Detailed Project Report - Intelligent Transport System ...static.abhibus.com/ks/pdf/DPR-ITS.pdf · Detailed Project Report - Intelligent Transport System & Ethanol Diesel - KSRTC,

Detailed Project Report - Intelligent Transport

System & Ethanol Diesel - KSRTC, Mysore

Creating globally

competitive

technologies and

managerial solutions to

serve public road transport industry

Bhosari, Pune – 411 026

Phone: +91 20 2712 5177

www.cirtindia.com

eGestalt Technologies Pvt Ltd

730, 1st Floor, Behind BDA Complex,

3rd Block, Koramangala – 5600034

Phone: +91 80 25504285

www.eGestalt.com

Page 2 of 152

Detailed Project Report – Intelligent Transport System and ethanol Diesel

2

Project Team

Team Leader N. Ramasaamy, Faculty & Head - ITS

Team Members G. Subhashini, Associate Faculty M.M. Pathak, Scientist

Support Consultants Sharath Hangal, Sekar R, Principal Consultants, eGestalt Technologies Pvt Ltd

-

-

Page 3 of 152


3

Content index

Project Team..................................................................................................................................2

Content index ...............................................................................................................................3

Document History .........................................................................................................................8

Metadata.......................................................................................................................................9

Executive Summary....................................................................................................................10

B: Intelligent Transport System (ITS) & Environmental Project ............................. 15

B-1. Overview of the project .......................................................................................................... 15

B-2. About Karnataka State Road Transport Corporation (KSRTC) ........................................ 16

B-3. Why Mysore City for the ITS project....................................................................................... 18

B-4. A backdrop of Mysore............................................................................................................. 20

B-4.1. General / Historical background......................................................................................... 20

B-4.2. Operational Characteristics of KSRTC in Mysore City...................................................... 22

B-4.3. Current Transport Scenario in Mysore................................................................................. 23

B-4.4. Stakeholder analysis............................................................................................................... 26

B-4.5. Existing urban transportation scenario and facilities available in the use of urban

transport – issues & challenges ............................................................................................ 28

B-4.6. User demand forecast........................................................................................................... 30

B-4.7. Integrated urban land use and transport planning ........................................................ 34

B-5. Worldwide experience of Real Time Passenger Information Systems............................ 42

B-5.1. International Literature survey of ITS studies and benefits .............................................. 42

B-5.2. Review of information services ............................................................................................ 44

B-5.3. Surveys and Experience ........................................................................................................ 45

C: Intelligent Transport System ................................................................................. 50

C-1. Solution framework................................................................................................................... 50

C-1.1. Use of AVL to Improve Public Transport Service, Operations and Management ..... 50

C-1.2. New scenario with the induction of technology.............................................................. 53

C-2. Technical specifications.......................................................................................................... 54

C-2.1. Mapping product availability and their technical features with the functional

requirements............................................................................................................................ 54

C-2.2. Automatic Vehicle Location (AVL) & Tracking System................................................... 54

C-2.3. Features of Proposed Solution (CCS).................................................................................. 58

C-2.4. Communication Sub-System................................................................................................ 61

C-2.5. Integration of ITS Components ............................................................................................ 63

C-2.6. Sample Reports ....................................................................................................................... 66

C-2.7. Scaling plans ........................................................................................................................... 67

C-3. Project Impact analysis ........................................................................................................... 67

C-3.1. Environmental Impacts.......................................................................................................... 67

C-3.2. Social Impacts......................................................................................................................... 68

C-3.3. Measures by KSRTC for providing more efficient and less polluting Public Transport:70

Page 4 of 152


4

C-3.4. Expected measurable outcomes of the project ............................................................. 70

D: Bio-Diesel ................................................................................................................ 74

D-1. Need of the Project.................................................................................................................. 74

D-1.1. Energy Efficiency & Climate Change Considerations .................................................... 74

D-2. Mysore City environmental Scenario.................................................................................... 76

D-3. Ethanol & Diesel Blends: An Overview.................................................................................. 77

D-3.1. Ethanol- Diesel Blends............................................................................................................ 78

D-3.2. Benefits ..................................................................................................................................... 78

D-3.3. Engine Efficiency / Performance......................................................................................... 79

D-3.4. Engine & Materials Compatibility ........................................................................................ 79

D-3.5. Fuel Properties ......................................................................................................................... 79

D-4. Studies using E-Diesel across the world ................................................................................ 80

D-5. Social, environmental & economical Benefits.................................................................... 80

D-5.1. Safety Aspects in Ethanol-Diesel Blends:............................................................................ 81

D-5.2. Environmental Impact Assessment ..................................................................................... 82

D-5.3. Emission Benefits...................................................................................................................... 82

D-6. Ethanol: Supply Scenario in India .......................................................................................... 83

D-7. Ethanol Diesel – Solution Framework .................................................................................... 85

D-7.1. Life Cycle Analysis (LCA)....................................................................................................... 86

D-7.2. Functional Specification of Stores ....................................................................................... 86

D-7.3. Environment Management .................................................................................................. 87

D-8. Cost Estimates & Funding Plans ............................................................................................. 87

D-9. Fund Flow Pattern:.................................................................................................................... 88

D-10. Economic and Financial Analysis .......................................................................................... 89

D-11. Procurement Plan and implementation process............................................................... 92

D-12. Environment & Social Issues.................................................................................................... 93

E: Overall Project Economic & Financial analysis ................................................ 94

E-1. Summarized Fund Flow Statement for ITS & e-Diesel......................................................... 94

E-1.1. Fund Flow ................................................................................................................................. 94

E-2. Analysis Objectives................................................................................................................... 95

E-3. Framework of analysis.............................................................................................................. 95

E-3.1. Cost of the Project.................................................................................................................. 96

E-3.2. Benefits of the Project............................................................................................................ 97

E-3.3. EIRR & Scenario Analysis, and Conclusions on Project Viability .................................... 97

E-4. Data used and Assumptions in the EIRR Analysis ............................................................... 98

E-4.1. General Assumptions ............................................................................................................. 98

E-4.2. Data from KSRTC................................................................................................................... 102

E-4.3. Survey Data ........................................................................................................................... 103

E-5. Costs and Benefits of the Project ........................................................................................ 106

E-5.1. Capital Costs ......................................................................................................................... 106

E-5.2. Operating Costs.................................................................................................................... 107

E-5.3. Benefits Calculations............................................................................................................ 107

E-5.4. Advertisement Revenues .................................................................................................... 109

Page 5 of 152


5

E-5.5. Advertisements in Bus Stops and Bus Terminus ............................................................... 110

E-5.6. Total Benefits.......................................................................................................................... 111

E-6. Rate of Return for the Project .............................................................................................. 112

E-6.1. Over all Project Viability ...................................................................................................... 113

E-7. Non-quantifiable Benefits of ITS ........................................................................................... 114

F: Procurement Plan ............................................................................................... 117

F-1.2. ITS Implementation agency ............................................................................................... 117

F-1.3. Project Management Agency .......................................................................................... 117

F-1.4. Bio-Diesel supply ................................................................................................................... 118

F-1.5. Finalization of Contracts...................................................................................................... 119

G: Project implementation plan ............................................................................ 120

G-1.1. Internal management plan for ITS ............................................................................ 120

G-1.2. Project Implementation Unit (PIU) ............................................................................. 121

G-1.3. Project Management Agency (PMA) ...................................................................... 121

G-1.4. Project Deliverables Management........................................................................... 127

G-1.5. Project progress measurement and control ........................................................... 128

G-1.6. Project Implementation Vendor (PIV) ...................................................................... 129

G-1.7. Project Plan - Schedule, Milestone & Work Breakdown........................................ 130

G-1.8. Deliverables ................................................................................................................... 131

H: ITS Operational Plans .......................................................................................... 134

H-1.1. Service Metrics ...................................................................................................................... 134

H-1.2. Maintenance Plan................................................................................................................ 135

I: Notes on queries raised...................................................................................... 137

I-1. Intelligent Transport System ............................................................................................................. 137

I-1.1. Additional Comments from the Meeting on 16 December 2008 ............................... 141

I-2. Ethanol blended Diesel .................................................................................................................... 142

J: About CIRT, the consultants to KSRTC on the ITS and e-diesel project ...... 143

J-1.1. Brief Profile.............................................................................................................................. 143

J-1.2. Areas of specialization ........................................................................................................ 143

K: Annexes ................................................................................................................ 145

K-1. Annex -1 – Survey Questionnaire of CIRT (July 4, 2008)................................................... 145

K-2. Annex 2: Budgetary Costs (quote of HP vide Section E-3 of the DPR)........................ 146

K-2.1. Capital Costs ......................................................................................................................... 146

K-2.2. Operating Costs.................................................................................................................... 148

K-3. Annex -3 – Draft EOI for Project Management Agency ................................................. 149

K-4. Annex -4 - Draft Functional/Technical Specifications ..................................................... 149

K-5. Annex – 5 - Bio-Diesel Tender ............................................................................................... 149

K-6. Annex 6 – Ethanol Diesel systems ........................................................................................ 150

Page 6 of 152


6

List of Figures

Figure 1: Cultural capital of Karnataka - Mysore ............................................................................................. 20

Figure 2: Modal distribution of road users ........................................................................................................... 1

Figure 3: Population details - Mysore Dist 2001 census .................................................................................... 31

Figure 4: Mysore Road map................................................................................................................................. 1

Figure 5: Mysore City Wards as of 2007 ............................................................................................................... 1

Figure 6: Mysore City Land use map 2011 .......................................................................................................... 1

Figure 7: ITS solution overview ............................................................................................................................ 50

Figure 8: Bus Stop after introduction of ITS ........................................................................................................ 53

Figure 10: Central Bus Terminal after introduction of ITS.................................................................................. 53

Figure 11: Regulated traffic after implementation of ITS................................................................................. 54

Figure 12: Logical components of ITS................................................................................................................ 56

Figure 13: ITS - Schematic model ....................................................................................................................... 58

Figure 14: Floor plan for Central Control Station - ITS Mysore............................................................................ 1

Figure 15: Display panel........................................................................................................................................ 1

Figure 16: Communication & Data Exchange................................................................................................... 1

Figure 17: sub-system communication link ....................................................................................................... 64

Figure 18: Drop in PM emissions with the use of Ethanol ................................................................................. 75

Figure 19: Onsite tank to be installed at depots & computerized blending equipment............................. 86

Figure 20 EIRR framework ................................................................................................................................... 96

Figure 21 Vehicular Population in Mysore....................................................................................................... 103

Figure 22 Sample Size in the CIRT Survey ........................................................................................................ 104

Figure 23: Target Population for Modal Shift................................................................................................... 105

Figure 24: Net benefits of the project.................................................................................................................. 1

Figure 25: PM - right sizing of project personnel ................................................................................................. 1

Figure 26: PMA appointment ............................................................................................................................... 1

Figure 27: Project preparation ............................................................................................................................. 1

Figure 28: PM - Core and facilitating processes................................................................................................. 1

Figure 29: Project Plan execution ........................................................................................................................ 1

Figure 30: PM measurement & control................................................................................................................ 1

Figure 31 : Assembled Cast Filler Neck with Flame Arrestor .......................................................................... 150

Figure 32 : Assembled Cast Filler Neck With Flame Arrestor.......................................................................... 150

Figure 33 : Assembled Rolled Filler Neck with Flame Arrestor ....................................................................... 151

Figure 34 : Assembled Rolled Filler Neck With Flame Arrestor....................................................................... 151

List of Tables

Table 1: Document History ................................................................................................................................... 8

Table 2: Document metadata............................................................................................................................. 9

Table 3 Summary of project costs - ITS & bio-Diesel......................................................................................... 13

Table 4: Activities and Roles in bus transport at Mysore.................................................................................. 23

Table 5: Ward Numbers & Corridors in Mysore ................................................................................................. 23

Table 6: Vehicular growth in Mysore ................................................................................................................. 24

Table 7: Average Trip length of vehicles........................................................................................................... 25

Table 8: Extent of willingness to shift to public transport.................................................................................. 25

Table 9: Major Roads in Mysore ......................................................................................................................... 28

Table 10: Percapita trip per day........................................................................................................................ 30

Table 11: Nature of trips ...................................................................................................................................... 30

Table 12: Operational performance of KSRTC during 2004-08 ....................................................................... 31

Table 13: User demand forecast - 2011 ............................................................................................................ 32

Table 14: Growth projection of vehicle population in Mysore by 2011 ......................................................... 32

Table 15: Land use pattern in Mysore ............................................................................................................... 34

Table 16: Feature index for commuters ............................................................................................................ 42

Page 7 of 152


7

Table 17: GSM/GPRS specifications................................................................................................................... 54

Table 18: GPS specifications .............................................................................................................................. 55

Table 19: Environmental specifications............................................................................................................. 55

Table 20: Servers and accessories ..................................................................................................................... 59

Table 21: Sample Daily report ............................................................................................................................ 66

Table 22: Sample Bus stops skipped report....................................................................................................... 66

Table 23: Daily speed violation report............................................................................................................... 66

Table 24: Daily Driver Duty Performance report............................................................................................... 66

Table 25: Daily out-shedding deviation report................................................................................................. 67

Table 26: Daily improper stopping report ......................................................................................................... 67

Table 27: Daily Missed Trips report ..................................................................................................................... 67

Table 28: Measurable outcomes for project evaluation................................................................................. 71

Table 29: Measures of effectiveness within each goal area .......................................................................... 72

Table 30: Comparative analysis of various parameters for CNG & e-Diesel................................................. 78

Table 31: Emission factors ................................................................................................................................... 83 Table 32: Deterioration factors ........................................................................................................................... 83

Table 33: Working emission inventory................................................................................................................ 83

Table 34: 1 - Assumptions for working out the EIRR .......................................................................................... 88

Table 35 Emissions load from Bus without the Project...................................................................................... 88

Table 36 Emissions Load from bus with the Ethanol mix .................................................................................. 88

Table 37 Accessories that are to be Placed on Vehicles ............................................................................... 88

Table 38: Schedule for financial contribution and sources for eDiesel.......................................................... 88

Table 39 Base Rolling Stock used for the EIRR................................................................................................... 89

Table 40 Cost of Diesel Without the Project...................................................................................................... 89

Table 41 Savings with the use of Bio Diesel ....................................................................................................... 91

Table 42 Savings Due to Reductions in Pollution load..................................................................................... 92

Table 43 Capital and Capex Replacement..................................................................................................... 92

Table 44: Extent of World Bank grant ................................................................................................................ 94

Table 45: Capital flow for ITS and environmental project ............................................................................... 95

Table 46: Overview of capital and operating costs ........................................................................................ 98

Table 47 Overall Infrastructure at KSRTC relevant to the project ................................................................. 102

Table 48 Break-up of urban and Suburban Operating Data ....................................................................... 102

Table 49 Vehicular Population of Mysore ....................................................................................................... 103

Table 50 Survey Data - Mode of Transport of Non-Commuters in Mysore .................................................. 103

Table 51 Percentage of Two Wheelers who would be willing to shift .......................................................... 104

Table 52 Total target population for shifting to ITS bus .................................................................................. 105

Table 53 Assumed shift pattern of prospective target customers................................................................ 105

Table 54 - Number of Increased Buses, Bus stops and Bus Terminus in the 1, 2 & 3 year ........................... 106

Table 55: Capital and Capital Replacement costs for the Project (in Rs. Lakhs) ....................................... 106

Table 57: Revenues from Modal Shift 2 Wheelers in Rs. Lakhs....................................................................... 108

Table 58: Revenues from Modal Shift 3 Wheelers .......................................................................................... 108

Table 59: Revenues from Modal Shift 4 Wheelers .......................................................................................... 109

Table 61 Bus Capacity Split, Advertisement Rates and Actual Number of Buses ...................................... 109

Table 62 Capacity Utilization of Buses for advertisements ............................................................................ 110

Table 63: Revenue from In-Bus Advertisement (in Rs. Lakhs) ........................................................................ 110

Table 64 Advertisement Rates at Bus stops and Terminus............................................................................. 111

Table 65: Revenues from Advertisement in Bus Stop and Bus Terminus (in Rs. Lakhs) ................................ 111

Table 66: Total Benefits from the ITS project (in Rs. Lakhs)............................................................................. 111

Table 67: Net Benefits of the Project (in Rs. Lakhs)......................................................................................... 112

Table 68 EIRR and NPV of the project ............................................................................................................. 113

Table 69: Potential benefits from technology infusion................................................................................... 115

Table 70: 6-Q Framework.................................................................................................................................. 122

Table 71: Project Plan ....................................................................................................................................... 130

Page 8 of 152


8

Table 72: Project Plan - Gantt chart ................................................................................................................ 130

Table 73: Service Metrics .................................................................................................................................. 134

Table 74: Project Data ...................................................................................................................................... 137

Table 75: BoM - Central Station ....................................................................................................................... 146

Table 76: BoM - VMU & SW ............................................................................................................................... 147

Table 77: BoM - Display Units ............................................................................................................................ 147

Table 78: GIS specifications.............................................................................................................................. 147

Table 79: Depot infrastructure requirements .................................................................................................. 148

Table 80: Opex - Communication ................................................................................................................... 148

Table 81: Communication costs of data links at the central station ........................................................... 148

Table 82: Facilities management costs & AMC ............................................................................................. 148

Table 83: Maintenance of depot infrastructure costs ................................................................................... 149

Document History

Table 1: Document History

Date Version Description Authors

15-Jul-2008 1.0.0 ITS – Detailed Project Report Ramasaamy N, Subhashini G

CIRT

14-Dec-2008 2.0.0 ITS – Detailed Project Report Ramamurthy, KSRTC

Sharath Hangal, Sekar R, eGestalt Technologies Pvt Ltd, Bangalore

Pathak, CIRT

02-Jan-09 3.0.0 ITS – Detailed Project Report Ramamurthy, KSRTC

Sharath Hangal, Sekar R, eGestalt Technologies Pvt Ltd, Bangalore

Page 9 of 152


9

Metadata

Table 2: Document metadata

Title Detailed Project Report for implementing Intelligent Transportation System (ITS) and ethanol diesel– KSRTC, Mysore

Subject & Keywords

DPR - Intelligent Transport System (ITS), Issues, options, challenges & recommendations, project implementation Technical specifications and solution mapping, Automatic Vehicle Location (AVL), Vehicle Mounted Unit, Passenger Information System, GPS, Central Command Station, KSRTC, In-vehicle services, display units, Technology roadmap and scaling plans, ethanol diesel, financial analysis, project viability, budgets, capital and operational costs, Project implementation plan, operational plans

Source KSRTC, CIRT, eGestalt

Description This document is a detailed Project Report for developing and implementing Intelligent Transport System and ethanol diesel at Mysore.

Coverage Mysore region

Type Detailed Project Report

Relation RFP / procurement documents

Creator CIRT / eGestalt

Contributor KSRTC, eGestalt Technologies

Publisher CIRT

Rights Private until published by CIRT

Language English

Format MS word 2007

Date 2009-01-28

Identifier CIRT/ITS-eDiesel-Mysore/2009/4.0.0

Page 10 of 152


10

Executive Summary

Public transport should always be the hallmark of a good transportation system for a city,

especially for a city like Mysore, which is earmarked as the “Heritage City”, as it provides

good impetus to the tourist population. The role of public transport is vital, particularly to

reduce the use of personalized transport. The Karnataka State Road Transport Corporation

(KSRTC) is the major inter-city and intra-city service provider in Mysore. KSRTC provides

services to about 179,000 commuters per day by city services and about 128,000 by mofussil

services.

This document is a Detailed Project Report that will facilitate KSRTC Management to take the

next steps in finalizing the Request for Proposal specifications covering the functional,

technical, operational specifications including detailed definition of various service level

metrics. This Detailed Project Report also covers the estimated cost of implementing the

system with scope for expansion as the number of buses, routes and commuters increases.

This project addresses two critical components:

a) Intelligent Transport system (ITS)

Building intelligence into the transport system brings in the convergence of

technologies providing a synergetic transformation in the commuter experience. ITS

provides benefits in terms of Reduce waiting time and uncertainty, Increase the

accessibility of the system, Increase the safety of users, Reduce the fuel consumption

and emissions, Reduce the operational costs, Improve traffic efficiency, Reduce traffic

congestion, Improve environmental quality and energy efficiency, Improve economic

productivity.

The proposed ITS project implementation will include core components such as:

Vehicle Tracking System, Real Time Passenger Information System and Central Control

Station. Core technologies include Geographical Positioning System (GPS), Electronic

Display Systems, and Information & Communication Technologies.

b) Ethanol blended diesel (e-diesel)

Ethanol blended diesel (e-diesel) is a cleaner burning alternative to regular diesel for

heavy-duty (HD) compression ignition (CI) engines used in buses. The introduction of

use of alternative fuel such as E-diesel for the fleet of Karnataka SRTC buses plying in

Mysore region would certainly result in fewer emissions. Use of renewable fuel

(Ethanol) will also help to reduce fossil energy consumption and achieve the energy

savings.

Intelligent Transport System

The Intelligent Transport System Project to be implemented at Mysore addresses the critical

issue of road congestion by offering state-of-art technologies and attractive, convenient,

comfortable, value added services to encourage the usage of bus services against individual

personal vehicles. Mysore has been chosen since it is a potent place given its historical

background, tourist activities, and a high growth rate in traffic density, medium city size

making the project affordable, and a projected 70% increase in the land use profile. Also,

Mysore city, with all the modern infrastructural amenities, offers several opportunities to

Page 11 of 152


11

the people to earn their livelihood thus attracting several people from other states for

employment thus increasing the population of the city manifold in the near future.

KSRTC currently operates about 4217 trips in Mysore through 282 schedules from 2 depots

on 185 routes with a fleet strength of 258 resulting in 1.79 lakh passenger trips per day with

a load factor of 72.8% and 5’55,475 effective kilometres per day. The modal split figures for

Mysore city indicate that the share of trips performed by public transport is only 13%, which

can still be increased, as the proportion of walk and two-wheeler trips is high.

Significant modal shift is needed to deliver national and international sustainable

development aims for a strong economy, an inclusive society and a clean environment. A

significant trend amongst many urban road users is a willingness to use the public transport

in the face of increasing traffic congestion and increasing ‘road-rage’ behaviour on the

roads. With the rising cost of fuel, many would shift to the public transport on cost

considerations. For some, time is of the essence and a modal shift will occur only if the new

mode offers time improvements, while for others it is mostly a matter of costs. KSRTC aims

to bring about this modal shift in the city of Mysore by improving the perceived image of

KSRTC services.

From results of the stated preference survey conducted by the consultants, it was found

that almost 89% of the sample population was willing to shift to public transport provided

KSRTC operates reliable services through the introduction of ITS. This further translates to

17.66% of the two-wheeler users for transport shifting to the use of buses.

The requirements of various stakeholders have been factored into the study driving the

recommendations contained in this report.

The overall scope of the implementation will consist of design, development, testing,

installation, commissioning, training, operations, and management of facilities for a period

of three years by the winning bidder. This project is planned to cover 500 Buses, 80 Bus

Stops and 2 Bus Terminals having the components of Vehicle Tracking System, Central

Control Station, Passenger Information Management System, Communication Sub System,

Travel Demand Management, Incident and Emergency Management System, Operational and

Maintenance Specification and Fleet Management System.

ITS will cover core systems such as Vehicle Tracking System, Real Time Passenger

Information System and Central Control Station. Core technologies include Geographical

Positioning System (GPS), Electronic Display Systems, and Information & Communication

Technologies.

It is expected to recover the total project cost within a span of three years. Additional

revenue sources such as Advertising on the Bus body, inside the buses, Online Advertising,

Subscriptions have also been identified. The costs of the Project is Rs.19.13crores that

covers the capital costs and three years’ operating costs with a project contingency of 5%

Innovative Environment Project

Promoting clean environment with the usage of low emission buses for Public transport and

reducing the use of fossil fuels to achieve energy savings have gained utmost importance in

the recent years. The introduction of KSRTC buses operating on Diesel blended with ethanol

Page 12 of 152


12

fuel for Mysore (Innovative environmental project for Mysore City) would certainly be a vital

step towards this endeavour.

Green House Gas (GHG) emissions across the globe are increasing most rapidly in the

transportation sector. A major issue of global concern at present is the increasing

contribution of the transport sector to carbon dioxide (CO2)—the main greenhouse gas

(GHG) produced from the use of fossil fuels—and its consequences on global warming and

climate change. The use of Diesel blended with ethanol fuel would not only reduce GHG

(CO2) emissions but would also significantly reduce levels of other harmful pollutants

emitted by Diesel Buses.

The technical troubles observed during the initial years with regard to ethanol-diesel blends

can now be overcome by using a solubiliser for blends and flame arrestors in diesel tanks of

buses. The blending of Ethanol and Diesel by an electronic on-site blending equipment and

innovative additive technology is now possible. This creates a stable clear solution of

ethanol and diesel ready for use in diesel engines. The necessary infrastructure changes

such as installation of Ethanol storage tanks & Computerized Blending Equipments at Depots

at Mysore and fitment of Flame Arrestors for Diesel Tanks of Buses would require to be

carried out.

For reasons of fuel efficiency, emissions performance, and economics, a 7.7 vol% fuel

ethanol blend can be utilized for maximum benefits. The advantages of usage of Ethanol

diesel blends with solubiliser also include Enhanced lubricity, Added Cetane, Improved

corrosion resistance, excellent response and power, increased life of engine and other

components and increased life of engine oil. The development of bio fuels (Ethanol) is also

likely to have significant social impacts, including job creation (quality and permanence),

social responsibility and social equity, including issues such as wealth distribution to rural

communities. The rural poor in India who are mainly farmers involved with agricultural

production are likely to gain from the development of Ethanol fuel.

The Economic gains associated with the introduction of Ethanol-Diesel blends for buses

would also be significant. The total savings across fleet of Mysore / annum would be to the

tune Rs 27.10 million at current prices over a three year period with the total project cost

of Rs. 35.7 lakhs.

Project implementation

KSRTC has set up an apex level Programme Implementation Unit (PIU) to ensure the

overall progress of the project and to interface with the World Bank in submitting periodic

progress report. Vice-Chairman and Managing Director, KSRTC should nominate the

Chairman of the Committee. This committee needs to have Finance, Stores, Engineering,

Civil & Electrical and IT department representatives to ensure that decisions are taken in

consultation with the key departments, which would in turn be influenced by the new

system in the work processes.

To ensure professional management of the project it is recommended that the Project

management be outsourced to a professional agency identified by KSRTC (Project

Management Agency – PMA) in order to manage integration, scope, time, cost, quality,

human resources, communications, risk and procurement covering the key project phases of

initiating, planning, executing, controlling, and closing.

Page 13 of 152


13

A Project Evaluation Agency (PEA) selected as an external third party agency should

undertake pre-and post-implementation studies to monitor the impact of the project socio,

economic, environmental perspective as this project would be a good opportunity for

assessing the benefits of implementing an innovative project such as the ITS, a pioneering

kind to state.

In addition to the Project Management Agency (PMA) being set up, the Project

Implementation Vendor also needs to set up their own project monitoring mechanisms and

report to the Project Monitoring Agency for which the PMA should provide the necessary

templates.

Procurement

KSRTC will float tenders for global participation based on World Bank guidelines. The bid

process including the Functional, Technical, general instructions & commercial details and

the legal contracts have been detailed in the Request for Proposal (RFP). The tender

procurement norms furnished in the RFP are to be adopted for the selection of vendor for

implementation of the project and as well as Operations & Maintenance of the project.

Project Cost Summary

KSRTC plans to source funds from the MoUD, GoI under the GEF SUTP to implement ITS and

E-Diesel projects, in consistent with the GEF SUTP objectives. The total cost of the project

for the introduction of real time passenger information system and the use of e-diesel

(Ethanol-diesel blend) for Karnataka SRTC buses plying in Mysore is around Rs. 22.7 crores.

Of the total project cost, 35% is to be borne by GEF Funding and 52% is to be borne by the

Government of India. The State Government of Karnataka and Karnataka State Road

Transport Corporation are to equally bear the balance 13%.

The fund flow statement prepared accordingly stipulates that around 73% of the total

project cost is to be released during the first year, 9% in the second year and 18% in third

year. The summarised project cost for ITS and Innovative Environment Project for KSRTC,

Mysore is tabulated below:

From EIRR perspective there is an estimated 24% return in 15 years, 22% in 10 years and 18%

in six years.

Table 3 Summary of project costs - ITS & bio-Diesel

Project Item Year 1 Year 2 Year 3 Total

With

Contingency

of 5%

ITS Procurement

Capital Costs 1,006.92 26.07 29.89 1,062.88

Operating Costs 249.74 252.85 256.46 759.05

Subtotal ITS Year wise 1,256.66 278.92 286.35 1,821.93 1913

Bio Fuel Procurement

Capital Costs 296.02 20.95 23.05 340.02

Operating costs 0.00 0.00 0.00

Total Costs Year wise 296.02 20.95 23.05 340.02 357

Total of Both Projects 2,161.95 2270

Page 14 of 152


14

Acknowledgement: CIRT & their support consultant eGestalt wish to thank KSRTC officials

who have furnished data for this report, and to a number of persons within CIRT and outside

who have helped in developing this Detailed Project Report.

��

Page 15 of 152


15

B: Intelligent Transport System (ITS) & Environmental

Project

B-1. Overview of the project

Public transport should always be the hallmark of a good transportation system for a city,

especially for a city like Mysore, which is earmarked as the “Heritage City”, as it provides

good impetus to the tourist population. The role of public transport is vital, particularly to

reduce the use of personalized transport. The Karnataka State Road Transport Corporation

(KSRTC) is the major inter-city and intra-city service provider in Mysore. KSRTC provides

services to about 179,000 commuters per day by city services and about 128,000 by mofussil

services.

This project addresses two critical components:

a) Intelligent Transport system (ITS)

Building intelligence into the transport system brings in the convergence of

technologies providing a synergetic transformation in the commuter experience. ITS

provides benefits in terms of Reduce waiting time and uncertainty, Increase the

accessibility of the system, Increase the safety of users, Reduce the fuel consumption

and emissions, Reduce the operational costs, Improve traffic efficiency, Reduce traffic

congestion, Improve environmental quality and energy efficiency, Improve economic

productivity.

The ITS will encourage use of public transport and reduce the use of personal vehicles.

This significantly contributes to saving the environment from heavy vehicle pollution

and reducing congestion on city roads.

The number of sub-systems under ITS covers vehicle-to-vehicle communications,

collision avoidance and crash detection system, monitoring traffic and controlling

signal lights, electronic and speed limit signs, reversible lanes and other road safety

components. ITS technology framework includes wireless communication, sensing

technologies, inductive loop detection, video vehicle detection and electronic toll

collection. The possibilities are enormous, KSRTC proposes to lay the foundation by

implementing ITS to provide dynamic information of the bus routes, ETA/ETD, improve

efficiency in transport management, and lower the pollution levels.

The proposed ITS project implementation will include core components such as:

Vehicle Tracking System, Real Time Passenger Information System and Central Control

Station. Core technologies include Geographical Positioning System (GPS), Electronic

Display Systems, and Information & Communication Technologies.

b) Ethanol blended diesel (e-diesel)

Ethanol blended diesel (e-diesel) is a cleaner burning alternative to regular diesel for

heavy-duty (HD) compression ignition (CI) engines used in buses. The introduction of

use of alternative fuel such as E-diesel for the fleet of Karnataka SRTC buses plying in

Mysore region would certainly result in fewer emissions. Use of renewable fuel

(Ethanol) will also help to reduce fossil energy consumption and achieve the energy

savings.

Page 16 of 152


16

One of the most daunting problems faced by the cities in the country is that urban transport

failed to provide facilities thus increasing travel time and cost both for passenger and goods

traffic.

It is now well accepted that lack of adequate public transport offering comfort and

convenience, has resulted in steep increase in the ownership of private vehicles particularly

two wheelers with subsequent effects on pollution, both noise and air. In most cities two

wheelers comprise more than 70% of total motor vehicles.

KSRTC plans to source funds from the MoUD, GoI under the GEF SUTP to implement ITS

project, in consistent with the GFE SUTP objectives. As a first step, preparation of a Detailed

Project Report (DPR) on ITS for KSRTC Mysore limits its scope primarily to Passenger

Information System and including certain core components has been assigned to CIRT, Pune,

who will act as consultant to the project.

This document is a detailed Project Report (DPR) for implementing an Intelligent Transport

System and increased use of e-diesel (Ethanol-diesel blend) for Karnataka SRTC buses plying

in Mysore.

A Detailed Project Report will facilitate KSRTC Management to take the next steps of

developing the Request for Proposal specifications covering the functional, technical,

operational specifications including detailed definition of various service level metrics. This

DPR also covers the estimated cost of implementing the system with scope for expansion as

the number of buses, routes and commuters increases.

KSRTC proposes to implement the system through established bid process following the World

Bank guidelines for identification and deployment through a system integrator.

B-2. About Karnataka State Road Transport Corporation (KSRTC)

Karnataka State Road Transport Corporation (KSRTC), the implementing agency, was

established in August 1961 under the provisions of the Road Transport Corporation Act 1950

with the objective of providing “adequate, efficient, economic and properly coordinated road

transport services”. Three Corporations viz., BMTC, Bangalore from 15-08-1997, NWKRTC,

Hubli from 01-11-1997 and NEKRTC, Gulbarga from 01-10-2000 were formed out, on a

regional basis, with KSRTC doing operations covering Southern Karnataka and interstate

areas.

KSRTC operates its services to all villages in the State, which have motorable roads. 92% of

the villages in monopoly area (6743 out of 7298) and 44% in non-monopoly area (5158 out of

11789) have been provided with transport facility by KSRTC. At present it has one corporate

office, 13 divisional offices, 62 depots, 114 bus stations, 2 bus bodybuilding workshops,1

printing press, 3 training Institutes and 1 hospital. It operates 6189 schedules with 6830

vehicles (including 103 hired private vehicles) covering 21.86 lakh Kms. and carries on an

average 24.5 lakh passengers daily. About 30,318 employees are working in the Corporation.

The ITS Project is proposed to be implemented at Mysore; the city located in the southern

part of Deccan Plateau is a potent place, given its historical background and a salubrious

climate for tourism. KSRTC services in Mysore cater to the population of the city which is

over 2.2 million.

Page 17 of 152


17

The total area of Mysore city as per MUDA is expected to increase from 9221 hectares (2001)

to 15,669 hectares by 2011, representing a significant increase of around 70%. It is observed

that the number of vehicles increased almost 25 times to 145,000 in 1996 from around 6,000

in 1970.

The network of roads and streets in Mysore follows a hub and spoke mechanism with arterial

roads originating from the centre of the city. Arterial roads start from the Palace area and

run radially leading to towns and cities outside. This arrangement also means that all

commercial activities converge to the centre of the city causing congestion.

It is estimated that about 5.7 lakh passenger trips are generated each day within the urban

limits, with home-based trips (to & fro) constituting nearly 50%, followed by home-to-work

which is 23.2% and home to educational institutions factoring 19.5%.

1. Vision of KSRTC

KSRTC proposes to improve its capability in managing the entire public transport system in

Mysore more efficiently, safely and be more Commuter and environmental friendly. This can

be achieved by introducing real time communication interlinked with buses, passengers (in-

vehicle, bus stations and bus-stands) and KSRTC Management by implementing intelligent

transport system.

The core objectives include:

a) Providing effective, safe, environmental and commuter friendly solutions to

the travelling public who use KSRTC buses.

b) Track and monitor the movement of buses on real time basis to enable

communication of the arrival timings of buses at the bus stops through state of

the art GPS/GPRS technologies.

c) Inform commuters about the bus routes and arrival timings of buses at the bus

stops/terminals through LED Display systems.

d) Effective management through a Decision Support system by collecting,

collating and storing information on real time basis about the transport system

and its effectiveness using communication technology.

e) Instant access to information related to bus schedules, ETA, ETD, annunciating

bust stop names, fare details, etc at bus stops, bus terminals and within the

buses and through SMS, Internet and IVRS.

f) Issuing of Passes Daily, Weekly, Monthly for commuters and examine e-purse

facilities through Smart Cards for introduction later

g) Facilitate timely management of Incidents/Accidents

h) Establish meaningful instant two-way interaction facility between Driver – and

central control station.

i) Obtaining on-line real time information on bus operations and management

j) Effective monitoring of break downs and the related information

k) Effective diversion of traffic in case of emergency

l) Monitoring accidents and the related aspects

Page 18 of 152


18

B-3. Why Mysore City for the ITS project

Worldwide there have been significant efforts in the development of efficient, transparent

and environmental friendly public Transport solutions resulting in growth of economies and

transport.

In India we are just beginning to understand the need for ITS solution and we do not have a

working model which can be used for case study. KSRTC initiative will be one of the first in

the country. Hence this project has been undertaken as a pilot project to become a model /

case study for other projects.

There are challenges in implementing an effective and Intelligent Transport System –

a) Sustainable transport is not just a case of increasing the infrastructure

available; it is also a question of maximizing the use of existing infrastructure

and of maximizing the efficiency and interoperability of all transport assets.

b) Implementing ITS solutions gets more and more complex based on the size of

the transport network to be addressed and the size of the city and intricacies

of traffic conditions. Changing the traditional ground transportation scheme to

a fully automated and intelligent transportation network is a substantial

upgrade of the scheme. Apparently the main problems that are hampering this

upgrading to materialize are not just technological limits, but cultural,

conceptual, social, emotional, political and economical hurdles. The bigger

the city the more complex this becomes.

c) The cost of implementing ITS solution is primarily related to the size of the

city. Hence a smaller city with a smaller fleet of public transport is ideal for a

pilot project.

Considering these challenges, Mysore city offers us the best option for the following reasons:

It is easier to evaluate a project of smaller size city due to lesser complexities in the

project parameters. Other cities like Bangalore are very large in size with a lot of

limitations and will require networking with many agencies which will render the project

unviable for the time being. The cost of implementing ITS project in Bangalore will be

substantially higher. It is assumed to be wiser to implement a project at Mysore and learn

lessons coming out of the project successfully implemented.

Mysore is a tourist centre and needs to be a model city to provide international standard

facilities for local public transport. This will improve the inflow of tourist and also give a

good image of our state.

The city is a medium sized city thereby making the investments to be made for pilot

project affordable. The city is experiencing a high rate of growth in traffic density.

The city located in the southern part of Deccan Plateau is potent place, given its

historical background and a salubrious climate. KSRTC services in Mysore cater to the

population of the city which is over 2.2 million.

It is estimated that about 5.7 Lakhs passenger trips are generated each day within the

urban limits, with home-based trips (to & fro) constituting nearly 50% , followed by

Home-to-work which is 23.2% and home to educational institutions factoring in 19.5%.

Page 19 of 152


19

It is observed that the number of vehicles increased almost 25 times to 145,000 in 1996

from around 6,000 in 1970.

The total area for Mysore city as per MUDA is expected to increase from 9221 hectares

(2001) to 15,669 hectares by 2011, representing a significant increase of around 70 %.

There is a lot of other concurrent projects being undertaken /proposed for Mysore city in

terms of road up-gradation, new road networks, ring roads etc which will necessitate new

Public Transport Support thereby increasing the Transport network and schedules.

The funds available for the project will match the project cost for implementation in a

city of the size and infrastructure availability such as Mysore.

Mysore as location for ITS implementation “Enhancing the glory of Mysore, and enabling

it to forge ahead as the cultural, tourism, educational, and wellness hub” is the vision of

Mysore. The Principal Secretary, Department of Industries and Commerce, has said that

Mysore is all set to witness rapid industrialization with the Government sanctioning 55

medium- and large-scale industries, which will create 60,000 jobs over the next few

years.

The Government of Karnataka is promoting Mysore as an alternative destination for the

Information Technology (IT) industry and developing it as a counter magnet city to

Bangalore. As a result the city has become a new haven for the IT and Information

Technology Enabled Services (ITeS) industry and is poised to play bigger role in the

economy of the city. This is apparent from the fact that the software exports from the

city grew at 26.8% to reach Rs.392 crores, in the year 2005-06. As the divisional

headquarters of Mysore Division and as the Railway Junction, railways are the other

major employer in Mysore.

The Government has cleared 55 industries under the single-window agency scheme for

Mysore. This envisages an investment of Rs. 9,462 crores.

With the State Government marketing Mysore as a potential destination for investment in

the manufacturing and services sector, the Karnataka Industrial Area Development Board

(KIADB) is in the process of acquiring 3,872 acres of land to open 1,000 industrial units in

and around Mysore.

Besides, the 154 acres of land being acquired for the airport at Mandakalli near here,

KIADB is also acquiring 257 acres of land for a textile park at Kadakola, 658 acres of land

at Hootagalli, 500 acres of land at Anchya, besides 1,500 acres of land at Thandya in

Nanjangud.

Improvements in infrastructure, like doubling of Railway tracks, completion of the four

lane State-highway, the Bangalore - Mysore Infrastructure Corridor (BMIC) between

Mysore and Bangalore, up gradation and expansion of the Mysore Airport will bring

significant growth to the economy of Mysore. The congestion in Bangalore, as well as its

proximity, is having a ‘push effect’ on IT/ITeS industry to Mysore. The city’s share in the

State GDP at 7.09% (1996-97), has exhibited a marginal increase over the figure of 6.63 %

(1980- 81). However, with the IT companies establishing their bases in Mysore in the

recent years, the city’s share in the state GDP is expected to improve. The population of

Mysore, which was around 8 Lakhs in 2000, is projected to touch 25 Lakh by 2030.

Page 20 of 152


20

Learning from the examples of other cities where traffic congestion has been a major

factor, Mysore proposes to build on these learning, while the economy is poised to grow

significantly, through proactive planning and providing state of the art infrastructure that

would attract citizens to adopt the public transport system as the first choice of travel,

helping to reduce the use of personal vehicles commuting to work, pleasure, social visit,

or for commerce.

B-4. A backdrop of Mysore

B-4.1. General / Historical background

Cultural capital of Karnataka, Mysore is a majestic, mysterious and mesmerising city. It has

inherited all Indian traditions with modernity. Mysore has a number of historical and heritage

buildings.

Figure 1: Cultural capital of Karnataka - Mysore

The earliest mention of Mysore can be traced back to the days of King Ashok, back in time

around 245 B.C. However, it is only from the 10th Century that a proper and consistent line of

history of Mysore can be traced. History of Mysore points out that it was in 1399 A.D that the

Yadu dynasty came to power in Mysore. From the year 1761 to 1799 Mysore was ruled by

Hyder Ali and his son Tippu Sultan. Mysore remained the second most important city till the

death of Tippu Sultan. As Mysore went under the control of the Britishers, they placed a

Prince Krishnaraja Wodeyar on the throne of Mysore and Mysore was once again made the

capital in the year 1881. The city started to grow from time to time. Chamarajendra

Wodeyar was the next king who ruled for 13 long years.

The civic administration of the city is managed by the Mysore City Corporation, which was

established as a municipality in 1888 and later converted into a corporation in 1977. The

corporation oversees the engineering works, health, sanitation, water supply, administration

and taxation in the city. It is headed by a mayor who is assisted by commissioners and council

members. The city is divided into 65 wards and the council members (Corporations) are

elected by the citizens of Mysore every five years. The council members in turn elect the

mayor.

The growth and expansion of the city is managed by the Mysore Urban Development Authority

(MUDA), which is headed by a commissioner. Its activities include developing new layouts and

roads, town planning and land acquisition. One of the major projects recently undertaken by

MUDA is the creation of an Outer Ring Road in Mysore, which is expected to ease traffic

congestion.

1. Location, Climate, physical setting, regional l inkages

Page 21 of 152


21

Mysore city is geographically located between 12° 18'' 26 North Latitude and 76° 38' 59'' East

Longitude. It is located at an altitude of 2,427 feet. It encompasses an area of 6,268 sq. km.

It enjoys a pleasant climate, the temperature varying between 19º C and 30º C. The weather

of Mysore is pleasant throughout the year. As Mysore city is located in the tropics, it enjoys a

moderate climate.

Mysore city is located in the southern part of the Deccan Plateau. It is a beautiful land

bordered by luxuriant forests. It is located 140 Kms from the city of gardens, Bangalore.

Mysore is an important railway junction for the district. It is connected to Bangalore, which

lies to its northeast via Mandya, the rail junction at Hassan is situated to the northwest, and

Chamarajanagar via Nanjangud to the southeast. Infrastructure of Mysore comprises of a wide

gamut of civic amenities such as sanitation, solid waste management, water supply as well as

transport network. The governing authorities of Mysore are taking major initiatives to further

develop the state of infrastructural facilities in the city.

Bangalore is the nearest airport of Mysore. Mandakalli is the proposed place where the

airport with two runways is to be built in Mysore. As per the government declaration, the

airport of Mysore will start functioning by the year 2009. The road infrastructure of Mysore is

quite developed and links the place with Bangalore. Since Bangalore is one of the popular and

easily reachable cities of India one can conveniently reach Mysore. The frequency of buses

that ply from Bangalore to Mysore is quite good and tourists can also enjoy the scenic

pleasures of the surroundings while taking a bus ride.

The railway infrastructure of Mysore provides regular train services from Bangalore to the

place and vice versa. The closest airport to Mysore is in Bangalore which is at a distance of

around 140 km. In recent times Mysore has been transformed into a pioneer of wireless

communication technology through the Wi-Fi system. Today, not only tourists but also IT

professionals visit Mysore in large numbers. The advent of Wi-Fi in Mysore has literally

transformed the city into one of the advanced IT zones of the world. As a result of the Wi-Fi

revolution in Mysore, the city gained a complete infrastructure of wireless communication

system. A company called WiFi Net installed three towers in Mysore city with a total

investment of 60 Lakhs. This in turn led to the activation of the wireless process in Mysore.

Ever since the Wi-Fi technology came into Mysore various corporate organizations and

individuals are opting for its facilities. There is no denying the fact that Wi-Fi in Mysore has

provided a major boost to the complete IT industry of Karnataka as a whole.

2. Demographic and socio economic profile:

The total population of Mysore is about 2.28 million. There are people from various cultural

backgrounds gathering in the city due to the recent development of flourishing IT industry.

Thus the population of Mysore is a combination of traditional locals and modern tech savvy

youth gathering here for work from different corners of India. Most commonly, the people of

Mysore speak both Kannada and English. Tamil and Hindi are the other two popular languages

in Mysore.

The Population of Mysore city comprises of 7.8 lakh urbanites. One of the prominent cities of

Karnataka, Mysore is a burgeoning industrial center and tourism hub of South India. Mysore

has a total male population of 399,904 and female population of 385,896 as per the census

data of 2001. The gender ratio of Mysore is 965 females per 1000 males. The urban

Page 22 of 152


22

population of Mysore comprises of mostly literates who are engaged in important government

and private commercial establishments and administrative offices.

The population density of Mysore is 6223.55 persons per square kilometre. The literacy rate

of the city is 82.8%, which is much higher than the state's average of 67%. Nineteen percent

of the population in Mysore live below the poverty line and 8.95% of the population live in

slums. Though 35.7% of the population living in urban areas of Karnataka are workers, only

33.3% of the population in Mysore city belong to the working class. People belonging to

Scheduled Castes and Scheduled tribes contribute to 15.1% of the population.

Mysore city is with all the modern infrastructural amenities, and it offers several

opportunities to the people to earn their livelihood. The city of Mysore is sub divided into

Mysore South and Mysore North for the convenience of administration. Being an important

industrial centre of the state of Karnataka, Mysore attracts several people from other states

for employment thus increasing the population of the city.

3. Growth, economy, spatial structure and trends

Traditionally, Mysore has been home to industries such as weaving, sandalwood carving,

bronze work and production of lime and salt. The planned industrial growth of the city was

first envisaged in the Mysore economic conference, held in 1911. This led to the

establishment of industries such as the Mysore Sandalwood Oil Factory in 1917 and the Sri

Krishnarajendra Mills in 1920.

In a survey conducted by Business Today in 2001, the business arm of India Today, Mysore was

ranked as the 5th best city in India for business. Mysore has emerged as the hub of tourism

industry in Karnataka, attracting about 2.5 million tourists in 2006. For the industrial

development of the city, the Karnataka Industrial Areas Development Board (KIADB) has

established four industrial areas in and around Mysore, located in Belagola, Belawadi, Hebbal

(Electronic City) and Hootagalli areas. The major industries in Mysore include BEML, J. K.

Tyres, Wipro, Falcon Tyres, L & T and Infosys.

Since 2003, information technology companies have been creating bases in Mysore, with the

city contributing Rs. 760 crores (US$190 million) to Karnataka's Rs. 48,700 crores

($12.175 billion) IT exports in the financial year 2006–2007. Infosys has established one of the

largest technical training centres in the world and Wipro has established its Global Service

Management Center (GSMC) at Mysore. Non-IT related services have been outsourced from

other countries to companies in Mysore.

B-4.2. Operational Characteristics of KSRTC in Mysore City

As on 31st March 2008, KSRTC operated 237 schedules under the city services with a fleet

strength of 258. The city services were running with a load factor of 72.8% and 555,475

effective kilometres per day.

1. Bus Network Density

KSRTC operates about 4217 trips through 282 schedules from 2 depots on 185 routes making

around 1.79 lakh passenger trips per day. The total number of bus stops in the city is about

484. The average revenue per passenger is about Rs. 8.20 through a fare of 34.76 paise per

Page 23 of 152


23

kilometre and an average distance of 8.38 kilometres per passenger. The average waiting at

the bus stops is found to be around 15 minutes.

2. Activit ies involved and role of agencies in Bus Transport in Mysore

The main activities involved in transport management and the role of various agencies is

presented in the table below:

Table 4: Activities and Roles in bus transport at Mysore

Roles MCC MUDA PWD KSRTC Mysore Police

CHESCOM, KUWSDS

Transport Planning �

Road Construction � � �

Road Maintenance � � �

Traffic Enforcement �

Traffic Devices – Signs, Signals, etc. � �

Parking �

Road Safety � �

Bus Operations, including route planning �

Utilities �

3. Ward-wise Population Details

The entire city of Mysore has been sub-divided into 65 Municipal Wards for the purpose of

municipal functions. According to the 2001 Census, a population of 757,379 resides in the 65

wards of Mysore city under the Municipal Corporation limits. The DPR for BRTS in Mysore City

prepared by RITES in 2008 identifies four important corridors for public transport services.

Two corridors cut across the city in the North-South direction and two in the East-West

direction. These four corridors pass through 38 wards of the 65 wards in the city catering to

around 57.56% of the total population. A list of the wards that the individual corridors cater

to is given below.

Table 5: Ward Numbers & Corridors in Mysore

Corridor Ward Numbers

C1 56, 57, 58, 63, 62, 64, 65, 1, 2, 36, 19, 20, 23, 24

C2 12, 11, 5, 4, 1, 36, 37, 41, 42, 44, 45, 35

C3 22, 24, 23, 20, 19, 36, 2, 1, 64, 37, 41, 51, 61, 52, 54, 53

C4 45, 46, 44, 42, 41, 37, 1, 2, 3, 6, 7, 9, 10, 11, 12, 13, 14

B-4.3. Current Transport Scenario in Mysore

Mysore City road traffic is heterogeneous in character. It is a mixture of fast moving motor

traffic and extremely slow traffic such as animal drawn vehicles. Motor traffic consists of

mainly cars, light vans, light commercial vehicles, jeeps, different kinds of mopeds, scooters

and motor cycles, different kinds of commercial vehicles, buses, auto rickshaws etc. In

addition to these, there are a considerable percentage of cycles plying on the city roads.

Pedestrian traffic is found to be very heavy in the CBD areas of the city due to high

commercial activities and tourist movement. The wide variety of traffic units with their

great disparity of size and speed creates a number of problems viz., delay, congestion,

accidents and areas of conflict.

Page 24 of 152


24

Due to the mixing up of different classes of vehicles, the journey speed is considerably

reduced and the capacity of the roads is adversely affected and severe congestion has been

found to be occurring

frequently in the CBD

area. Constant

stoppages,

acceleration and

deceleration and

movement in low

gears increase

operational costs and

wear and tear of

vehicles. The

conflict, confusion

and irritation caused

by mixed traffic also

results in accidents.

The number of motor

vehicles has

increased by about 25 times in the Mysore City between 1970 and 1996. The road carrying

capacity in older parts of the city however has remained the same while the quantum of

traffic has increased significantly.

The total number of vehicles, which was about 6000 in 1970, increased to 1.45 lakhs in 1996

and the current vehicle population is 3.55 lakhs. The number of vehicles registered in Mysore

up to 30.11.2006 is 3.55 lakhs of which 2.86 lakhs is 2-wheelers constituting 80.56% of the

total vehicle population. Based on the vehicle growth during the last few years, it is observed

that the vehicle growth in Mysore city is about 8 to 9% p.a.

Table 6: Vehicular growth in Mysore

Types of vehicles 1986 1989 1996 2006

4-wheeler 4,829 57 17 11,291 3,2431

2-wheeler 45,125 68,060 1283,36 28,6079

Truck 2,145 2310 3,712 5,937

Bus 1021 1318 1,955 2,693

Total 53,120 77,405 1442,94 355,014

It may be observed that 22% of trips are performed by two-wheelers followed by 33% by walk.

IPT and Cycles too have considerable share as nearly 14% and 17% of the trips are performed

by these modes respectively. The share of trips performed by public transport is 13%, which

can still be increased, as the portion of walk and two-wheeler trips is high.

1. Average Trip Length

Trip pattern of the urban area residents reveals a considerable proportion 33% of the overall

trips made within study area to be walk trips. Average trip length works out to be 3.36 km.

per capita trip rate. The average trip length of individual modes of transport is given in the

following table.

Figure 2: Modal distribution of road users

Page 25 of 152


25

Table 7: Average Trip length of vehicles

Mode Average Trip Length(km)

2 Wheeler 3.7

Car 6

Bus 4.5

Cycle & Other 1.9

Walk 0.7

2. Modal Shift

Significant modal shift is needed to deliver national and international sustainable

development aims for a strong economy, an inclusive society and a clean environment.

A modal shift occurs when one mode has a comparative advantage in a similar market over

the other. Comparative advantages can take various forms, such as costs, capacity, time,

flexibility and reliability.

A significant trend amongst many urban road users is a willingness to use the public transport

in the face of increasing traffic congestion and increasing ‘road-rage’ behaviour on the roads.

With the spiralling crude prices in the international market and the rising cost of fuel, many

would shift to the public transport on cost considerations. For some, time is of the essence

and a modal shift will occur only if the new mode offers time improvements, while for others

it is mostly a matter of costs.

KSRTC aims to bring about this modal shift in the city of Mysore by improving the perceived

image of KSRTC services. The current project aims to improve the reliability of KSRTC city

services through effective Travel Demand Management measures and Emergency Management

System and reduction in the waiting time of its passengers.

Therefore given the critical success factors of availability, reliability, accessibility, security,

low costs and comfort (acceptance), the increase in the use of public transport is definite to

occur. ITS with its state-of-art technology and convergence of different technologies such as

the network, GPS, display systems and Information systems will contribute to meeting the

critical success factors in the Intelligent Transport system.

3. Stated Preference Survey

The consultants conducted a survey on the 04th July 2008 to assess the impact and predict

the modal shift to public transport system after the introduction of Real Time Passenger

Information Systems through Intelligent Transportation Systems. The survey format is given in

Annex 1.

It is very interesting to note that from the stated preference survey conducted by the

consultants, it has been found that almost 89% of the sample population is willing to shift to

public transport provided KSRTC operates reliable services through the introduction of ITS.

Table 8: Extent of willingness to shift to public transport

Mode of Transport Sample

size Willingness

to shift % Share

Cars 160 150 93.75

3 Wheeler 110 110 100.00

Page 26 of 152


26

Mode of Transport Sample

size Willingness

to shift % Share

2 Wheeler 1290 1160 89.92

Cycle 300 240 80.00

Total 1860 1660 -

% of Total Sample 1000 89.25 -

Though this is the perceived opinion of the general public, the proportion of people actually

shifting to public transport could be much lesser in reality. On having focus group discussion

with the experts in the public transport domain it was concluded that the modal shift would

be to the tune of 30% for cars, 50% for 3 wheelers, 10% for cycles and 70% for 2 wheelers.

This actually translates to 24.4% of the users of other modes of transport shifting to the

use of buses. At a conservative year on year growth of 10%, this could reach 35% in the

next five years.

B-4.4. Stakeholder analysis

An Intelligent Transport System must meet the different needs of stakeholders to increase

their patronage towards the public transport system. The system must meet the essential

criteria such as: (a) Availability; (b) Accessibility; (c) Assessment; and (d) Acceptance to

assure KSRTC the acceptance of ITS system by different stakeholders.

The key stakeholders are the travelling public, the operative staff of KSRTC involved in

efficiently running the buses as per schedule with well maintained buses and meeting the

quality of international standards, the management of KSRTC and various eco-system partners

such as suppliers of various resources and components required for efficient running of the

KSRTC services, insurance companies, environmentalists and other transport users in the city

as two-wheeler / four wheeler users etc.

Amongst the citizens, special provisions must be made for the physically challenged, senior

persons, women and children who may have difficulties in accessing the services of KSRTC

easily.

The range of interventions to meet the stakeholders’ expectations could cover:

Redesigning bus stops on-line display of bus arrivals

Creation of suitable infrastructure at bus stops and bus stations for on-line real-time

passenger information system.

Fitment of onward electronic devices in the bus to support GPS and GPRS/GSM systems.

Special seat allocation for old-aged, physically challenged, women and children and

prioritizing their entry into and Exit from the buses before others.

Instant access to real time update of the status of the bus schedules.

Electronic ticket sale machine and fare collection system.

Analytical data (both video and text based) for the top management to support effective

management of the services of KSRTC.

Real time communication with the drivers for incident / emergency management.

Page 27 of 152


27

Schedule and bus stop announcements through visual displays and voice based.

1. Travelers at the bus stops / stations

Information availability on Bus routes (Bus Numbers: Starting – Destination Point – enroute

stops), Schedule of the buses – ETA / ETD, Seat availability, approximate travel time in at

least two languages – English and Kannada , point to point bus fares, types of buses – AC /

Non-AC / Non-stop routes etc; accessibility to such information should be both visual and

audio enabled.

Redesigning bus stops for easy boarding at the bus stops (such as elevated bus stops,

where the floor of the bus stand is at the same level as the entrance to the bus).

2. In-vehicle services for Passengers

In-vehicle announcements through visual displays and audio system regarding next bus

stop arrival and other related information.

Special seat allocation for old-aged, physically challenged, women and children and

prioritizing their entry into and exit from the buses before others.

3. Vehicle Drivers

Two-way communication system between the driver and central control station for

emergency /incident management.

Passenger announcement system inside the bus.

Vehicle Information System to keep the drivers informed of the quality of various

components and timely servicing / repairs of the vehicle components.

4. Operational Managers

Facilitate operation managers to manage the entire fleet operations more efficiently

through on-line remote access to vehicle positions, speed, breakdown, accident/

incident, etc

Preparation of standard reports and charts to support all level of management in decision

making.

Two-way communication facility for instant contact with drivers in case of emergency

incident /accident management/ diversions / traffic jams and warning of any traffic

violations in real-time.

Instant access to information such as: missed trips, late trips on different routes, break

downs and its duration, vehicles offline, accidents – types, impact, losses etc, route-wise

stop times for different trips at bus stops, average speed point to point, travel time

analysis, improper stops at bus stops, driver behavior, deviation in routes, speed

violations, at different locations and at different points of time

5. KSTRC Management

Analytical data (video, text and numerical data) for the top management to support

effective management of the services of KSRTC

Cater to requirements of dynamic and context based specific reports graphs and charts

and other standard Management Information System reports to give a snapshot view to

the KSRTC management on daily, monthly, quarterly, half-yearly and yearly performance.

6. Eco-system partners

Page 28 of 152


28

Recorded / immediate access to information on various incidents and accidents to

process insurance claims on buses / passengers; keeping track of the extent of pollution

caused by KSRTC buses and initiate action on progressively bringing in less polluting fuel

into the system; encouragement of two wheelers and car users to start using the public

transport system to bring down traffic congestion and to keep the environment green and

healthy

B-4.5. Existing urban transportation scenario and facilities available in

the use of urban transport – issues & challenges

a) Existing Scenario

The road pattern in Mysore is a combination of radial and grid pattern with arterial roads

originating from the city centre. The Palace is the focal point from where the roads run

radially leading to outer areas of the city. State Highways 17, 33, 86 & 88 pass through the

city.

(1) SH-17 connects Mysore to Bangalore

(2) SH-33 to Manantavady

(3) SH-86 to Bangalore via Kanakapura

(4) SH-88 to Bantwal

In addition to these, the city has a number of arterial roads (within the jurisdiction of Mysore

City Corporation (MCC), Mysore Urban Development Authority (MUDA) and Public Works

Department (PWD)).

The main radial roads, which originate from the Palace, are Hunsur Road, KRS Road,

Bangalore Road, Mahadevapura Road, Bannur Road, Ooty Road, H.D. Kote Road and Bogadi

Road. The other major roads in Mysore include:

Table 9: Major Roads in Mysore

M.G. Road Dhanvantari Road Mirza Road

Vani Vilas Road Ramanuja Road Radhakrishna Avenue

Jhansi Rani Lakshmi Bai Road

(JLB)

Sayyaji Rao Road Seshadri Iyer Road

Chamaraja Double Road Ashoka Road Ramavilas Road

Devaraja Urs Road New Sayyaji Rao Road Adichunchanagiri Road

Kantharaja Urs Road Irwin Road Sawday Road

Lokaranjan Mahal Road Karanki Tank Bund Road Lalith Mahal Road

Maharana Pratap Simhaji

Road

Dr. B.R. Ambedkar Road Chamundi Hill Road

T. Narasipura Road Race Course Road Madhavachari Road

Vinoba Road A.V. Road

In addition to the above roads, Outer Ring Road (ORR) on the periphery of the city has been

constructed by MUDA. At present, 42 Kms of the ORR has been completed and the balance

length of road connecting Bannur Road to H.D.Kote Road is yet to be taken up.

Page 29 of 152


29

Details about the existing features of some of the important roads are highlighted in the

subsequent paragraphs:

b) Hunsur Road

This is one of the major radial roads located on the North-West side of the city. The road is

mainly undivided carriageway. The carriageway width varies from 7m at intersection of ORR

to 9m at CFTRI. The land use is mainly commercial with some stretches being residential. The

terrain is mostly flat and at some location, it is rolling. There are no service roads along this

stretch. Footpaths are not available. Hunsur road intersects ORR near Vijayanagar area,

which is at present four lane divided carriageway. The road from intersection of ORR extends

up to CFTRI campus near Jaladarshini. Along this entire stretch, there are two major

junctions’ viz., Paduvarahalli Junction and Hunsur Road – Temple Road Junction. Near

Paduvarahalli Junction, Manasagangotri campus is located Kukkarahalli Tank.

c) Bannur Road

Bannur Road is one of the main arterial roads of Mysore city which is an undivided

carriageway. The carriageway width varies from 4.5 m to 9.3 m. The land use is mainly

commercial. Bannur Road intersects ORR near Alanahalli layout. Beyond ORR towards Bannur

side, Vidya Vikas Engineering College is located. Towards the city from intersection of ORR

and Bannur Road, Teresian College is located near Siddartha Layout. Beyond Siddartha

Layout, T. Narasipura Road extends up to Nazarbad Circle and reaches Hardinge Circle via

Nazarbad Road. The carriageway width between T. Narasipura Road and Nazarbad Road

varies between 5.5m and 9m. Karanji Tank is located near Siddartha Layout adjacent to T.

Narasipura Road. Footpath is unpaved. From the intersection with ORR, there is one major

junction viz., Nazarbad Circle; Nazarbad to Hardinge Circle, the road is one way.

d) K R S Road

This is an arterial cum radial road of Mysore city which connects the city to KRS dam. The

road is two lane undivided carriageway, with varying carriageway width. The land use is a

combination of residential and government offices/buildings. The road is not characterized

with the presence of footpath. KRS Road intersects ORR near Meatball. The existing road

width is proposed to be widened to 30m. The road intersects the railway line (going towards

Arasikere at grade.

e) Bangalore Road

This is an important radial road of Mysore city attracting heavy traffic, both personalized,

buses a well as HTVs. The road is two lane undivided carriageway.

Footpath is partly paved and partly unpaved. The land use is semi commercial and partly

residential. The New Bangalore – Mysore Road insects the old Bangalore – Mysore road near

old check post junction, from where there is the deviation of Bangalore road. Beyond old

check post junction, the road towards the city is characterized by the presence of two

junctions, viz., Millennium circle and Tippu circle.

f) Mahadevapura Road

Page 30 of 152


30

The road is a main arterial road, which is four lane-divided carriageways. Footpath is about

1m and is unpaved. The land use along the road is either residential or commercial on one

side while on other side, it is open space / Agricultural land. The road intersects ORR near

Sathgally II stage. Along this road, near K.N. Pura, Udayagiri Circle exists. The road is

proposed to be widened to 30m.

This road connects Mysore city to the famous pilgrimage Town centre of Nanjangud. The road

is a two lane undivided carriageway. The land use is residential up to city limits and beyond

that, it is open and agricultural land.

Footpath is unpaved and width of footpath is only 0.9m. On one side of the road, beyond JSS

College, Sri Ganapathi Sachidananda Ashram is located, which attracts tourist population.

The road is undivided two-lane. The land use around this road is either residential or

commercial.

The road runs almost parallel to the Mysore – Chamarajanagar meter gauge railway line up to

certain distance and near Nachanahalli Palya the railway line passes over the road.

CSTRI campus is located near Srirampuram village on the outskirts of the city and close to

ORR.

B-4.6. User demand forecast

A survey by Transport Operation Planning and Informatics Centre, Bangalore has the following

findings on Mysore city travel characteristics:

a) The vehicular and passenger traffic volumes are very heavy on the following

roads during peak hours:

(1) Visweswaraya circle in Sayyaji Road

(2) Corporation Circle in Sayyaji Road

(3) Srinivasa Circle in Mananthody Road

b) About 25% of households have no vehicles, 28% cycles, 48% have two wheelers

and cars are limited to 4%.

c) The mobility of household members increased with the ownership of motorized

vehicles. The household trip rates increased to 9.4 per day among the

households which have all the three modes of transport.

d) The per capita trip per day

Table 10: Percapita trip per day

Age group (yrs) Up to 15 15-24 24-58 Above 58

Males 1.53 1.66 1.87 0.87

Females 1.48 0.81 0.36 0.09

e) It is estimated that about 5.7 Lakh passenger trips are generated each day

within urban limits.

f) Nature of trips:

Table 11: Nature of trips

Home to work 23.2%

Home to Educational institutions 19.5%

Home to Shopping 2%

Page 31 of 152


31

Home based trips – to & fro 49.9%

Non-home based trips 5.4%

g) Survey indicates that 21.72% of intercity trips are conducted by motorized two

wheelers followed by 16.42% by cycle and other slow vehicle owners and

12.72% by bus. Intercity passenger trips indicate nearly two thirds of travellers

on a work trip, while tourist and recreation trips constitute 12%. Nearly 36,

000 tourists travel in and out of the city each day.

Figure 3: Population details - Mysore Dist 2001 census

KSRTC has conducted various kinds of study and surveys to determine the demand for existing

facilities and forecast the likely demand in future. The table below illustrates the operational

performance of KSRTC in Mysore City during 2004-08.

Table 12: Operational performance of KSRTC during 2004-08

Sl No Factors 2004-05 2005-06 2006-07 2007-08 Upto

Jun-08

%

increase

1 Schedules 211 216 232 237 249 18.01

2 Fleet held 219 223 254 258 278 26.94

3 Effective Kilometers/Day 51643 52687 53974 55475 69327 34.24

4 Load Factor(%) 69.1 69.5 70.4 72.8 81 17.22

5 Traffic Revenue (In lakhs) 8.13 8.45 9.14 9.56 14.94 83.76

6 Total Cost (In lakhs) 9.7 9.92 10.2 10.55 13.3 37.11

7 Margin on Gross Revenue (In

lakhs)

-1.37 -1.27 -0.21 0.7 11.3 -924.82

8 EPKM on Traffic Revenue (In

Ps)

1586.6 1603.8 1693.4 1723.3 2155 35.83

9 EPKM on Gross Revenue (In Ps) 1625.6 1634.2 1850.9 2027.9 2201.2 35.41

10 CPKM (In Ps) 1878.3 1882.3 1890 1901.1 1918.4 2.13

Page 32 of 152


32

Sl No Factors 2004-05 2005-06 2006-07 2007-08 Upto

Jun-08

%

increase

11 Average Carrying Capacity 63 63 63 63 63 0.00

12 Average Seating Capacity 43 43 43 43 43 0.00

The table below illustrates the data as on 2008 and the likely demand in 2011:

Table 13: User demand forecast - 2011

User Demand Particulars Existing-2008

Future-2011

Assumptions/ Comments

Land Use(in Hectares) 9,221 15,670

Total Land Area 128.42 km² Current Population of Mysore city (In Lakhs) 9.13 lakhs

9.63 lakhs

Based on growth rate of 20.5% observed during 1991 to 2001

City Depot / Terminals 2 3 Bus Schedules 237 267 Based on trend observed during 2004-08

data Distance Operated per Day (In Km) 55,475 62,595 Assuming similar vehicle utilization

observed in 2007-08 Total Trips Per Day 4,217 4,751 Trip per day is 17.71 times the Bus

schedules in 2008 data. Same is applied to 2011

No. of passengers carried per day 179,000 361,260 Based on estimated passenger kilometers in 2011 and passenger lead at par with 2007-08 i.e. 8.38 kms

Average Load Factor (%) 72.8 76.8 Based on annual growth rate observed during 2004-08 i.e. 1.78%

Number of Bus Stops 484 521 Growth rate 2001-2008 2.5 per annum

Number of Bus Depots 2 3 Around 100 buses/depot

Statistics on vehicular growth

The time series data from 1986 to 2006 for Mysore city on various categories of vehicle is

given in the Table below:

Table 14: Growth projection of vehicle population in Mysore by 2011

Type of vehicles

1986 1989 1996 2006

Composition of Vehicles- 2006

% of Increase in Vehicle Population between 1996-2006

Average growth per year

Expected population of vehicles in 2011

4-wheeler 4,829 5,717 11,291 32,431 9.85% 187.23 19 77,392

2-wheeler 2,602 8,219 128,336 286,079 86.92% 122.91 12 504,169

Truck 866 1,161 3,712 5,937 1.80% 59.94 6 7,945

Bus 499 651 955 2,693 0.82% 181.99 18 6,161

Total 10,782 15,748 146,290 329,146 99.39% 125.00 12 595,667

An approximate estimate of the likely number of vehicles in 2011 has been calculated in the

above table on the basis of the incremental average growth for different categories of

vehicles between 1996 & 2006.

Page 33 of 152


33

Based on this calculation, the total vehicles plying on the roads of Mysore is around six lakhs.

However this figure may be controlled by improving public transport system and attracting

private vehicle users to embrace public transport.

Future plans for Roads

Road and related infrastructure (including storm water drainage) include the following

components:

Artery Roads, Rings Roads and other important roads,

Foot-paths,

Street lighting,

Traffic management, including signaling.

A feasibility study would be conducted on MRTS, Metro, and extension of chord surface rail

for commuters travelling within the city. The study would also include feasibility of providing

MRTS/Metro along the alignment of Peripheral road, outer ring road and radial roads. MCC/

MUDA have identified corridors for road improvement along with related infrastructure.

These corridors and the remaining roads would be improved in coordination with other utility

operators to provide comfortable pedestrian and vehicular movement. The proposed

activities include the following:

Completion and expansion of ring road in phases:

Completing the two lanes, expansion to four lanes, and more

As the City grows in the Vision horizon, more outer rings may need to be developed

Strengthening/ improvement of the roads including resurfacing

Maintaining the roads and related infrastructure to prescribed standards

Construction and/or widening of road bridges/ culverts etc

Construction and maintenance of radial roads & inner ring road

Construction and maintenance of footpaths

Construction and maintenance of storm water drains

Maintenance (erection of streetlights as required) of street lights to prescribed

specifications

Junction improvements and installation of road markings and signage Provision of vehicle

parking facilities at bus stand and railway station and provision for auto stands etc.

MCC/ MUDA would endeavor to:

Select the road stretches for prioritization on a clear basis, and focus on a life-cycle

maintenance, rather than mere expansion/ repair;

Cause minimum delay or inconvenience to users of the road facility;

Ensure that all roads are maintained to the prescribed standards;

Ensure that drains, lane marking, street lighting, and signage are maintained at

prescribed standards;

Page 34 of 152


34

While most of the financing of the capital and recurring expenses are proposed to be met

out of city or government agency budgets and grants, the activities would be

implemented, where feasible, with private sector participation. The modes of

implementation could be in various formats, but would focus on asset maintenance over

the life-cycle.

B-4.7. Integrated urban land use and transport planning

1. Mysore City Urban Land Use

The total area for Mysore city as per MUDA has shown an increase to 9221 hectares in 2001

from 7569 hectares in 1995, representing a growth of 22%. As per MUDA, the total area is

further expected to increase to 15669 hectares by 2011, representing a significant increase of

around 70 % over the total area in 2001. The city’s growth in the recent years has been

skewed towards southern Mysore i.e the industrial areas located in Nanjangud. MUDA/ private

developers have developed new layouts in the areas of Vijayanagar and J.P. Nagar. Besides,

the residential layouts, private developers also have lined up an array of proposals to develop

malls, convention centres and golf course. MUDA has also proposed to develop few

residential layouts in the north east part of Mysore towards Bannur / T.Narsipura like Shastri

Nagar. The following table illustrates the land use pattern of Mysore city from 1995 to 2011:

Table 15: Land use pattern in Mysore

Category 1995 2001 2011

Area in Hectares

% Area Area in Hectares

% Area Area in Hectares

% Area

Residential 3,057.30 40.4 2,849.91 39.9 6,097.87 43.45

Commercial 182.23 2.41 215.95 3.02 344.07 2.45

Industrial 1,021.01 13.4 962.61 13.48 1855.05 13.22

Parks & Open Spaces 415.77 5.49 981.7 13.74 1055.05 7.52

Public & Semi-public 856.45 11.32 639.69 8.96 1,180.78 8.41

Traffic & Transportation 1,530.73 20.22 1,150.27 16.1 2,380.56 16.96

Public Utility 285.34 3.73 36.48 0.51 43.35 0.31

Water Sheet 182.68 2.41 143.99 2.02 178.95 1.27

Agricultural 285.34 3.73 162.33 2.27 898.99 6.41

Nehru Loka 2,078.14 1,634.82 -

Total 7,568.77 100 9,221.07 100 15,669.49 100

Page 35 of 152


35

The total area demarcated for parks, open spaces and Nehru Loka (green spaces) is expected

to decrease marginally to 2690 hectares (2011) as per the proposed land use pattern for the

year 2011. Currently, this is around 3060 hectares (2001). The area allocated to Nehru Loka

is expected to help preserve the green spaces around the Chamundi Hills area. The total area

demarcated for residential purpose is expected to increase as new residential layouts are

coming up. The residential area is estimated to be 6098 hectares in the proposed land use

pattern for 2011. This would represent an increase of almost 114% over the area of 2850

hectares in the land use

pattern for 2001.

The percentage of land for

agricultural purpose is also

expected to increase from

2.27% (162 hectares) in

2001 to 6.41% (899

hectares) in 2011.

However, the percentage

of area for commercial,

industrial and

traffic/transportation

purpose has not varied

over the three periods, as

illustrated in the land use

table above.

Figure 4: Mysore Road map

Figure 5: Mysore City Wards as of 2007

Page 36 of 152


36

2. Transport Planning integrating land use

a) Introduction

There is a need to clearly define transportation policy for a city, especially one which has

been showing tremendous increase in its population as well as vehicle growth. The

conventional way of dealing with transportation problems will have to be dispensed and a

comprehensive policy is required to frame a vision. The catastrophic failures of transport

policies on many fronts have led the cities to revolutionalise their current positions and adopt

radically new policies.

This re-orientation in thinking has not gained momentum in India while the same is being duly

advocated abroad by traffic and transportation planners, with spectacular results. Hence,

there is a need to formulate “TRANSPORTATION POLICY” for Mysore to ensure an effective

and efficient transportation system in the city.

b) Need

Over the next few years, Mysore city which has been a centre of tourist attraction is likely to

develop into a major IT hub of the State. With such growth and development of the city,

Mysoreans should be able to enjoy a good quality of life. Towards this end, the city should be

planned and the challenges and problems faces the city should be met with utmost care.

Although, some measures have been initiated by MUDA with the construction of Outer Ring

Road (ORR) in the city, there is a need to provide more road infrastructure facilities. The

time is now ripe for planners to become visionaries. The ideas or proposals should not be

brushed aside as invalid or impractical. There will be many obstacles and difficulties - fiscal,

political and practical but instead of excuses, the planners need to face reality and become

Figure 6: Mysore City Land use map 2011

Page 37 of 152


37

more solution centred. This may lead to making decisions which may not be acceptable

initially.

Planners and decision makers of the city must ensure that the public do not spend hours in

traffic snarls. It is necessary to preserve the heritage, culture, history and landmarks of the

city. The science of traffic and transportation underlies social, economic and environmental

issues concerning every citizen. The vision for the city is directly related to the issue of

mobility and the manner in which it is addressed.

c) Problem Identification

The most visible problems Mysore faces are:

(1) Congestion, with ever increasing commuting times and delay

(2) Degraded air quality which threatens the health of citizens

(3) Lack of proper parking facilities

(4) Lack of proper pedestrian facilities to ensure safety of pedestrians

This has happened due to the lack of efficient public transport system in the city. The

increase in vehicle population has also given rise to high accident rate in the city. It is thus

clearly evident that the ever increasing number of vehicles not only accelerates pollution but

also leads to increased frustration and traffic violations by the road users.

d) Framework for Solution

For urban areas to be able to support the required level of economic activity, facilities must

be provided for easy and sustainable flow of goods and people. Unfortunately, such a flow of

goods and people has been facing several problems, most prominent among them being:

(1) Billions of man hours lost with people struck in traffic. The primary reason for this being the explosive growth of vehicular traffic coupled with limitation on road space availability.

(2) Cost of travel has increased considerably. This is largely because of the use of non-motorized vehicles like cycles and walking has become extremely risky as these modes have to share the same ROW with motorized vehicles.

(3) Travel in city has become risky with more accidents.

(4) Rapid motor vehicle growth has led to severe air pollution, adversely affecting the health of people and quality of life.

Unless the above problems are tackled in the right earnest, poor mobility can become a

major dampener to the economic growth and deteriorate the quality of life. Thus, a policy is

needed to deal with this rapidly growing problem and also offer a clear direction and

framework for future action.

Thus, the vision of the Transportation Policy should be able to make the city liveable and

enable them to become the “ENGINES OF ECONOMIC GROWTH” allowing our cities to evolve

into an urban form that is best suited for the unique geography and support the main social

and economic activities that take place in the city.

e) Objectives of Transport Policy

Page 38 of 152


38

The objective of transport policy is to ensure safe, affordable, quick, comfortable, reliable

and sustainable access for the growing number of city residents to jobs, education,

recreation and other needs within the city. This is to be achieved by:

(1) Incorporating urban transportation as an important parameter at the planning stage

(2) Encouraging integrated land use and transport planning so that travel distances are minimized.

(3) Bringing about an equitable allocation of road space with people and vehicles, as its main focus

(4) Investing in transport systems that encourage greater use of public transport and non-motorized vehicles rather than personalized motor vehicles

(5) Establishing regulatory mechanism to allow a level playing field for all operators of transport services

(6) Introducing Intelligent Transport System for traffic management and increasing effectiveness of regulatory and enforcement mechanisms

(7) Addressing concern for road safety and reducing pollution levels through changes in travelling practices, better enforcement, stricter norms, technological improvements etc.

(8) Promoting use of cleaner technologies

(9) Associating private sector in activities where their strengths can be tapped beneficially

Thus, the responsibility for management of urban areas and urban transport rests with the

State Government. The transport policies to be formulated being compliant with the National

Urban Transport Policy (NUTP).

f) Realizing Policy Objectives

The objectives of the transport policy should be achieved through multi-pronged approach.

This can be achieved by:

(1) Integrating land use and transport planning

(2) Equitable allocation of road space

(3) Priority to use of public transport

(4) Priority to non-motorized transport

(5) Discouraging use of personalized motor vehicles

(6) Providing parking facilities

(7) Providing facilities for freight traffic

(8) Coordinating planning and management of city transport

(9) Using cleaner technologies

(10) Innovative financing mechanism using land as a resource

(11) Association of private sector

(12) Creating public awareness and co-operation

g) Integrating Land use and Transport Planning

The transport system of the city depends on population, area, urban form, topography,

economic activities, income levels, growth constraints etc. Transport planning is intrinsically

linked to land use planning and both need to be developed together to serve the entire

population and minimize travel needs. Due attention need to be paid to channel the future

Page 39 of 152


39

growth of the city around pre-planned network rather than developing a transport system

after uncontrolled growth. Hence, transport plans should enable the city to take an urban

form that best suits the geographical constraints of its location. It is therefore imperative to

promote development of integrated land use transport plans. Thus, MUDA in association with

MCC and other transport authorities should set up a “TRANSPORT AUTHORITY”, which would

exclusively look after the transport requirements of the city. The authority shall develop the

land use and transport planning parameters.

To this effect, assistance up to 50% would be provided by the central government. Hence, the

city should be encouraged to identify potential corridors for future development and then

establish a transport system that would encourage growth around itself. Radial corridors

emerging from the city and extending up to 20 – 30 Km count be reserved for future

development. To this effect, MUDA has initiated action by constructing Outer Ring Road

(ORR) on the periphery of Mysore city, which is about 6 Km (avg.) from the city centre. In the

next few years, the areas around ORR would develop and transport authorities can plan to

provide services to these areas. It is however very essential for MUDA to ensure that these

areas are protected from encroachment by putting up physical barriers.

Central Government provides partial financial support for traffic and transport studies in such

cities. Mysore can utilize the facilities under this scheme of central government so that broad

based studies could be undertaken to integrate transport planning with land use planning,

keeping projected populations in mind.

h) Commercial Developments

The city has been witnessing a spate of commercial developments. This has resulted in

generation of high volume of traffic, especially during peak hours. Access from and to these

commercial establishments is creating traffic snarls with impact on other traffic. It is

important that the local administration viz., MCC & MUDA take an active role while

sanctioning construction of commercial establishments.

i) Traffic Demand Management Measures

It is a known fact that with the growth in economy people tend to become more affluent

resulting in an increase in ownership of personalized vehicles. To cope with the increase in

personalized vehicle, efforts should be made by the concerned local administration to

improve the road infrastructure facility. This is the general tendency witnessed in almost all

cities in India and Mysore is no exception to this rule. The growth in the vehicular population

outstrips the advantage from the improved infrastructure. Hence, it is very essential and

critical to limit the number of vehicles on roads. The only prerogative to achieve this is to

improve the public transport system thereby attracting more people to use the services.

j) Parking

Land is a valuable asset in urban areas. Parking lots occupy large portion of such land. Hence,

such land should be recognized in determining the principles for allocation of parking space.

As the number of vehicles in the city explode, the demand for parking lots increases resulting

in utilisation of available spaces meant for other road users as well as creating a demand for

all available open spaces to be turned into parking lots. This trend has already begun in most

of the cities in our country.

Page 40 of 152


40

There is an urgent need to formulate policy for parking. Rather than having a reactive

parking policy which constantly changes with ever increasing number of vehicles, the policy

should aim at reduction in the need for parking.

k) Formulation of Parking Policy

The following guidelines are recommended for creating a comprehensive parking policy for

Mysore City.

(1) Limit availability of parking space and levy high parking fee in order to curb the use of personalized vehicles.

(2) Preference in allocation of parking space for public transport vehicles

(3) Introduction of graded scale of parking fee that covers the economic cost of land used in such parking lots; this would help in persuading people to use public transport to reach city centres and restrict the use of personalized vehicles to city centres

(4) Multi-level parking complexes should be made mandatory in city centres that have high-rise commercial complexes.

(5) Parking complexes should come up with PPP so as to limit the impact on public budget.

(6) Parking complexes should also go in for electronic metering so that there is better realization of parking fee.

(7) Provisions should be made by appropriate legislation to prevent use of ROW on road systems for parking purposes.

When large share of trips are met by public transport system, the IPT modes become

important to fill the gaps left by public transport. No space is earmarked for parking of these

modes resulting in parking of these vehicles on roads creating major obstruction to traffic.

Hence, necessary measures should be taken to ensure that sufficient space is allocated to the

IPT mode, especially at railway stations and bus terminals.

l) Freight Traffic

With the city’s expansion and population growth, substantial amount of freight traffic would

be generated. The timely and smooth movement of freight is crucial for the economic

activities undertaken by the residents of the city. With limited road capacity available, it is

essential that passenger and freight traffic are so staggered to make optimum use of

transport infrastructure. Thus the off-peak passenger travel time can be used for freight

movement. The entry of HTV should be banned during daytime. Already a truck terminal has

been constructed on Ooty Road near RMC yard. On completion of the ORR, arrangements

should be made to construct more terminals along the ORR so that the entry of freight traffic

to the city can be minimised.

3. Modal Shift to more efficient and less polluting forms of Public

Transport

a) Priority to Public Transport Services

Public transport generally occupies less road space and causes less pollution per passenger-

km than personalized vehicles. Public transport is a more sustainable form of transport.

Hence, local authorities should promote investments in public transport and make its use

more attractive than personalized vehicles. Towards this end, the central government also

Page 41 of 152


41

encourages each city with a population of more than 4 million to plan for Mass Transit System

that would best suit the city requirements in the next 20 to 30 years.

b) Technologies for Public Transport

There is a wide spectrum of public transport technologies. High capacity, high cost

technologies like metro systems and low capacity bus systems running on shared ROW are the

two extreme options available as of now. Within these two extremes, there is a range of

intermediate possibilities like buses on dedicated ROW, elevated sky bus, monorail, Electrical

Trolley buses etc.

Improvement to existing bus system in the city is achieved by:

(1) Improving / enhancing the current fleet. This means more buses and better-maintained buses, well-maintained bus terminals.

(2) Providing better training and management to staff so as to improve their ability and morale

(3) Introducing hierarchical system, which consists of buses with different levels like express buses, peak hour service buses (akin to the system prevailing in Bangalore), limited stops buses.

(4) The improvement to bus fleet will improve commute time, comfort and reliability for current users. This will reduce the pollution risk to commuters and non-commuters. Hence, these measures must be undertaken immediately.

c) Use of Cleaner Technology

Petroleum based fuels are the most commonly used products for vehicular traffic. New Delhi

has adopted CNG while some other cities have also switched over to CNG. However, the

pollution level at Mysore has still not reached alarming proportion. “Prevention is better than

cure” is the famous adage and the same principle can be applied to Mysore in the current

scenario.

Rather than taking action after sufficient damage is done to the environment, it is always

better to take preventive measures before the situation goes out of control. Towards this

effect, cleaner technologies need to be encouraged so that the problem of vehicular

pollution can be more effectively tackled. Thus, the public transport system in Mysore should

be augmented in the right earnest so that the usage of personalized vehicles can be

minimized.

4. Provision and encouragement of non-motorized transport

a) Priority to Non-Motorized Transport

Non-motorized transport has lost its importance due to the increasing sprawl and rising

income levels. It is seen that the share of bicycles on an average in Mysore is about 11%

(average) of the total volume of traffic. Longer trip lengths and sharing of a common ROW

with motorized vehicles have made the usage of bicycles more risky and difficult. However,

the non-motorized vehicles are environment friendly and have to be given their due share in

the transport system of Mysore city

b) Discourage use of Personalized Vehicles

Page 42 of 152


42

The measures to be taken to discourage use of personalized vehicles should go hand in hand

with the measures that seek to encourage use of public transport. Towards this end, the

State Government / MCC / MUDA should encourage people to use public transport or non-

motorized transport (for shorter trip lengths) and limit the use of personalized vehicles.

This could be achieved by:

(1) Providing efficient and effective public transport services covering all the areas and localities of the city

(2) Improving road infrastructure like widening roads, strengthening the pavements

(3) Providing facilities at bus terminals and bus stops which would encourage more usage of public transport system

(4) Reducing the waiting time for public transport

B-5. Worldwide experience of Real Time Passenger Information

Systems

B-5.1. International Literature survey of ITS studies and benefits

Various studies taken up internationally and researched on the Internet indicate the broad set

of benefits that ITS was able to realize. These studies relate to ‘before’ and ‘after’ the

project implementation. These are captured in a summary form in the following list:

Blacksburg Transit March (1998) 7Chap.pdf

• Rescheduling

• Efficiency and utilization

98 B-Line bus Rapid Transit Evaluation Study (Sep 2003)

• Travel time savings (~by 20%) compared to previous services

• Modal Shift 23%

• Reduce travel time variability

• Reduction in 8 Million personal Vehicle Kilometers

• Reduction in Vehicle hours 25%

• Benefits estimated to be 30% higher than costs

Wisconsin community (1999)

• Different Perceptions of Commuters and their weights (page 9)

• Users Perceive that waiting time is 2.62 more valuable than travel times

• Wait Times sensitive to Benefits

• Benefits of Modal over a period

• Weighted importance index of various features – riders’ perceptions {The most important ranking is scored 1 and the least important ranking is scored 5}

Table 16: Feature index for commuters

Variable Weighted Importance

score

Bus is on-time 1.48

Page 43 of 152


43

Variable Weighted Importance

score

Real time information 1.55

Low fares 1.62

Replacement on breakdown 1.66

Emergency response 1.68

Exact Delay time 1.78

Availability of seat 1.91

Latest Technology 2.01

Display Next stop 2.39

Calling out stop 2.82

Passenger Wait Time Perceptions at Bus Stops (Chicago)

• Quantification of Perception of Wait times

• Statistically significant between Perceptions and Actual Wait times

• Eliminate the Exaggerated perception of Wait times

Regional Bus Study (Washington (Sept 2003)

• Scheduled Arrival 49%

• Signage of Arrival 9%

• Non Riders - Better Information of Services

• Non Riders - Allured by Premium Service Buses for Modal Shift

Transport Cooperative Research Program Washington 2003 Chapter 5

• Passenger Valued arrival Information at 31 Cents

• 90% passengers at least once looked at the Display

• 65% felt that they have waited for less time

• Real-time information at locations where key travel decisions are made (e.g., office buildings) would be used and considered useful by a majority of transit passengers.

• people travelling late at night now have the confidence that a bus is not far away

• Value of Display as very high 4.5 on 5 point scale

• Display by itself is not likely to increase Overall satisfaction

• Use of the bus services more often from modal shift toward public transportation

• Increase in ridership and revenue

• Lessons learned

o Finding an appropriate system could be tailored to the agency’s operational needs and future requirements

o Testing and implementation issues including institutional and organizational issues such as:

� getting power to the bus shelter for the electronic signs,

� adequate communication coverage in the service area for communicating AVL data and related data to real-time bus arrival signs,

� reliability and stability of the underlying AVL data, prediction algorithm, system hardware and control centre software,

� Installation on on-board equipment (where on-board the equipment should be placed),

Page 44 of 152


44

� predicting how the system would function if more buses and signs were added,

� changes in project scope owning to a variety of circumstances,

� moving buses through the installation phase,

� system customization,

� providing adequate number of buses for the pilot phase,

� training needs,

� funding the project at the right times,

� maintenance issues

Real time at-stop information is probably the one, which best meets user expectations. At-

stop displays usually display waiting times. Also, the location of the arriving vehicle can be

shown. The knowledge of waiting time greatly improves the conditions of the trip in two main

ways: (i) by removing uncertainty (When will the bus arrive & has the bus already passed) (ii)

by minimising waiting time (passenger is enabled to do shopping, etc).

B-5.2. Review of information services

Most of the at-stop displays surveyed here were bus stop displays. In addition, there were

some metro platform and train station display systems surveyed, but the conclusions mostly

concentrate on bus stop displays.

Existing at-stop displays provide real-time information on the arrival of the next vehicles. The

content of the given information is usually the same: route number, destination of the

arriving vehicle and waiting time. Some displays show the location of the arriving vehicle on a

linear map. About half the systems give information on service disruptions. The Metro

platform displays in Helsinki give information about the vehicle: they use a symbol to display

the length of the train. The most common additional information is current time, some

displays can give free text messages.

1. Review of ergonomic aspects

Almost all the bus stop displays are situated in the direction of the arriving vehicle. In those

cases the vertical position of displays varies between 170 and 250 cm above ground. The

vertical position is limited by the height of the bus shelter.

The way to give the same information (on waiting time) varies among systems. Most bus stop

displays show the next 1 - 5 lines / vehicles at a time one below the other. The number of

lines shown can be varied: the bottom row can scroll or all text can scroll on the display. On

some displays the route number is static information and so all the lines passing a certain

stop are displayed continuously. VIDEOBUS in Le Havre, France, has a diagrammatic

representation: the waiting time can be seen in the same screen as the progress of the

arriving bus.

The use of LED and LCD displays is about the same. The height of text in the different

systems varies from 2.9 to 7.5 cm. Font type is usually undefined (though in some systems it

is arial.)

The needs of elderly and disabled people have been taken into account in about 25% of the

systems surveyed. The most common way of catering for the needs of elderly people is to

transform the text information into audio information. This can be done, for example, with

key fobs that have been issued to blind persons. With a key fob, audio messages giving the

Page 45 of 152


45

same information as the sign, can be activated. At some stops there is also a button that a

blind person can push to request information from the Control Centre by radio. Other

features used are larger letters and contrasting colours for the signs.

Two portable information devices for blind or partially-sighted people are currently under

test in the UK, which offer the potential for improving the specificity of information provision

in-trip for disabled or elderly people. One is the REACT way finder system, currently under

test at Golders Green Underground station, London. The user carries a small device that

triggers speech from a beacon when the user comes into range, and the system is automatic

and does not need to be activated by the user: it uses radio technology.

The second experimental system is Pathfinder, using infra-red technology. This requires the

user to point the device at the receiving beacon, and it then triggers a message to the user

through an earpiece. A trial of the Pathfinder system is currently being undertaken at

Hammersmith Underground and Bus Interchange, in London.

All the displays have been protected against vandalism somehow: with strong metal cases,

poly-carbonate fronts and anti-graffiti coatings.

2. Data technology

Data communication between the vehicles and the control centre is handled by radio in all

the systems on which the information was available, except in STOPWATCH (UK) where a

radio paging system is used. Data communication between the control centre and the signs

mostly uses radio, although pager, wire and telephone are also used. Vehicle positioning uses

beacons, GPS, DGPS, dead-reckoning, track circuits, odometer and different combinations of

these technologies.

B-5.3. Surveys and Experience

Surveys have been carried out, among other places, in Brussels, Glasgow, Birmingham,

London, Bologna and Paris. Feedback has also been received in other cities, and the overall

customer response has been very positive.

a) Surveys in Brussels show user satisfaction on PHOEBUS to be 90 %; the systems are

regarded as being very user-friendly, and display readability is felt to be excellent. The

Brussels experience is that the use of public transport on the lines equipped with

these displays has increased by 6 %.

b) In Glasgow (BUSTIME) user feedback in surveys has been extremely positive.

There is 98% acceptance, and 46% of users say that they would be encouraged

to use the bus service more often because of the system.

c) In Birmingham (CENTRO) household surveys asked what measures were

required to get people on to buses and out of cars. Real-time information on

PT was considered the best, more important than, say, improved bus shelters

or low floor vehicles. Passenger numbers have gone up 30 % after the

introduction of combination of measures on a demonstration route (including

CENTRO displays).

d) In London a pilot survey has been carried out on one COUNTDOWN route, and

gave very positive results. The main findings were that:

Page 46 of 152


46

(1) Waiting itself is more acceptable (89% of passengers)

(2) Passengers found that time seemed to pass more quickly when they knew how long their wait would be (83% of passengers)

(3) Passengers perceive a shorter waiting time (65% felt this was so)

(4) The service is perceived as more reliable

(5) Of those passengers travelling, waiting at night is perceived as safer

(6) General feelings improve towards bus travel (68%), the particular operator (54%) and London Transport (45%)

(7) 96% of passengers say that Countdown information is clear and easy to see, and have no problem of any kind with the system

(8) About 70% of passengers refer to the display when they arrive at the stop, and about 90% look at the sign while they wait. About 60% say they look at the sign at least once a minute.

(9) Passengers approve of the 3 essential pieces of information provided (route number, destination and waiting time). However, some base-line messages sent out by Countdown controllers were not so well understood.

(10) There is strong overall customer support for the system

(11) Countdown has been found to generate a minimum of 1.5% new revenue.

e) A survey was also carried out on the Time-checker system in Liverpool (where

the system itself has been funded under the European THERMIE and DRIVE II

projects). The results, which were very positive, are as follows:

(1) The Time-checker system has led to a 5% increase in patronage on routes where Time-checker had been installed.

(2) 68% of passengers use Time-checker consistently

(3) The system claims a 90% accuracy

(4) 85% of users believe that the use of Time-checker makes waiting more acceptable

(5) 87% feel that Time-checker gives a feeling of reassurance

(6) 92% of respondents perceived real-time information to be either 'very accurate' or 'accurate'

(7) 89% of respondents wanted to see an expansion in the provision of real-time information, with electronic displays provided at all bus stops �

(8) 73% of respondents found that the availability of real-time information enhanced their feeling of personal security when waiting for a bus after dark.

(9) 71.5% of users believed that, in general, the SMART services improved when the electronic displays were installed.

(10) 57% of respondents thought that the installation of real-time displays resulted in decreased waiting times at bus stops.

f) In Espoo (Finland) a passenger survey has been carried out before and just

after the installation of the displays. Passengers' views on the system are

mainly positive and the system is more widely accepted after than before the

implementation. The main findings from the survey made soon after the

implementation are:

(1) 78 % of the passengers interviewed consider the system good or very good, just 5 % are of opposite opinion. A total of 78 % support the expansion of the system, 22 % object to it.

(2) The displays are already now used more than paper schedules. Fewer people find out the departure time of the bus beforehand (compared with the study made before implementation).

Page 47 of 152


47

(3) Critical feedback on the system was mainly focused on unreliable waiting times shown on the displays. The result was expected at this stage, because 90 % of the waiting times shown on displays are based on driving times from 1995.

(4) 91 % of the passengers interviewed understood correctly the times shown in display. The bus symbol was understood by 62 % of the passengers. The square symbol was understood by 38 % of passengers. (There are posters at the stops to explain the display characters.).

g) Other Experience

The general experience of the systems is that they work very well and are very useful and

successful. However the implementation stages of some systems have had difficulties. There

have been problems with installations and deliveries have been delayed.

Installation of COUNTDOWN (London) has been dependent on installation of AVL (Automatic

Vehicle Location), which has been delayed due to, e.g.

(1) Longer-than-anticipated integration of the various AVL system elements

(2) Bus fleet 'churn' (moving buses between depots)

(3) The change in scale required from project to programme working.

(4) The one major operational problem with the AVL system is bus drivers not registering their vehicle onto the system properly. This is a major challenge to the perceived accuracy of COUNTDOWN, with up to 15% of vehicles not showing on the signs.

(5) Several developments are being considered to enhance Countdown: e.g.

(6) Linking the buses' radio to the Electronic Ticket Machine, to assist driver logging-in

(7) Evaluating ISDN for landline communication to and from the stops

(8) Initiatives to allow third-party dissemination of Countdown information

h) In Southampton (STOPWATCH) there have been operational problems with

waiting time predictions, while in London (COUNTDOWN) the accuracy of

predictions is high: forecast errors in 1997 surveys were within + or - 30

seconds for 40% of the time. On average, over all predictions, 75% of the time

forecast errors are within + or - 2 minutes. On average 65% of 'clear downs'

from the stop display are within + or - 30 seconds of the bus being at the stop,

and 83% are within + or - 1 minute.

i) Mersey travel (the co-ordinating agency in Liverpool) found that with high

demand for radio channels from other users, obtaining suitable radio channels

to operate the system was one of the biggest barriers to implementation of

the Time checker system.

Whilst it is relatively easy to make changes to the database of timetables and running boards,

a major problem has been that with the system Time checker uses, each morning the bus

operator must enter the fleet number and running board for each bus into the system,

otherwise the system does not know what buses are on the route. It has not always been

possible to obtain the manpower to do this, so that at times this has had a detrimental effect

on the reliability of the system.

j) In Hong Kong (PIDS) the stop display system (in use on the Metro network) is

considered to enhance the safety of the underground environment by providing

information efficiently and to be an effective tool in assisting crowd control.

Page 48 of 152


48

k) In Gothenburg there is a lot of experience on at stop displays. The GoTiC

project has produced research reports on requirements and recommendations

for real-time displays and design of information about disturbances in public

transport. Some findings concerning the display type (GoTiC News 2/97,

Research report of GoTiC project: Recommendations for real-time information

on monitors and displays, 1995):

(1) LED technology is especially well suited for locations where shelter roofs shield the displays from excessive sunlight. LCD technology provides good legibility, even in sunlight.

(2) Binotype, a special binary typeface, has been developed to make message texts on binary interfaces (LED; LCD, bi-stable) as legible as possible. In the study the majority were of the opinion that the sign with red text on a black background was easiest to read. In order for a LED display in a shelter to function properly as a carrier of real time information, it must be able to display at least four lines of 35 characters per line.

(3) An advantage of the monitor is that it has space to provide a good overview of available alternatives of the various lines passing the stop. The disadvantage is that the monitors are very light-sensitive. Outdoor monitors for real time information should be avoided.

Users of monitors may have problems related to readability and outdoor positioning. Finnish

Railways and display supplier have found a new solution to replace monitors with displays

with a developed LCD technique. They are easy to place (the depth of the device is only 10-

20 cm) and the readability is much better than with monitors in a daylight. They are also

cheaper than outdoors monitors. Experience on use is however not yet available.

l) Similar Project executed in Rome.

The ITS Project in Mysore is modelled on many similar projects in operation world wide.

Mysore project can be linked to its similarity to the ITS Solution for public transport in Rome.

The latest system for Public Transport management implemented in the city of Rome is called

the ‘Automatic vehicle monitoring’. This system serves the fundamental tool for managing all

the processes in Public Transport Service, planning, control, passenger information and

production control.

The components of the System Architecture are the on board system, the depot system,

electronic display system, communication system and central control system. All the data &

information collected by the system can be used to support the different stages of the

Service supply chain:

Planning

� Estimated route journey time Vs real route journey time.

Monitoring

� Real time mapping of buses on routes & information on the status of the vehicle.

� Real time information on vehicle’s Service details, location, speed etc

� Real time information on bus stop details such as missed bus stops.

� Passenger Information System

Page 49 of 152


49

� Real time location of the buses with respect to bus stops and delays estimated on the arrival time at bus stops.

Control room functions

� Linear representation of bus routes and bus stop details

� Visualization at the control center of the information delivered on the electronic displays

� Automatic record and reporting of data for operation and management personnel

Page 50 of 152


50

C: Intelligent Transport System

C-1. Solution framework

Intelligent Transport Systems (ITS) is an umbrella term for advanced automation in moving

vehicles. It includes internal and vehicle-to-vehicle communication systems as well as

collision avoidance and crash detection systems. ITS also covers systems that monitor traffic

in order to control signal lights, electronic speed limit signs, reversible lanes and other

highway safety components. One of the ultimate and futuristic manifestations of ITS is

automatic vehicular guidance, which steers a car by sensors in the road.

Figure 7: ITS solution overview

C-1.1. Use of AVL to Improve Public Transport Service, Operations and

Management

The intended use of the AVL system is to improve the quality of passenger information and to

assist staff in performing better route supervision and control to assure bus schedule

adherence. Another important use of such systems is to develop a data warehouse to support

a number of operating and strategic decisions for the transit system.

Page 51 of 152


51

1. Using Vehicle Location Data1

The solution proposes use of IT tools which can

a) Assess the frequency distribution of actual transit travel times produced by

the AVL system and provide guidance on establishing running times for use in

preparing passenger, vehicle and crew schedules,

b) Enable transit operators to visualize graphically patterns poor on-time

performance in order to take corrective actions

c) Enable the measurement of between day arrival time of trips at specific time

points to determine the reliability of service from a customer perspective and

address problem locations

d) Perform an analysis of end of line layovers to determine their role in on-time

terminal departures – a key determinant of on-time performance along a

route.

Given the long headways of most routes in Indore, schedule adherence is very important

since it greatly affects customer waiting time. While this is a clear issue for late buses, if

buses occasionally run early, customers either miss their bus and wait for the following one or

compensate for this over time by arriving earlier at the stop.

2. Running Time

The development of tools will assist transit managers in establishing scheduled running times.

These times are essential for proper transit management and operation. Running times which

are in excess of what is required to maintain schedules result in higher than necessary

operating costs. Excessively tight running times, on the other hand, result in late arrivals at

time-points and reduced capacity. Inadequate times also cause delays in terminal departures

on subsequent trips, a key factor in late arrivals at successive stops. By using actual running

time data derived from the AVL system, transit managers can obtain the information

necessary to establish proper running times, balancing the requirements for operating

efficiency and requirement for sufficient layover time for schedule recovery and operator

breaks.

By using fairly simple statistical analyses, transit analysts would also be able to trade off

efficiency with reliability by developing a curve showing the probability of subsequent on-

time terminal departures as a function of the scheduled running time. For example, to assure

that 99% of buses complete their trips prior to the scheduled departure time for the next trip

may require far more buses than if this standard is relaxed to 95%. This is a case requiring

considerable management judgment and experience.

3. Reliability Assessment

Reliability may be viewed as consistency of on time performance across days. Since most

transit commuters take the same bus each day, reliability greatly influences customer wait

time. Over time, arriving customers adapt to the historic bus arrival pattern. Service which

wildly fluctuates over time (including early stop departures) causes customers to adapt by

1 These tools would help implement a body of research developed as part of TCRP Project 113 – Using

Archived AVL-APC Data to Improve Transit Performance and Management.

Page 52 of 152


52

arriving sufficiently early at stops to assure with some high probability that the bus is not

missed. Essentially, this is a risk management decision in which the commuter implicitly

trades off the certainty of a higher wait time by early arrival against the possible wait time

to the next bus in the schedule. Recent research has developed methods to estimate the

wait time premium associated with poor reliability.

Appropriate tools need to be developed / deployed to measure deviations from published

schedule for a particular time point to permit at least the identification of problematic route

segments and time periods so strategies to fix the problems can be developed.

4. Terminal Departure and Layover Analysis

A large proportion of the total “late minutes” along the trajectory of a trip are due to late

departure from the terminal – poor vehicle dispatching. This suggests that a good amount of

the “lateness” can be controlled by better on-time departures from terminals. This is a

matter of both supervisory discipline as well as assuring that arriving trips have sufficient

schedule time to enable an on time departure on the subsequent trip.

Two tools will facilitate this. The first is a histogram of the difference between scheduled

and actual departure times for trips from specific terminals stops. Ideally, this should be

zero for all trips. The second is the development a layover analysis tool to determine if poor

on-time performance is the result of schedule deficiencies (insufficient running time) or

problems of schedule discipline at terminals which can be controlled by better on-street

supervision.

5. Traffic Signal priori ty

Though not proposed for implementation by KSRTC, but which could be considered by the

Mysore City Corporation for which World Bank assistance could be available include the

following:

a) Introduction of sidewalks/bicycle paths on arterial streets: At present, a

good amount of general traffic capacity is used by pedestrians, bicyclists and

people who haul carts since there is no dedicated, safe place to walk on the

side of the road. This problem is exacerbated by several individuals and

businesses which appear to encroach on the road right-of-way.

b) Improved police training and enforcement: Mission observed that it will be

useful to train the police so that they could take specific action to improve

public transport efficiency and performance.

c) Targeted traffic improvements on critical links: Spot improvements in

critical areas such as queue jumps with signal priority for departing buses are

warranted. They should be planned and implemented if the AVL system is to

produce its full measure of environmental and other benefits.

6. Overall Scope of Service

The overall scope of the implementation will consist of design, development, testing,

installation, commissioning, training, operations, and management of facilities for a period of

three years by the winning bidder.

Page 53 of 152


53

This project is planned to cover 500 Buses, 80 Bus Stops and 2 Bus Terminals. ITS is divided

into the following eight components:

a) Vehicle Tracking System

b) Central Control Station

c) Passenger Information Management System

d) Communication Sub System

e) Travel Demand Management

f) Incident and Emergency Management System

g) Operational and Maintenance Specification Fleet Management System

C-1.2. New scenario with the induction of technology

Figure 8: Bus Stop after introduction of ITS

Figure 9: Central Bus Terminal after introduction of ITS

Page 54 of 152


54

Figure 10: Regulated traffic after implementation of ITS

C-2. Technical specifications

C-2.1. Mapping product availability and their technical features with

the functional requirements

This project is planned to cover 500 Buses, 80 Bus Stops and 2 Bus Terminals. ITS is divided

into the following eight components:

1. Vehicle Tracking System

2. Central Control Station

3. Passenger Information Management System

4. Communication Sub System

5. Travel Demand Management

6. Incident and Emergency Management System

7. Operational and Maintenance Specification Fleet Management System

C-2.2. Automatic Vehicle Location (AVL) & Tracking System

GSM / GPRS Specifications

Table 17: GSM/GPRS specifications

1 GSM Normal MS-SMS data

2 Frequency 900/1800/1900 (dual band) Class 4 (2W) at 900 MHz (EGSM) Class 1 (1W) at 1800 MHz

3 GPRS Type B class 10

4 SIM 1.8V/3V

5 Antenna Built in Antenna

Page 55 of 152


55

GPS Specifications

Table 18: GPS specifications

1 Frequency L1 (1575.42 MHz) frequency

2 C/A code Standard Positioning Service

3 Channels Minimum 16-Channels

4 Sensitivity Minimum –158 dBm Acquisition without external assistance

5 Accuracy Horizontal: <6 meters (50%)

Altitude: <11 meters (50%)

Velocity: 0.06 m/sec

6 Antenna Built In active antenna

Environmental Specifications

Table 19: Environmental specifications

1 Temperature Operating -20°C to +70°C

2 Humidity 5% to 95% RH non-condensing at +40°C

3 Enclosure UL fire retardant enclosure

4 Vibration to meet SAE standards

5 Shock to meet SAE standards

Physical Specifications

1. Assembly : Injection molded plastic with integrated battery pack

Electrical Characteristics

1. Primary Power : Vehicle Battery 12/24 volts

2. Battery Life : 8 Hours normal operation

Firmware:

1. Over the Air Download of firmware as well as configuration parameters

2. Store and Forward features for network dark zone

The high-level logical architecture of the solution is described below. Some of the key

services that have been included are:

1. Application Services

2. GPS/GSM Services

3. GIS Services

4. Reporting services

5. Database Services

6. Archival Services

7. Streaming Services

8. Integration Services

The following diagram denotes various logical components, which synthesized together will

perform the task of servicing the requirements of ITS.

Page 56 of 152


56

Figure 11: Logical components of ITS

The proposed architecture comprises of following broad technology components:

Client Layer- The Client layer contains the devices that would interact with application

layer.

Browser – This is a traditional Internet browser that initiates requests to the Web Server and

displays the results of requests. Users will be accessing the applications using Internet

browsers.

DMZ Zone Layer - This is the layer hosting the Load balancer, front-end Web Servers &

Presentation Services.

Load Balancer – This is the hardware/software load balancer that ensures that load is

distributed evenly across all of the web server instances.

Web Server - This is a traditional web server that serves the content or forwards requests to

the Application Server. Web Server takes the request and recognizes that the requested

resource is on the application server and, using the Web server plug-in, redirects the

request to the Application Server Serve let and EJB container.

Directory Services – The Directory services will be provided through Directory Server.

Directory Server will hold the user credentials for all users including the internal authors &

content publishers.

Content Management - Content Manager manages all types of digitized content including

HTML and XML Web content, document images, electronic office documents, printed

output, audio and video. It supports replication to store and manage objects in multiple

locations. It supports Linux and other Operating Systems. This will be used to store the

audio/video content for streaming advertisements in buses/bus terminals/bus depots for

Page 57 of 152


57

KSRTC Mysore. A simple level sequential workflow can be set up for approval of the data to

be streamed.

Streaming Services – These would be the streaming servers, which will help stream the data

stored in the content repository.

Integration Services - The application integration services will provide a composite platform

optimized for building service-oriented applications that extend and integrate the various

applications like GPS, GIS, and PIS.

Backup & Restore of Data: The infrastructure will use structured backup & restore solution

to provide resilience to the entire infrastructure. It is a Web-based management, intelligent

data move-and-store techniques and comprehensive policy-based automation working

together to help increase data protection and potentially decrease time and administration

costs. It operates on a progressive incremental methodology that backs up only new or

changed versions of files, thereby greatly reducing data redundancy, network bandwidth

and storage pool consumption as compared to traditional methodologies based on periodic

full backups.

Schematic Model

Page 58 of 152


58

Figure 12: ITS - Schematic model

The above diagram illustrates possible component population.

C-2.3. Features of Proposed Solution (CCS)

Standards based solution

Can be installed on multiple operating systems

Support latest J2EE Standards

Unified Portal Framework

Page 59 of 152


59

The proposed architecture provides access to different functional components and

different applications via single unified portal framework.

Provides componentized solutions that are designed for scalability and future growth

Secure and reliable

Using LDAP, the security is provided at the infrastructure layer, application layer and at

the user authentication layer

It also provides controlled access to portal based on privileges stored in LDAP.

Web and Application servers can run on Linux which is an open-source and offers security

features same as standard Linux platform

Servers and Accessories in CTCS

Table 20: Servers and accessories

Edge Server 2 nos

Web Server 2 nos

Database Servers 2 nos

Application Server 2 nos

Directory Server 1 no

GSM/GPRS Server 1 no

Reporting Server 1 no

Integration Server 1 no

Streaming Server 1 no

GIS Server 1 no

SAN Array – 2 Tb 1 no

Storage Manager Server 2 nos

Server Room

28 Feet

A/c

Door

A/c Plant

Servers Distribution Bay Communication I/F

12 Feet

D

A/c Power Sup

Work Stations

Printer

UPS

Access Control

Figure 13: Floor plan for Central Control Station - ITS Mysore

Page 60 of 152


60

Total no of Boxes 17 Nos

Power Supply for Data Centre

o UPS Configuration 2 x 10 KVA

o Parallel redundant based advanced digital technology

o UPS system with 0.9 leading power factor loads with 15 Minutes backup.

LCD Display Units

Brief details of LCD

Display unit is

furnished below

(LCD Display Panel-

42” Typical)

A 42” LCD Display

unit can be installed

for displaying details

of Arrival and

Departure

information of the

buses in Kannada and

English. The

information of the

buses Such as Route

Number, Bus Number, Terminal, Platform, Bay, Origin, Destination and Estimated Time of

Arrival (ETA) & Estimated Time of Departure (ETD) will be displayed in both Kannada and

English. The LCD unit operates in windows environment. The LCD units should be network

capable with capability to configure the system remotely. LED based GPS enabled destination

board can be fitted in the bus to inform the destination of the bus to the enroute waiting

passengers. The size of the destination board can be 160 x 19 mm.

Specifications for LED Display Units

1. Display Type : LED, 5mm; diffused

2. Color : RED or AMBER

3. View Distance : 30 Meters

4. Language : English & Local Language

Functional Specifications

1. Protocol : HTTP

2. Wireless Interface : GPRS

3. Data Format : Bit Map or Unicode

4. Memory : Non Volatile to store 200 Display Frames

5. Display Format : Fixed and Scrolling

GPRS Interface

1. Type : GSM & GPRS Class 10

2. Air Interface : Dual Band; 900 MHz & 1800 MHz

Figure 14: Display panel

Page 61 of 152


61

3. Max. Output Power : 2W @900 MHz & 1W @1800 MHz

4. Antenna : Passive with 5M cable length

Environmental Specifications

1. Power Requirement : 90-240VAC; 50VA

2. Operating Temperature : 0-55 DEG C

3. Humidity : 95 % RH non-Condensing

4. Enclosure : GI

5. Mounting : Wall or Ceiling

6. SIM CARD Holder : provided inside

Online Updates available on Internet

List of bus stops in city and urban areas

Number. of schedules

Vehicle positions of city services

Route maps of Buses

Bus timetable

Details of city and sub urban routes

Passenger Information regarding arrival times at bus stops

Destination in Multilingual format

C-2.4. Communication Sub-System

Communication sub-System consists of the following:

1. General Packet Radio Service (GPRS)

2. Communication and Data Exchange

3. Two-way Communication system

General Packet Radio Service (GPRS)

GPRS is a packet oriented Mobile Data Service available to users of Global System for Mobile

Communications (GSM) and IS-136 mobile phones. It provides data rates from 56 up to 114

Kbit/s.

GPRS can be used for services such as Wireless Application Protocol (WAP) access, Short

Message Service (SMS), Multimedia Messaging Service (MMS), and for Internet

communication services such as email and World Wide Web access. GPRS is a best-effort

packet switched service, as opposed to circuit switching, where a certain Quality of Service

(QoS) is guaranteed during the connection for non-mobile users

The information captured by the VMU is transmitted to the control station server through

GPRS/GSM network creating a communication network between Bus drivers, Bus stops along

the road route, and passengers through passenger information system. The communication

network is connected to the internet for accessing information regarding bus arrival, routes

etc.

Page 62 of 152


62

The requirements of the communication system are:

a) The data communication channel requires exchanging data between the KSRTC Control

Room and the bus fleet.

b) Communication of data will be reliable without any loss of data.

c) Each Base Transceiver Station (BTS) of offered service provider should have

configuration to ensure required 10 Sec. update time for the vehicle position at all times

in all BTS area.

d) Identify specific areas of existing GPRS/GSM blackout zones and Police critical locations

in Mysore and enhance number of BTS towers and their capacities, if required.

e) The GPRS/GSM data connectivity would be seamless while moving from one BTS site to

other BTS site in Mysore.

f) Redundancy provided in VMU to ensure if GPRS fails due to unforeseen reason and then

SMS facility is activated as a fall back mode.

g) 24*7*365 system operation would require proactive monitoring, fault detection and

management for reduced downtime and regular fine tuning of the communication links

for best response time

Communication and Data Exchange

VMU:

Figure 15: Communication & Data Exchange

Page 63 of 152


63

VMU will update the location information like Latitude and Longitude to the central server

through GPRS.

In Bus Display System

The next arrival bus stop information and the current bus stop information will be displayed

inside the bus for the passengers based on the location information collected by VMU. This

information is sent via serial port to display system. The proposed approximate dimension of

the In-Vehicle Display Unit is 220mm X 820mm X 150mm

Driver Voice Communication

Driver will be given a keypad interface for the voice communication.

In Bus Voice System

The next arrival bus stop information and other necessary information can be announced

inside the bus. The data for the announcement will be sent from VMU to Voice system

through serial port. This in bus voice system will be in turn connected to a speaker.

Bus Stop LED display

Expected time of arrival of the bus will be displayed in the bus stops. This information will

be updated by central server through GPRS.

Two-way Communication system

Communication Headset will be provided to the driver to interact with Central Control

Center. The driver will use the two-way communication facility made available to

communicate with the central control center. The central control center can also contact

any of bus drivers instantly to communicate messages. The driver can also use the audio

system for announcing information regarding arrival of bus stations and incident

management.

Display System Standards Requirements

Each of the Bus Stops will be fitted with electronic display systems measuring

approximately 20 x 100 cms (minimum size)

Fitment provision will have to be provided in the Bus Stops along with necessary power

supply made available. The Display Unit will source power from here for its operation.

Display will be located at a convenient height to have a clear view of the message of next

arrival bus.

C-2.5. Integration of ITS Components

Page 64 of 152


64

The following components of the ITS system will be integrated with appropriate interfaces

to work in sync with each other seamlessly.

Figure 16: sub-system communication link

1. GPS (VMU unit)

a) The tracking system /VMU (Vehicle mounted unit) fitted in the buses will

calculate the positions from the GPS receiver and transfer the data to the

Control Centre Server through GPRS interface for processing /prediction of

arrival time of buses at different bus stops. The GPRS tracking unit fitted in

the bus will also transfer the current LON/LAT data to the bus mounted

display unit through RS 232 I/F for display /audio announcement of Bus Stops.

2. Display units

a) The Tracking system fitted in the buses will acquire the positional information

(LON/LAT) from the GPS receiver and transfer the same to the Central Server

(CS) through the GPRS interface.

b) The BUS STOP DISPLAYS will periodically query the CS through HTTP request.

c) The CS, which receives the current position of all the buses from the Tracking

Unit, will disseminate the data received and transfer the relevant information

like the Route No, Destination of the bus and the Expected Time of Arrival at

that bus stop, to the bus stop display, which has requested for the data.

d) The BUS STOP DISPLAY, which receives all such information, will display

continuously until the next set of data is received.

e) The Destination will be displayed in different languages at least in two

languages i.e. English, and Kannada.

Page 65 of 152


65

f) The tracking units fitted in the bus will also transfer the current LON& LAT

information to the BUS MOUNTED DISPLAY through the serial RS 232 C

interface.

g) Each BUS Mounted Display will have a database of 100 bus routes and 200 bus

stops. This information would be acquired earlier and stored in the database.

h) When this unit receives the current positional information from the tracking

unit, it will then check with the nearest bus stop and displays the name of the

bus stop, which is likely to arrive. This displayed information will be in English

and Kannada.

i) This unit will also have an inbuilt audio port with amplifier and connected to

two powerful speakers mounted in the front and rear of the bus.

j) Along with the visual display, the next bus stop will also be announced in

English and Kannada.

k) The BUS TERMINAL DISPLAYS, unlike the BUS STOP Displays will be connected

through wired cable with the CS.

l) The communication will use TCP/IP and HTTP protocol.

m) This display will receive the details of the buses, which are about to leave the

Bus terminal and display the Route Number, Destination and the Expected

Time of Arrival and Departure.

n) There will be at least four lines to indicate the status of different buses

leaving the terminal.

o) The destination will be displayed in English and Kannada one after the other.

3. Central Control Station

a) The Central Control station will be equipped with a cluster of servers. Servers

process the data received from buses and compares the actual location of the

bus at a given time with its scheduled location from the data received from

the buses. Also the server calculates the time for the bus to reach all

subsequent stops along the route taking into consideration bus speed & any

deviations from the schedule. On processing, the Central Control Server

transmits the data to the relevant bus stops for displaying predicted arrival

time of the bus.

b) The users (Passengers, Drivers, Depot Officials, and KSRTC Mysore Employees)

visit the site from the internet and land on the front-end web server running

HTTP Server which takes the request and recognizes that the requested

resource is on the application server, and using the Web server plug-in,

redirects the request to the Application Server.

c) The Directory services running Directory Server holds the user credentials for

all users. The authentication and authorization is done using the LDAP server

for all services, like Website access, content publishing, content management

access, database access etc.

d) The Application Server will host all the applications to be developed for KSRTC

Mysore like Passenger Information System, Reporting applications etc.

Page 66 of 152


66

e) The GPS and GIS system will be integrated so as to pass the inputs from the

GPS system into the GIS application which will be accessed via website by the

passengers to see the bus route maps etc.

f) The VMU will fetch the bus position data from the GPS satellite and sends it to

the central server. The application software will process and integrate with

GIS data to display it on the map on a real time basis

g) There will be third-party streaming servers used to stream advertisements

onto the buses/bus stops etc. The ad files will be stored in the content

management system.

h) There will be local databases at the bus stops/terminals, which will be

synchronized.

i) The Backup & Restore service will be provided using Storage Manager.

C-2.6. Sample Reports

1. Daily Reports

Table 21: Sample Daily report

1 Bus stops skipped

2 Speed violation

3 Driver duty performance daily/weekly/monthly

4 Daily out shedding deviation report

5 Driver wise improper stopping

6 Details of Missed trips

2. Daily Bus Stops Skipped Report

Table 22: Sample Bus stops skipped report

Date Bus Stop Type :

Sr. No. Time Bus

No

Route

No.

Bus Stop

No.

Stage

Name

Depot

Code

Driver

ID.

Conductor

ID

Total stops

skipped

3. Daily Speed Violation Report

Table 23: Daily speed violation report

Date : Duration mare than …… seconds

Duty No: Bus registration No

Sr. No Time Route No Location Driver

No

Duration

(Sec)

Speed

(Kmh)

1

2

4. Daily Driver Duty Performance

Table 24: Daily Driver Duty Performance report

Date:

Sr. No Driver Name: Driver ID: MOR/EV Outshedded (Y/N) DUTY STATUS

1

2

5. Daily Out shedding deviation report

Page 67 of 152


67

Table 25: Daily out-shedding deviation report

Daily Out shedding deviation report

Date: Shift:

Sr.

No.

Duty

No.

Bus Reg. No. Scheduled

Outshed Time

Actual

Outshed Time

Deviation

time(min)

Reason

6. Daily Improper Stopping Report

Table 26: Daily improper stopping report

Date:

Sr. No. Time Route

No

Driver

No

Driver

Name

Bus Reg. No Conductor

No

Stage

Name

1

2

7. Daily Missed Trips Report

Table 27: Daily Missed Trips report

Date : Misse

d Trips

Break

Down

Bus

No

Staff

No

Late Out

Shedding

Late

Running

Route

Deviation

Total

Missed Trips

Terminal

Terminal

Total

Grand Total

C-2.7. Scaling plans

Technology Road map with Mysore as a pilot across other cities for KSRTC

“Universal currency” – Smart Cards – ticketing – expanding to interact with its eco-system –

smart card usage for services in commercial stalls inside KSRTC bus stations / bus stops

C-3. Project Impact analysis

C-3.1. Environmental Impacts

The ITS Project proposed by KSRTC at Mysore does not include any major construction work,

widening of roads, felling of trees or other activities which contribute negative

environmental impacts such as air pollution, water pollution, noise pollution, visual intrusion,

community severance and impacts on vegetation / land degradation by the implementation

of the ITS Project.

In most cases, environmental benefits from a given project can only be estimated by analysis

and simulation. The problems related to regional measurement include the small impact of

individual projects and large numbers of exogenous variables including weather,

contributions from non-mobile sources and the time evolving nature of ozone pollution.

Small-scale studies, so far, generally show positive impacts for ITS on the environment. ITS

Page 68 of 152


68

will result smoother and more efficient flows in the traffic system. However, the

environmental impact of travelers in the long term is not a cause for concern.

With the implementation of ITS projects there will be only improvement in various

environmental parameters. In view of the above, there will be no need to undertake

mitigation measures to minimize negative impacts. Consequently detailed EIA/EMP, SIA and

RAP have not be carried out as they are not applicable for this project.

C-3.2. Social Impacts

On ITS component, no significant environmental impacts are envisaged. With several of its

facilities certified to ISO 14001, KSRTC is well positioned to manage the environmental issues

related to the bio-fuel component.

a) The implementation of the ITS Project has several social benefits as described

below:

(1) Safety improvements

(2) Delay reduction,

(3) Effective capacity improvements,

(4) Greater commuter satisfaction

(5) Energy and Environment-Positive and Negative Impacts:

(6) Use of public transport by people instead of using own private vehicles

(7) Reducing Travel Uncertainty

(8) Reliability and Punctuality

(9) Reduction in Traffic Congestion

b) Safety improvements

The objective of the transportation system is to improve seamless trip with safety of travel.

Crashes and fatalities are undesirable occurrence of the transportation system. Intelligent

Transportation System helps to minimize the risk of accident occurrence. Monitoring vehicle

speed and its location will reduce the number of crashes and the probability of controlling

number of fatality.

c) Delay Reduction

Delay reduction and travel time savings is a major goal of the ITS project. Benefits of this

measure also include reducing the variability of time in transit and increasing the reliability

of vehicle arrival time.

d) Effective Capacity Improvements

Many ITS services seek to optimize use of existing facilities and reducing the need for new

investments. This is accomplished by increasing the effective capacity of the transportation

system. Effective capacity is the maximum potential rate at which vehicles may traverse a

network under a representative composite of roadway conditions. Increases in throughput are

sometimes realizations of increases in effective capacity. Throughput is typically measured in

terms of vehicles per unit time traversing a segment of roadway.

e) Greater commuter satisfaction

Page 69 of 152


69

Commuter satisfaction indicates the degree to which transportation consumers are

accommodated by ITS service offerings. Although satisfaction is difficult to measure directly,

measures related to satisfaction can be observed including the amount of travel in various

modes, mode options, and the quality of service as well as the number of complaints and/or

compliments. Customer satisfaction is often measured by using surveys, questionnaires, or

focus group interviews.

f) Energy and Environment-Positive and Negative Impacts

The majority of available references demonstrate positive benefits for ITS. This is true both

for actual deployments and for analytical studies predicting future benefits. The number of

cases reporting negative results has been very small. However, most of the systems that

produce negative impacts are carried out primarily to obtain broader societal benefits, or

contain other benefits or intangible effects that may not be measurable. It is also recognized

that negative impacts of ITS project may be under-reported in the literature. Since ITS

project enables to reduce vehicle congestion on roads, the per capita energy consumption for

travel will be reduced and thereby reduction of vehicular pollution on city roads.

g) Use of public transport vs private vehicles

With the introduction of ITS Technology it has been made possible to provide real-time

passenger information to the traveling public inside buses, at bus stops and at bus terminals.

The information displayed informs the passengers about the details of the next arriving bus

stop, route no, destination expected time of arrival/departure, which brings in lot of comfort

to the traveling public. The ITS also helps in reducing travel time and reduction of congestion

of roads. This increases the confidence of public to reach their destination on-time and also

reduce travel uncertainty. Hence ITS will contribute for shifting people from using private

vehicles to public transport.

h) Reducing Travel Uncertainty

One of the interesting insights realized by transportation planners in recent years is to

provide greater reliability and predictability in transport, and not just to move people to

their destinations faster. An unfortunate aspect of most current transportation systems is

that the travel time varies widely from day to day. This can be due to weather, congestion,

traffic incidents, or a large number of other external factors. This uncertainty means that

travelers must allow extra time for their travel. ITS can help to reduce travel uncertainty by

smoothing traffic and informing exact arrival of vehicles. ITS can also provide improved real-

time and predictive information that allows travelers to plan their trips better. Public

transport agencies can stay on schedule better and provide information about travel times

and connections. In-vehicle navigation systems can incorporate real-time traffic information

to dynamically adjust driving routes to optimize trips based on current information

i) Reliability and punctuality

Intelligent Transport System (ITS) generates real time data about vehicle performance,

exceptional reports of MIS. These data are useful for the management to make informed

decisions which will in turn lead to better management of the existing fleet, transport

schedules and the number of trips and passengers carried. These management capabilities

will result in better reliability and punctuality of vehicle operation.

Page 70 of 152


70

j) Reduction in Traffic Congestion

Traffic congestion is a serious problem in all urban areas. The problem is growing faster in

developing countries where urbanization and the use of motorized vehicles are increasing

rapidly. Congestion causes delays and uncertainty, wastes fuel, results in greater air

pollution, and produces a larger number of crashes. ITS can help to mitigate congestion by

helping people plan travel better, by suggesting alternate routes and keeping travelers well

informed. Reduction in traffic congestion enhances mobility at lesser per capita fuel.

C-3.3. Measures by KSRTC for providing more efficient and less polluting

Public Transport:

The Karnataka State Road Transport Corporation (KSRTC) has 6,250 buses, of which 700 are

old vehicles. The old buses will be scrapped in a phased manner. The KSRTC will add 1,639

new buses to its fleet during the fiscal year 2007-08. Fifty of these buses will be Volvo B7R

vehicles. The age of buses in the KSRTC fleet by the end of 2007-08 will be between one and

five years.

The KSRTC has taken up a drive to improve passenger facilities in its bus stands. Tenders

have been floated in respect of 80 bus stops with provision for Passenger Information Display

Systems. KSRTC has initiated stringent measures to control air pollution. Every bus is

periodically subjected to emission check. KSRTC would pay Rs. 1,000 to anybody who spots

one of its buses emitting smoke from its exhaust pipe. The KSRTC was the first State

transport undertaking in the country to successfully experiment with the blending of ethanol

and other forms of bio-fuels with diesel. Further advance emission control system and

pollution measurement equipment will be installed at the terminals to constantly monitor

emission levels and take remedial steps to meet Norms for clean air.

By upgrading bus stops and implementing ITS, the efficiency of KSRTC will improve

substantially and more number of buses can be operated with better punctuality of arrivals

and departures of buses at terminals and bus stops. It will encourage more personalized

transport users to embrace public transport resulting in lesser number of vehicles on the road

and thereby lesser emissions.

C-3.4. Expected measurable outcomes of the project

1. Service Outcomes- Socio economic benefits

With the introduction of Intelligent Transport System in Mysore City, the following clear

factors would get established:

2. Increase in productivity

With intelligent display units inside the vehicle and at bus-stations / stands providing

information on bus schedules and estimated time of arrival, citizens enhance their productive

time without having to waste their time at bus stops / stands not knowing when the next bus

would be arriving.

3. Reduction in travel time

With well established communication lines between the vehicle, central command control

centre (64) and the bus stations, the C4 will be able to redirect the vehicles in the event of

Page 71 of 152


71

any emergencies Enroute saving the property of KSRTC (in such events riots Enroute) and

help to reach the destination in pre-determined time. When Traffic Management System gets

implemented across the city, these vehicles would get to have information on the traffic

density and probable courses of action to reach the destination in time.

4. Patronage of Public Transport System

The introduction of ITS will result in more efficient and cleaner transport management, real-

time dissemination of information to passengers regarding bus services at bus stops, bus

terminals and inside Buses. This will enhance reliability of public transport services and

encourage people using personal transport to use public transport system. This will result in

minimizing traffic congestion and pollution levels. A modal shift of up to 5% to public

transport is expected.

5. Reduction in Congestion

With state of the art and real time information dissemination of information possible for all

stakeholders’ immediate corrective steps can be taken to avoid areas of accidents, high

density of traffic and help ease congestion. Also, with increased modal shift from other

personnel modes, the system is expected to ease traffic congestion on roads.

6. Reduction in accidents

With ITS improving the efficiency and management of transport across city, improved training

and two way communication capability between driver and operations staff it is expected to

reduce accidents with the use of incident management facility in ITS, it will be possible to

ensure quick relief in case of accidents, hold ups, breakdowns etc. This will also minimize

fatalities with immediate help coming from the right quarters.

7. Reduction in emission levels

While the transport network becomes highly efficient, punctual, passenger friendly it is

bound to translate to citizens using own vehicles patronizing public transport. This will result

in reduction of emission levels, as less number of vehicles will be using the roads.

8. Increase in tourist satisfaction

With various systems installed in the vehicle, bus-stations / stands, command and Control

Centers, integration and coordination becomes a key factor for providing different

experience to the citizens of Mysore. This is expected to increase the tourism flow into the

city and their patronage.

The outcome of ITS implementation could be translated into measurable parameters such as:

Table 28: Measurable outcomes for project evaluation

S. No

Particulars of Outcomes Evaluation plan

1. Increase in average passenger occupancy in buses as a result of access to on-line information through display systems, improved transport management.

Obtain data on Occupancy Ratio from CCS.

2. Reduction of personal vehicles use by Data from RTO on new vehicles registration.

Page 72 of 152


72

S. No

Particulars of Outcomes Evaluation plan

commuters.

3. Reduction in emission from personal vehicles due to greater usage of public transport.

Data based on number of vehicles plying on the Road multiplied by average emissions per vehicles of different categories.

4. Enhanced Air quality due to reduction in pollution levels.

By installing Air quality monitoring stations at appropriate locations

5. Increase in Commuter/Passenger Satisfaction level.

Conducting surveys with different segment of population

6. Real-time punctuality monitoring of bus arrivals and departures.

Reports generated at data center in CCS.

7. Effective Fleet Management and deployment of Buses.

Reports generated at data center in CCS.

8. Increase in revenue for KSRTC. Balance sheet.

The thresholds on these parameters will have to be determined by KSRTC and the targets set

with the participation of different stakeholders of KSRTC. The parameters need to be

monitored on a regular basis. The results will have to be made public that would provide

scope for continuous improvement of the services of KSRTC.

Specific Evaluation Reports are designed to assess, define goals described above and

document how the goals were (or were not) achieved. The reports would be generated at the

data center in CCS.

Each of ITS goal areas can be associated with outcomes of deployment that lend themselves

to measurement. These outcomes resulting from project deployment are identified as

measures. The association of goal areas and measures is depicted as follows:

Table 29: Measures of effectiveness within each goal area

Goal Area Measure

Safety • Reduction in the overall Rate of Crashes

• Reduction in the Rate of Crashes Resulting in Fatalities

• Reduction in the Rate of Crashes Resulting in Injuries

Mobility • Reduction in uncertainty of waiting passengers

• Reduction in Delay

• Reduction in Transit Time Variability

• Improvement in Customer Satisfaction

Efficiency • Increases in Highway and Arterial Throughput or Effective Capacity

Productivity • Travel Time Savings

• Increase in Economic Productivity

Energy and Environment

• Decrease in Emissions Levels

• Decrease in Energy Consumption

Page 73 of 152


73

The "few good measures" in the preceding table constitute the framework of benefits

expected to result from deploying and integrating ITS technologies. Other projects may have

goals that fall outside the traditional "few good measures", and may include the following:

Deployment of infrastructure required to support ITS

Creation of a regional architecture

Creation of a system to archive data

Goals need to be identified for each individual project based on the type of project being

deployed. In cases where the traditional "few good measures" are not applicable, the

evaluation should document how well the project met the goals. Potential areas for

evaluation include the following:

Implications of achieving consistency with the National ITS Architecture

Standards implementation

Consumer acceptance

Others as appropriate to local considerations

Institutional issues

An area of special emphasis should be the non-technical factors influencing project

performance. ITS projects have been profoundly influenced by considerations such as

procurement practices, contracting policy, organizational structure, and relationships among

major participants such as prime contractors and their subcontractors. The transportation

community stands to reap significant benefit from understanding how the varied range of

non-technical factors impacts directly on traditional project performance parameters, such

as, cost, schedule, and final functionality.

Page 74 of 152


74

D: Bio-Diesel

D-1. Need of the Project

D-1.1. Energy Efficiency & Climate Change Considerations

GHG emissions across the globe are increasing most rapidly in the transportation sector. A

major issue of global concern at present is the increasing contribution of the transport sector

to carbon dioxide (CO2)—the main greenhouse gas (GHG) produced from the use of fossil

fuels—and its consequences on global warming and climate change. Even people with low

incomes are meeting their need for mobility, and projected income growth over the next two

decades suggests that many more will acquire personal modes of transportation. How this will

affect the earth’s climate is a great concern.

In India, roads have dominated land transport system since 1985, and it is clear that their

dominance will continue, if not increase. In the last three decades, owing to easy

accessibility, flexibility and reliability the share of both freight and passenger traffic has

experienced a rapid shift from rail to road, however the capacity of the road has not been

able to keep pace with the increasing demand. In terms of rail-road modal mixes, the freight

traffic carried by road transport is estimated to have increased from roughly 35% in 1970/71

to 70% in 2003/04 whereas the passenger traffic has increased from 67% to 85% during the

same period.

Current transportation activity is overwhelmingly driven by internal combustion engines

powered by petroleum fuels. The total transport sector (which includes road, rail, aviation

and water navigation) energy consumption in India was 31.14 million tones of oil equivalent

(mtoe) in 2003/04 with share of petroleum fuels 98% and electricity 2% (MoPNG, 2005). Of the

total petroleum products consumed, share of high-speed diesel (HSD) was the highest 71%,

gasoline 27%, and all other fuels less than 1%. Demand for gasoline and HSD has grown at 7.4%

and 5.7% per year respectively between 1980/81 and 2003/04. As a consequence, transport

energy use and CO2 emissions closely track the growth of transportation activity. The total

CO2 emissions from the transport sector in the country in 1994 were 79.88 million tonne (mt)

(MoEF, 2004). The transport sector contributed around 12% of the country’s total CO2

emissions as a part of its total energy activities (i.e., 679.47 mt of CO2 in 1994). Among the

transport sub-sectors, road transport is the main source of CO2 emissions and accounts for

nearly 90 per of the total transport sector emissions.

Further, the rapid pace of urbanization and an even faster pace of motorization—measured as

the growth in ownership and use of motor vehicles—have exerted heavy pressure on the urban

transport system, especially in the metropolitan cities and second order cities like Mysore

city. One noticeable feature about the growth of vehicles is the explosion in the number of

two wheelers (namely, scooters, motor cycles, and mopeds), cars and auto rickshaws. The

importance of transport energy use and emissions, within the overall energy scene, has grown

substantially in recent decades in response to a series of public policy objectives such as

energy security, human health, safety, local environment and climate change.

There are policy and technology choices that could significantly lower the emissions growth

rate while increasing mobility, improving air quality, reducing traffic congestion, and

lowering transport and energy costs. These can be attenuated by sensitive design of new

infrastructure and introduction of best practice operating technology. But technology is not

Page 75 of 152


75

enough, and measures are required to restrain road traffic growth by better-directed land use

planning, stricter demand management, and greater use of public transport.

In India, GHG emissions from the road transport sector are expected to soar . In 2000, nearly

81.25 mt of CO2 was emitted from on road vehicles in India and in 2005 it went up to about

130 mt. Similar to the fuel demand growth rate, total CO2 emissions is also likely to go up

over nine-fold in the low GDP growth ( 6 % ) scenario (127.69 mt in 2005 to 1159.95 mt in

2030) and about thirteen-fold (133.98 mt to 1698.82 mt) in the high GDP growth over the

next 25 year period between 2005 and 2030. This increase has been fuelled by the rising

demand for mobility, as economies would continue to grow.

Despite the rapidly increasing contribution to CO2 emissions, likely to grow at an average

annual rate of 9.2% with GDP growth at 6% and 10.7% with GDP growth at 8%, there has been

no initiative so far in addressing cost-effective emission reduction strategies in India.

Although with advancement of automobile and fuel technologies, the fuel efficiency of

transport vehicles will continue to improve but these improvements will be more than offset

by a combination of increases in the number of personal vehicles (with a shift towards

vehicles with more powerful engines) and their increasing utilization levels. The more

significant role of public transport and use of Alternative fuel such as Ethanol Blended Diesel

will be needed in reducing the energy intensive path of the road transport sector in India.

The mix and the growth in automobile population determine the contribution of auto

emissions of local pollutants namely, CO, HC, NOx and PM in any city. The likely penetration

of buses running on Ethanol – solubiliser blend Diesel is expected to bring a drop in the

growth of energy demand and emissions of CO2 and also local criteria pollutants.

Role of Public Transport providers such as KSRTC, therefore becomes significant both in terms

of providing the public transport services and introduction of best practice technological

aspects such as use of Ethanol blending to address the vital issues of GHG emissions and

energy efficiency. The Ethanol –Solubiliser -Diesel blends reduce, GHG as well as particulate

emissions and other criteria pollutant emission from Diesel vehicles.

Figure 17: Drop in PM emissions with the use of Ethanol

(Source: Office of Heavy Vehicle Technologies, ORNL State Partnerships Program)

Page 76 of 152


76

In the USA O2 diesel (Ethanol-Diesel fuel) fuel blend has been subjected to extensive

independent laboratory and field testing under the auspices of federal, state, and local

agencies. Testing has included tens of millions of miles and hundreds of thousands of hours of

operation in a wide range of diesel powered equipment. Testing has been conducted in

several countries and under variable conditions including hot and cold climate extremes.

The testing of O2 diesel (Ethanol-Diesel fuel) was undertaken by California Air Resource Board

(CARB) under its interim procedure for verification of Emissions Reductions for alternative

diesel fuels. About 1.6 % reduction in oxides of Nitrogen Emissions and a 20 % reduction in

particulate emissions and 25 % reduction in Hydrocarbon emissions were observed. The

Department of Conservation and Natural Resources, Division of Environmental Protection,

State of Nevada, US has also designated O2 diesel (Ethanol-Diesel fuel) as an Alternative fuel

in Nevada’s Alternative Fueled Vehicles Fleet program.

Diesel emissions’ contribution to poor urban air quality is the focus of Air Quality and

Environmental Agencies around the world. Diesel emissions not only contribute to ozone

depletion, but particulate matter (PM) from diesel exhaust has been linked to a number of

health related issues. Many solutions proposed require large and expensive infrastructure

investment. The time scale and cost of these approaches has led several countries to seek

more immediate and less expensive solutions. In economies with large and ageing diesel

fleets an oxygenated diesel fuel that provides immediate air quality benefits, is the most

practical solution. If this solution can additionally cut oil imports and promote indigenously

produced renewable fuel components it can make sense from both an environmental and

economic standpoint.

D-2. Mysore City environmental Scenario

City of Mysore currently enjoys the favorable state of environment. However, rapid pace of

socio-economic development and consequent growth in number of motor vehicles would pose

significant pressure on urban and regional air quality particularly in the region of Mysore.

Urban population in Mysore is growing faster. This is also leading to tremendous growth in

number of motor vehicles in Mysore. Urban air quality is, therefore, likely to become major

challenge the city would face in future. The current number of vehicles in Mysore city stand

at 3.55 lakhs .For city of Mysore mode-wise, 2-Wheelers account for 80.56 % , followed by 4-

Wheelers at 9.13 %, Trucks at 1.67 %, Buses at 0.8 %, with others vehicles at 7.85 %.

As the city has grown up with increase in per capita income, the ownership of the vehicles

has increased which causes intense land use and in turn generates more traffic. Although

number of motor vehicles has increased multifold by about 25 times in the Mysore City

between 1970 and 1996, the road capacity in older parts of the city remained same while the

quantum of traffic has increased significantly. As a result the GHG emissions (CO2) &

pollutants contributed by automobile exhaust are also likely to have increased. In future

years, increased vehicle kilometers will consume more fuel and generate increased amount of

GHG emission & criteria pollutants .To minimize the pollution loads in these cities,

technological options will have to be explored in terms of eco-friendly alternative fuels as

also efficient eco-friendly public transport systems in lieu of personal transport.

Energy consumption in transport sector is also likely to increase in the coming years with the

rapid increase in number of vehicles in Mysore city. Efforts are being made all over the globe

to reduce the consumption of petroleum-based fuels and maximize the utilization of eco

Page 77 of 152


77

friendly energy sources and fuels for meeting transport energy needs. Diesel engines are

major contributors of various types of air polluting exhaust gasses such as Particulate Matter

(PM), Carbon monoxide (CO), Oxides of Nitrogen (NOx), Sulfur, and other harmful compounds

besides GHG. It has been shown that formation of these air pollutants can be significantly

reduced by blending oxygenates into the base diesel. Ethanol blended diesel (e-diesel) is a

cleaner burning alternative to regular diesel for heavy-duty (HD) compression ignition (CI)

engines used in buses. Although ethanol has been used as a fuel oxygenate to reduce tail-pipe

emissions in gasoline, its use in diesel has not been possible due to technical limitations (i.e.,

blending). Commercially viable E-Diesel is now possible due to the development of additive

systems. With the use of e –diesel significant reductions in the CO2 , PM, CO and NOx levels

could be achieved.

In Mysore city, demand for petroleum products for transport sector is estimated to increase

over the next decades. In year 2007-2008 the diesel consumption of KSRTC buses in Mysore

Division stood at 166 lakh liters, considering 10 % increase in the consumption based on the

increased operations, this is likely to be the tune of 183 lakh liters for year 2008-2009. With

the blending of ethanol & Solubalizer to the tune of 8.2 %, the consumption of diesel fuel

would be reduced significantly. With the price differential between the prices of diesel and

E-Diesel, significant savings could be achieved per annum. Therefore, Blending of Diesel with

Ethanol for Karnataka SRTC Buses operating in Mysore region would address both the aspects

of reducing air pollution as well as energy savings. The buses operating on a blend of 7.7%

Ethanol, 0.5 % of Solubalizer and 91.8 % of diesel could well prove to be the solution for

meeting both the energy as well as environmental needs.

D-3. Ethanol & Diesel Blends: An Overview

Ethanol is a clear, colorless, flammable oxygenated hydrocarbon, with the chemical formula

C2 H5 OH. There is an important distinction between anhydrous and hydrous alcohol.

Anhydrous alcohol is free of water and is at least 99% pure. Anhydrous ethanol is used in fuel

blends. Hydrous alcohol contains some water and typically has a purity of 96%. In Brazil,

hydrous ethanol is used as a 100% gasoline substitute in cars with dedicated engines. Ethyl

alcohol as an automotive fuel replaces gasoline in dedicated internal combustion engines and

is an effective octane enhancer when mixed with gasoline in blends of 5% to 30%. In this case

no engine modifications are required. Ethanol easily blends with gasoline but not with diesel.

Ethanol was initially the fuel of choice for early automobiles, but was rapidly displaced when

low-cost gasoline was developed as a commercial automotive fuel. Ethanol made a comeback

as an automotive fuel in the early 1980s, when the Brazilian government launched the

Proálcool program to produce fuel ethanol from sugar cane on an unprecedented scale.

As mentioned above, Ethanol blends are common in gasoline but it is technically more

difficult to blend Ethanol with diesel and the mix is subject to various problems such as lack

of stability of the blend, lower cetane values causing poor starting and operation, lower

lubricity leading to increased component wear, increased corrosion of components, loss of

power and lower fuel economy.

These technical problems of using ethanol-diesel blends can be overcome in by using a

solubiliser. The blending of Ethanol and Diesel by an electronic on-site blending equipment

and innovative additive technology is now possible. This creates a stable clear solution of

ethanol and diesel ready for use in diesel engines. For reasons of fuel efficiency, emissions

Page 78 of 152


78

performance, and economics, a 7.7 vol % fuel ethanol blend can be utilized for maximum

benefits.

D-3.1. Ethanol- Diesel Blends

The emission and combustion benefits of oxygenating diesel fuel have been known for many

years but until recently a commercially viable oxygenated diesel remained elusive. While

ethanol has proven to be a technically and fiscally suitable gasoline oxygenate in numerous

markets, it, despite many attempts, has not been suitable for diesel fuel blending. It is only

recently, following the introduction of solubilizing additives that ethanol has seen widespread

consideration as a diesel fuel oxygenate.

Ethanol-diesel blended motor fuel (Ener Diesel) comprised of up to 7.7% fuel-grade ethanol

with additive package that solubilizes ethanol in both diesel fuel, and standard on- or off-

road diesel fuel. A solubiliser is essential for e-diesel because without it, extreme

temperatures and condensation can cause the fuel components to phase-separate.

It is virtually impossible to keep the diesel fuel distribution system free of water, which is

one reason why ethanol diesel has not been commercially demonstrated as a viable fuel until

recently. However, development of highly efficient cost-effective additive package has

solved these concerns along with a novel method of blending the product outside of the oil

companies.

D-3.2. Benefits

The table below gives the comparative analysis of various parameters for Compressed Natural

Gas (CNG) and E-diesel.

Table 30: Comparative analysis of various parameters for CNG & e-Diesel

Performance Characteristic

Compressed Natural Gas (Methane) E-Diesel (7.7% Ethanol in Diesel)

Greenhouse Gas Emissions

100% Fossil Fuel (Methane has significantly higher negative impact on CO2)

Reduces CO2 Emissions by 7% or More – Greater if Ethanol is Biomass-Derived (Source: U.S. Dept. of Energy)

Engine Efficiency (Mileage)

Requires Twice as Many Units of fuel (based on Btu content)

Excellent -- Similar to Diesel

Incremental Costs Up to $0.34 per mile(Source: N.Y. Metropolitan Transit Administration)

Saving of up to 30 paise per litre compared to normal diesel. Saving dependent on ethanol price and diesel price.

Lifecycle costs Substantially Higher Than Liquid Fuels

Similar to Diesel

(Source: U.S. Dept. of Energy)

Infrastructure Costs Substantial, Requiring Large Government Subsidies

Insignificant

Fuel Availability Limited to Cities Near Natural Gas Pipeline Distribution

Universal

In addition to environmental benefits, there are other various advantages of Ethanol-diesel

blends such as:

� Enhanced lubricity

� Added Cetane

� Improved corrosion resistance

Page 79 of 152


79

� Outstanding static properties

� Excellent response and power

� Maintains clean distribution system

� Maintains fuel economy

� No engine modifications required

� Increased life of engine and other components

� Increased life of engine oil

D-3.3. Engine Efficiency / Performance

Many millions of miles of fleet testing using ethanol diesel have been logged in Europe

(Sweden, Ireland), Brazil, Australia, India (Bangalore) and the United States (Nevada, Illinois,

Nebraska, Texas, and New York City). Sweden has tested a variant of e-diesel for many years

in urban buses operating in Stockholm, with great success. Using Swedish Mark II diesel fuel,

perhaps the cleanest in the world as the base, this ethanol blend has shown significantly

improved emissions performance and reliable revenue service.

Brazil has also pioneered the investigation of ethanol diesel since the late 1990s,

demonstrating that a properly blended and formulated ethanol diesel can operate quite

successfully in a very warm, humid climate. The results of U.S. e-diesel fleet testing to date

have indicated that, a fuel with less than 8% ethanol in most applications, particularly in

stop-and-go urban operations, has no adverse affect on fuel efficiency.

However, e-diesel has a lower energy content (fuel ethanol has about 78,000 BTU’s of energy

vs. “average” diesel fuel with ~128,000 BTU’s), so that the greater the concentration of

ethanol in the fuel, the lower the energy content. The extra oxygenation from ethanol, and

the outstanding lubricity, cetane, and detergency from the additives, help overcome fuel

efficiency deficits.

D-3.4. Engine & Materials Compatibility

As part of an overall “no harm” testing program undertaken by several ethanol diesel product

developers, several 1000-hr. engine durability tests on e-diesel have been undertaken in the

U.S. since 1998. Durability is an important criterion for OEMs that require such data to

determine the compatibility and durability of fuels in a given engine under heavy load

conditions. Results of several of these tests to date have found that all fuel pumps,

injectors, rods & bearings, and other components were “normal” and “no excessive wear was

found” relative to the expected results using conventional diesel fuel.

Through multiple field demonstrations and commercial fleet sales the e-diesel blend has

accumulated many hundreds of thousands of hours of “real world” no harm data. Extensive

materials compatibility tests were recently carried in Germany by a internationally

recognized third party.. The tests showed that from a materials compatibility standpoint e-

Diesel performed no worse than the base diesel.

D-3.5. Fuel Properties

E-Diesel exhibits a number of properties that are very desirable for fleet operators. Also,

there are several looming issues associated with the required introduction of low sulfur diesel

(LSD), with a sulfur content that cannot exceed 350 parts per million and (ultimately 50ppm

by 2010 in Bharat stage IV for identified cities) can be addressed by e-diesel. One of which is

Page 80 of 152


80

fuel lubricity, which is degraded significantly in ULSD unless modified with additives. E-

diesel more than solves this problem by imparting a substantial increase in lubricity without

the need for additional additives. E-diesel blends have been shown to provide excellent

corrosion protection, a factor that is crucially important to fleet operators such as Karnataka

SRTC. This added degree of natural protection ensures that e-diesel can be classified legally

as a “premium” diesel fuel in many markets.

After years of development and technical achievement, ethanol-diesel blended motor fuels

are beginning commercialization in developed and developing nations alike. All remaining

technical challenges are being addressed on a global basis by some of the world’s most

respected fuel and fuel additive manufacturers, developers, and suppliers. More than

sufficient supplies of fuel ethanol, and the additive components would make it work as an

effective diesel fuel component. E-diesel can immediately be employed as part of a

comprehensive urban environmental strategy to reduce harmful emissions from a wide-range

of diesel-powered equipment, both on- and off-road, in a cost-effective manner without fuel

supply or equipment infrastructure modifications. In addition to environmental benefits, E-

diesel provides nations another option for their energy portfolios, which will help diversify its

sources of energy while modulating the impact of fluctuating world crude oil prices. Also, an

effective renewable energy strategy that includes new bio-fuels (including ethanol)

production provides nations with a means of stabilizing agriculture commodity prices,

improving their manufacturing sector, and creating new employment opportunities.

Industry specification of Denatured Anhydrous Ethanol based on IS: 15464:2004 is appended

at Enclosure ‘2’.

D-4. Studies using E-Diesel across the world

a) Air Resource Board’s (ARB) , California, has reviewed the data submitted by

O2 diesel Inc and verified the results in a 1.6 percent reduction in oxides of

nitrogen emissions and 20 percent reduction in PM and 25 percent reduction in

HC with no net increase in toxicity. Division of Environmental Protection,

Department of Conservation and Natural Resources, State of Nevada has also

reviewed the data and finds that O2 Diesel (Ethanol and Diesel fuel) meets the

requirements of NAC 486 A.140. They have also designated the O2 diesel fuel

as an alternative fuel. NAC 486 A.140 requires that to be designated as an

alternative fuel, the fuel must reduce the emissions of one or more regulated

pollutants compared to the emissions generated by the fuel being replaced

and not to cause emissions that exceed the tailpipe emissions standards listed.

b) Studies in Indian context: Karnataka SRTC is successfully operating 2100 buses

at its 20 depots; on Ethanol-Diesel blends (8.2 % ). The results from operation

of these buses are encouraging in terms of emission reductions added with

environmental and social benefits.

D-5. Social, environmental & economical Benefits

Fossil fuel combustion in the transportation system is a major cause of outdoor air pollution.

Air quality improvement requires additional policies and technological upgrades in fuels and

vehicle engines. The project would simulate the environmental and social impacts resulting

from the use of a stabilized diesel/ethanol mixture in the KSRTC bus fleet in its Mysore

division. The evaluation will be carried out to show reductions in air pollutants, mainly PM10,

Page 81 of 152


81

which would help avert a number of disease events and deaths, as estimated through dose-

response functions of epidemiological studies on respiratory and cardiovascular diseases.

Valuation of the impacts using an environmental cost-benefit analysis considering operational

installation, job generation, potential carbon credits, and health costs and also adding the

estimated qualitative benefits to the quantitative ones, the project's benefits would far

outweigh the measured costs. Mysore region would benefit from ethanol use, producing

environmental, health and socio-economic gains, the three pillars of sustainability.

The development of bio fuels (Ethanol) is likely to have significant social impacts, including

job creation (quality and permanence), social responsibility and social equity, including issues

such as wealth distribution to rural communities. The rural poor in India who are mainly

farmers are involved with agricultural production and are likely to gain from the development

of Ethanol.

During site visit to one of the 4 depots where the preparation of the diesel/bio-fuel mix is

proposed, KSRTC informed that facilities are registered with the Pollution Control Board and

operate with valid consents. On the issue of oil waste and vehicle washing waste, KSRTC also

shared information about the facilities for recycling waste from the workshop and the

disposal of washing area waste which is disposed of on approved sites.

It is necessary for KSRTC to commit all its 4 depots in Mysore certified to ISO 14001 processes

in set timelines so that this activity is completed in time for the operations to begin. On

construction impacts, the relevant measures included in the ESMF for the entire project

would be applied. On construction impacts, the relevant measures included in the ESMF for

the entire project would be applied.

D-5.1. Safety Aspects in Ethanol-Diesel Blends:

Ethanol and diesel are typically immiscible fluids due to their high molecular weight

difference and the polarity of ethanol’s alcohol group. As mentioned in earlier, fuel additives

must be added to facilitate mixing of the two fuels. Though apparently miscible with the

additives, the ethanol and diesel in the blends retain their own vapor-liquid equilibrium

characteristics. Therefore, at ambient temperatures, mainly ethanol resides in the headspace

of E-Diesel blends. This makes the diesel fuel a more flammable liquid when blended with

ethanol. Therefore, the flammability properties of E-Diesel are a significant technical

challenge from a safety standpoint.

At typical ambient temperatures (70 - 72°F), the vapor pressure of E-Diesel is 0.925 - 0.988

psi, which lies at ethanol’s stoichiometric concentration in ambient air (6.5%). The

flammable temperature range for ethanol once it has reached equilibrium inside a closed

container (e.g. fuel tank) is approximately 51° - 106°F, based on flammability limits and

vapor pressure data. The flammable temperature range at equilibrium in a closed container

for diesel is approximately 148° - 302°F, and for gasoline is approximately -40° - 0° F. This

shows that ethanol, and therefore E-Diesel, is most flammable over a more significant range

of temperatures, posing a greater safety hazard in a closed container. Although ignition of

the diesel can easily occur at the mouth of the fill neck, it is virtually impossible for ignition

to propagate down the fill pipe and into the fuel tank, since the fuel mixture is too rich (not

enough oxygen).

With ethanol fuel, however, ignition could easily propagate down a fill neck and into the fuel

tank at typical ambient temperatures, causing the fuel tank to catastrophically fail. The low

Page 82 of 152


82

flash points of ethanol and vehicle tank vapor flammability are the most important aspects of

e-diesel that needs to be addressed from the safety standpoints.

E-diesel fuel blends pose a much larger hazard from a fire-safety standpoint than diesel or

gasoline, due to the fact that their vapors are most explosive at typical ambient

temperatures. Safe onboard storage poses a significant technical challenge. However, the use

of properly sized flame arresters in fill necks help minimize these risks. The Annexure ‘A’ and

Annexure ‘B’ depicts the details about Assembled Cast and Rolled Filler Neck with Flame

Arrestor respectively.

D-5.2. Environmental Impact Assessment

The environmental benefits of Ethanol blended with diesel appear during the combustion in

the engine itself. The use of ethanol would results in a closed carbon cycle, since the

emitted amount of CO2 is as much as the plant absorbed during its vegetation.

Due to the low or zero content of pollutants such as sulfur in ethanol, the pollutant (SO2

etc.) emission is much lower than the emission of conventional fuels.

The impacts of use of ethanol in diesel are enumerated below;

� Closed carbon cycle, reduced CO2 emissions.

� No sulfur content, no SO2 emission, very low NOx, CO, soot emission.

� Better energy balance than conventional fuels.

� Bio-fuel (Ethanol) is biological degradable.

D-5.3. Emission Benefits

The emission inventory has been worked out for without project and with project scenario for

the four key pollutants namely CO, HC, NOx and PM. The reductions for these four pollutants

are expected to the tune of 40%, 50%, 2% and 50 % respectively, with the implementation of

project with the use of e-Diesel and Diesel Particulate Filter (DPF).

Emission inventory in tonnes/ year is calculated on the basis of following formulae for CO,

HC, NOX and PM.

Emission = VKT x EF x DF

= Vehicle Kms travelled per year x EF x DF

Where, EF= Emission Factor , DF = Deterioration Factor

Vehicle Kms traveled per annum are taken as 100,000 Kms for all the buses currently

operating in Mysore Division.

The ratio of the buses for 0-5 years & 5-10 years brackets on the basis of current bus

population is taken as 85 % /15 %.

The Emission Factors (EF) in Gms/ km and Deterioration Factors (DF) for both the age

brackets has been prepared on the basis of ‘Transport Fuel Quality for year 2005” report by

Central Pollution Control Board, New Delhi, is as given below

Page 83 of 152


83

Emission Factors:

Table 31: Emission factors

CO HC PM

Age Bracket of Buses, years

0-5 5-10 0-5 5-10 0-5 5-10 0-5 5-10

Emissions, Without Project, gms/km

3.6 4.5 0.87 1.21 12 16.8 0.56 1.6

Emissions* With Project, gms/km

2.16 2.7 0.43 0.60 11.76 16.46 0.28 0.8

* The reductions for CO, HC, NOx and PM are assumed to the tune of 40%, 50%, 2% and 50 % respectively as mentioned above

Deterioration Factors (DF):

Table 32: Deterioration factors

Sl .No.

Age Bracket Pollutant DF

PM 1.19

CO 1.015 1 0-5 years

HC & NOx 1

PM 1.355

CO 1.18 2 5-10 years

HC & NOx 1

Note: No change in DF is assumed for both with and without project scenario

Based on the above working Emission Inventory has been worked out. The Table below

depicts the details of same.

Table 33: Working emission inventory

Pollution

Load Type

Year

1

Year

2

Year

3

Year

4

Year

5

Year

6

Year

7

Year

8

Year

9

Year

10

CO 102.7 113.0 124.3 136.7 150.4 165.4 182.0 200.2 220.2 242.2

HC 25.3 27.9 30.6 33.7 37.1 40.8 44.9 49.4 54.3 59.7

NOX 349.8 384.8 423.3 465.6 512.1 563.4 619.7 681.7 749.8 824.8

Without

the

project

PM 19.7 21.7 23.8 26.2 28.8 31.7 34.9 38.4 42.2 46.4

CO 61.6 67.8 74.6 82.0 90.2 99.3 109.2 120.1 132.1 145.3

HC 12.5 13.8 15.2 16.7 18.3 20.2 22.2 24.4 26.9 29.5

NOX 342.8 377.1 414.8 456.3 501.9 552.1 607.3 668.0 734.8 808.3

With the

project

PM 9.8 10.8 11.9 13.1 14.4 15.9 17.4 19.2 21.1 23.2

CO 41.1 45.2 49.7 54.7 60.2 66.2 72.8 80.1 88.1 96.9

HC 12.8 14.1 15.5 17.0 18.7 20.6 22.7 24.9 27.4 30.2

NOX 7.0 7.7 8.5 9.3 10.3 11.3 12.4 13.7 15.0 16.5

Differential

Load With

Project

PM 9.8 10.8 11.9 13.1 14.4 15.9 17.4 19.2 21.1 23.2

As detailed above, there will be significant reductions for CO, HC and PM, with the use of e-

Diesel and Diesel Particulate Filter (DPF), i.e. with project there will be significant

reductions in overall pollution loads from the buses operating in Mysore region. There will be

marginal reductions in NOx as well, as detailed above.

D-6. Ethanol: Supply Scenario in India

Page 84 of 152


84

With 14.1 per cent growth (2007) in the manufacturing sector, 14 per cent (2006) in the

service sector, and an agriculture sector that is beginning to finally look up, the Indian

economy needs all the energy it can get to sustain the growth momentum. However,

enshrouded in the figures of the galloping Indian economy is the precarious energy situation

that the country faces.

Coal comprised half of India's 15.734 EJ (exajoule)/ 325 mtoe (million tons of oil equivalents)

primary energy consumption in 2004, used for running most of its power plants. Crude Oil and

its products, which fuel the transport sector, contributed 36 per cent. Natural Gas, used

mainly in the fertilizer sector, had a share of 8 per cent, while renewable energy (including

Nuclear Energy) comprised a miniscule 4 per cent in the total energy mix. It is thus evident

that India is primarily a coal-based economy. The second more worrisome aspect of India’s

energy economy is the reliance on crude oil and its products. India imports 73 per cent of its

crude oil requirement, and this is expected to reach 90 to 93 per cent by 2031-32. It is also

worth noting that most of India’s oil imports come from the politically unstable countries of

West Asia and Nigeria, rendering India’s supply security precarious. Further, as crude oil has

crossed the US $125 a barrel mark, the import bill for crude oil imports will face some drastic

upward revision.

Evidently, any alternate to such an expensive and environmentally degrading energy mix with

insecure supply options would be welcome. Among all sources of bio-energy, ethanol has the

maximum global presence. The global production of alcohol in 2005 was 41 million kilolitres

of which 70 per cent was used as fuel. Reeling under the pressure of the spike in

international crude oil prices and the increasingly unstable political situation in West Asia,

there has been an increased international momentum towards Ethanol.

India is the fourth largest producer of ethanol in the world. Unlike Brazil, where ethanol is

produced directly from sugar cane juice, and the United States, which uses corn for

production, India produces ethanol from bagasse. Bagasse, or molasses, is the waste product

after the extraction and refining of sugar from sugar cane. Ethanol production in India

therefore has a marked advantage as its production could potentially leave sugar prices

unaffected. Further, by blending diesel with 7.7 per cent ethanol for buses of Mysore division

15 lakh litres of diesel could be saved annually by Karnataka SRTC. Apart from increasing

India’s energy security, Ethanol production can also generate rural employment.

The annual projected growth rate in the area under sugarcane at 1.5% per annum has doubled

during the last five years. This is because it is considered to be an assured cash crop with

good returns to the Farmers vis-à-vis other competing crops.

Molasses production in India has increased. It is therefore evident that along with sugarcane

production, phenomenal growth is also taking place in the production of molasses, the basic

raw material for the production of ethanol from sugarcane. Of course, there are also other

agro routes available to produce ethanol. The current availability of molasses and alcohol

would be adequate to meet the requirement of usage of ethanol as a fuel after fully meeting

the requirement of the chemical industry and potable sectors.

Capacities for supply of ethanol in India are in the process of building up. About 11 factories

in Uttar Pradesh will be adding facilities to produce about 75 million litres of anhydrous

alcohol. Similarly about 7 units in Tamil Nadu (production capacity of 62.5 million litres of

anhydrous alcohol); 8 in Karnataka (anhydrous alcohol production capacity of 66.5 million

Page 85 of 152


85

litres); and 4 units in Andhra Pradesh (capacity of over 40 million litres) are enhancing their

capacities. Similar steps have also be taken up by the cooperative sector units in

Maharashtra, Punjab and UP.

There is considerable scope for further reduction in the cost of production of both sugarcane

and sugar in India with liberalization of controls on the sugar industry with the resulting

reduction in costs for ethanol. Consolidation of land holdings and corporate farming on the

raw material side and expansion of capacity on the unit size are important developments and

would lead to substantial improvements in productivity, thereby rendering India a cost-

effective producer of sugar and Ethanol in the world.

The area under sugarcane is presently less than 2% of total cultivable area in the country and

about 3% of the irrigated area. There is considerable scope for increasing the area under

sugarcane considering the fact that it is more profitable compared to other crops.

D-7. Ethanol Diesel – Solution Framework

In Mysore, KSRTC is operating intercity as well as intra city services. The numbers of routes

operated in the Mysore region are about 795. There has been a steady increase in the no. of

passengers using the bus. This is primarily due to nearly constant fares over the years and

increase in the bus routes as per the growing demand for the bus transport.

Since 1994-95 onwards there has been a steady increase in the fleet. The average fleet held

increased by 1.75% in the initial years to 3% in the recent years. The increase in the fleet is

accompanied by the increased percentage fleet utilization. The average age of the fleet is

approximately 4.35 years over the last decade. Overall picture of increased percentage

utilization, acquisition of fleet and the average age resulted into increased reliability of

services.

As mentioned above, currently Mysore Division of Karnataka SRTC operates 795 buses.

Majority of these vehicles are either EURO I or EURO II vehicles .The actual smoke level

observed on these vehicles is well within the prescribed limit of 65 HSU, except few stray

cases, which are sent for rectification and tested again for smoke levels. Out of 795 buses,

about 750 buses will be run on the blend of Ethanol- Diesel. For the fuelling of the buses for

ethanol-diesel blends, necessary infrastructure changes at four depots of Karnataka SRTC at

Mysore will be undertaken.

The blending of Ethanol and Diesel will be done by an external independent agency with

capacity of proprietary electronic on-site blending equipment and innovative multi-patented

additive technology. A stable clear solution of ethanol and diesel will be used for fuelling 750

buses. To achieve maximum benefit in terms of fuel efficiency, emissions performance, and

economics, a 7.7 vol% fuel ethanol blend will be utilized. The Specialized on-site ethanol

storage tanks will be installed along with state-of-the-art computerized blending equipment,

which will automatically blend diesel, ethanol and the patented additive into a clear stable

solution prior to being dispensed into the tank of the vehicle. Delivering the solution in this

manner will eliminate contamination of the fuel blend with water, which is normally found in

the diesel storage tanks.

Page 86 of 152


86

The patented additive technology will offer enhanced fuel characteristics including

substantially increased lubricity, conductivity and anti-corrosion properties.

Figure 18: Onsite tank to be installed at depots & computerized blending equipment

State- of- Art computerized blending Equipment

Monitoring of all the buses for smoke levels will be carried out on monthly basis. Past data of

smoke levels will be compared to establish the benefits in terms of emission reductions.

Ethanol-diesel fuel, ignition could easily propagate down a fill neck and into the fuel tank at

typical ambient temperatures, causing the fuel tank to catastrophically fail. To avoid any

such eventuality, diesel tanks of all the vehicles will be fitted with flame arrestors.

D-7.1. Life Cycle Analysis (LCA)

For evaluating the natural resource requirements and environmental impacts from the whole

life cycle of ethanol, LCA, an established technique will be used. Data on the life cycle of the

Ethanol as well as the complete network of products and services used for its provision will

be collected and analyzed. LCA analysis will focus on land use, primary energy and GHG

emissions, and will provide a highly effective means of estimating total GHG emissions

reductions and energy resource depletion associated with the production and utilization of

Ethanol. These estimates will be calculated relative to the diesel fuel that ethanol would

potentially replace.

D-7.2. Functional Specification of Stores

1. Specialized on–site Ethanol Storage Tanks

a) The tanks shall be made from either of stainless steel or fiber glass (using

resins compatible with ethanol).

b) The tanks shall be fitted with conservation vents. It should be so configured to

allow venting, in case the pressure in the tanks exceed 1-3 psi ( 7-21 kPa ) and

when the vacuum in the tank exceeds 5-10 cm ( 2-4 in ).

c) The tanks shall be provided with all the necessary accessories such as External

emergency valve, Manual ball valve, solenoid valve, splitter valve, fuel

dispenser, vapour recovery nozzle, dispensing pumps, fire suppression nozzle,

and fuel pick up tube, drop tube filling port and gauges etc.

Page 87 of 152


87

d) The tank shall be of capacity of 1000 liters.

2. Computerized Blending equipment

a) Computerized blending equipment shall be of high accuracy.

b) It must be able to carry out homogenous blending of all components, i.e. it

should be able to automatically blend diesel, ethanol and the solubiliser into a

clear stable solution prior to being dispensed into the tank of the vehicle.

c) It should be able to eliminate contamination of the fuel blend with water.

d) It must be fully automatic and shall operate without human intervention.

3. Diesel particulate Fil ter (DPF)

a) A DPF an innovative system for removing soot from the diesel exhaust

b) DPF should control diesel particulate matter emissions by physically tapping

the particles in its structure

c) Buses fitted with the DPF should not provide any operational problems. Buses fitted with

DPF in KSRTC have been a success.

4. Flame Arrestor

a) The Flame arrestor fitted on fuel tanks must be able to stop flame

propagation.

b) It should be made of suitable material such as carbon steel / aluminum so as

to have superior mechanical Strength and corrosion resistance.

D-7.3. Environment Management

Karnataka SRTC is committed to make all its four depot at Mysore division ISO 14001

certified. The process for ISO certification has been initiated and the four depots will be ISO

14001 certified by March 2009.

D-8. Cost Estimates & Funding Plans

Total Project Cost: 357.00 Lakhs

Item wise break-up of Project Costs:

Items Cost in Rs.

Lakhs

Flame Arrestor 53.90

DPF 201.00

Tanks 60.00

Consultancy 25.20

Total Project Cost 340.10

Contingency @ 5% 17.00

Total 357.10

Page 88 of 152


88

Table 34: 1 - Assumptions for working out the EIRR

Item Number Units

Projected Growth in Buses 10% percent

Kms Traversed per Bus 100,000 Kms/bus/year

Cost of HSD 36.62 Rs/ litre

Bio Ethanol Mix Percentages

Diesel 91.8 percent

Ethanol Mix 7.7 percent

Solubalizer 0.5 percent

Prices of components of Ethanol mix

Diesel 36.62 Rs. Per Litre

Ethanol Mix 22.66 Rs. Per Litre

Solubalizer 151.00 Rs. Per Litre

Actual Consumption in Mysore in July 2008

16.60 Data From KSRTC

Table 35 Emissions load from Bus without the Project

Emissions Gms/ Kms CO HC NOx PM

New Bus 3.6 0.87 12 0.56

Old Bus 4.5 1.21 16.8 1.6

Table 36 Emissions Load from bus with the Ethanol mix

Emissions Gms/ Kms CO HC NOx PM

New Bus 2.16 0.43 11.76 0.28

Old Bus 2.7 0.6 16.46 0.8

Table 37 Accessories that are to be Placed on Vehicles

Item 1 Flame Arrestor 5600 Rs. per Item Life 10 years

Item 2 Diesel Particulate Filter 60000 per Item Life 7 years

The basis of the unit rates is as given below:

� Specialized on-site ethanol storage tanks and State-of-the-art computerized blending equipment: On the basis of established units at Bangalore Central division, Bangalore, Karnataka SRTC.

� Solubiliser: The details are appended at Annexure ‘C’.

� Flame Arrestor: The quotation from M/s Energenics is appended at Annexure ‘C1’.

D-9. Fund Flow Pattern:

The funds for specialized on-site ethanol storage tanks and State-of-the-art computerized

blending equipment and Flame Arrestors to be fitted on fuel tanks of buses will be required in

the first quarter itself of Year 1 of the project (80.00 lakhs). For the supply of solubiliser a

detailed schedule will be worked out depending on the requirement for the individual depots

at Mysore city for the three years duration and the same will be incorporated in RFP.

1. Schedule for Financial Contribution and Sources (in Rs. Lakhs)

Table 38: Schedule for financial contribution and sources for eDiesel

Year 1

Sl. No. Source Quarter 1 Quarter 2 Quarter 3 Quarter 4

Year 2 Year 3 Total

Page 89 of 152


89

Year 1

1 GEF & GOI 20.02 69.64 21.76 21.76 88.79 88.79 310.76

2 Government of Karnataka 1.49 5.18 1.62 1.62 6.61 6.61 23.12

3 KSRTC 1.49 5.18 1.62 1.62 6.61 6.61 23.12

Total 23.00 80.00 25.00 25.00 102.00 102.00 357.00

D-10. Economic and Financial Analysis

The Mysore region, in year 2007-2008 the diesel consumption of KSRTC buses in Mysore

Division stood at 166 lakh liters, considering 10 % increase in the consumption based on the

increased operations, this is likely to be the tune of 183 lakh liters for year 2008-2009. With

the blending of ethanol & Solubiliser to the tune of 8.2 %, the consumption of diesel fuel

would be reduced significantly. With the price differential between the prices of diesel and

E-Diesel, significant savings could be achieved per annum.

The detailed analysis of economical and financial gains by use of E-diesel is elaborated

below:

Table 39 Base Rolling Stock used for the EIRR

Cost Item

Buses in the year

Flame Arrestors in

the year

Cumulative DPF

Additional Buses in the year

Kms Traversed millions

Year1 795 795.0 275.0 0.0 79.5

Year2 874 79.5 302.5 27.5 87.5

Year3 962 87.5 332.8 30.3 96.2

Year4 1058 96.2 366.0 33.3 105.8

Year5 1164 105.8 402.6 36.6 116.4

Year6 1280 116.4 442.9 40.3 128.0

Year7 1408 128.0 487.2 44.3 140.8

Year8 1549 140.8 535.9 48.7 154.9

Year9 1704 154.9 589.5 53.6 170.4

Year10 1874 170.4 648.4 58.9 187.5

Year11 1875 0.4 0.0 0.0 187.5

Year12 1875 0.0 0.0 0.0 187.5

Year13 1875 0.0 0.0 0.0 187.5

Year14 1875 0.0 0.0 0.0 187.5

Year15 1875 0.0 0.0 0.0 187.5

Table 40 Cost of Diesel Without the Project

Period Diesel

Consumption (mil litres)

Cost Of Diesel (Rs.mil)

Year 1 16.60 607.89

Year 2 18.26 668.68

Year 3 20.09 735.55

Year 4 22.09 809.10

Year 5 24.30 890.01

Year 6 26.73 979.02

Year 7 29.41 1076.92

Year 8 32.35 1184.61

Page 90 of 152


90

Year 9 35.58 1303.07

Year 10 39.14 1433.38

Year 11 43.06 1576.72

Year 12 47.36 1734.39

Year 13 52.10 1907.83

Year 14 57.31 2098.61

Year 15 63.04 2308.47

Table 41 Savings with the use of Bio Diesel

Without the Project With the Project

Bio Fuel - Consumption Cost of Bio Fuel Total Bio Fuel Cost

Savings Rs. Million

Period

Diesel Consumption mil litres

Cost Of Diesel (Rs.

mil)

Diesel Ethanol Mix Solubalizer Diesel Ethanol Mix Solubalizer

Year 1 16.60 607.89 15.24 1.28 0.08 558.04 28.96 12.53 599.54 8.35

Year 2 18.26 668.68 16.76 1.41 0.09 613.85 31.86 13.79 659.50 9.19

Year 3 20.09 735.55 18.44 1.55 0.10 675.23 35.05 15.16 725.45 10.10

Year 4 22.09 809.10 20.28 1.70 0.11 742.76 38.55 16.68 797.99 11.11

Year 5 24.30 890.01 22.31 1.87 0.12 817.03 42.41 18.35 877.79 12.23

Year 6 26.73 979.02 24.54 2.06 0.13 898.74 46.65 20.18 965.57 13.45

Year 7 29.41 1076.92 27.00 2.26 0.15 988.61 51.31 22.20 1062.12 14.79

Year 8 32.35 1184.61 29.70 2.49 0.16 1087.47 56.44 24.42 1168.34 16.27

Year 9 35.58 1303.07 32.67 2.74 0.18 1196.22 62.09 26.87 1285.17 17.90

Year 10 39.14 1433.38 35.93 3.01 0.20 1315.84 68.30 29.55 1413.69 19.69

Year 11 43.06 1576.72 39.53 3.32 0.22 1447.42 75.13 32.51 1555.06 21.66

Year 12 47.36 1734.39 43.48 3.65 0.24 1592.17 82.64 35.76 1710.56 23.82

Year 13 52.10 1907.83 47.83 4.01 0.26 1751.38 90.90 39.33 1881.62 26.21

Year 14 57.31 2098.61 52.61 4.41 0.29 1926.52 99.99 43.27 2069.78 28.83

Year 15 63.04 2308.47 57.87 4.85 0.32 2119.17 109.99 47.59 2276.76 31.71

Page 92 of 152


92

Table 42 Savings Due to Reductions in Pollution load

CO HC NOX PM Total Benefits Rs. Millions

Year 1 1.84 0.86 0.33 0.49 3.53

Year 2 2.02 0.95 0.37 0.54 3.88

Year 3 2.23 1.04 0.41 0.60 4.27

Year 4 2.45 1.15 0.45 0.66 4.70

Year 5 2.69 1.26 0.49 0.72 5.17

Year 6 2.96 1.39 0.54 0.80 5.69

Year 7 3.26 1.52 0.59 0.88 6.25

Year 8 3.59 1.68 0.65 0.96 6.88

Year 9 3.95 1.85 0.72 1.06 7.57

Year 10 4.34 2.03 0.79 1.17 8.32

Year 11 0.00 0.00 0.00 0.00 0.00

Year 12 0.00 0.00 0.00 0.00 0.00

Year 13 0.00 0.00 0.00 0.00 0.00

Year 14 0.00 0.00 0.00 0.00 0.00

Year 15 0.00 0.00 0.00 0.00 0.00

Table 43 Capital and Capex Replacement

On Vehicle Costs Rs. Millions

Capex Replacement

Flame Arrestor

DPF Item 1 Flame Arrestor

Item 2 DPF

Year1 4.45 16.50

Year2 0.45 1.65

Year3 0.49 1.82

Year4 0.54 2.00

Year5 0.59 2.20

Year6 0.65 2.42

Year7 0.72 2.66

Year8 0.79 2.92 16.50

Year9 0.87 3.22 1.65

Year10 0.95 3.54 1.82

Year11 0.00 0.00 4.45 2.00

Year12 0.00 0.00 0.45 2.20

Year13 0.00 0.00 0.49 2.42

Year14 0.00 0.00 0.54 2.66

Year15 0.00 0.00 0.59 2.92

D-11. Procurement Plan and implementation process

For supply of specialized on-site Ethanol Storage Tanks and State-of-the-art Computerized

Blending Equipment, Flame Arrestors on fuel tanks of buses and Solubiliser for Blending of

Ethanol and Diesel , A global tender shall be floated against the functional specification of

individual stores as detailed below in E-4. The details of guidelines to tenders, terms and

conditions of contract, the stores requirement are given at Annexure ‘D’.

The actual receipt of stores for the project components would commence from the receipt of

specialized on-site ethanol storage tanks and State-of-the-art computerized blending

Page 93 of 152


93

equipment. Simultaneously Flame arrestors would also be purchased and process of fitment

of it on buses would commence. For the supply of solubiliser a detailed schedule would be

provided to the contractor/s depending on the requirement for the individual depots at

Mysore city. . The project would commence in August 2008 and would be completed by

August 2011 (Three year Period). The procurement and implementation plan is given at

Annexure ‘E’.

D-12. Environment & Social Issues

The project of ITS & Bio-fuel component for Mysore city is aimed to be implemented with the

existing facilities. It will not involve additional requirement of land & consequently there will

be no displacement in implementation of this project either at the time of implementation or

in the future.

This project has no negative issues with respect to environment & social impacts, it is

expected to have more positive impact on environment of social issues. The implementation

of this project will ensure the environment & social well being at the local, regional, national

& global level.

Page 94 of 152


94

E: Overall Project Economic & Financial analysis

The total capital cost of Intelligent Transport System and bio-fuel project works out Rs.14.33

Crores and the Operating costs works out Rs. 7.97 Crores with a total outlay of Rs. 22.70

crores spread over a three year period. This includes a contingency cost @ 5% of Rs. 1.08

Crores. A quick overview of the Project outlay is provided below:

Project Items -> Capital Costs (in Rs.

Lakhs) Operating costs (in

Rs. Lakhs)

Total in Rs.

Lakhs

Year ITS Bio-Fuel ITS Bio-Fuel

Year 1 1,006.92 296.02 249.74 -

Year 2 26.07 20.95 252.85 -

Year 3 29.89 23.05 256.46 -

Total 1,062.88 340.02 759.05 -

5% contingency 53.14 17.00 37.95 -

1,116.02 357.02 797.00 -

Total Capex / Opex 1473.05 797.00 2270.05

Total ITS Project Outlay 1,913.03

Total Bio-Fuel outlay 357.02

Grand Total 2,270.05

E-1. Summarized Fund Flow Statement for ITS & e-Diesel

The overall project cost can be broadly divided into two categories. These categories include

the material costs (procurement of material including software procurement) and service

costs (deployment, installation and integration). The fund flow pattern identifies the

necessary funds required at every stage of the project with respect to the activities

identified in the Gantt chart. All the material costs have to be incurred against the purchase

order raised. The service costs will be met according to the flow of activities identified in

every quarter of the Gantt chart. In case the procurement and installation of an item occur

simultaneously, the expenditure procedure will be similar to material costs. The cost of

project monitoring and evaluation study will be met during the 3rd year of the project. The

Project Management consulting charges will be paid at 80% during the first year, 10% during

the second year and the balance 10% during the third year.

E-1.1. Fund Flow

Towards this project, the World Bank would be providing a grant of Rs. 8 Crores and the

balance of Rs.14.70 Crores is proposed to be shared in the following manner:

Table 44: Extent of World Bank grant

# Grants Rs. In Lakhs

1 Total project outlay 2,270.05

2 World Bank Grant 800.00

3 Balance 1,4705.05

Page 95 of 152


95

Table 45: Capital flow for ITS and environmental project

Sl. No.

Agency Project Contribution Source

Amount (Rs. Lakhs)

% Share by Specific Source

Balance to be shared by 1,4705.05

1 GEF & GOI GEF + GOI Funding 1176.05 80%

2 Government of Karnataka Grant towards its share 147.00 10%

3 KSRTC Grant towards its share 147.00 10%

4 Total 1470.05 100.00

E-2. Analysis Objectives

The analysis has three objectives:

a) Addressing the Economic Internal Rate of Return on the ITS project

b) Providing a gist of the non-quantifiable benefits of the project

c) Response to the Questions from the project appraisal team on an earlier

version of the Project report

(1) Section A provides the Economic and Financial Analysis

(2) Section B provides the Non- Quantifiable benefits

(3) Section C provides the Response to the specific questions from project appraisal team

Economic and Financial Analysis for the ITS project has been reworked based on the feedback

received. The workings focus on the following:

d) A.1: Framework of the analysis

e) A.2: Data available and used for the analysis

f) A.3: Cost and benefits of the project and associated assumptions

g) A.4: EIRR and NPV of the project

h) A.5: Scenario Analysis and conclusions on Project Viability

E-3. Framework of analysis

The framework of the EIRR analysis was finalized after going through papers of similar

implementation globally. The literature survey was mainly focused on “before” and “after”

studies as well as behavioural studies. A common thread across these papers revealed that

there are significant benefits of ITS implementation. In fact, the intangible benefits

outnumber the tangible (read “monetize-able”) benefits warranting a separate section B in

this document.

As a second element of the framework, identifying and mapping all the costs and benefits of

the projects components were carried out. The broad categorization revealed, categorization

of these costs and benefits, monetizing these costs in rupee terms over the project life cycle

of 15 years.

Page 96 of 152


96

Figure 19 EIRR framework

E-3.1. Cost of the Project

The costs of the project are categorized as:

1. The Costs of the project are based on the tentative Bill of Material and Quantities as

indicated in the earlier version of the report. These costs are classified as Capital

Expenditure for all initial investment. The estimated costs were obtained as budgetary

quotes by KSRTC for the Detailed Project Report from Hewlett Packard. The other

onetime costs viz, Pre project expense at 2% of the costs, and Project Management

expenses at 6% of the costs were also capitalized. This summarizes the Capital

Expenditure on the project.

2. The operating costs of ITS infrastructure were taken into account and include,

Maintenance, additional human resources required and categorized as Operating

Expenses. The estimates for these were taken from the earlier version of the report

that was arrived after detailed discussions with KSRTC.

3. Considering that this project has significant technology components, and that

technology changes are inevitable, there would be a requirement for the project to

replace the capital equipment. The technology changes are rapid and progressive and

project such as ITS for Mysore would need capital funds infusion to keep the services

relevant through better technology components. Further, as has been the experience in

the past, obsolete technology is more expensive to maintain than replacement of the

components. Considering all these factors, Capital Replacement expenses are included

into the project costs.

4. The near future expansion plans and projections of KSRTC Mysore has been taken into

the cost calculations and these capital costs have been added in the relevant year.

Page 97 of 152


97

E-3.2. Benefits of the Project

The benefits of the project were classified as mainly three categories

a) Additional revenue accruals to KSRTC due to modal shift from the existing

population using other modes of transport; the data for this is taken from the

Survey conducted by CIRT on July 4, 2008. These are termed as Additional

revenues due to Modal Shift.

b) A second aspect of this modal shift is that it is unlikely to happen in year 1 of

the project and is spread-out over a 3-4 year period. Commuters would

normally wait, see the effectiveness of the new system, and then make a

gradual shift.

c) The revenue accruals for the modal shift are taken at the margin. In other

words, as the shift is primarily due to the ITS and its benefit accruals, the

revenue increase is attributed to the project at the current marginal revenue

per passenger.

d) Revenues through Advertisements are yet another benefit from the Project.

There are two type of advertisement revenues viz., Revenues from

Advertisements in the buses, - termed Bus Advt Revenues and revenues from

advertisements at the Bus stops, termed Bus Stop Advt Revenues) and

revenues from Advertisements at Bus terminus (termed Bus Terminus Advt

Revenues).

e) In Arriving at the Bus Advt revenues, as is natural, the markets are classified

into Premium, Standard and Others and a split is indicated. Premium buses are

ideally on high traffic main routes, Volvo fleet buses and the like. The

Standard category would form the off trunk routes, however covering the main

residential and office avenues. The rest is categorized as others.

f) In order to provide a realistic picture a Capacity Utilization of the Buses, Bus

Stops and Bus terminus is taken for analysis. Thus Ramp-up of buses and the

advertisement bookings estimated to be a factor of the capacity

g) All benefits are taken at present prices viz., the current rates

E-3.3. EIRR & Scenario Analysis, and Conclusions on Project Viability

a) As is evident from the earlier studies, it is very difficult to quantify the

entirety of benefits and monetize the same. Therefore, the EIRR calculations

cover the costs and benefits as mentioned in the framework above. In

addition, scenario analysis was carried out to investigate the sensitivity of

EIRR of the project and confirm its viability or otherwise.

b) On understanding the sensitivity, the parameters were fixed carefully with as

realistic estimates as possible. The same was discussed with KSRTC and agreed

upon.

c) The results so obtained were discussed with KSRTC before finalization of the

viability of the project

Page 98 of 152


98

The capital and operational costs are worked out and presented in Annex – 1 of this report.

The worksheets for the same are attached in the MS Excel file2 to this DPR. This annex details

out the economic and financial internal rate of return.

A complex transit technology project such as an AVL or AFC system has several sources of

cost uncertainty. Among these are:

(1) Changes in scope definition, features, functionality, Contractor requirements, etc

(2) Changes in the quantities of items to be procured

(3) Inflation and currency fluctuation

At this point of the project since final scopes have not been established, an additional

contingency estimate of 10% is provided for. When the final tender documents are

developed, this has been lowered to 5%.

An overview of the Capital and Operating costs for ITS and Bio-fuel) procurement are

summarized in the following table:

Table 46: Overview of capital and operating costs

Project Item Year 1 Year 2 Year 3 Total

With

Contingency

of 5%

ITS Procurement

Capital Costs 1,006.92 26.07 29.89 1,062.88

Operating Costs 249.74 252.85 256.46 759.05

Subtotal ITS Year wise 1,256.66 278.92 286.35 1,821.93 1,913

Bio Fuel Procurement

Capital Costs 296.02 20.95 23.05 340.02

Operating costs 0.00 0.00 0.00

Total Costs Year wise 296.02 20.95 23.05 340.02 357

Total of Both Projects 2,161.95 2,270

E-4. Data used and Assumptions in the EIRR Analysis

Two data sources were used for the analysis. The first is the existing data from KSRTC

operations MIS and the second was a survey conducted by CIRT. These are provided in the

paragraphs below.

E-4.1. General Assumptions

Transportation needs of the city will depend on the city’s population and population

growth; population growth of the city is assumed to be 2.5% p.a.

In case the proposed ITS system is not implemented, existing (and prospective) users will

gradually shift to personal transportation. There is no fare increase in the immediate term

soon after the ITS is introduced. Fare increase over the longer term is taken as aggregated

figure of about 10%.

2 Financial Analysis.xls

Page 99 of 152


99

Two wheeler riders traveling beyond 10 Kms distance per day are potential customers for

KSRTC ITS buses.

At least 25% of these potential customers will definitely switch over to KSRTC buses after

implementation of the ITS project.

The present two wheeler riders will use the ITS bus at least for 200 days in a year. The rate

of trips per day is estimated at 2.01.

1. Revenue Increase from different sources

In addition to the primary source of income, there are always possibilities to utilize other

sources of income in any business model. Many models can easily add one or two additional

revenue streams without the need for extensive development, but merely by exploring

existing possibilities from a fresh perspective. A large number of innovative and successful

Businesses can be explored for the possibility of additional income from advertising or from

merchandising. KSRTC, Mysore has multiple revenue sources, which comprises of not just

regular tickets and passes, but also other sources such as advertisements. A few possibilities

of additional revenue streams for KSRTC, Mysore have been explained below:

a) Advertising on the Bus body

KSRTC can earn additional revenue through advertising on the bus body. City buses generate

advertising revenue by carrying advertisement banners or hoardings. A company hires a

particular bus for displaying an advertisement for a specific period of time. Advertising rates

are based upon the advertisement banner, time period of advertising, brand of bus being

chosen and route quality. It is seen that BMTC generates an additional income of Rs. 62,000

per month per bus through this scheme on its VOLVO services.

b) Advertising inside the buses

Another source of revenue for KSRTC is through advertisements by carrying small sized

banners behind the seats. Also the in-vehicle display units inside the buses can be used to

scroll advertisements for a pre-determined time period in between the bus-stops. The audio

announcement system can also be used to announce products along a specific route and can

be charges accordingly.

c) Revenue from Online Advertising

Advertising online offers impressive value compared to traditional media, and the possibilities

for accurately tracking and measuring the response to a campaign is superb. Online

advertising is certain to continue to provide an important source of income, and a potent

revenue stream for all sorts of eCommerce ventures. Advertising Networks are an excellent

source of website revenue generation, allowing the webmaster display and earn revenue from

many different ads. Another service can be providing links to paid sites.

d) Revenue from Subscriptions

Subscription-based revenue stream is very vital to any ecommerce. Companies with all

business models often seek to add a subscription based element to their offerings since

subscriptions can be the most lucrative of all forms of revenue. People will only subscribe to

something where they see the value and can find no suitable free alternative. This software

typically comes with subscription-style licensing, information sites seek to offer subscription-

Page 100 of 152


100

only content, and Search Engine Optimization companies asking clients to subscribe. Since

KSRTC will be catering to the needs a wide range of end-users, subscription-based income

sources can prove to be lucrative.

e) Reduction in Fuel Consumption

In the earlier section, it has been estimated that around 1977.9 lakh kilometers of two-

wheeler-travel will be reduced as a result of the modal shift due to the introduction of ITS in

Mysore City. Assuming an average mileage of 45kmpl for two wheeler vehicles, the estimated

reduction in fuel consumption is to the tune of 43,977.8 litres of petrol per year. This will

result in a net savings of Rs. 241,745,777 (Rs. 24 Crores) per year going by the current fuel

prices.

2. Social Benefits

The economic IRR (EIRR) takes a much broader perspective of the fallouts of the proposed

project. It considers several indirect benefits which are not readily quantifiable or reducible

to financial measures. These fallouts which are measured in this category are classified as

“economic returns”. A societal perspective is taken when calculating costs and benefits: that

is, all the costs and benefits are considered without considering that who is the payer or the

beneficiary. Annex -1 provides a complete report on the ITS EIRR

A bus system with ITS can provide a number of benefits to a diverse set of local and global

stakeholders, from reduced greenhouse gas (CHG) emissions to increasing social cohesion to

providing more sustainable urban transport alternative.

a) Social Benefits

(1) Reduced uncertainty while waiting for bus

(2) Reduced travel times / waiting time

(3) Enhanced reliability of bus system

(4) Increased economic productivity

(5) Increased mobility at reduced travel cost

(6) Improved travelling conditions

(7) Overall reduction in adverse selection

(8) More equitable access throughout the city

(9) Reduced accidents and injuries

(10) Increased civic pride and sense of community

(11) Reduced emissions of air pollutants

(12) Reduced noise

(13) More sustainable urban form, including densification along major corridors

(14) Reduced cost of urban travel

b) Social Acceptance

(1) The project should be accepted by the citizens of the city as they are the intended users and patrons of ITS. Their acceptance of the ITS is critical

(2) Citizens should be educated about what they expect from the project and what are the end benefits of ITS. This should be done in earnest line educating public and quashing rumours is a time consuming task.

c) Life Span of the Project

Page 101 of 152


101

The life span of the project is expected to be around 6 years. This period constitutes the 3

year implementation period and an additional period of 3 years considering the life

expectancy of LED display boards,

units (GPS) and computer hardware. According to Written down Value (WDV) method, 16.25%

of the goods procured for the project are the depreciation amount per year for replacing the

assets. This will be achieved by the additional revenue (traffic and non-traffic) generated

through the implementation of this project.

d) 1. Rise in customers using ITS bus

The CIRT survey conducted on 4th July 2008 revealed that 89% of the sample population is

willing to shift to public transport of KSRTC IT buses. However, on having focus group

discussion with the experts in the public transport domain, it

is assumed that out of 89% of the preferred two wheeler

riders, only 25% of them will actually shift towards the public

transport system. There are 2.8 lakh two wheeler owners in

Mysore city. The following is the trip pattern and travel

distance pattern of the two wheeler riders in Mysore city:

Generally, the two wheeler riders prefer to use their two

wheelers for short distance travel. Considering this, it is

assumed that in Mysore city, the two wheeler riders prefer to

use two wheelers up to a

travel distance of 10 Kms per

day. Based on these

assumptions, it is estimated

that 70.64% of the two

wheeler riders are the

prospective customers shifting towards ITS bus transport. As already indicated, 25% of

70.64% of the two wheeler riders are pessimistically considered as the probable customers

shifting towards the ITS bus. It is further assumed that they will travel in the bus for at

least 200 days in a year. It is worked out that 1977.9 lakh kilometers of two wheeler travel

will be reduced per year after the potential two wheeler riders shift to the ITS buses. It is

estimated that the above mode shift will increase 49,448 passengers to KSRTC. This will

increase the revenue of KSRTC to Rs. 343,762 per day. The total revenue increase due to

the introduction of ITS in KSRTC services in Mysore is estimated at Rs. 6.87 crores per year.

Thus the total project cost will be recovered within a span of 3 years even without a fare

hike in KSRTC’s city services. From the above analysis, it is found that the revenue increase

due to ITS implementation will be sufficient to sustain the ITS project in Mysore.

e) Cost Assumptions

Risk of cost inflation during the time of ITS implementation is already built into the

estimates of the capital costs.

There is a significant cost advantage arising out of purchase of high quality material for ITS

project. In essence it is expected to decelerate the growth of cost of maintenance and

operations.

f) Project O & M IRR

Distance(km) % Share

0 - 5 17.43

6 - 10 11.93

11 - 15 15.60

16 - 20 19.27

21 - 25 7.34

26 - 30 9.17

31 - 35 0.92

36 - 40 4.59

41 - 45 0.92

46 - 50 3.67

> 50 9.17

No. of Trips % Share

1 6.42

2 58.72

3 5.50

> 4 29.36

Page 102 of 152


102

The project operations and maintenance (O&M) IRR considers the returns on the O&M

part of the project. That is, it does not consider the capital costs incurred in getting

the project up and running. Assuming that the capital costs are funded by grant/aid,

the project O&M IRR reveals the overall sustainability of the project.

E-4.2. Data from KSRTC

KSRTC meticulously maintains operational data in a MIS and this was obtained from the Depot

Manager Mysore. This data pertains to the existing infrastructure and the costs and revenues

of operations.

Data for the analysis was obtained from KSRTC and CIRT Survey carried out on July 4, 2008.

The same is presented in the tables below

Table 47 Overall Infrastructure at KSRTC relevant to the project

Data Item Value Units

Buses 258 Nos

Schedules 282 Nos

Routes 185 Nos

Bus Depots 2 Nos

Bus Terminus 2 Nos

Bus Stops 484 Nos

Advertisement rates

Ordinary Bus 4,500 Rs./Month

Volvo Bus 31,290 Rs./Month

Table 48 Break-up of urban and Suburban Operating Data

Data Item Urban Suburban Total Units

Revenues 703,000 289,000 992,000 Rs. / Day

Costs 791,000 389,000 1,180,000 Rs. / Day

No. Of Buses 185 73 258 Nos

Passengers 130,000 45,000 175,000 Nos

Load Factor %age 78.8 74.2 77.50 Weighted Avg

Total Kms /Day 37,000 18,000 55,000 Kms.

Earnings Per KM 18.9 15.94 17.93 Rs. Weighted Avg

Costs Per KM 22.17 20.32 21.56 Rs. Weighted Avg

Avg Vehicle Utilization 232 261 240 Kms. Weighted Avg

Derived from the above

Total Passenger Kms 4,810,000,000 810,000,000 5,620,000,000 Total Psngr-Kms

Safety Factor 0.8 0.8

Average Rev/Psngr 4.33 5.14 5.67 Rs. Weighted Avg

Note: The Average revenue per passenger is derived as Rs.4.33.

The fares are assumed to go down over a period from the present tariff with the decrease in

International oil Prices. However, this decrease is not likely to be more than the 80% on an

average over the project life cycle.

Assumption 1: The Overall decrease in average revenues per passenger is unlikely to be

Page 103 of 152


103

lesser than 80% over the next 15 years

Assumption 2: The marginal revenues are assumed to be at Rs.4.33/ passenger over the

project life cycle.

Table 49 Vehicular Population of Mysore

Type of vehicles 1-Jan-06

4 Wheeler 32,431

3 Wheelers 1,6384

2 Wheeler 286,079

Truck 5,937

Bus 2,693

Total 329,146

Figure 20 Vehicular Population in Mysore

The above Table provides the vehicular population of Mysore. The population of Mysore

increases by 2.5% annually. However, our considered opinion is that a project that turns

viable based on the assumption of 2.5% increase in population is in fact non-viable.

Assumption 3: The growth of Population of 2.5% does not significantly impact the project

viability

E-4.3. Survey Data

A survey was conducted of 1860 commuters in Mysore on July 4, 2008. A questionnaire

provided in Annexure 1 was administered to the respondents and details filled up. Two

aspects were investigated in the survey. The respondents’ willingness to shift based on Mode

of Transport which is given in the table below.

Table 50 Survey Data - Mode of Transport of Non-Commuters in Mysore

Mode of Transport

Sample size

Willingness to shift

% Share

Cars 160 150 93.75

3 Wheeler 110 110 100

2 Wheeler 1290 1160 89.92

Cycle 300 240 80

Total 1860 1660 -

Average Weight time was found to be 15 minutes by the commuter

Page 104 of 152


104

Figure 21 Sample Size in the CIRT Survey

A second aspect was investigated more closely based on the mode of transport of 2 wheelers.

This assumes greater significance as there are 286,079 two wheelers in use and is the highest

population of vehicles as provided in the table above. It was found that in the two wheelers

segment, there was reluctance to shift to public transport for distances less than 10 Kms. A

further analysis indicated that a total of 70.64% of two wheeler population commuted more

than 10 Kms and these are the target population for the modal shift. This data is provided in

Table below.

Table 51 Percentage of Two Wheelers who would be willing to shift

Distance (km)

% Share Shifting

to Bus

0 - 5 17.43% 0

5 - 10 11.93% 0

10 - 15 15.60% 15.60%

16 - 20 19.27% 19.27%

21 - 25 7.34% 7.34%

26 - 30 9.17% 9.17%

31 - 35 0.92% 0.92%

36 - 40 4.59% 4.59%

41 - 45 0.92% 0.92%

46 - 50 3.67% 3.67%

> 50 9.17% 9.17%

Total 70.65%

As indicated in the version 1 of the report, (vide section B-2-h) “On having focus group

discussion with the experts in the public transport domain it was concluded that the modal

shift would be to the tune of 30% for cars, 50% for 3 wheelers, 10% for cycles and 70% for 2

wheelers”.

Again an expert panel felt that these figures were unrealistic from past experience and the

rates of shift were scaled down to more realistic levels (vide section E-4-1)” 25% of 70.64% of

the two wheeler riders are pessimistically considered as the probable customers shifting

towards the ITS bus”.

Therefore the target population who could shift to public transport of KSRTC buses are

provided in the Table below.

Page 105 of 152


105

Table 52 Total target population for shifting to ITS bus

Mode of Transport % Shift Expected

Total Vehicle. Population

Prospective Customers

2 Wheelers 17.66% 286079 50529

3 Wheelers 12.50% 16384 2048

4 Wheelers 7.50% 32431 2432

Figure 22: Target Population for Modal Shift

It is obvious that one of the success parameters in the ITS initiative surely rests with the two

wheeler population migrating to ITS BUS mode of transport and becoming customers of

KSRTC. These prospective customers will not immediately shift to the new mode of transport.

Therefore, it is to be assumed that the shift is gradual and spans across 4 years. The Table

below provides the assumed shift pattern over a period of 4 years.

Assumption 4: The modal shift is attributable to ITS project and will happen gradually and

over a period of 4 years. Once the prospective customers shift, the convenience of Bus

transport will retain these customers over the Project life cycle.

Table 53 Assumed shift pattern of prospective target customers

As per the present plan of KSRTC, the number of buses over the next

two years would increase from the present 258 to about 500. It is

assumed that this expansion will occur uniformly over the first three

years of the project. Similarly, the number of Bus stops on Public

Private Partnership model is planned to be 100 to begin with and

expand to 200 by the year 3. The number of bus terminus are planned

to be 6 with additional 2 terminuses in the second and third year of the project. These

assumptions are captured in the table below:

Assumption 5: The number of buses would increase by 125 in the 2nd and 3rd year of the project.

Year %age

Year 1 10%

Year 2 20%

Year 3 30%

Year 4 40%

Total 100%

Page 106 of 152


106

Assumption 6: The number of bus stops under the PPP model would increase by 50 each in 2nd and 3rd year of the project

Assumption 7: The number of Bus Terminus will increase from the present 2 to 6 with an additional 2 terminus added each in 2nd and 3rd years.

Table 54 - Number of Increased Buses, Bus stops and Bus Terminus in the 1, 2 & 3 year

Period Year 1 Year 2 Year 3

Buses

Bus Fitted in the year 250 37 43

Total Buses 250 287 330

Bus Stops

PPP in the year 80 0 0

Total PPP Stops 80 80 80

Bus Terminus

Terminals in Yr 2 1 1

Total Terminals 2 3 4

E-5. Costs and Benefits of the Project

The cost and benefit workings of the project year wise based on the assumptions above are

provided in this section. The costs are taken from the earlier version of the report and for

the purpose of completeness are provided in annexure 2 to this document.

E-5.1. Capital Costs

The Capital Costs of the Project are provided in each category over a period of 15 years in

Table below

Table 55: Capital and Capital Replacement costs for the Project (in Rs. Lakhs)

Capital Costs (in Rs. Lakhs)

Bus Bus Stop

Bus Termi-nus

Central Station

GIS Soft-ware

Depot Infra

Pre Op-Exp

Capital-ized @2%

Project Moni-toring Costs

Project DPR etc

Proj Mgmt Capital-ized @6%

Total Capital Costs

Year 1 159.25 128.00 5.00 458.48 17.00 4.30 25.56 100.00 15.00 94.33 1,006.92

Year 2 23.57 - 2.50 - - - - - - - 26.07

Year 3 27.39 - 2.50 - - - - - - - 29.89

Year 4 - - - - - - - - - - -

Year 5 - - - - - - - - - - -

Year 6 - - - - - - - - - - -

Year 7 79.63 64.00 2.50 229.24 8.50 2.15 - - - - 386.02

Year 8 11.78 - 1.25 - - - - - - - 13.03

Year 9 13.70 - 1.25 - - - - - - - 14.95

Year 10 - - - - - - - - - - -

Year 11 - - - - - - - - - - -

Year 12 79.63 64.00 2.50 229.24 8.50 2.15 - - - - 386.02

Year 13 11.78 - 1.25 - - - - - - - 13.03

Year 14 13.70 - 1.25 - - - - - - - 14.95

Year 15 - - - - - - - - - -

Page 107 of 152


107

E-5.2. Operating Costs

The Operating Costs for the Project are provided in the Table below.

56: Operating Costs for ITS project (in Rs. Lakhs)

Operating Costs

Commn to

Vehicles

Bus Stop Display &Commn

Commn Links to Central Stn

Facilities and AMC

Depot Infra-

structure

Total Opex

Year 1 10.50 1.92 10.00 98.16 129.16 249.74

Year 2 12.05 1.92 10.00 98.16 130.72 252.85

Year 3 13.86 1.92 10.00 98.16 132.52 256.46

Year 4 13.86 1.92 10.00 98.16 132.52 256.46

Year 5 13.86 1.92 10.00 98.16 132.52 256.46

Year 6 13.86 1.92 10.00 98.16 132.52 256.46

Year 7 13.86 1.92 10.00 98.16 132.52 256.46

Year 8 13.86 1.92 10.00 98.16 132.52 256.46

Year 9 13.86 1.92 10.00 98.16 132.52 256.46

Year 10 13.86 1.92 10.00 98.16 132.52 256.46

Year 11 13.86 1.92 10.00 98.16 132.52 256.46

Year 12 13.86 1.92 10.00 98.16 132.52 256.46

Year 13 13.86 1.92 10.00 98.16 132.52 256.46

Year 14 13.86 1.92 10.00 98.16 132.52 256.46

Year 15 13.86 1.92 10.00 98.16 132.52 256.46

E-5.3. Benefits Calculations

The benefits of the project are mapped as three major revenue streams viz., Passenger Shift,

Advertisement Revenues and Non Quantifiable Benefits

Passenger Shift

Passenger Shift calculations- The passenger shift data is from the CIRT survey carried out on

July 4, 2008. From the previous section on Data Table 6 and Table 7 the additional number of

Passengers is worked out.

Additional Revenue – The shift in passengers is because of the ITS project (Assumption 4) and

the revenues are at the average revenue per passenger of Rs. 4.33 (Assumption 1& 2)

Total Revenues due to Modal Shift – The Total revenues are taken to be for an average

operating year of 200 Days.

The revenues due to modal shift from 2 Wheeler, 3 Wheeler, 4 Wheeler segments are in the

following tables:

Page 108 of 152


108

Table 57: Revenues from Modal Shift 2 Wheelers in Rs. Lakhs

Period Applying Shift Pattern

Additional Passengers

Additional Revenues

For 200 Days

Year 1 0.10 0.10 0.25 50.93

Year 2 0.15 0.25 0.64 127.33

Year 3 0.15 0.40 1.02 203.73

Year 4 0.10 0.51 1.27 254.66

Year 5 - 0.51 1.27 254.66

Year 6 - 0.51 1.27 254.66

Year 7 - 0.51 1.27 254.66

Year 8 - 0.51 1.27 254.66

Year 9 - 0.51 1.27 254.66

Year 10 - 0.51 1.27 254.66

Year 11 - 0.51 1.27 254.66

Year 12 - 0.51 1.27 254.66

Year 13 - 0.51 1.27 254.66

Year 14 - 0.51 1.27 254.66

Year 15 - 0.51 1.27 254.66

Table 58: Revenues from Modal Shift 3 Wheelers

Period

Applying

Shift

Pattern

Additional

Passengers

Additional

Revenues

For 200

Days (in

Rs. Lakhs)

Year 1 410 410 1032 2.06

Year 2 614 1024 2580 5.16

Year 3 614 1638 4129 8.26

Year 4 410 2048 5161 10.32

Year 5 0 2048 5161 10.32

Year 6 0 2048 5161 10.32

Year 7 0 2048 5161 10.32

Year 8 0 2048 5161 10.32

Year 9 0 2048 5161 10.32

Year 10 0 2048 5161 10.32

Year 11 0 2048 5161 10.32

Year 12 0 2048 5161 10.32

Year 13 0 2048 5161 10.32

Year 14 0 2048 5161 10.32

Year 15 0 2048 5161 10.32

Page 109 of 152


109

Table 59: Revenues from Modal Shift 4 Wheelers

Period Applying Shift

Pattern

Additional Passengers

Additional Revenues

For 200 Days (in Rs.

Lakhs)

Year 1 486 608 1,532 3.06

Year 2 730 1,338 3,371 6.74

Year 3 730 2,067 5,210 10.42

Year 4 486 2,919 7,355 14.71

Year 5 - 2,432 6,129 12.26

Year 6 - 2,432 6,129 12.26

Year 7 - 2,432 6,129 12.26

Year 8 - 2,432 6,129 12.26

Year 9 - 2,432 6,129 12.26

Year 10 - 2,432 6,129 12.26

Year 11 - 2,432 6,129 12.26

Year 12 - 2,432 6,129 12.26

Year 13 - 2,432 6,129 12.26

Year 14 - 2,432 6,129 12.26

Year 15 - 2,432 6,129 12.26

E-5.4. Advertisement Revenues

Advertisement revenues are split into Buses, Bus Stops and Bus terminus. It is assumed that

the split of Buses for the purpose of advertisements is in three segments and the growth of

these segments is gradual over a period of three years. The Premium segment would be Volvo

services and Trunk routes, Standard Segments would be buses passing through dense routes

and rest as others

Assumption 8: Three segments are assumed for in-Bus Advertisements viz., Premium,

Standard and Others. In addition, the growth of these segments is assumed to be gradual over

a period of 3 years. Table 14 has the details

Table 60 Bus Capacity Split, Advertisement Rates and Actual Number of Buses


Bus Capacity Split and growth

Premium Bus Capacity 10% 15% 20%

Standard Bus Capacity 30% 30% 40%

Others Bus Capacity 60% 55% 40%

Advertisement Rates per day per bus

Premium Bus Advt Collections/ Day / Bus

2500 4,500 5,500

Standard rate 1500 3,000 3,500

Others 1000 2,200 2,500

Total Number of Buses in each year

Page 110 of 152


110


Premium Bus 25 43 66

Standard Bus 75 86 132

Others Bus 150 158 132

While the number of buses is calculated in Table 54, it is unreasonable to assume that the

entire capacity is filled by the advertisements. Therefore capacity utilization is assumed as

indicated below

Assumption 9: Capacity utilization is assumed to be partial of the available and costs of

obtaining advertisement is assumed to be 25% of the net revenues

Table 61 Capacity Utilization of Buses for advertisements

Bus Segment Capacity

Utilization

Premium 50%

Standard 40%

Others 20%

The total revenue accruals from advertisements over a 15 year period are provided below in

table 62:

Table 62: Revenue from In-Bus Advertisement (in Rs. Lakhs)

Segment Premium Standard Others Total Expenses of Advt @25%

Year 1 3.75 5.40 3.60 12.75 3.19

Year 2 11.62 12.40 8.33 32.36 8.09

Year 3 21.78 22.18 7.92 51.88 12.97

Year 4 21.78 22.18 7.92 51.88 12.97

Year 5 21.78 22.18 7.92 51.88 12.97

Year 6 21.78 22.18 7.92 51.88 12.97

Year 7 21.78 22.18 7.92 51.88 12.97

Year 8 21.78 22.18 7.92 51.88 12.97

Year 9 21.78 22.18 7.92 51.88 12.97

Year 10 21.78 22.18 7.92 51.88 12.97

Year 11 21.78 22.18 7.92 51.88 12.97

Year 12 21.78 22.18 7.92 51.88 12.97

Year 13 21.78 22.18 7.92 51.88 12.97

Year 14 21.78 22.18 7.92 51.88 12.97

Year 15 21.78 22.18 7.92 51.88 12.97

E-5.5. Advertisements in Bus Stops and Bus Terminus

Page 111 of 152


111

KSRTC has plans of reconstructing the Bus stops under a PPP model and the plan is to take up

100 bus stops in the first year, and 50 each in the next two years. The number of Bus

Terminus is planned to increase by another 4 to a total of 6 over the next two years. The

revenues, capacity utilization estimates are provided below in Table 57, and, Table 18

provides the total year wise revenues from advertisement.

Table 63 Advertisement Rates at Bus stops and Terminus

Revenue Source Revenues Rs./Day

Costs %

Net Revenue

Capacity Utilization

Days in Year

Revenues at Bus stops 2500 25% 1875 40% 200

Revenues at Bus terminus

4000 25% 3000 70% 200

Table 64: Revenues from Advertisement in Bus Stop and Bus Terminus (in Rs. Lakhs)

Revenue Source

Bus stops

Bus terminus

Advt Bus Stop

Revenues

Bus terminus

Total revenues

Year 1 80 2 120 11 131

Year 2 80 3 120 16 136

Year 3 80 4 120 21 141

Year 4 80 4 120 21 141

Year 5 80 4 120 21 141

Year 6 80 4 120 21 141

Year 7 80 4 120 21 141

Year 8 80 4 120 21 141

Year 9 80 4 120 21 141

Year 10 80 4 120 21 141

Year 11 80 4 120 21 141

Year 12 80 4 120 21 141

Year 13 80 4 120 21 141

Year 14 80 4 120 21 141

Year 15 80 4 120 21 141

E-5.6. Total Benefits

The total benefits from Modal shift and advertisements are provided below in this Table

Table 65: Total Benefits from the ITS project (in Rs. Lakhs)

Benefit(In Rs. Lakhs)

Shift in 2

Whlrs

Shift in 3 Whlrs

Shift in 4 Whlrs

Rev. Bus Advts

Advt Rev Bus Stops

Advt Rev Bus

Stands

Net Fuel

Savings

Reduced Pollution load

Savings

Internal Efficien

cy Total

Page 112 of 152


112

Benefit(In Rs. Lakhs)

Shift in 2

Whlrs

Shift in 3 Whlrs

Shift in 4 Whlrs

Rev. Bus Advts

Advt Rev Bus Stops

Advt Rev Bus

Stands

Net Fuel

Savings

Reduced Pollution load

Savings

Internal Efficien

cy Total

Year 1 50.93 2.06 3.06 9.56 120.00 10.50 38.93 129.60 38.36 403.01

Year 2 127.33 5.16 6.74 24.27 120.00 15.75 91.77 129.60 38.36 558.98

Year 3 203.73 8.26 10.42 38.91 120.00 21.00 144.60 129.60 38.36 714.88

Year 4 254.66 10.32 14.71 38.91 120.00 21.00 190.96 129.60 38.36 818.52

Year 5 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23

Year 6 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23

Year 7 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23

Year 8 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23

Year 9 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23

Year 10 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23

Year 11 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23

Year 12 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23

Year 13 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23

Year 14 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23

Year 15 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23

E-6. Rate of Return for the Project

Table 60 provides the IRR for the cash flows of ITS project with aggregated Costs and

aggregated benefits

Table 66: Net Benefits of the Project (in Rs. Lakhs)

Period Total Costs

Total Benefits

Net Benefits

Year 1 1,260.00 403.01 -850.00

Year 2 278.92 558.98 280.06

Year 3 286.35 714.88 428.53

Year 4 256.46 818.52 562.06

Year 5 256.46 801.23 544.77

Year 6 256.46 801.23 544.77

Year 7 642.48 801.23 158.75

Year 8 269.49 801.23 531.74

Year 9 271.41 801.23 529.82

Year 10 256.46 801.23 544.77

Year 11 256.46 801.23 544.77

Year 12 642.48 801.23 158.75

Year 13 269.49 801.23 531.74

Year 14 271.41 801.23 529.82

Year 15 256.46 801.23 544.77

Page 113 of 152


113

EIRR calculation and NPV at 12% discount rate is provided in table 61 below

Table 67 EIRR and NPV of the project

Project Period EIRR NPV @12% in Rs.

15 years 48% 188,860,015

10 Years 47% 13,144,390

6 years 41% 70,841,177

E-6.1. Over all Project Viability

Figure 23: Net benefits of the project

Page 114 of 152


114

It is our considered opinion that the project such as ITS for Mysore is Viable given the

assumptions and data. The returns are positive for periods above 10 years and cost

escalations below 20%.

A project such as this, surely has a time horizon of more than 10 years and is definitely

timely and feasible for the City of Mysore

E-7. Non-quantifiable Benefits of ITS

The Ministry of Urban Development in its draft National Urban Transport Policy (NUTP)

recognizing the increasing urban road congestion and its associated air pollution has

recommended a strategy that “puts primary emphasis on the need to increase the efficiency

of use of road space by favoring public transport and by the use of traffic management

instruments to improve traffic performance and by restraining the growth of private vehicular

traffic”3. Towards increasing the use of public as against personal transport, NUTP

recommends, “Encourage and support investments in facilities which would wean people

away from the use of personal vehicles rather than build facilities which would encourage

greater use of personal motor vehicles”, introducing Intelligent Transport Systems, addressing

concerns on road safety and trauma response, and reducing pollution levels.

This would imply the need for investments in improving public transport”4. Its vision is “to

make our cities the most livable in the world and enable them to become the ‘engines of

economic growth’ that power India’s development in the 21st Century”. Among the many

objectives that the policy has enunciated,

Dr Prem Pangotra and Somesh Sharma5 observed that “the demand for transportation in

urban centres is linked to the residential location choices that people make in relation to

places of work, shopping, entertainment, schools and other important activities. As cities

grow, they support more people and more dispersed settlement patterns. Increasing demand

for transportation is an inevitable outcome of urban growth. A universal tread that has been

observed is that as household incomes grow, people prefer personal transportation to public

transport. The obvious and compelling reason for this is that personal transport maximizes

individual mobility, freedom of choice and versatility that public transport systems cannot

match. However, the experience of cities in many developed and developing countries show

that an efficient and economic public transport system can reduce dependence on personal

transportation.”

Towards making the public transport more attractive, four essential principles need to be

followed – Availability, Accessibility, Assessment, and Acceptance (4A Principle6). Intelligent

Transport Systems provide the needed information on the availability of buses / seats and the

time of arrival / departure. Route optimization encourages point to point accessibility rather

than the tradition hub-spoke routing assuring accessibility of Transport services to the public.

3 “Towards a discussion of support to Urban Transport development in India”, Energy & Infrastructure Unit,

South Asia Region, Document of the World Bank, March 2005 (p 2) 4 Ibid (p 3)

5 Prem Pangotra (Indian Institute of Management, Ahmedabad) and Somesh Sharma (Bhaskaracharya

Institute for Space Application and Geo-informatics, Gandhinagar), Modeling Travel Demand in

Metropolitan City, Case study of Bangalore, India), WP No. 2006-03-06, March 2006 6 4A- principle developed at eGestalt to address convergence, synergy and transformation of systems

Page 115 of 152


115

The features that a transport offers get the commuters to assess the worthiness of the

services, and if found conducive and functional, leads them to accept the services thereby

contributing to a significant modal shift from personal transport. Maintaining the quality of

services is imperative to sustained assessment and acceptance.

“It is imperative that bus systems are planned such that they satisfy the requirements of

users as well as service providers within the limited resource constraints. A flexible,

comfortable, easily available and reliable bus service is expected to shift people from private

vehicles to public transport…. Spatial and temporal availability, reliability, comfort and

affordability are some of the important parameters that influence the usage pattern of bus

services. If an extensive bus network, having high frequency, is available to commuters at

affordable prices (often less than marginal cost of using a two wheeler), it is likely to attract

large number of commuters…. Improvements in reliability, speeds, availability, cost reduction

that can be brought out by improved scheduling, feeder systems, changes in road design, bus

stop location, and signal system, have not been [fully] explored”7

KSRTC’s initiative in setting up ITS covering automatic Vehicle Location and tracking systems,

display systems and a central command station addresses certain core components of ITS.

Other components of the ITS such as cashless smart card based ticketing, automatic

passenger counting, improved traffic management could be taken up in phases.

The potential benefits of the kind of technologies proposed at Mysore far outweigh the

negative impacts such technologies could bring in as summarized in the following list:

Table 68: Potential benefits from technology infusion

Parameters Benefits

Planning

• Enhanced Service Quality

• Increased Reliability -Fix SLA and Meet them

• Improve Frequency and travel time

• Data for Demand Assessment

• Scenario Analysis _ Traffic Routing / re routing

• Assign Demand to Bus Stops

• Rapid Bus Services - Vajra /Pushpak Concept ("I will wait for Vajra")

Revenues

• Increased Passengers and Better Revenues

• Advertisements

Operational

efficiency

• Dynamic Re routing

• Fuel Economy

• Real-time Query of Assets

• Monitoring Performance

• Reduction in Vehicle Hours of Operations

• Incident Management

o Breakdowns

o Accidents

7 Mukti Advani and Geetam Tiwari, “Review of Capacity Improvement Strategies for Bus transit Service”, IIT

Delhi, Oct-Dec 2006

Page 116 of 152


116

End User

• Lesser Complaints

• Improved Mobility

• Premium Image

• Aids Planning of schedules

• Saves Anxiety

• Reduce Travel time Variability

• Next stop Announcements

• Non Riders - Better Information of Services and thereby Modal Shift

Society

• Reduction in personal Vehicle Kilometers

• Better Utilization of Public transport infra

• Positioning as a Credible transport

Page 117 of 152


117

F: Procurement Plan

In the procurement plan three items have been covered:

a) ITS implementation agency – the system integrator who will provided all

components envisaged in the ITS, integrate, test, roll-out and manage the ITS

services for a period of three years.

b) Selection of Project Management Agency to ensure that the ITS project is

implemented according to specifications and timelines

c) Bio-Diesel supply under the ethanol-diesel bio-fuel project

As the nature of these supplies is different, the procurement plan will be appropriately

worked out.

F-1.2. ITS Implementation agency

The procurement plan for the overall Intelligent Transport System is proposed to be based on

the World Bank procurement guidelines for IT systems – “Standard Bidding Documents (SBD) –

supply and installation of Information Systems – Single Stage Bidding, English Edition, The

World Bank, December 2008”. This SBD for Supply and Installation of Information Systems

(IS1STG-12-08-eng) is recommended for single-stage procurement of supply and installation of

information systems. It may also be used for the procurement of sophisticated or large-scale

IT, possibly including communications technology and services, of systems engineering

services, and of other IT goods/services for which the SBD for Goods or the Request for

Proposal (RFP) approach would be unsuitable. “IT procurement (as defined in the world bank

guidelines) is the common term used to designate all procurements having to do with

computing and communications technologies regardless of their hardware, software, supply or

service components of whatever products or services the Purchaser requests, and extends to

the provision of any other products or services required to make the facility perform to

specifications”.

As the Intelligent Transport System includes computer hardware including digital display units

and software components, it is proposed to be brought under the SBD for supply and

installation of information systems.

The above mentioned SBD contains two types of documents: those which must be used

unchanged and those that should be customized specifically. Sections II, V, VI & VIII of the

SBD will be customized before the tender release and Section I, III & IV will be used

unchanged as mandated.

F-1.3. Project Management Agency

As part of the procurement plan, to manage the ITS deployment an external Expert agency is

needed as the skills do not exist within KSRTC. This will ensure that the objectives are met

and the ITS deployment is supervised and managed by the experts who will advice the Project

Implementation Unit at KSRTC.

The selection of the Project Management Agency is on QCBS with a two stage process. An EOI

to shortlist the firms and an RFP along with draft contracts for a National Competitive

Bidding.

Page 118 of 152


118

The EOI and Draft Functional Specifications (TOR) are in Annexure 3 and 4 to this document.

The Contractual and Procurement guidelines of the World Bank will be followed along with

KSRTC procurement guidelines.

The planned activities for the selection of the Project Management agency may be as under:

Part 1 Appointing Project Management Agency and ITS System Integrator

a) Publishing Expression of Interest

(1) EOI for Project Management Agency

(2) EOI for ITS System Integrator

b) Evaluation of EOI

(1) Based on parameters

(2) Communication to the Shortlisted Vendors

c) Release of RFP to the Shortlisted Vendors

(1) Pre-bid Meeting and Technical Clarifications

(2) Changes if any as per discussions in the pre- bid: This will ensure that all clarifications on the scope of work is provided. In addition, this will also ensure that there are no proprietary technologies / Vendor(s) bias in the final RFP

d) Evaluation of the RFP Responses

(1) Technical evaluation by the committee

(2) Financial evaluation by the Committee

(3) Internal Approvals

e) Negotiations and Award of Contract

(1) Financial negotiations

(2) Contractual Review

(3) Internal Approvals for placing Purchase Order

f) Award of Contract

F-1.4. Bio-Diesel supply

As the third part of the procurement plan, the supply and installation of Ethanol based fuel is

to be tendered out. This is an activity that KSRTC has carried out earlier in Karnataka and

will manage the entire installation, Commissioning and Training process in house. Therefore,

the procurement is similar to goods procurement.

The draft tender document is in Annexure 5 to this document

The planned activities for procurement of bio-diesel fuel equipment and installation may be

as under:

Part III Procurement of Bio Diesel Fuel Equipment and Installation

a) RFP release

(1) National Competitive Bidding Procurement

Page 119 of 152


119

b) Pre-bid meeting

(1) RFP clarifications for the bidders

(2) Ensuring that there is no vendor Bias in the RFP

c) Evaluation of RFP responses

(1) Technical Evaluation by the Committee

(2) Financial Evaluation by the Committee

d) Negotiations and Award of Contract

(1) Financial negotiations

(2) Contractual Review

(3) Internal Approvals for placing Purchase Order

(4) Award of Contract

F-1.5. Finalization of Contracts

On obtaining feedback on the draft RFP for procurement, KSRTC will finalize the contract

formats and items based on World Bank Procurement format. This essentially involves the

following

a) Incorporation of the Terms of KSRTC procurement as per the regulations and

processes of KSRTC - This would be incorporated into the “Special Conditions”

of the World Bank contract Format

b) Final Decision on the Timelines for procurement to accommodate the

processing times for various activities

Page 120 of 152


120

G: Project implementation plan

G-1.1. Internal management plan for ITS8

KSRTC has its own internal IT department headed by a Chief Systems Manager located at the

KSRTC headquarters in Bangalore, reporting to the MD of KSRTC. The IT Department in

consultation with the top management sets priorities and resource allocation for IT projects;

it also sets a common framework in the adoption of Operating systems, computers, access

control and regulating the use of the PC focused only for official use.

The IT department maintains the IT infrastructure relating to system hardware, system

software, various application software, communication systems, workflows, Data Centres,

Security, and liaisoning with various vendors for keeping the systems updated.

As part of the ITS implementation, it is proposed that the System Integrator (SI) undertakes a

study of the existing operations before implementation of ITS, project clearly the objectives

and goals to be achieved through ITS, and follow through with an evaluation on ITS post-

implementation. This study will focus on key measurable and achievable parameters.

The System Integrator will be expected to undertake the following activities:

Task 1 – Review existing management systems and capabilities

• Interview existing staff

• Broad review of internal management practices

• Identify information flows in critical cross-function areas including:

• Schedule (timetable) development, customer information systems, dispatching operations

• Dispatch operations, operator timekeeping, payroll, financial management

Task 2 – Identify transit system information technology function requirements

• Identify the activities necessary to support the project both during and after implementation.

• Make recommendations on how to develop an information technology capability within the organization.

• Provide recommendations concerning the role of central information technology functions and those of operating and staff functions.

• Recommend how functions will be undertaken including using internal staff or outsourcing to specialty contractors

Task 3- Develop operating procedures for information technology

• Develop internal operating procedures (manuals) for transit system information technology strategy and operations

Task 4 – Estimate resource requirements for continued operation of technology system

8 Source: Jack M Reilly by email on 11

th Dec 2008

Page 121 of 152


121

• Develop cost and personnel estimates for project implementation and continued operations.

o Internal staffing costs

o External vendor costs

• Make recommendations on staff development and recruitment if necessary

• Identify risks to implementation schedule due to expectations of staff availability for data development, acceptance testing, training, etc.

Program management for complex technology projects includes both subject matter

expertise as well as broad project management experience. It should be kept in mind that

technology vendors have presumably considerable experience in installing such systems while

transit system staff has relatively little. This imbalance of experience puts the transit system

at a disadvantage in items such as acceptance testing, project schedule etc.

Project Management is therefore critical that an agency to perform project

management oversight is appointed by KSRTC. It is more important that this agency

have an established track record in technology introduction rather than specific expertise in transit enterprises. It is critically important that this firm / agency have

experience in technology acceptance testing and have the personal skills and depth

of experience to manage inevitable disputes with technology contractors.

Project Management will be a combined ownership of the KSRTC, the system

integrator or implementation vendor and a third party agency specialized in Project

management, where the third party PM agency will act as a bridge between the project team of the system implementation vendor and the management of KSRTC.

The details and the mechanisms for effective project management are detailed

below:

G-1.2. Project Implementation Unit (PIU)

KSRTC has set up a Project Implementation Unit (PIU) with the following composition for

monitoring the implementation of the project.

Sl. Officers Designation

1 Sri. C.G.Anand, Chief Mechanical Engineer (Production) PIU - Head

2 Sri. P.S.Anand Rao, Mechanical Engineer (Environment) Member

3 Sri. K. Ramamurthy, Systems Analyst Member

4 Divisional Controller, Mysore Urban Division Member

5 Sri. H.M.Ramesh, Dy.Works Manager, RWS, Bangalore

(Co-ordinating officer for exclusively managing the project) Member

6 Sri. Inayat Bhagawan, DTO, Mysore Urban Division

(Supporting officer at the implementation site) Member

7 Sri. Umesh Babu, Dy. Controller of Stores and Purchases, Central Offices Member/

Procurement Specialist

8 Smt. Gayathri M.N, Dy. Chief Accounts Officer,

Central Offices

Member/

Financial Manager

G-1.3. Project Management Agency (PMA)

To ensure professional management of the project it is recommended that the Project

implementation be outsourced to a professional agency identified by KSRTC.

Page 122 of 152


122

The Project management agency needs to address the following key functional dimensions:

Integration Management

Scope Management

Time Management

Cost Management

Quality Management

HRM

Communications Management

Risk Management

Procurement Management

The project management needs to cover the key project phases – (a) initiating, (b) planning,

(c) executing, (d) controlling, and (e) closing as represented in the following figure:

In each of the project phases covering – initiating, planning, executing, controlling and

closing, application of the 6-Q framework will ensure that the tasks under each of the phases

are carried out for a definite purpose using the best of techniques and methodologies

covering all the stakeholders’ interest in a timely manner and at appropriate places. This is

detailed in the following table:

Table 69: 6-Q Framework

Project Phases

Why What How When Where Who / Which Whom

Figure 24: PM - right sizing of project personnel

Page 123 of 152


123

Project Phases

Why What How When Where Who / Which Whom Initiating

Define Project outcomes

Identify steps / activities for Project approval

Committing the organization

Identify timelines for project completion

Identify locations for project completion

Resources – (4M) Men, machines, materials & money required

Identify decision authorities whose approval is internally required

Planning

Establish goals

Scope Planning

Scope Definition

Scope limitations (boundaries)

Organization Planning

Tools & techniques

Cost estimating & budgeting

Resource Planning

Quality Planning

Communication Planning

Risk Planning – Identification, Quantification

Legal implications

Activity duration estimating

Schedule Development

Milestones definition

Identify locations where action is to happen

Identify the broad areas of responsibility and roles

Identify resource requirements

Procurement Planning

Identify stakeholders who are affected by the project

Executing

Identify optimal activities

Activity Definition

Activity Sequencing

Risk Response Development

Dependency relationships

Schedule Management

Manage events at identified locations

Source selection

Resource acquisition

Feedback from identified stakeholders

Controlling

Verify with quality benchmarks, parameters

Scope verification

Risk Response Control system

Cost Control system

Performance Reporting system

Contract Change Control System

Procurement audit

Schedule Control

Site inspections Who are authorized to inspect / test intermediate outputs?

Authorized Decision points

Feedback questionnaire

Closing

Contract Administration

Contract

Work Results

Change Requests

Seller invoices

Manage interfaces amongst various providers

Contract change control system

Performance Reporting

Payment System

Quality audit Where would the payment be made, the bankers and the form of payment

Establish authorized signatories of the Contract Admin

Contract close-out

Identify authorized signatories to the contract closing – formal acceptance and closure

Page 124 of 152


124

The selection of the Project Management Agency (Consultant) and the key roles to be played

by the PMA are indicated in the following diagrams which are illustrative of the overall scope

and responsibility of the consultant appointed by CIRT on behalf of KSRTC.

Clearance received

from funding

agency on the DPR

& RFP

Preparation of

EOI Notices

Approval of EOI

Notices

Release of

Advertisement in

national

newspapers

Last Date for bid

submission /

profiles by

interested

agencies

Bid opening &

short-listing

Preparation of

evaluation reports Approval of bids

by PSC

Phase – 1 PMA appointment

Figure 25: PMA appointment

Mobilization by

the Consultant

Kick-off meetings

- PSC

Review by the

PSC

Submission of

inception report

PSC workshop State-1: n –

Review by the

PSC

Approval of the

Consultant’s

reports

Figure 26: Project preparation

Page 125 of 152


125

In brief there will be three key processes in the overall implementation of the ITS Project:

Information

Distribution

Team

Development

Quality

Assurance

Scope

verification

Solicitation Source Selection Contract

Administration

Project Plan Execution

Facilitating Processes

Figure 28: Project Plan execution

Scope

Planning

Scope

Definition

Activity

Definition

Resource

Planning

Activity

Sequencing

Activity

Duration

Estimating

Cost

Estimating

Schedule

Development

Cost

Budgeting

Project Plan

Development

Quality

Planning

Communication

Planning

Risk

Identification

Risk

Quantification

Risk

Development

Organizational

Planning

Staff acquisition Procurement

planning

Solicitation

Planning

Core Processes


Figure 27: PM - Core and facilitating processes

Page 126 of 152


126

1. Program Management Process

The processes related artifacts identified under this category include:

Communication Matrix: The communication matrix defines the information requirements,

distribution patterns, ownership of transmission, frequency of the event and format and

media through which the information needs to be communicated. The matrix is

comprehensive and encompasses all the project contacts to take care of inter project

dependencies which are vital in this program. The template for Communication Matrix is

enclosed as Appendix ‘A’.

Issue Management: Every project and the program as a whole shall have issues propping up

that directly affect schedule and indirectly cost. The issues are categorized depending on

their likely impact and the resolution path is pre defined rather than evolve a path during the

manifestation of an issue. An issue tracker is provisioned on the PMT website. Issues can be

posted by any of the project stakeholders and the same would be tracked until resolution.

Risk Management: The program as a whole and the projects there in would have associated

with them a set of elements that would be perceived as a risk towards program/project

failure. The idea here is to capture these risks and find mitigation avenues. This section does

not yet provide a framework (where there are quite a few well known ones and one could be

chosen or customized at a later stage) for risk mitigation but provides a template for

capturing risks, a sort of a risk list.

Project Dependency Matrix: All the projects under the current eGovernance initiative ambit

have many dependencies, on external agencies as well as on each other. This matrix is

targeted towards capturing these dependencies and documenting them, such that a uniform

execution of the projects can be ensured and risk related to integration is mitigated.

2. Project monitoring & control process

The processes related artifacts identified under this category include:

Change Management Plan: A typical project always encounters a need for change. This

change could be in terms of scope, cost, quality and schedule. A Change Management Plan

shall ensure that all changes to the project are reviewed and approved in advance;

coordinated across the entire project and all stakeholders are notified of approved changes

to the project. The Change Management Plan and the Change Request Format need to be

furnished by the PMA to CIRT before commencing the project management activities.

Project Fortnightly Status Reports: The projects have extensive interdependencies on each

other in the form of application and data standards, deployment environment, and

interlinked schedules. This situation demands the projects be reviewed as frequently as

possible. A period of fifteen days has been decided with an assumption that an incremental

change which would need appraisal as well as intervention at this periodicity. Once again to

maintain consistency across the projects, the Fortnightly status report template need to be

furnished by the PMA to CIRT before commencing the project management activities.

Minutes of Meeting: Minutes of meetings are an important part of any project as well as the

program as a whole. Major decisions and future directions are evolved from this. They are

revisited often to compare and cross check. The MOMs are recorded in their simplest form

Page 127 of 152


127

highlighting the discussion points and decision and ownership for actionables (for individual

project and program level).

Procurement Forecast Plan: However, under this category, one process assumes

significance. The development and deployment environment needs of each of the projects.

Considering the fact that the procurement cycles are time consuming and also the delivery

timelines for vendors, a process is defined to help accelerate decision making and support

project schedules.

Project Plan: By the time a project team arrives at the first milestone of delivering the

Inception report, it is expected that the high level project plan has been evolved and

included in the report. The project plan should conform to the following:

It is mandatory that the project plan be in MS Project

The project phases planned out should conform to the deliverables (high and medium

level) committed to in the description of services to contract and the inception report

submitted

The project plan should be revised every fortnight in line with the status report

submitted and reviewed. The conformance of milestones and activities should not be at

variance for a period of more than one fortnightly review. Revision history should be

strictly maintained

The project plan should be uploaded onto the PMT website for access to all those

authorized stakeholders. The responsibility to do so shall rest with the concerned project

manager.

Project Phase Plan in Detail: At the exit of each phase, the plan for next phase should be

available in detail. It may be noted here that the project plan submitted as part of the

inception report is a high level plan. Progressive elaboration of various factors is

expected as the project moves into different phases. The phase plan should conform to

the following requirements:

Should be in MS Project

Should be detailed, with clear breakdown of activities

Activity notes should contain the resource assignment details

The plan should be revised every fortnight similar to the master project plan

Project manager shall ensure the availability of the plan on the PMT Website.

G-1.4. Project Deliverables Management

The high level deliverables common across projects have generally been identified as follows:

Project Inception Report

Software Requirements Specifications

Architecture Document (Conceptual and Physical Architecture)

High Level Design

Detailed Design Document

Application Development Plan, Pilot, Scope, Test Data required, Security, deployment and other infrastructure services for the project)

Integration with existing Systems document

Page 128 of 152


128

User Acceptance Test Plan

User Acceptance Test Report

Pilot Implementation Plan

Pilot Feedback Report

Implementation Readiness Report

Training Plan

Training report

Deployment Plan

Deployment Readiness Report

While the list is indicative, each of the deliverable comprises of components that include

physical and electronic artifacts. Each of these deliverables will be submitted by the

vendors.

Program management involves a large variety of activities across different projects and

varied stakeholders. The aim of putting in place a well defined process framework ensures

conformity across the project and stakeholders. While the framework takes care of regular

processes, clarity of approach and expectations, the project managers can dedicate their

time better to ensuring the realization of the objectives and vision of KSRTC.

As part of the overall program management, the Project management agency will also

undertake validation tests of the implementation, quality audit on the system and coordinate

with the implementing vendor to ensure that the system operating procedures are

established, documented, tested, manpower trained, processes modified if necessary,

obtaining acceptance for a period of six months from the date of the successful launch of the

pilot.

G-1.5. Project progress measurement and control

Project Performance will be measured regularly to identify variances from the plan. A control

mechanism will be set in place that would include taking preventive action in anticipation of

possible problems. The controlling process

will include the following elements:

In addition, the project management

process would set up the following

management mechanism:

Interdependency Management:

Identification and management of

interdependent items and variables across

the different components of the project –

communication, power, civil

infrastructure, ITS components inside

buses, bus stations and at bus stops

Issue Management: Interactive and

collaborative identification, management

and disposition of issues (delays, failures,

change in plan, change in specifications,

Scope

Change

Control

Schedule

Control Cost

Control

Quality

Control

Risk

Response

control


Performance

Reporting

Overall Change

Control

Resource

Control

Figure 29: PM measurement & control

Project Controlling

Page 129 of 152


129

etc) across the different project elements, including definitive issue resolution closeout,

documenting issue history etc

Plan version control: documenting history files reflecting prior state and baseline plan

Document Management: Full document storage and management including collaboration and

document version control accessible to Project management team members

Cascading: automated flow-through of project and task changes through inter-related and

interdependent projects to determine the potential effect of delays and failures; effects of

schedule changes and resource allocations in one component on other components of the

project helping trace the original causes

Metrics: Full array of management, financial and resources allocation / utilization indices.

The project progress will be monitored based on fortnightly reports covering the following

parameters: Accountability, skills, collaboration, reporting, alerting, quality control,

escalation procedures.

G-1.6. Project Implementation Vendor (PIV)

In addition to the Project management unit being set up, the implementation vendor will

have to set up their own project monitoring mechanisms and will report to the Project

Monitoring Agency for which the PMA will provide the necessary templates.

The implementation of the project will be undertaken by the winning bidder which can be

individual bidder or a consortium. KSRTC will award the contract which will include

implementation of the project meeting the requirements of the RFP. The contract

awarded to winning bidder will also include the “Operation & Management of the ITS

facilities setup for the project for a period of three years. Hence the same contractor who

implements the project will also be responsible for the maintenance & operations of post

implementation.

Procurement Process Management

KSRTC will float tenders for global participation on a two-bid system that consists of

Technical bid and Commercial bid. The cost of bid document will be announced along with

the last date of purchase of tender document/RFP and date and time of opening of bids.

The bid process including the Functional, Technical, general instructions & commercial

details and the legal contracts are detailed in the Request for Proposal (RFP).

The tender procurement norms furnished in the RFP will be adopted for the selection of

vendor for implementation of the project and as well as Operations & Maintenance of the

project.

Page 130 of 152


130

G-1.7. Project Plan - Schedule, Milestone & Work Breakdown

Table 70: Project Plan

No. Delivery Areas Start Date

(T0 + weeks)

End Date

(T0 + weeks)

1. Date of Award of Contract T0 T0+1

2. Procurement of hardware, Software licenses T0+1 T0+16

3. Development of Application Software T0+1 T0+21

4. System Integration T0+21 T0+25

5. Procurement & Integration of GPS System T0+10 T0 + 16

6. Development & Testing of Display System Prototype T0 + 4 T0 + 16

7. Procurement & Installation of Display Systems for 100 Buses T0 + 16 T0 + 24

8. Procurement & Installation of Display Systems for Bus Terminals T0 + 5 T0 + 23

9. GPS/GPRS integration with all modules of ITS and Data Centre. T0 + 16 T0 + 26

10. Integration of all modules T0 + 26 T0 + 30

11. Acceptance Testing T0 + 30 T0 + 34

12. Pilot run on 10 Buses and Performance testing, Acceptance T0 + 34 T0 + 38

13. Deployment on 100 Buses T0 + 38 T0 + 46

14. Deployment on remaining 390 Buses T0 + 46 T0 + 56

Table 71: Project Plan - Gantt chart

Quarter 1 Quarter 2 Quarter 3 Quarter 4 Sl

No

Track Name Durati

on Month

1

Month

2

Month

3

Month

4

Month

5

Month

6

Month

7

Month

8

Month

9

Month

10

Month

11

1 Date of award of

contract

1 wk

2

Delivery of

hardware to Data

Centre

15 wks

3 Application

Development 20 wks

4 System integration 4 wks

5 Procurement and

integration of GPS/ 6 wks

6

Development and testing of prototype display systems of bus and stops

12 wks

7

Procurement and installation of display systems for 300 buses initially

8 wks

8

Procurement and

installation of

display systems in

bus terminals

18 wks

9

GPRG/GPG integration with all modules and Data Centre

10 wks

10 Integration of all modules 4 wks

11 Aceptance Testing 4 wks

12 Pilot run on 10 buses 4 wks

13 Deployment on 100

buses 8 wks

14

Deployment

onremaining 100

buses

10 wks

15 Training 2 wks

Page 131 of 152


131

Important Note: This project schedule does not account for delays that are not controllable

directly. The above Schedule is subject to change depending upon the complexities of the

project and variations in the requirements during the development and implementation

phase.

G-1.8. Deliverables

Software Requirement Specification

Project Plan

User Acceptance Test Plan

Test Plan

System Architecture

Information Architecture

Visual Design

System Design

Test Case

Coding standards

Source code

Test cases

Test reports

Release note

User manual and Training Plan

Support plan. Roles & Responsibilities of key stakeholders

An overview of the roles and responsibilities of the four key stakeholders – KSRTC, CIRT,

Implementation vendor and the Program Management Agency (Consultant) are outlined

below. However during the finalization of the contract with the external agencies, the roles

and responsibilities will be detailed out with corresponding liability clauses.

1. KSRTC (PIU)

a) Provide timely approvals at various stages of the progress of the project and

release the funds in a phased manner based on the progress of the project and

in terms of the commercial contract with the implementation vendor based on

clearances and certifications by the Project Management Agency (Consultant)

appointed by KSRTC.

b) Arrange for necessary permissions for entry and exit of authorized personnel

of the implementation vendor and their consortium partners if any, the

Project management agency (Consultants)

c) Provide an independent office suite to the PMA for the period of project

execution at Mysore with communication facilities and other basic essentials

d) Arrange for meetings with key officials of KSRTC as needed and to have the

internal IT team of KSRTC for any integration of ITS with existing applications

e) Provide necessary assistance as and when required for the implementation

vendors and the Project Management Agency during the project execution

phases

f) Undertake effective strategies for brand building of the new Intelligent

Transport system to encourage use of the KSRTC services in Mysore.

Page 132 of 152


132

g) Arrange for transfer of knowledge to a team of training instructors from the

three training institutes of KSRTC to help ongoing training in the use of new

ITS for Drivers, Conductors and other users within KSRTC

2. Project management agency (PMA)

a) Provide adequate support and assistance to KSRTC in the vendor selection

process including bid process management, vendor evaluation, providing

clarifications on various terms of reference

b) Closely coordinate with the Project monitoring committee during various

stages of the Project management phases as detailed below:

(1) Ensure that the scope, time, cost, quality, people, communication, procurement, integration and risks are effectively managed to deliver the project as per the terms and conditions

(2) Effectively liaison with the implementation vendor, various key stakeholders within KSRTC officials

(3) Provide for adequate manpower to cater to various activities of the project management

(4) Monitoring the project progress as per the project schedule and submit periodical reports to KSRTC.

(5) Raise timely averts to critical events and slippages and coordinate with KSRTC for timely course corrections and approvals.

(6) Develop appropriate templates for project monitoring and obtain clearance of the same from Project monitoring committee.

3. Project Implementation Vendor (PIV)

a) Responsible for complete implementation of the ITS project as stipulated

under the terms and conditions on awarding the contract including meeting

the project milestones, delivering the assured quality in the supply of

products and services and effective integration of various components for a

seamless interface.

b) Ensure provisioning adequate staff during the operations phase to deliver

quality services as per the contract and terms of reference

c) Ensure that the service level metrics are adhered to and in the event of

unforeseen events provide quick and necessary alerts to the nominated official

of KSRTC.

d) Offer training to selected set of users in KSRTC in the use of various devices

and information in the Intelligent Transport System of KSRTC.

e) As part of implementing the automatic vehicle location (AVL) system under

ITS, the system integrator will ensure that with improved information quality

and extensive data, will address and improve (1) On-time performance –

through assessment based on data for each time-point and rating associated

with each level of deviation from on-time; (2) Increasing the efficiency

through proper scheduling of transit services; (3) Analyzing the sources of

delay such as long waiting times at stops, intersection delays or street

congestion, etc; (4) End of trip analysis – given the distribution of actual

terminal to terminal running times, a transit analysis can develop overlay

times which allow for schedule recovery and a reasonable break for drivers,

supporting trade-off between reliability and efficiency based on good data; (5)

Identification of bottlenecks in spacing out schedules; (6) Reliability analysis

Page 133 of 152


133

to ensure consistency in arrival and departure times and reducing the

passenger waiting time. The success factors would include:

(1) Development of appropriate tools to assist in making the decisions described in the previous section. These tools would include a graphic description of the operating environment.

(2) Adapting these tools to common desktop software programs such as Microsoft Access and Microsoft Excel for use by transit analysts

(3) A reassessment of existing data capture and analysis methods to identify redundancies in data entry or processing

(4) Providing sufficient technical assistance to train users not only in the functional operation of the software but also how it might be applied to specific transit operations analyses.

(5) Detailed requirements are provided in the RFP for the ITS.

4. Project Evaluation Agency

A Project Evaluation Agency (PEA) selected as an external third party agency shall:

(1) Undertake pre-and post-implementation studies to monitor the impact of the project socio, economic, environmental perspectives.

(2) Design appropriate questionnaires and take up sampling and data collection from key stakeholders including the commuters, financial parameters, value perception, time saved etc before and after the project implementation.

(3) Submit a report to the PSC on Pre-project studies and parametric values

(4) Submit a report to the PIU after six months of the launch of the project comparing the findings of the pre-post project effects.

Page 134 of 152


134

H: ITS Operational Plans

Maintenance, upgrade, replenishments, Operations & financial monitoring mechanisms, roles

and responsibilities, managing warranties and claims, review of business models.

ITS must be effectively maintained and managed to ensure that all services are delivered

without any break. The system needs to be covered with Service Level Guarantees as part of

the Service Level Agreements (SLA) to be signed with the System implementation and

integration vendor.

H-1.1. Service Metrics

The Quality of service metrics in respect of various sub-systems are indicated below:

Table 72: Service Metrics

ITS Applications Bench marks

ITS Application Availability 99.00%

Functional requirements upgrade < 60 days

Computing accuracy 100%

Customer Satisfaction level >80%

DIT user satisfaction level >80%

Hosting Centre

Minimum concurrent connects to the Command Centre

500

Availability of systems at Data Centre 99.00%

Resumption of online ITS services 1 hr

Data availability 100%

Data accuracy 100%

Capacity of the database server Handle 6000 service transactions /hr

Capacity of the Application Server Handle 6000 service transactions /hr

Availability of agreed services over the internet 100%

Local Area Network at the Command centre

Network availability 99%

Network Latency Average of > 75 milliseconds per month

Uptime of Back Office Servers > 99%

Time to restore back office servers from failure < 1 hr

Client Access

Page 135 of 152


135

ITS Applications Bench marks

Grievance and Complaints settlement < 7 days

Customer Satisfaction measure > 75%

support response < 10 Sec

Average time for service at the customer premises <12 hrs

Business Development

Percentage of increase in the transactions every quarter

10%

The basic procedures for the Maintenance & Support and administration of computing

resources of ITS Project are furnished below.

It is expected to develop a perfect synergy between the user and the machine to Define,

Identify, Analyze, Maintain, and communicate on-line data between the end users and the

decision makers. The Project Organization hierarchy provides delegation of responsibility at

all levels and end-to-end Role-Definition of the personnel.

H-1.2. Maintenance Plan

The maintenance team will work for providing a robust system without any down time by

applying a comprehensive maintenance policy incorporating both Hardware and Software

maintenance.

1. Hardware Maintenance Plan

All the necessary hardware required for the project like Servers and Network Components,

Computers, peripherals and other associated components would be sourced from reputed and

pre-approved Vendors. The implementing agency will have agreements with such vendors.

VMUs shall be maintained in good condition and defective units shall be replaced at any of

the designated locations.

Maintenance is broadly classified as Preventive and Reactive.

a) Preventive Maintenance

The user shall be responsible for doing routine maintenance like virus scan and update, UPS /

Generator/ A/C maintenance as per the User Manual supplied. The maintenance activities are

followed to prevent any breakdown. Standard/genuine spares would be maintained for any

urgent replacement.

b) Reactive Maintenance:

(1) If a breakdown occurs, the user shall report the nature of breakdown to the administrator.

(2) The administrator will generate the complaint number and dispatch the maintenance team immediately to the concerned location.

(3) The maintenance team will attend and sort out the problem. They will generate a service report and submit to the administrator.

(4) The administrator closes the complaint number and files it in the breakdown register.

Page 136 of 152


136

2. Software Maintenance Plan

The vendor shall provide Software Updates, patches/fixes, new versions/releases of all the

Application software and System software as and when it takes place. The Vendor on its own

will also install and set these updates on all the components of the System. Troubleshooting

and Customization of all the Application software will be part of this activity. The Vendor will

provide a comprehensive maintenance support to the user for all the Hardware, Software and

material taken by operator.

Page 137 of 152


137

I: Notes on queries raised

I-1. Intelligent Transport System

(1) The comments on economic and financial analysis are discussed in this supplementary

report in detail.

Inadequate information has been provided about the travel demand and characteristics of urban commuters

within Mysore City. More specifically, baseline information about bus users and their characteristics is

minimal. The consultants should compile the following information and present it in the report.

• Number of bus routes

• % of city road length having bus routes

• Bus route network density

• % of population within 500 meters of each bus route

• Average trip length of passengers

• Fare structure

• Average operating cost per kilometer

• Average revenue per passenger kilometer

While these data are mentioned in the Detailed Project Report submitted by CIRT9 in the

summary as well as in the body of the document, we provide the updated data consolidated

as given below:

Table 73: Project Data

# Data elements Urban Rural

1 Number of buses 185 73

2 Number of Passengers per day 1.30 Lakhs 0.45 Lakhs

3 Load Factor 78.8% 74.2%

4 Average Vehicle utilization per day per bus 232 Kms 261 Kms

5 Number of bus stops 484

6 Average Total length covered per day in Kms 37,000 18,000

7 Costs incurred per day INR 7.91 Lakhs 2.89 Lakhs

8 Revenue per day INR 7.30 Lakhs 3.89 Lakhs

9 Earnings per kilometer 18.90 15.94

10 Cost per kilometer 22.17 20.32

11 Advertisement revenues per month (INR) Ordinary buses (4500 /month)

Volvo buses (31,290 /month)

12 Mysore District Population (census 2001) 2,641,027

According to the census of 2001, Mysore city had a total population of 799,228 with 406,363

males and 392,865 females, making it the second largest city in Karnataka. The gender ratio of

the city is 967 females to every 1000 males and the population density is 6223.55 persons per

km². Mysore has a total area of 128.42 km². Among the population, 76.76% are Hindus, 19% are

Muslims, 2.84% are Christians and the remaining belongs to other religions. The city had a

population growth of 20.5% in the decade 1991–2001. Nineteen percent of the population in

9 Word document titled “Part_1_._Final_07.08.08.doc” dated 30

th September 2008

Page 138 of 152


138

Mysore lives below the poverty line and 8.95% of the population live in slums. 33.3% of the

population in Mysore city belongs to the working class. People belonging to Scheduled Castes and

Scheduled tribes contribute to 15.1% of the population10. The current population is over 2

million and the details of the demographic distribution are not available.

Mysore City has a total of 1093 Kms of Municipal Roads with 5 Kms of State level roads, a total

number of 767 buses both from KSRTC and other Private buses; Private registered vehicles are

289,27811.

(2) Information on urban travel demand and characteristics has been provided based on a study conducted by

M/s Transport Operations Planning and Informatics (page 36) but the year of study has not been

mentioned. For instance, the TOPIC study mentions that of the 5.7 Lakh passenger trips generated pr day in

Mysore city, 12.72% use buses. This which works out to 72,500 passenger trips per day. However, table in

page 35 indicates that 1.79 lakh passengers use the buses each day. If the TOPIC study , it is more than 10

years old, then the DPR consultants should undertake some supplementary studies to validate / update the

old information and estimate the current travel demand and its characteristics.

All the numbers indicated have been revised in this supplementary document under the

financial analysis section.

(3) An important component of the DPR is to establish the viability of the project through an economic and

financial analysis. Costs, benefits, revenues and expenses need to be assessed to enable this analysis. As

this has not been done, the DPR consultants should complete this analysis and present it in a separate

chapter

eGestalt technologies engaged by KSRTC to undertake the RFP preparation for the ITS project

at Mysore, have undertaken this analysis on behalf of KSRTC and the required analysis is

provided in the financial analysis section of this document.

(4) There are many queries regarding the implementation Process (Ref pages 88 to 91). It is not clear whether

the staff in Project Management Office (PMO) which is to be set up to implement the project will be from

KSRTC or outsourced. If they are to be outsourced, then an appropriate procurement plan needs to be

suggested for selecting individual / consortium of consultants. Would the PMO procure the equipment

according to their specifications or according to the specifications mentioned in the DPR? Would the PMO

be responsible for operations and maintenance as well? If so, what would be the duration of such a

contract?

As indicated in the DPR under reference, the Project Management Agency (PMA) (Section F-

2[P 92]) will be selected through a separate tender process to ensure that the project

implementation is managed professionally. A Project monitoring Committee has also been

proposed at the apex level to represent the key stakeholders within KSRTC. The

recommendation is set up this committee with the chairman being nominated by MD of KSRTC

and would have representatives from Finance, stores, Engineering, Civil & Electrical and IT

departments.

The ITS project is proposed to be implemented through a two-stage process: EOI & RFP

10

http://en.wikipedia.org/wiki/Mysore#Demographics 11

Mysore City Development Plan under JNNURM Scheme, Mysore CDP.pdf, 28 Sep 2006, (P68), published on

http://www.kuidfc.com/

Page 139 of 152


139

(1) To release an expression of interest (EOI) to solicit key players in the field based on certain

pre-qualifying criteria and to select the solution providers who meet these criteria. (A draft

of the EOI is attached)

(2) Based on discussions with the select list of EOI respondents, KSRTC would hold discussions

with each of them to evaluate the core technology options keeping in view the state-of-art

technologies, reliability etc. The RFP, revised based on the inputs from the solution

providers, would be issued to the selected list of solution providers which will contain only

the core functional requirements, and the operational, legal and commercial specifications.

The technology architecture and design is proposed to be left to the choice of the solution

providers. This is expected to bring out the best technology options which will first be

evaluated. The commercial evaluation would be taken up after short listing the technically

qualified solution providers and would be based on L-1. This would be in line with the

guidelines provided by World Bank

World Bank procurement guidelines recommend the Two-stage bidding12 under section 2.6 –

“In the case of turnkey contracts or contracts for large complex facilities or works of a

special nature or complex information and communication technology, it may be undesirable

or impractical to prepare complete technical specifications in advance. In such a case, a two-

stage bidding procedure may be used, under which first unpriced technical proposals on the

basis of a conceptual design or performance specifications are invited, subject to technical as

well as commercial clarifications and adjustments, to be followed by amended bidding

documents13 and the submission of final technical proposals and priced bids in the second

stage”.

Therefore, the procurement process will not include the technical specifications detailed in

the DPR, but would follow these guidelines. The operations and maintenance of the ITS

infrastructure will be on a build – operate model for a contractual period of 3 years,

extendable based on performance of the solution provider measured on clear service level

metrics and governed by a set of Service level agreements.

(5) In the section on BOQ and Cost Estimates (page 96 to 101), the basis for the unit rates has not been

mentioned. It would be useful to indicate the source from where these unit rates have been obtained

(schedule of rates / catalogs / recent contracts / quotations etc) to provide some reliability to cost

estimates.

The estimates are based on information available on the net and in consultation with

technology players. These estimates are likely to come down by choice of technology and the

extent to which various features can be offered.

(6) We were given to understand that the bust stop upgradation work amount to Rs. 480 Lakhs is to be

implemented under a separate program. Please clarify whether this is to be included under this project or

not. If this is to be included, then the typical design and specifications for a bus stop needs to be provided in

the DPR. If there are other buildings or structures to be constructed as part of this project, the DPR will

have to provide the design details and specifications for each of these as well.

12

World Bank Procurement Guidelines, ProcGuid-10-06-ev1.doc, published on http://web.worldbank.org/ 13

In revising the bidding documents in the second stage the Borrower should respect the confidentiality of the

bidders’ technical proposals used in the first stage, consistent with requirements of transparency and

intellectual property rights.

Page 140 of 152


140

The bus stop upgradation is not a part of the project and is being handled separately.

(7) The DPR has not addressed the Environmental and social issues and neither has an impact assessment

been made. As was indicated in the generic TOR for preparation of DPR, there is a need to indentify

environmentally and socially sensitive areas, assess the broad social and environmental effects due to the

implementation of the project proposal – Identify all significant construction and operation phase activities

that can lead to negative environmental impacts in terms of air and noise pollution, water pollution, visual

intrusion, community severance, impacts on vegetation and land degradation. Suggest mitigation

measures to minimize the negative impacts – undertake quantitative / qualitative assessment of

environmental and social impacts to provide requisite understanding of such impacts to all stakeholders

and identify environmental and social management measures that will restrict the negative impacts to

acceptable levels. Detailed EIA / EMP, SIA and RAP shall be carried out in the later phase of the project

depending on the quantum of the impacts. This needs to be incorporated in the DPR.

An Environmental Impact Survey documents the physical, socio-economic, natural resource

and cultural characteristics related to a project, allowing project leaders to choose a solution

that best meets the needs of affected communities, residents and commuters while

protecting the quality of the environment. Only then can final design and construction begin.

The technology of Intelligent Transport System does not have environmental impact as the

necessary electronic equipment will be installed inside the vehicles and electronic display

screens located at bus stops and bus stations.

The book “Transportation Infostructures” emphasizes the need for several human factors to

be addressed when assessing ITS technology14. The human factors include the cultural

characteristics.

• The potential threat to privacy

o Privacy of Drivers affected when tracked and monitored on the automatic

vehicle location and Tracking system, as they are answerable for route

deviations, long hours of stoppage, reasons for skipping a bus stop, etc; but this

is necessary to improve the operational efficiency of the fleet management

o Privacy of commuters affected when information on routes and buses are

provided on SMS or cable TV broadcast; but SMS will only be sent to those who

seek information and no advertisement content will be sent to the mobile

phones. Similarly when broadcasting route related information through Cable

TV, it will be ensured that such display does not affect the viewing pleasure of

the users

• The potential threat to mobility and changes to individual travel behavior

o With dynamic passenger information being made available, there is less

freedom for commuters to use their personal vehicles, which provide ample

privacy for the choice of the routes and planning their schedules

• The potential threat to local democracy

14

Transportation Infostructures: The Development of Intelligent Transportation Systems, By Diebold Institute

for Public Policy Studies, Published by Greenwood Publishing Group, 1995

Page 141 of 152


141

o With information being widely available, the Driver / Conductor may lose

importance / control with the passengers

• The high cost, and the possibility of giving privilege to wealthier individuals

o Will investment in ITS result in increase in fares, thereby affecting the less

affordable population in using the bus services? No hike is proposed by KSRTC an

account of introducing the ITS enabled services, as these costs are proposed to

be recovered through higher operational efficiency, increased load factor of the

buses and through the potential of advertisement revenues

• The loss of control over vehicle and route choices

o Certain stakeholders within KSRTC – the drivers, conductors and scheduling staff

may lose control due to dynamic schedule management facilitated by Automatic

Vehicle location and Tracking system

• The high level of training needed for people to use the system

o Technology calls for new skills and could affect senior drivers and operational

staff; Training has been addressed in the DPR as an intervention across different

stakeholders and transfer of knowhow

• The inability of people to cope with a constant flow of information

o While the literate commuters may suffer from information overload, the

illiterate commuters may have a serious issue in being able to read the display

inside the bus, at the bus stops and at bus terminals; the literacy rate of urban

Mysore is considerably higher than that of the state average, at 82.8%15. With

the deep penetration of mobile phones in India, this is not perceived as a

serious problems as people are use to information overload; in addition KSRTC

would continue to use the services of the conductors in the buses to assist those

who cannot make use of the display facilities, supported by voice

announcements

The benefits, some of which are not quantifiable are listed under the next section.

I-1.1. Additional Comments from the Meeting on 16 December 2008

a) Provisioning of Help Desk : in order to address the effectiveness of the ITS

Service, it is proposed to include a Helpdesk at the central Control Room

where the ITS facility is established. The purpose of this help desk is to

(1) Provide a well publicized Telephone number and an email id for Registering complaints and suggestions from the citizens

(2) 109

(3) Provide a tracking number to the citizen on their complaints

(4) Highlight the complaint to the right authority at KSRTC.

(5) Follow-up and closure of the complaint or suggestion

(6) Information to the citizen on the action taken

15

http://encyclopedia.stateuniversity.com/pages/15592/Mysore.html">Mysore - Origin of name, History,

Climate, Government and Politics, Transport, Demographics, Education, Media, Sports, Sources

http://encyclopedia.stateuniversity.com/pages/15592/Mysore.html

Page 142 of 152


142

b) Functioning of the help desk will be reviewed by the Mysore Head of KSRTC

periodically and action taken report submitted to the Project Implementation

Agency

c) This addresses the need to follow-up on the citizen suggestions and complaints

and will be incorporated in the RFP as one of the Functional / Technical

requirements

(1) Maintenance of the system beyond the stipulated 3 years – It is to be ensured that the system installed will survive beyond the first stage of 3 years of the project. This can be attended by

i. Providing a clear handover from the existing vendor to the next.

RFP has the exit criteria incorporated. However, this needs to be

strengthened in the Special Conditions to the Contract

ii. A handover report from the existing vendor with “learning” thereof

for smooth functioning. This shall incorporate a Systems Operating

Procedure document that will be generated from the initial period

and revised periodically as per the experience “on-the-ground”

(2) The ESMF survey covering random selection of citizens highlight three core components (1) Implement the ITS project as quickly as possible, (2) physically Secure the Display units at the bus stands and stops against vandalism, and (3) display passenger information system in Kannada, Hindi, and English

I-2. Ethanol blended Diesel

(1) The DPR has not established the viability of the project through an economic and financial analysis. Costs,

benefits, revenues and expenses need to be assessed to enable this analysis. As this has not been done, the

DPR consultants should complete this analysis and present in a separate chapter

The socio-economic benefits are addressed in Section C-6 of Part II of the DPR referenced in

the footnote. The economic and financial analysis is detailed under Section F of Part II of the

DPR referenced in the footnote

(2) The DPR has not indicated the procurement plan and implementation process for this component of the

project. The DPR consultants should prepare these and include in the DPR

KSRTC would float a tender for the same and will follow the procurement guidelines

(3) In the section on BOQ and Cost Estimate the basis for the unit rates has not been mentioned. It would be

useful to indicate the source from where these unit rates have been obtained (schedule of rates / catalogs /

recent contracts / quotations etc) to provide some reliability to the cost estimates

Quote from a company is in annexure C of the DPR in part II reference in the footnote

(4) The DPR consultants should provide functional specifications for the various equipment and fuel which is

required to be procured as part of this component

Functional specifications are listed under section E-4 of Part II of the DPR referenced in the

footnote

(5) The DPR has not addressed the environmental and social issues and neither has an impact assessment

been made. This needs to be included in the DPR

Environmental Impact Assessment is detailed in Section C-8 of Part II of the DPR referenced in

the footnote.

Page 143 of 152


143

J: About CIRT, the consultants to KSRTC on the ITS

and e-diesel project

Having obtained the grant, KSRTC zeroed on Central Institute of Road Transport (CIRT) for

preparing a detailed project report and appointed them as consultants for the project with

the responsibility to prepare:

♣ Detailed Project Report

♣ Tender documents,

♣ Prequalification documents

♣ Bill of Materials/System requirement specifications

♣ Floating of tenders and tender evaluation, selection of the contractor

and award of contract will be under taken by the technical staff of

KSRTC.

J-1.1. Brief Profile

CIRT was established in the year 1967 as a joint initiative of the then Ministry of Shipping and

Transport, Government of India and Association of State Road Transport Undertakings,

(ASRTU).

CIRT campus occupies 84 acres of land and around 216 employees work here. The Faculty is

composed of Doctorates, pursuing Doctorates and Post Graduate Engineers.

J-1.2. Areas of specialization

♣ Traffic & Transportation Engineering

♣ Transportation Planning & Management

♣ Public Transportation

♣ Road Safety

♣ Transport Policy

♣ Intelligent Transportation Systems

♣ Mechanical Engineering

♣ Freight Transportation Futuristic Technologies

♣ Environmental Pollution

♣ Alternative Fuels

♣ International and National project assignments

♣ Petroleum India International, India for Al Mansoor Enterprises, Abu

Dhabi

♣ Transport Research Laboratories (TRL), UK

♣ National Transport Corporation, Mauritius

♣ Council of Scientific & Industrial Research, South Africa

♣ Traffic Police (Bangalore, Pune, Mumbai, etc

♣ Ministry of Road Transport & Highways

♣ Motor Vehicle Department of various States

♣ State Transport Undertakings

♣ Urban Development Authorities, Municipal Corporations

Page 144 of 152


144

*****

Page 145 of 152


145

K: Annexes

K-1. Annex -1 – Survey Questionnaire of CIRT (July 4, 2008)

CENTRAL INSTITUTE OF ROAD TRANSPORT

Pune 411 026

1. Mode of transport currently being used:

Please tick wherever applicable

Walk Cycle 2 Wheeler 3 Wheeler Car / Jeep

2. Would you be shifting to Public Transport if reliable services are provided

through Intelligent Transportation System (ITS)

Yes No

3. Would you like to have Arrival / Departure information displayed

Yes No

4. Number of trips made in a day: __________________

5. Average distance travelled in a day: __________________

6. Expenditure on petrol / diesel: Rs. ___________ per day / week / month

Date of survey: Signature:

Page 146 of 152

146

K-2. Annex 2: Budgetary Costs (quote of HP vide Section E-3 of the

DPR)

NOTE: The quotation and estimates of costs are used for the project calculations from this

annexure for EIRR and FIRR for the projects. Actual costs used for the project are in Tables

beginning Table 54 to 66. These tables provide the numbers that are actually required for the

project.

K-2.1. Capital Costs

Central Station Bill of Material

Table 74: BoM - Central Station

13

Description Unit Cost Qty Total (Rs.)

1 Servers 17 boxes, Software License and Network costs :

(i) Edge Server 175,000 2 350,000

(ii) Web Server 175,000 2 350,000

(iii) Database Server 1,700,000 2 3400,000

(iv) Application Sever 720,000 2 1440,000

(v) Directory Server 175,000 1 175,000

(vi) GSM/GPRS Server 385,000 1 385,000

(vii) Reporting Server 175,000 1 175,000

(viii) Integration Server 720,000 1 720,000

(ix) GIS Server 385,000 1 385,000

(x) SAN Array 2 Tb 650,000 1 650,000

(xi) Storage Manager 385,000 2 770,000

(xii) VAT 4% on the above 352,000

(xiii) Packaging & delivery charges 10,000

(xiv) Software licenses 20000,000

(xv) Network components 1650,000

(xvi) Network Installation 67,000

(xvii) Cost of design, sizing, system architecture

installation, commissioning, testing 13,616,000

2 Access control facilities at server rooms 100,000 2 200,000

3 Application Software for ITS 5,000,000 1 5,000,000

4 Workstations/Computers 50,000 4 200,000

5 Dot-matrix Printer 10,000 2 20,000

6 Ink jet Printer/Scanner 30,000 1 30,000

7 Plotter 40,000 1 40,000

8 UPS (servers and computers)-20KVA with 15

minutes backup 1,000,000 1 1,000,000

9 System software for Computers 20,000 4 80,000

10 Generators(30KVA) 900,000 1 900,000

11 Window A/C -capacity 4 tons 75,000 4 300,000

Page 147 of 152

147

13

Description Unit Cost Qty Total (Rs.)

12 Power supply distribution (on actual ) 1,000,000 1 1,000,000

13 Cost of Project Management, Installation,

Integration and testing 5,000,000 1 5,000,000

Total Central Control Station Cost ( B ) 49,465,000

1. Vehicle Mounted Unit and Associated Software

Table 75: BoM - VMU & SW

Sl

N

o.

Description

Unit

Cost(Rs.

)

Qty Total (Rs.)

1 Supply and of Vehicle Mounted Unit 13,000 1 13,000

2 Installation of Vehicle Mounted Unit 500 1 500

3 GPRS enabled Activated SIM cards for a

GSM Service Provider 200 1 200

Total 13,700

GPS Software

1

Supply, Installation and commissioning of

Vehicle Tracking Software Application

(License for a fleet size of 500 units)

100,000 1 100,000

2 Integration with Application software of

GIS road network dataset 100,000 1 100,000

Total 200,000

2. Bus, Bus stop and Bus terminal Display Units

Table 76: BoM - Display Units

Sl

N

o. Description

Unit Cost

(R.) Qty Total (Rs.)

1 Bus Mounted Display Panel 50,000 1 50,000

2 Bus Stop Display Unit 200,000 1 200,000

3 Bus Terminal Display Unit 350,000 1 350,000

Total Display System Cost 600,000

3. GIS Software and Components

Table 77: GIS specifications

Sl.

No. Description Unit Price Licenses Total (Rs.)

1 Integration of application software with

GIS road network dataset of Mysore

NA Built into

GPS

System

Built into

GPS system

2 MapXtreme Java Version 4.7.0 1,000,000 1,000,000

3 Geo fencing of routes by physical

survey and integration with the Geo

Fencing module

500,000 At

Actuals

500,000

Total GIS Software Cost ( D ) 1,500,000

Page 148 of 152

148

4. Depot Infrastructure

Table 78: Depot infrastructure requirements

Sl. No. Description Unit Cost (Rs.) Qty Total

1 Computers/ Workstation with 17 inches monitor 45,000 2 90,000

2 Printer 15,000 2 30,000

3 UPS 30,000 2 60,000

4 A/C- capacity 25,000 2 50,000

5 Application Software for Computers 100,000 2 200,000

Total cost for 2 depots ( G ) 430,000

K-2.2. Operating Costs

Data Communication Costs for Central Station

Table 79: Opex - Communication

Sl NO Description Total (Rs.)

1 Data communication between GSM VMU & Central control

station for 500 buses at Rs.200/- per month per bus for 1 years 1,200,000

2 Two way voice communication between 500 buses and CCS at

Rs.150/- month per bus for 1 years ,900,000

3 GPRS data communication for 584 display units at RS.200/- per

unit per month for 1 yrs 1,401,667

Total Central Control Station Cost ( B ) 3,501,667

Communication Costs of Data Links at the Central Station

Table 80: Communication costs of data links at the central station

Sl. No. Description Unit Price Licenses Total (Rs.)

1 4 Mbps dedicated bandwidth

(License Cost) 1,500,000 1,500,000

2 4 Mbps Redundant Line 1,500,000 1,500,000

Total Communication Cost ( E ) 3,000,000

Facili ties Management Costs and AMC

Table 81: Facilities management costs & AMC

Sl. No. Description Unit Cost

(Rs.) p.a. Qty

1 Manpower Cost

(i) Computer/ Data entry Operator 120,000 4

(ii) Database Administrator 300,000 2

(iii) Software Programmer 480,000 2

(iv) System Administrator 300,000 2

(v) Project Manager 720,000 1

Total Manpower Cost 19,20,000

2 Consumables Cost 38,40,000

Page 149 of 152

149


(Rs.) p.a. Qty

(i) Computer Stationary 48,000 1

(ii) Printer Cartridges (assuming two cartridge per month) 38,400 1

Total Consumable Cost 86,400

3 Maintenance Cost (AMC)

(i) Maintenance cost of CCS H/w, S/w and N/w Components 750,000 1

(ii) Maintenance cost of computers including service and

spares (per year charges assuming AMC) 5,400 4

(iii) Maintenance cost of VMU including spares per year 1,000 500

(iv) Maintenance cost of generators including Diesel, per year 175,000 1

(v) Maintenance cost of AC Units 7,500 4

(vi) Maintenance cost of UPS 5,000 1

(vii) Provision of Spares for all above equipments

Total Maintenance Cost 9,43,900

4 Sub Total (1 + 2 + 3) 29,50,300

Maintenance of Depot Infrastructure Costs

Table 82: Maintenance of depot infrastructure costs


(Rs.) Qty Total

1 Man Power for a period of 1 years (2

Operators - 2 Shift) 625,000 4 2,500,000

2 Maintenance Cost 25,000

Total cost for 2 depots ( G ) 2,525,000

K-3. Annex -3 – Draft EOI for Project Management Agency

Attached separately

K-4. Annex -4 - Draft Functional/Technical Specifications

Attached separately

K-5. Annex – 5 - Bio-Diesel Tender

Attached separately

Page 150 of 152

150

K-6. Annex 6 – Ethanol Diesel systems

Figure 30 : Assembled Cast Filler Neck with Flame Arrestor

Figure 31 : Assembled Cast Filler Neck With Flame Arrestor

Cast Filler Neck

O-Ring

Flange Cast Pipe

Assembled Flame

Arrestor

Arrestor

Flame Arrestor

Gasket

Tamper Proof Bolts

Page 151 of 152

151

Figure 32 : Assembled Rolled Filler Neck with Flame Arrestor

Figure 33 : Assembled Rolled Filler Neck With Flame Arrestor

Flame Arrestor

Gasket

Tamper Proof Bolts

Assembled Flame Arrestor

Rolled Filler Neck

Flange Gasket

Page 152 of 152

152

Page 153 of 152

153

******