed depots.

With addition of 379 buses in near future after condemning all the remaining over aged fleet from Depot

2, the total fleet of city buses (Depot 2 and Depot 4) will be 513 buses. The total capacities of depots

(Depot 2, Depot 4 and Raipur Kalan Depot) which will be dedicated to city bus service will be ideally

355.




September 2015 110

Exhibit 73: Geographic Location of Existing & Proposed Bus Depots of CTU

The depot locations seem to be compatible with the route terminal points. However, the dead Kilometers

are still greater than 6% for CTU operations.

Most of the A/C buses are with Depot 4 and also the terminal points of major number of AC

routes are very close to Depot 4 or at Depot 4.

Most of the point-to-point routes are having terminal points close to Depot 3 and Depot 4.

The location of new proposed bus depot is located to ensure a Depot for Panchkula access.

There needs to be detailed study on allocation of routes to each depot before operationalizing the new

depot so as to reduce the dead kilometers. It can be addressed as part of route rationalization study.

The design of new bus depot (at Raipur Kalan) is in the process. The design of new bus depot (at Raipur

Kalan) is in the process.

One of the four depots is being taken care by TATA motors as AMC for maintenance of buses. The

team visited the depot at ISBT Sector 43 which is under maintenance by TATA Motors where the vehicle

maintenance is found to be more organized.

Depot 3

Depot 4

Depot 1

Depot 2

Raipur Kalan Depot

(Proposed)




September 2015 111

The proposed new depot at Raipur Kalan (shown in Exhibit 78) is measured to be around 26,000 sq.

m. (Approximately 6.42 Acres).




September 2015 112

Exhibit 74: Satellite View of Site Layout of the Newly Proposed Raipur Kalan Depot

(Source: Google Maps)

The new buses scheduled to be delivered by the end of December 2014 are being delivered by two

different manufacturers with on-board ITS equipment as per UBS-II specifications. The manufacturers

are required to share the details of the ITS equipment and the setup needed for CTU. It is necessary to

develop common back-end ITS software for all the buses being supplied by various manufacturers

mainly for ease of operations.

Ridership & Operational Performance

Ridership is a key indicator in assessing the service level of any public transport system. The daily

ridership16 of last 5 financial years has been analyzed and reported in Exhibit 79.

16 Review of the performance of SRTUs – FY 2012-13, MORT&H, Jan-2014




September 2015 113

Exhibit 75: Ridership Pattern of City Bus Service of CTU Over Last Six Financial Years

The ridership over last six years is varying between 1.5 to 2 lakh passengers. The ridership increase in

the year 2010-11 is due to the introduction of additional 100 JnNURM A/C and non A/C buses along

the city bus routes. A fall of ridership in last two financial years is observed which is mainly due to the

reduction of buses due to condemnation of some buses and age of the bus leading to more breakdowns.

These kinds of fluctuations show the inconsistency in supply of buses and hence demand is getting

affected. The system will also lose the reliability with this kind of pattern.

Currently CTU is carrying 1.55 lakh passenger trips per day on city bus service with about

537passengers per bus per day which is relatively low when compared to the national average

of over 1000 passengers per bus per day.

The following table gives the depot wise statistics for some parameters in the financial year

2013-14. The statistics of depot-2 and depot-4 are representative of city bus services.

PARAMETER DEPOT 2 DEPOT 4

No of buses operated 108 97

Total Operated Km/ Day 22755 16710

Total Dead Km/ Day 2593 8

Fleet Utilization 74% 97%

% of Dead Km in total Km 10.2% 0.1%

There is a fleet utilization of about 86% for city buses (Depots 2 &4). The remaining city buses

were not able to be operated because of the reasons like maintenance issues, lack of drivers/

conductors to run the buses, etc. It is found from depot wise statistics that, there is only 74%

fleet utilization in Depot 2 for the same reasons. The fleet utilization in Depot 4 is about 97%

which is good when compared to the national average which is about 84%.

184193

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City bus passengers/day Passenger-Km




September 2015 114

The total dead kilometers are contributing to 10.2% of the total Km in Depot 2, which require

further study of the routes. Depot 4 has negligible dead kilometers, as most of its routes start

from ISBT itself which is located beside the Depot 4.

Vehicle productivity of 148 Km per bus per day is low as compared to the national average of

over 180 Km per bus per day.

Average Load factor of 69% for city bus service shall be in the median range when compared

with the best STU’s nationally.

Punctuality of Services: It is documented that about 32.5% of users of city bus service are

not satisfied with the punctuality of city bus service.

Passenger Information

Information to passengers is provided using the following methods by CTU for city bus users:

Route Schedules & maps are placed on CTU’s website, and any changes in the scheduled

routes on any particular day are also updated through the website.

Many bus shelters don’t have even static information on the routes that pass through that stop.

There is no real time passenger information for CTU city bus service at present. There is a mobile

application for the information on city bus routes along with the map and frequencies. However, the

data in this application does not get updated as per the changes in CTU routes data frequently.

Fares

Fare structure is based on the distance travelled by the user. Prior to September 2014, there were only

two fare slabs: ‘below 5 Km’ and ‘over 5 Km’ for both A/C and Non-A/C buses as shown in Exhibit 80

below.

S. NO. BUS TYPE DISTANCE SLAB FULL TICKET

1 Non-A/C Buses

0-5 Km ₹ 5

2 > 5 Km ₹ 10

3 A/C Buses

0-5 Km ₹ 10

4 > 5 Km ₹ 15

Exhibit 76: Previous Fare levels in CTU’s City Bus Services as per Fare Revision in April 2010

The fare structure has been revised on the 3rd of September 2014, after incorporating more slabs in

fare structure as shown in Exhibit 81. However, the number of fare slabs depends on the variance range

of the different trip length intervals of users. Fare level is different for A/C buses than that for Non-A/C

buses.

S. NO. BUS TYPE FARE STRUCTURE

Distance Slab Full Ticket Half Ticket 1

Non-A/C Buses

0-3 Km ₹ 5 ₹ 3

2 3-10 Km ₹ 10 ₹ 5

3 > 10 Km ₹ 15 ₹ 8

4 A/C Buses

0-3 Km ₹ 15 ₹ 8 5 3-10 Km ₹ 20 ₹ 10 6 > 10 Km ₹ 25 ₹ 13

Exhibit 77: Current Fare levels in CTU’s City Bus Services as per Fare Revision in September 2014




September 2015 115

There is around 50% concession for children (between 3 years and 12 years) in ticket fare which in the

above is referred to as “Half Ticket”. CTU doesn’t charge any fare for children below 3 years of age.

There is 50% concession for senior citizens, valid only for travel within UT area of Chandigarh. The

minimum fare has been set at ₹ 5 for full ticket and maximum fare is set at ₹ 25 for A/C buses for

travelling more than 10 Km. At present scenario, fares are collected through traditional manual ticketing

method. The information on sale of tickets is entered daily in the waybill by the conductor.

Fleet Breakdowns and Trends

Fleet breakdowns are very critical as they directly affect

the reliability of the city bus system. Fleet breakdowns

over the last two financial years have been reviewed to

know the level of criticality. It is observed that, the fleet

breakdowns in the city buses are more compared to that

of the long route buses. It is concerning to note that the

breakdowns in the Depot 4 are observed to be the highest

for last two years where new JnNURM buses are held with

better maintenance management systems. The following

Exhibit 84 shows the fleet breakdowns in Depot 2 and

Depot 4 which pertain to only city bus service as per the operational statistics data of CTU.

S. NO.

NUMBER OF OPERATED

KM

NUMBER OF

BREAKDOWNS

BREAKDOWNS/ 10,000

OPERATED KM

FY 2012-13 FY 2013-14 FY 2012-13 FY 2013-14 FY 2012-13 FY 2013-14

Depot 2 93,17,166 83,05,406 519 765 0.56 0.92

Depot 4 59,39,093 60,99,232 987 679 1.66 1.11

Exhibit 78: Fleet Breakdown Statistics in 4 Depots of CTU in Last 2 Financial Years

On an average, there is about one breakdown per month for running every 2 buses. There are about 4

breakdowns occurring for city buses (depot 2 and depot 4) every day. More than 90% of these break

downs are in minor category. The breakdowns for city bus services are found to be 0.56 to 1.66

breakdowns per 10,000 operated Km in the financial year 2012-13 and 0.92 and 1.11 breakdowns per

10,000 operated Km in Depot 2 and Depot 4 respectively. The national average stands at 0.97

breakdowns per 10,000 operated Km. Overall, the breakdown rates are not significant enough to create

a negative impact on the operations, but there is still scope for reducing the breakdowns by investigating

the reasons in much more detail. Most of these breakdowns are related to tyre punctures, diesel and

starting trouble.

The following are the key reasons for large breakdowns in the city bus service:

Poor driving of the drivers which increase the attrition of several bus parts like gear box, tyres

and brakes. It may be because of overtime working of drivers due to shortage of staff.

In general, TATA Marcopolo buses (which are present in Depot 4) have frequent complaints of

breakdowns compared to the other models of buses.

Inadequate maintenance facilities and infrastructure in Depot 2.The cause wise analysis as per the data

provided by CTU has been shown below in Exhibit 85for last year (January to December 2014). It is

found from the data that, the number of break downs after the financial year of 2013-14 has been




September 2015 116

decreased considerably by around 50%. There are only 314 breakdowns reported in the total year of

2014 where it was 614 from April 2013 to March 2014.

Exhibit 79: Cause-Wise Breakup Count-Split In Year 2014

It is found that there are only two towing vehicles and one breakdown vehicle in total with CTU for

attending breakdowns across all the depots. As there is limited number of buses available, it has been

difficult for CTU to designate some buses as spare buses to replace the breakdown vehicles.

Fleet Accidents and Trends

The Exhibit 86 below shows the accidents rates (number of accidents per 1,00,000 Km) involving CTU

buses for the entire operations. The rates are found to be consistently varying between 0.2 and 0.4 with

an average of 0.37 accidents per 1,00,000 operated Kilometers.




September 2015 117

Exhibit 80: Accidents Rates of CTU Bus Operations from 2001 to 201417

The following Exhibit 87 shows the accident statistics over the last financial year 2013-14 across all the

depots.

PARAMETER DEPOT 2 DEPOT 4

No. of buses held 147 100

Operated Km 8,305,406 6,099,232

Fatal Accidents 0 1

Major Accidents 0 8

Minor Accidents 17 75

Total Accidents 17 84

Accidents/ 1,00,000 Km 0.20 1.38

Exhibit 81: Accidents Statistics for CTU depots

It is found that, accident rates are significant at 1.38 for Depot 4 where new JnNURM buses (TATA

Marcopolo buses) are operating. It is also higher than that of the national average of 0.27 accidents

per 1,00,000 Km. Category-wise split of accidents is shown in Exhibit 88.

17 http://chdctu.gov.in/statistic.aspx (Accessed on 06th October, 2014)

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September 2015 118

Exhibit 82: Split of different categories of accidents occurred in FY 2013-14 for CTU buses

Discussions with the employees revealed that, the reasons for more accidents in Depot 4 buses is the

length of the new model which causes a problem in driving/ maneuvering, especially while negotiating

blind curves in inner sector roads and roundabouts18. Other reasons for accidents that were gathered

from the conversations include:

Poor driving discipline amongst the drivers

Overtime of existing drivers due to shortage of drivers

Poor traffic discipline of drivers of other vehicles and also the pedestrians while crossing roads.

According to the traffic police, there is also negligence of the victim in accidents involving city

buses.

Fuel Economy

Currently all CTU buses use diesel as fuel. All the buses get fuelled at their corresponding depots only.

The following Exhibit 89 gives the statistics on fuel economy for CTU buses for the FY 2013-14. Depot

2 and Depot 4 are for city buses.

PARAMETER DEPOT 2 DEPOT 4 CTU

HSD Consumption in Liters in an year 2267291 2768084 9787148

HSD Consumption in Liters in a day 6212 7584 26814

Total Km (Dead + Operated) in an year 9251724 6102291 35534268

Average Mileage (KMPL) 4.08 2.20 3.63

Operating Buses 155 100 453

Fuel Consumed per bus per day 40 76 59

Exhibit 83: Fuel Economy Statistics of CTU Bus Operations

Currently on an average, CTU has the mileage of 3.63 Km per liter which is lower than the national

average (of urban STUs) of 3.82 kmpl. TATA Marcopolo buses in depot 4 has much lower mileage at

2.2 kmpl, buses seem to be more of fuel guzzlers and also being A/C buses, this is contributing to the

low mileage.

18 http://www.hindustantimes.com/punjab/chandigarh/ctu-needs-to-put-safety-in-the-driver-s-seat/article1-1269381.aspx (Accessed on 06th October, 2014)

1%

8%

91%

Fatal Accidents Major Accidents Minor Accidents

http://www.hindustantimes.com/punjab/chandigarh/ctu-needs-to-put-safety-in-the-driver-s-seat/article1-1269381.aspx




September 2015 119

Availability of Statistics with CTU

Most of the data and statistics have been found to be manually maintained in registers which is of a

concern as there are chances of errors in the manual processes. CTU has initiated the usage of MIS

modules for maintaining some of its processes. However, some reports (such as passenger details) are

not readily available from those MIS modules even though the data is present in the back end of the

system.

CTU maintains monthly statistics on overall operations which get prepared at each depot level and are

then compiled for CTU as a whole in the head office. Monthly statistics currently being populated include

the following details at depot and CTU levels:

Expenses and Revenues

Fleet Details

Operated and Dead Km

Fuel Consumption Details

Breakdowns and Accidents

Monthly statistics of each depot are manually prepared and the performance measures are calculated

using calculators. CTU should look into building its capacity and train its people to use computer and

related software for carrying out data analysis tasks.

Financial Characteristics

Financial characteristics of CTU have been analyzed for CTU as a whole and also exclusively for city

bus services in the tri-city area. The major revenue sources of CTU as shown in Exhibit 61 include:

On-board ticket fare revenue

Monthly and Daily Pass revenue

Revenue from advertisements on buses and at bus shelters

ISBT (Rents, advertisements and parking fee, etc.)

On an average CTU operated around 91,000 Km per day in the FY 2013-14, in which city bus

operational kilometers contribute to around 47% (i.e. about 43,000 Km). The daily traffic revenue from

the city bus service is ₹ 9.45 Lakhs which is about 40% of total traffic revenue of CTU. The non-fare

revenue for whole CTU has been found to be 16.9%, while the non-fare revenue for city bus service is

only 2.5% through advertisements. ISBT revenue is major part of non-fare revenue for CTU, amounting

to 13.6% of total revenue. The total yearly revenue from city bus services is found to be Rs. 35.2 Cr in

the FY 2013-14 as shown in Exhibit 90.

Exhibit 84: Revenue Split for both CTU

83.3%

3.1%

13.6%

1 2 3

Total Revenue

ALL BUS OPERATIONS OF CTU

104,30,16,5




September 2015 120

Cost of CTU operations include various components such as staff salaries, fuel expenses, spare parts,

taxes, interest, insurances and other overheads. The split of total costs of CTU specific to city bus

operations is shown below in Exhibit 91.

Exhibit 85: Split of Total Costs of CTU Specific to City Bus Operations

Without considering the ISBT revenue for city bus service, there is a huge deficit of revenue when

compared to the costs. CTU has spent around Rs. 91.2 Cr in the FY 2013-14 on city bus services while

the cost of total bus operations of CTU is about Rs. 175.5 Cr. The costs of operations are a concern,

as there is a gap of around Rs. 56 Cr. between revenues and costs per year specific to city bus service.

This kind of situation becomes the threat for financial viability of the public transport service.

It is noted that, the taxes contribute to about 0.2% of total costs whereas the national urban

average is at 1.7%.

Various revenue and cost related parameters have been analyzed for last two financial years

for both CTU level and city bus service level, and the same have been presented in

As seen in the chart, around 75% of total cost is spent on staff salaries and fuel. 8.4% of total

cost is being spent on spare parts, tyres & tubes.

The average salary per staff is around ₹ 16,900.

Fuel expenditure is around 34%. About ₹ 20 /- per Km is being spent for fuel in operating the

city bus.

Earnings per operated Km is observed to be ₹ 22.5 /-, that means about 88% of earnings is

being spent in fuel consumption only.

There is about ₹ 10 /- loss being incurred by CTU in carrying each passenger and ₹ 35.8 /- loss

being incurred in operating each Km of city bus service.

Only 40% of total cost is recovered back and remaining 60% is being subsidized by the other

routes (long routes and suburban) and from the support of Chandigarh Administration.

40.6%

34.1%

7.2%

1.2%

4.8%

0.5%

0.2%0.8%

10.7%

Staff Salary

Fuel (HSD & M.Oil)

Spare Parts

Tyres & Tubes

DRF

Interest

Taxes

MACT

Other Overheads

Total Expenditure FY

2013-14 in INR

CITY BUS OPERATIONS OF CTU

91,20,43,358




September 2015 121

PARAMETER Total City Buses Total CTU

Revenue Related Parameters FY2012-13 FY2013-14 FY2012-13 FY2013-14

Daily no. of Passengers (including pass users) 163976 155325 184110 174395

Total Daily Income (Traffic+ Advertisement +

ISBT) 1065694 969147 2957562 2857580

Total ISBT Revenue - - 354031 388273

Share of Non-Fare Revenue 2.9% 2.5% 15.0% 16.7%

Total Daily Kilometers Operated 46,917 42,823 102,243 91,837

Earnings per operated Km 22.7 22.6 28.9 31.1

Earnings per passenger 6.5 6.2 16.1 16.4

Revenue per bus held per day 3600 3353 6266 6253

Revenue per bus operated per day 4021 3924 7179 7180

Revenue per Passenger-Km 0.57 0.54 - -

Cost Related Parameters FY2012-13 FY2013-14 FY2012-13 FY2013-14

Fuel Cost per Liter 60 61 60 61

Fuel Cost 664800 850838 1272225 1588140

Average total cost of operations per day 2563715 2498749 4880107 4808762

Cost per operated Km 54.6 58.4 47.7 52.4

Cost per passenger 15.6 16.1 26.5 27.6

Cost per bus held per day 8661 8646 10339 10522

Cost per bus operated per day 9674 10116 11845 12082

Cost per passenger Km 1.36 1.40 - -

Loss incurred for carrying each passenger 9.1 9.8 10.4 11.2

Loss incurred due to each Km of operation 31.9 35.7 18.8 21.2

Cost Recovery Ratio 42% 39% 61% 59%

Exhibit 86: Financial Characteristics of City Bus Service and overall CTU for financial years

FY20112-13 to FY2013-14

Summary of Baseline Scenario

Base line scenario has been summarized as base line indicators and analysis of SWOT19

Baseline Indicators

Among various aspects and parameters analyzed as part of assessing baseline scenario, few critical

parameters of city bus operations are compared with that of national average of urban STU’s across

India. The summarized base line indicators have been presented in the Exhibit 93. Along with the

parameters for city bus operations, depot wise parameters are also given for reference.

19 SWOT – Strengths, Weaknesses, Opportunities, and Threats




September 2015 122

Parameter (FY 2013-14) Depot 2 Depot 4 City Bus

Operations

National Average

(Urban STU's)

Best Value

Best STU

Dead Km (%) 10.2% 0.1% 6.5% 2.4% 0.78% APSRTC Fleet Utilization (%) (No. of buses operated/ no. of buses held) 74% 97% 86% 84.20% 96.20% TNSTC(SLM) Passengers per operated bus per day 537 1016 1775 MTC(CNI) Bus Utilization (Operated Km/operated buses/day) 211 172 173 215 315.3 MTC(CNI) Bus Productivity (Operated Km/ No. of buses held/ day) 155 167 148 181 - - Average Age of the buses held (Years) 8.02 4.39 6.65 - - - No. of Breakdowns per 10,000 operated Km 0.92 1.11 1.00 0.97 0.05 BMTC No. of accidents per 1 Lakh operated Km 0.20 1.38 0.70 0.27 0.07 DTC Load Factor (%) - - 60% 70.30% 72.45% BEST KMPL of Fuel 4.08 2.20 3.05 3.82 5.28 TNSTC(SLM) Average Trip Length of passengers in Km - - 11.5 9.52 5.26 DTC Passenger Km/ operated bus - - 6175 9699 10325 BMTC Total Staff ratio - - 4 7.68 5.68 BMTC Share of Staff cost in Total cost 50% 28% 41% 62% - - Share of Fuel cost in Total cost 27% 43% 34% 30% - - Non- Fare Revenue Share (ISBT Revenue is not included in depots) 4.1% 0.0% 2.5% 8% - - operating Cost Recovery Ratio (Total earnings/Total Cost) 35% 42% 39% 87% - - Earning per Km (EPKM in Rs/Km) 21.2 25.5 22.6 33.86 - - Earning per passenger in Rs. - - 6 7.75 - - Earning per Passenger-Km - - 0.54 - - - Cost per Km - - 58.4 - - -

Exhibit 87: Summary of Baseline Indicators of City Bus Service of CTU




April 2015 123

Appendix 2 – Sample MIS Reports




April 2015 124

Bus Breakdown Report This report will be used to know the breakdowns in the depot and its details. Data from the AVL and crew masters will be used to generate this MIS report.

Inputs:

ALV data of the bus which has the schedule details, Location, trip number, breakdown time, Kilometers cancelled.

Crew master database from which the drive and conductor details will be used.

From the SOS alerts or incident log database, incident response time will be calculated.

Outcomes:

To study the frequency of breakdowns in the depot.

To schedule the maintenance of buses with frequent breakdowns.

Data:

AVL Data

Crew master

Alerts log

BUS BREAKDOWN REPORT

Report generated on 29/01/2015 , 15:03:52

Report duration 29/01/2015 00:00:00 to 29/01/2015 00:00:00

Depot name

Sl. No Schedule date

Schedule No.

Bus Reg No.

Trip no.

Breakdown time

Incident responded time

Driver no. & name

Conductor no. & name

Kilometers cancelled

1

2

3




April 2015 125

Bus Frequency Report This report will be used to know the frequencies of each bus route originating from the depot. With the help of this report, bunching of buses and non availability

of buses during certain periods of the day can be avoided.

Inputs:

ALV data of the bus which has the schedule details.

Form IV or the scheduling matrix which specifies schedule

Outcomes:

Updating form IV

To study the frequency of service

Avoiding of bunching and distributing of schedule through the day.

Data:

AVL Data

Form IV

BUS FREQUENCY REPORT



Depot name

Sl. No Route number Frequency (timing) @ ISBT Frequency (timing) @ Market stop

1

2




April 2015 126

3

Bus Stops Skipped Report This report will be used to check the improper stopping of buses. All the bus stops will be geo coded. If the bus is not stopped at the bus stop, an alert will be

raised. Knowing the schedule data, AVL data and from crew details, bus stop skipping can be avoided by alerting the drivers and proper training to the crew.

Inputs:

ALV data of the bus with time stamp and location details.

Form IV or the scheduling matrix to know the schedule details.

Crew master database.

Outcomes:

Stream lining the bus operations.

Building confidence in the commuters when the buses are stopped at stops and follow the schedules.

To alert the crew of their mistakes and avoid repetition of mistake.

Training to crew on the operations and following the rules of the STU.

Data:

AVL Data

Form IV

Crew master database

BUS STOPS SKIPPED REPORT

Report generation date 29/01/2015 , 15:03:52


Depot Name Depot 4


Schedule No.

Route no.

Trip no.

Bus reg no. Driver no. & name


Bus stops skipped

Time of stop skipping

1




April 2015 127

2

Crew Attendance Report

This report will be used to check the attendance in the depot which includes all staff and crew members. If the depot has an attendance system like biometric

scanner, the data can be stored onto the master database. Same can be used to generate the MIS report.

Inputs:

Crew / staff details from crew master database

Attendance records

Outcomes:

To standardize the leave process

Alert the dispatchers on crew availability before assigning the crew for the vehicle

To streamline the standby crew usage

Data:


Depot attendance records

CREW ATTENDANCE REPORT



Depot name

Sl. No Date Total crew in the depot Total at work On pre approved leave Absent without notice % attendance

1

2




April 2015 128

3




April 2015 129

Crew Training Report

This report will be used to keep records of trainings given to the staff and crew of the transport agency.

Inputs:

Crew / staff details from crew master database which will also have the training obtained by the crew / staff and its validity (If applicable).

Outcomes:

Provide training for crew members to keep update on the technology

Training schedules for crew

Checking the validity of the trainings and renewal process

Data:


Training schedules

CREW TRAINING REPORT



Depot name Depot 2

Sl. No Crew ID Date of training Course Results Validity of training Comments from evaluator

1

2

3




April 2015 130

Driver Duty Performance Report This report will be used to keep records of duty details of each driver / driver-cum-conductor and their performance while on duty.

Inputs:

Crew / staff details from crew master database to know his punctuality in duty

AVL data which gives the driver behaviour like sudden acceleration, harsh breaking, stop skipping

Outcomes:

Schedule adherence report of the driver

Performance in timely departures

Total kms run Vs the scheduled kms

Speed violation reports

Harsh breaking reports

Stop skipping

Data:


AVL data

Alerts

Driver Duty Performance



Depot Name Depot 4


Schedule No.

Bus Reg No.

Driver number

Driver name

Timely departure

Total kms run

Bus stops skipped

Speed violation count

Harsh breaking count

1

2




April 2015 131

Fleet Utilization Report

This report will be used to keep track of the fleet utilization in the depot. As a summary report, this can be used to check the monthly / weekly / daily percentage

utilization of available buses in the depot. Utilization of buses in terms of effective kms run and optimizing the schedules.

Inputs:

Schedules data can be modified effectively utilizing the available crew and vehicles

Maintenance schedules

Accidents met during the period

AVL data which gives the total kilometer utilization of the fleet in the depot

Outcomes:

Maximum utilization of the fleet with timely maintenance of vehicles and keep bare minimum buses as standby

Refreshing schedules to utilize the available fleet in times of festivals and peak operation periods to provide better service

System can generate the details and sent alerts regarding FC or insurance renewal for buses.

Data:

Fleet availability details

Fleet maintenance schedule

Accident details

Bus details

AVL data

Alerts




April 2015 132

FLEET UTILIZATION REPORT



Depot name

Sl. No Date Total fleet in depot

No. of buses utilized

No. of buses in maintenance

No. of buses gone for FC

No. of stand-by buses

No. of buses sent to scrap

1

2

3




April 2015 133

Improper Stoppage Report

This report will be used to keep check the driver performance on duty. When buses are not stopped at the bus stops, waiting passengers will lose confidence on the system. Inputs:

Schedule data

AVL data shows the bus route and stops skipped

Crew master data will give details on the crew assigned to the trip / schedule

Outcomes:

Alerting crew on their performance

Streamlining the operations by tracking and minimizing the errors of stop skipping

Data:

Bus details

AVL data

Alerts

Crew master DB

IMPROPER STOPPAGE REPORT



Depot Name Depot 4


Schedule No.

Route no.

Trip no. Bus reg no.

Driver no. & name


Previous bus stop

Stoppage distance from

bus stop

Stoppage duration in

seconds

Time of violation

1

2




April 2015 134

Maintenance Schedule Report

This report will be used to structure the routine maintenance of the buses. Timely maintenance of the buses will result in fewer breakdowns, lesser cancellations

and improved commuter satisfaction.

Inputs:

Vehicle data which include make, model, odometer reading, maintenance history

Workshop schedule for timely maintenance

Outcomes:

Maintenance schedule alert

Previous maintenance records

Upcoming maintenance

Attention alert to concerned maintenance department

Data:

Bus details

AVL data for odometer

Maintenance details from DB

MAINTENANCE SCHEDULE REPORT



Depot name




April 2015 135

Sl. No Date Bus reg. no.

Present Odometer

Maintenance Odometer

Nature of Maintenance

Tentative date for Maintenance

Attention to department

1

2




April 2015 136

Out-Shed Deviation Report This report will be used for reporting the deviation from the schedules

Inputs:

AVL data

Depot location / Geo-code

Crew data

Schedule data

Outcomes:

Deviation from the schedule from actual departure can be checked

Crew can be alerted to maintain the schedule starting times while starting the trips

Data:

AVL data for location

Crew details

Schedule data

OUTSHED DEVIATION



Depot name

Sl. No Schedule No. Bus Reg No. Driver no. & name


Schedule start

Actual start Deviation duration (min)

1

2




April 2015 137

Pre Trip Inspection Report

This report will be used for maintenance purpose. With pre trip inspections, breakdowns during the trips can be avoided.

Inputs:

Bus details

Crew data

Maintenance engineer schedules

Outcomes:

In case of breakdowns, this report will help in know the history of inspections and maintenances

Data:

Bus details

Crew details

Inspection schedules

PRE TRIP INSPECTION REPORT



Depot name

Sl. No Date Bus reg. no. Driver No. Odometer Name of person who conducted inspection

Name of the crew who reported defect

1

2

3




April 2015 138

Schedule Adherence Report This report will provide the schedule adherence details of the drivers.

Inputs:

AVL data for location tracking

Bus details

Crew data to check previous reports for missing the schedules

Schedule information

Outcomes:

Schedule adherence percentage at each stop as per the schedule prescribed

Crew performance evaluation

Reason for delay in arrival at stops

Data:

AVL data

Bus details

Crew details


Depot name


Schedule No.

Bus Reg No.

Trip no. Stop name

Schedule time

Actual time Deviation (+ / -)

Driver no. & name


1

2

3




April 2015 139

Schedule Summary Report

This report will provide the depot schedule details. Inputs:

AVL data for location tracking and distance travelled

Bus details

Crew data to check previous reports for schedule adherence

Alerts for route violation

Outcomes:

Summary of the entire depot schedules at one place

Total schedules, trips, total scheduled distance, missed / cancelled trips

Route deviation, schedule start / end times if violation alert is raised

Crew performance evaluation

Reason for violations

Data:

Schedule data

AVL data

Bus details

Crew details

Maintenance details (To get info on missed / cancelled trips)




April 2015 140

SCHEDULE SUMMARY



Division Name Bangalore Central Division Depot Name Depot 4

Scheduled Actual Extra No. of missed / cancelled schedules

No. of trips Total distance

No. of trips

Travelled distance

No. of trips Travelled distance

TRIPS DETAILS

Trip No. Schedule No.

Driver no. & name


Schedule trip start time

Actual trip start time

Scheduled trip end time

Actual end time

Route violation

Scheduled distance

Actual distance travelled

Reason for violation




April 2015 141

Spares Inventory Report

This report will help the depot manager / maintenance engineer to keep track of the usage of spares and its availability.

Inputs:

Workshop inventory checklist to get the details of the spares and parts

Bus make and models to keep spares for all kinds of buses

Maintenance schedules to keep up with the spares availability

Outcomes:

Less delay in repair and maintenance with availability of spares in the depot workshop

With check of the spares inventory, orders can be place to get the parts on time.

Data:

Maintenance details

Spares inventory

SPAREPARTS INVENTORY REPORT



Depot name

Sl. No Date Part ID Nos. Inventory checked on Make Expiry date Checking staff

1

2

3




April 2015 142

Speed Violation Report

This report will help in keep track of speed violators and to take corrective measures to curb speed driving by CTU drivers.

Inputs:

AVL data to know the violation locations

Alerts form the system on speed violations

Crew details to check for violation history

Outcomes:

Depot managers to check for frequent violators and to take corrective measures

Training for drivers who are habitual offenders

Data:

AVL data

Alerts from servers

Crew data

SPEED VIOLATION REPORT



Depot name

Sl. No Schedule date Schedule No. Bus Reg No. Driver no. & name Location Latitude Longitude Speed (kmph)

1

2

3




April 2015 143

Vehicle Permit Report

This report will help in keep track of renewal of licenses and road permits for the vehicles. Inputs:

Bus details with make, model, insurance and permit details

Outcomes:

Depot managers to check for permit expiries and alert concerned department for renewals

Alerts from the serve on the dates of renewals

Data:

Bus details from the vehicle master DB.

VEHICLE PERMIT REPORT



Depot name

Sl. No Bus reg. no. Fleet ID Permit expiry date Year of manufacture Chassis number Carrying capacity

1

2

3




April 2015 144

Scheduled Trips Report

This report provides the summary of the total scheduled trips for a day

Inputs:

Schedule data

Crew data

Maintenance data

Outcomes:

Depot managers to check the overall schedules per day

Higher officers can check schedules of all the depots in one places

Data:


Schedule data

Crew data

SCHEDULED TRIPS REPORT



Depot name

Date Total fleet Utilized fleet Under maintenance Total schedules Cancelled schedules Total kms




April 2015 145

Missed Trips Report

This report provides the summary of the missed trips in the depot

Inputs:

Schedule data

Crew data

Maintenance data

Outcomes:

Depot managers to check the details of cancelled / missed trips

Data:


Schedule data

Fleet maintenance schedule data

Crew data

MISSED TRIPS REPORT



Depot name

Date Schedule No. Class of vehicle Crew number Cancelled trip no. Reason for cancellation

Total kms cancelled




April 2015 146

Vehicle Trip Revenue Report

This report provides the summary of the missed trips in the depot.

Inputs:

Schedule data

Crew data

Revenue

Outcomes:

Trip-wise revenue consolidated report

Data:


Schedule data


Crew data

VEHICLE TRIP REVENUE REPORT



Depot name

Date

Schedule number

Trip number

Conductor No. & name

Total revenue




April 2015 147

Vehicle Distance Travelled Report

This report provides the summary of the missed trips in the depot.

Inputs:

Schedule data

Crew data

Outcomes:

Provides the summary of vehicle travel history

Data:


Schedule data


Crew data

VEHICLE DISTANCE TRAVELLED REPORT



Division name Depot name

Vehicle Reg no. Total kms Class of vehicle

Last maintenance date Next scheduled maintenance Average KMPL

Date Schedule no. Trip no. Driver no. & name Scheduled distance Travelled distance Remarks




April 2015 148

Accident Analysis Report


Inputs:

Schedule data

Crew data

Accident data

Outcomes:

Provides the summary of vehicle travel history

Data:


Schedule data

Crew data

Accident data

Incident response details

ACCIDENT ANALYSIS REPORT



Depot name

Date Vehicle reg no. Schedule no Driver no. & name Location Accident time Response time Injured Fatal




April 2015 149

Consolidated GPS Report


Inputs:

Vehicle details

VMU unit details

Outcomes:

Provides the summary of GPS tracking history

Data:


Schedule data

VMU data

ACCIDENT ANALYSIS REPORT



Depot name

Date Vehicle reg no. Vehicle class VMU ID SIM number Schedule no. Scheduled packets Actual packets % availability




April 2015 150




April 2015 151

Appendix 3 – Detailed ITS Costing




April 2015 152

Item Code Component Location Subsystems / Items

Quantity exclusive of

spares/ consumables

Installed Unit cost (INR)

Total Installed Cost (INR)

Total Cost including

Spares (INR)

1.1 Fare Collection System (FCS)

FCS Software

FCS

TMC

FCS Central System Software inclusive of but not limited to:

FCS Database application (Primary Server + DR Server)

1 ₹ 15,00,000 ₹ 15,00,000 ₹ 15,00,000

FCS

FCS application software (Primary Server + DR Server)

FCS Anti-virus software (Primary Server + DR Server)

FCS Automatic Back-up\ archiving software

FCS

Any other COTS software (Primary Server + DR Server)

FCS Hardware

FCS FCS Central System Hardware inclusive of but not limited to:

FCS Primary Server 1 ₹ 5,00,000 ₹ 5,00,000 ₹ 5,00,000

FCS DR Server 1 ₹ 5,00,000 ₹ 5,00,000 ₹ 5,00,000

FCS Automatic Back-up devices with media 1 ₹ 2,25,000 ₹ 2,25,000 ₹ 2,25,000

FCS KVM Switch with LCD Monitor 1 ₹ 10,000 ₹ 10,000 ₹ 10,000

FCS

Server Rack (includes rack requirements for all systems)

1 ₹ 36,000 ₹ 36,000 ₹ 36,000

FCS Network All-in-one-printer 4 ₹ 40,000 ₹ 1,60,000 ₹ 1,60,000

SC Hardware

FCS Smart Card Issuance Work-Station POS (16 E-Sampark – Only in Chandigarh) inclusive of but not limited to all software and hardware related to:

FCS POS

Camera 24 ₹ 2,000 ₹ 48,000 ₹ 48,000

FCS Document scanner 24 ₹ 10,000 ₹ 2,40,000 ₹ 2,40,000




April 2015 153

FCS Smart card revaluing device 24 ₹ 6,000 ₹ 1,44,000 ₹ 1,44,000

FCS Workstation 24 ₹ 70,000 ₹ 16,80,000 ₹ 16,80,000

FCS Handheld ticketing machine inclusive of but not limited to:

FCS Field

Equipment / Depots

Handheld ticketing machine inclusive of all related accessories, software to meet the requirements

1283 ₹ 25,000 ₹ 320,75,000 ₹ 320,75,000

FCS

3G/GPRS enabled SIM Cards 1283 ₹ 25 ₹ 32,075 ₹ 32,075

FCS

TMC

Smart Card Personalization

FCS Smart Card Personalization Printer 3 ₹ 1,20,000 ₹ 3,60,000 ₹ 3,60,000

FCS Camera 3 ₹ 2,000 ₹ 6,000 ₹ 6,000

FCS Document scanner 3 ₹ 10,000 ₹ 30,000 ₹ 30,000

FCS Workstation 3 ₹ 70,000 ₹ 2,10,000 ₹ 2,10,000

FCS

Handheld ticketing machine inclusive of all related accessories, software to meet the requirements (for CTU Auditors)

15 ₹ 35,000 ₹ 5,25,000 ₹ 5,25,000

FCS

Central Control Centre Operator Work-station for FCS

FCS FCS Cash-up workstations 2 ₹ 70,000 ₹ 1,40,000 ₹ 1,40,000

FCS Fare media - Smart Cards 1,00,000 ₹ 35 ₹ 35,00,000 ₹ 35,00,000

1.2 Automatic Vehicle Location System (AVL)

CS Software AVLS AVL System Software inclusive of but not limited to

AVLS RDBMS Database

1 ₹ 200,00,000 ₹ 200,00,000 ₹ 200,00,000 AVLS AVL Central Application software

AVLS Automatic Back-up/ Archiving software

CS Hardware AVLS AVL Hardware inclusive of but not limited to




April 2015 154

AVLS AVL Server 2 ₹ 5,00,000 ₹ 10,00,000 ₹ 10,00,000

AVLS Database Server 2 ₹ 5,00,000 ₹ 10,00,000 ₹ 10,00,000

AVLS Tape Drive 1 ₹ 2,25,000 ₹ 2,25,000 ₹ 2,25,000

AVLS Tape Data Cartridges 30 ₹ 2,000 ₹ 60,000 ₹ 60,000

AVLS Communication Server 2 ₹ 5,00,000 ₹ 10,00,000 ₹ 10,00,000

AVLS Web Server 2 ₹ 5,00,000 ₹ 10,00,000 ₹ 10,00,000

AVLS Domain Server 1 ₹ 4,00,000 ₹ 4,00,000 ₹ 4,00,000

AVLS 3G/GPRS enabled SIM Cards 513 ₹ 25 ₹ 12,825 ₹ 12,825

AVLS AVL Workstation

AVLS AVL Dispatcher Workstation with Dual Monitor and necessary accessories

8 ₹ 90,000 ₹ 7,20,000 ₹ 7,20,000

AVLS EPABX 1 ₹ 1,20,000 ₹ 1,20,000 ₹ 1,20,000

AVLS Landline Phones 8 ₹ 1,200 ₹ 9,600 ₹ 9,600

AVLS Hands free/ Headphone 8 ₹ 1,200 ₹ 9,600 ₹ 9,600

AVLS Printers

AVLS All in One Printer (Color Print, Copy, FAX) 1 ₹ 80,000 ₹ 80,000 ₹ 80,000

AVLS LaserJet Printer 2 ₹ 11,000 ₹ 22,000 ₹ 22,000

AVLS KVM Switch with LCD Monitor 2 ₹ 10,000 ₹ 20,000 ₹ 20,000

OB Hardware AVLS

OBITS Hardware as per UBS II

AVLS Single Control Unit and Bus Driver Console 134 ₹ 1,25,000 ₹ 167,50,000 ₹ 167,50,000

AVLS Side Destination Boards 204 ₹ 23,000 ₹ 46,92,000 ₹ 46,92,000

AVLS Front Destination Boards 34 ₹ 35,000 ₹ 11,90,000 ₹ 11,90,000

AVLS Inner Destination boards 34 ₹ 23,000 ₹ 7,82,000 ₹ 7,82,000

DR Site AVLS Disaster Recovery Service

AVLS Disaster Recovery Service for Complete AVL system (includes FCS)

1 ₹ 25,00,000 ₹ 25,00,000 ₹ 25,00,000




April 2015 155

1.3 Passenger Information System (PIS)

PIS

PIS Customized or COTS Software for PIS 1 ₹ 20,00,000 ₹ 20,00,000 ₹ 20,00,000

PIS Commuter Website 1 ₹ 3,00,000 ₹ 3,00,000 ₹ 3,00,000

PIS Commuter IVR System 1 ₹ 3,00,000 ₹ 3,00,000 ₹ 3,00,000

PIS Commuter SMS System 1 ₹ 4,00,000 ₹ 4,00,000 ₹ 4,00,000

PIS Commuter Mobile Application 1 ₹ 5,00,000 ₹ 5,00,000 ₹ 5,00,000

PIS 17" LED Passenger Information Display at Bus Stops across City

22 ₹ 25,000 ₹ 5,50,000 ₹ 5,50,000

PIS 32" size of Passenger Information Display at ISBT's, etc.

8 ₹ 1,20,000 ₹ 9,60,000 ₹ 9,60,000

1.5 Transit Management System (TMS)

TMS

TMS TMS Central Application software including Scheduling & Rostering

1 ₹ 250,00,000 ₹ 250,00,000 ₹ 250,00,000

TMS TMS Application software for workstation 50

TMS TMS Server (Primary & Secondary) 2 ₹ 5,00,000 ₹ 10,00,000 ₹ 10,00,000

TMS Workstation for TMS with 17" LCD monitor and other accessories

40 ₹ 50,000 ₹ 20,00,000 ₹ 20,00,000

TMS Workstation for monitoring Video/Image with 17" LCD monitor and other accessories

2 ₹ 50,000 ₹ 1,00,000 ₹ 1,00,000

TMS Printer and Scanner for TMS workstation at Depot 4 ₹ 11,000 ₹ 44,000 ₹ 44,000

TMS 55" size of Passenger Information Display at Depot 6 ₹ 1,20,000 ₹ 7,20,000 ₹ 7,20,000

TMS Cameras 4 ₹ 10,000 ₹ 40,000 ₹ 40,000

TMS Proximity Reader 4 ₹ 6,000 ₹ 24,000 ₹ 24,000

TMS Proximity cards for staffs 2500 ₹ 25 ₹ 62,500 ₹ 62,500

TMS In-bus cameras 134 ₹ 3,000 ₹ 4,02,000 ₹ 4,02,000




April 2015 156

TMS In-bus NVRs for camera recording 134 ₹ 10,000 ₹ 13,40,000 ₹ 13,40,000

1.6 Transit Management Centre (TMC)

TMC

TMC Video Wall 1 x 70" 1 ₹ 50,00,000 ₹ 50,00,000 ₹ 50,00,000

TMC Data Archiving Software 1 ₹ 5,00,000 ₹ 5,00,000 ₹ 5,00,000

TMC Tape Drive Cartridges 30 ₹ 2,000 ₹ 60,000 ₹ 60,000

1.7 Communication System (COMM)

COMM

COMM Data Center - Network Components and LAN 1 ₹ 5,00,000 ₹ 5,00,000 ₹ 5,00,000

COMM TMC Data center (Data & Internet) 1 ₹ 80,000 ₹ 80,000 ₹ 80,000

COMM TMC Data center - Redundancy 1 ₹ 80,000 ₹ 80,000 ₹ 80,000

COMM Primary to DR Site 1 ₹ 80,000 ₹ 80,000 ₹ 80,000

COMM Depot (Broadband for 10 workstation) 5 ₹ 5,000 ₹ 25,000 ₹ 25,000

COMM PIS Display (Dongle/Broadband) 30 ₹ 2,500 ₹ 75,000 ₹ 75,000

COMM IVRS (Switching device) 1 ₹ 10,000 ₹ 10,000 ₹ 10,000

COMM SMS (Modem) 1 ₹ 25,000 ₹ 25,000 ₹ 25,000

₹ 1356,91,600 ₹ 1356,91,600




April 2015 157

Appendix 4 – List of Existing Buses to be Fitted with AVL Units, Destination Boards & Cameras




April 2015 158




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April 2015 166




April 2015 167

Appendix 5 – DEVICE SPECIFICATIONS




April 2015 168

Electronic Ticketing Machine Specification: Features:

LCD Display

Li-ion Battery

Smart cards

Minimum 30 keys

RS232 port & USB

Expected to use minimum 8 hrs without intermediate charging

Auto power off (as set time) Technical Specification:

PROCESSOR 32 BIT

Memory Capacity Minimum Flash 8MB

Shall store minimum of 500 routes and 5000 tickets

Minimum 5000 smartcard list

Display LCD with minimum of 60mm x 30mm size

Keyboard Minimum 30 keys

Printer 2” Thermal printer. Prints >55mm/second

Magnetic card reader ISO 14443 Type A or Type B

Battery 2500mAh Li-ion battery

Shall be charged <3.5 hrs

Communication Port Each one number RS232 and USB

Width <500gms

Environment Operation temperature: -10C – 50C

storage temperature: -20C – 70C

Humidity: 5% - 95% non-condensing

Certifications CE

Workstation – Type1 (Medium configuration) Specification: Operating System: Windows 7 professional 64 bit

Antivirus: Antivirus and Internet spy ware software

Processor: core i3/i5, 4th Generation (2.8 GHz, 2MB cache)

Memory: minimum 8 GB or higher

Internal Storage: 500 GB SATA

Internal Drive: CD/ DVD RW

Networking: Integrated 10/100/1000 MB

Communication port: RJ45, 2 PS/2, Serial port and 4 USB port

Audio: Integrated (1 headset & 1 microphone)

Form factor: Tower

LCD: 19” IPS LCD shall support minimum resolution of 1600 x 900 and keyboard & mouse.

Workstation – Type2 (High configuration) Specification:

Operating System: Windows 7 professional 64 bit


Processor: core i7, 4th Generation (3.0 GHz, 2MB cache)

Memory: minimum 16 GB

Internal Storage: 500 GB SATA and expandable up to 2 TB

Graphics card: NVIDIA 315 (1 GB)




April 2015 169



Communication port: RJ45, 2 PS/2, Serial port and 4 USB port


Form factor: Tower


Server Specification: Operating System: Windows 2008 server edition 64 bit


Processor: XEON E5 (2.6 GHz, 25MB cache, 10 Cores). Processor expandable up to 2.

Memory: minimum 16 GB DDR4 and expandable up to 64 GB

Internal Storage: 1 TB SATA and expandable up to 2 TB. RAID support.

Graphics card: NVIDIA 315 (1 GB)



Communication port: 2 RJ45 to integrated Gigabit LAN , 2 PS/2, 1 Serial and 4 USB


Form factor: Rack mounted


Passenger Information System – LCD Display Specification: Display format: Static, Pagination or scrolling

Display content: Real time information of bus location, Advertisement, Alert message, Current time,

News, weather, etc.,

Visibility of display: The signs shall be legible when sunlight is shining directly on the display face or

when the sun is directly behind the display.

Environment: The PIS display board shall be industrial grade flat panels that can withstand the

environment.

Type of content: Text, Video, Image, Audio, Animations and Graphics files

Language Support: English, Hindi and local language.

Remote Monitoring: The display system shall support remote settings such as display intensity,

display off, and time synchronization. PIS shall be managed locally without server or workstation.

Readability: Characters shall be at least 12 cm high to allow for a viewing distance of 30 metres.

Safety: The sign enclosures shall be vandal proof.

Passenger Information System – LED Display Specification: Display format: Static, Pagination or scrolling

Display content: Real time information of bus location, Alert message, Current time,

Viewing angle: Minimum 150°V – 60°H

Viewing distance: 3 -30 mtr

Environment:




April 2015 170

o Temperature: 0 to +55 deg C

o Thermal cycling: 5 Deg C/mt

o Vibration: 2 g

o Sealing: IP 65

o Humidity: 90% RH

o Drop : 1 mt on all faces

Type of content: Text and Numeric

Minimum life of the display system: 50,000 hrs

Language Support: English, Hindi and local language.

Remote Monitoring: The display system shall support remote settings such as display off,LED failure

and time synchronization.

Readability: Characters shall be at least 10 cm high to allow for a viewing distance of 30 metres.

Safety: The sign enclosures shall be vandal proof.

Smart cards Specification: Smart card Type: Smart cards shall adhere to applicable and generally adopted industry standards

including ISO 14443 Type A or Type B.

Physical Standard: The cards shall be in accordance with ISO 7810 ID-1

Durability: Smart cards shall be durable for at least 5 years physical life under regular usage

conditions with 100,000 write.

Memory: At least 4K memory

Reading Range: The cards shall be contactless having an operating range of 0cm to 3 cm.

Identification number: The card serial number shall be embossed/ printed on the face or back of the

card to support customer inquiries.

Pre-printed: All the cards shall be pre-printed with logo.

Detailed Project Report for ITS for City Bus Operations of CTU

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