CHALLENGES FOR SUSTAINABLE

TRANSPORT SYSTEM

BRTS

Presented by:

Mr. Deepak TrivediGeneral Manager, Ahmedabad Janmarg Limited,

Ahmedabad Municipal Corporation, Ahmedabad.

JANMARG TODAY

Proposed BRT

Corridor: 89 km

(Phase I & II)

Operational BRT

Corridor : 96 Km(with connection of End

Nodes)

Period 15th August 2014 – 14th September 2014 15th January 2015 – 14th February 2015

Network Length 82 Km 96 Km (Connect with End Nodes)

Number of Stations 127 149 (Cabin - 16 )

Operations Timing 6:00 AM to 11:00 PM 6:00 AM to 11:00 PM

Peak Hours 8:00 AM – 11:00 AM ; 5:00 PM – 8:30 PM 8:00 AM – 11:00 AM ; 5:00 PM – 8:30 PM

Buses Operated 143 (Weekdays) , 135 (Sunday/Holiday) 209 (Weekdays) , 200 (Sunday/Holiday)

Average Daily Round Trips 896 1108

Average Daily Passenger 111899 121160

Average Daily Collection 1467698 1579272

Average Daily KilometresScheduled: 38093Operated (including dead):35161

Scheduled: 52290Operated (including dead): 48560

Average Daily PassengerPer kilometer: 3.18Per bus: 782Per trip:62

Per kilometer: 2.50Per bus: 579Per trip:55

Average Daily IncomePer passenger: Rs. 13.1Per bus: Rs. 10269Per trip: Rs. 820

Per passenger: Rs. 13.03Per bus: Rs. 7545Per trip: Rs. 713

JANMARG TODAY

Bus Rapid Transit is high-quality, customer-orientated transit thatdelivers fast, comfortable and low-cost urban mobility.

:

• Segregated bus ways

• Rapid boarding and alighting

• Efficient fare collection

• Comfortable shelters and

stations

• Clean bus & modern

technologies

• Sophisticated marketing identity

• Excellence in customer service

WHAT IS BUS RAPID TRANSIT (BRT) SYSTEM?

BRT - A METRO EXPERIENCE ON ROAD THROUGH TECHNOLOGY INNOVATIONS AT 1/20th THE COST

Centre of Excellence in Urban Transport, CEPT University, Ahmedabad

High Quality Transport at Affordable Costs

• Janmarg focused corridor utilization with economic viability.

• Janmarg has focused to keep atleast two routes on each corridor

to regulate cumulative frequency (i.e. corridor utilization) thus

keeping corridor busy.

• Busiest corridor in Janmarg has 48 buses per hour per direction

in peak hour.

1. Maintaining Corridor Exclusivity

• Creating a BRTS Identity

• An idle corridor creates a

negative image for MV Lane

users, hence maintaining

frequency is challenge.

• Currently Traffic

Management for BRTS

Junctions are handed over

to Traffic Police. While due

to over burden on

expanding services with

limited Human Resource

junction management has

been an issue.

2. Regulatory Challenges

• Janmarg is finding an Alternate mechanism for managing exclusivity

of BRTS corridor through BPMC Act – 208 & Penalty for violation

through BPMC Act – 393 applicable under municipal corporation.

• Indian society is fare sensitive.

• There is a market competition existing with

private services and informal transit

systems such as IPT which have low fares.

• Equivalent competitions is with 2-Wheelers

• Janmarg has developed Fare Regulatory

Mechanism, a formula approved by state

which allows annual updating of fare based

on WPI and Fuel price variation.

• Janmarg is also exploring strategic fare

such as adopting reduced fare for low

demand corridor

3. Fare Management

• BRTS is more about Operations

& Management than just

infrastructure development.

• Reducing Dead km have been

challenge and therefore Depot

locations are identified closer to

terminal points in different zones.

Still rationalizing dead km with

limitations for land availability in

urban context is a challenge.

4. Bus Operations

• Janmarg has flexible scheduling depending of weekday, festivals

(like navratri) and seasons.

• Janmarg has also abided all operations under labour laws

Zund

al

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Sola

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Lal

Darwaj

a

Gita

Man

dir

Soni

ni

Chali

Odhav

Ring

road

Odhav

GIDC

Naroda

Gam

Hatkesw

ar

Jasoda

nagar

Vasana

Janmarg Routes

• Though it is difficult to satisfy expectations individual commuters

(received through regular user feedback) though Janmarg has

responded to suggestion from society to deliver the best practice.

• Janmarg has continuously achieved a rating of 8.7 to 9.2 out of

10 in all monthly surveys.

• To avoid fair leakages, Janmarg has a policy for staff rotation on

BRTS stations

5. Operation Monitoring

• Janmarg has kept a

closer look on

regular service levels

through monthly

surveys.

• Smart Management through ITMS has

resolved many regulatory issues for

Janmarg.

• Janmarg uses PIS, AVLS, Afc, O&M and

Scheduling through IT management.

• While IT industry is continuously

developing it is a challenge to maintain

skill resources and deliver diverse task as

single system

• Hardware have 9yr lifecycle while

Software have perpetual life.

Continuously changing its compatibility

and continuity.

6. ITMS

• For delivering the desired services

regular maintenance is equally

important.

• Regular maintenance of IT-hardware

and Civil works are monitored

weekly directly by Janmarg.

• Janmarg deliver all its services

through contracts, hence contract

management monitoring has been

key strength of Janmarg for

achieving service levels.

7. Maintenance Issues

Rutting in Pavement

IT Hardware

• The Roadway infrastructure is

designed with a concept of

COMPLETE STREET. Utilising

RoW for Mobility.

• The utilization of roadway edges

has limited the designed capacity

for MV lane.

8. Managing Road Edge

• Parking and Encroachments has

reduced upon MV lane capacity.

• Enforcement of corridor

utilization is with corporation and

efforts are being made on same. Footpath & Curbing

• Lack of Technical Human Resource both expertise as well as experienced

• With AFC and ATC adding new dimensions in decision making

• Skill requirements are modifying with regular up-gradation of IT and its utility in PT Services

• Need for extensive Training and Development Programme in field of Transport Operation and Management

• Janmarg is enrolling in events like leaders program by SUTP and other technical capacity building programme

• Also Janmarg gives advisory support to other organizations and sharing experience.

9. Capacity Building

Need of Cultural Change

• Companies to Take Ownership

• Not to depend on Subsidies

• Address Market Competition

• Identify Non-fare box revenue resources

• Achieve Sustainability in Operation-Management

10. Companies to Act like Companies

• Maintaining Identity of System

• Multimodal integration (physical, fare, institutional)

• Janmarg exploring opportunities for AMTS-BRTS integration (pilot started with sharing 35CNG buses with right side door to 5-AMTS routes)

• Last Mile Connectivity (Feeder services) – Janmargexploring impacts of extended routes to 6-locations (AMTS terminals) within a km from corridor.

• Development of UMTA

• Exploring TOD is in process with AUDA announcing higher FSI along BRTS corridor.

GOING BEYOND BRTS

Thank You