Detailed Project Report For City Bus Services in Faridabad

Faridabad Smart City Limited

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

Under

Smart City Mission

In

Faridabad

DETAILED PROJECT REPORT
FOR CITY BUS SERVICES IN FARIDABAD

LEA Associates South Asia Pvt. Ltd.

In consortium with

Wadia Techno‐Engineering Services Limited, India
&
Avineon India Private Limited, India

August, 2018

Detailed Project Report for
City Bus Services in Faridabad
Project Management Consultancy to Design,
Develop, Manage and Implement Smart City Project

TABLE OF CONTENTS
EXECUTIVE SUMMARY
1. Background ......................................................................................................................................... xiv
2. CITY PROFILE AND CONNECTIVITY...................................................................................................... xiv
3. Travel Characteristics and demand in Faridabad (CMP, 2010) ........................................................... xv
4. Challenges to CITY BUS SERVICE .......................................................................................................... xv
5. Need for CITY BUS SERVICE ................................................................................................................. xv
6. CURRENT TRAVEL CHARACTERISTICS ................................................................................................. xvi
7. BUS Route Network PLANNING ......................................................................................................... xvii
8. Bus Fleet REQUIREMENT AND OPERATION MODELS ........................................................................ xvii
8.1. Feeder Bus Routes ............................................................................................................. xviii
8.2. Intra City Operations ........................................................................................................... xix
Key Statement Block:
This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
benefit our client’s project and what differentiates us.
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9. Bus Infrastructure PLANNING AND MANAGEMENT MODELS ............................................................ xix
10. Intelligent TransIt System (ITS) Requirement for CBS ........................................................................ xxi
11. POLICY AND LEGAL Framework .......................................................................................................... xxi
12. COST AND REVENUES ......................................................................................................................... xxi
13. ECONOMIC AND FINANCIAL ANALYSIS ............................................................................................. xxiii
14. Proposed IMPLEMENTATION Arrangements ................................................................................... xxiii
15. Benefits of CITY BUS OPERATIONS ................................................................................................... xxiv
16. Way Forward ..................................................................................................................................... xxv
1 INTRODUCTION ................................................................................................................................... 1‐1
1.1 PROJECT BACKGROUND .................................................................................................................... 1‐1
1.2 PROJECT OBJECTIVES ......................................................................................................................... 1‐1
1.3 CITY PROFILE ...................................................................................................................................... 1‐1
1.4 DEMOGRAPHIC PROFILE .................................................................................................................... 1‐2
1.5 ECONOMIC BASE ............................................................................................................................... 1‐3
1.6 LAND USE PATTERN ........................................................................................................................... 1‐3
1.7 EXISTING ROAD NETWORK AND REGIONAL CONNECTIVITY ............................................................. 1‐4
1.8 REGISTERED VEHICLES IN FARIDABAD ............................................................................................... 1‐6
1.9 INTENT OF THIS REPORT .................................................................................................................... 1‐7
1.10 STRUCTURE OF THE REPORT ............................................................................................................. 1‐7
2 EXISTING TRAVEL CHARACTERISTICS AND DEMAND FOR PUBLIC TRANSPORT ....................................... 2‐1
2.1 TRAVEL NEEDS FROM/TO FARIDABAD .............................................................................................. 2‐1
2.2 TRAVEL DEMAND............................................................................................................................... 2‐1
2.3 TRAVEL CHARACTERISTICS IN FARIDABAD (CMP, 2010) ................................................................... 2‐2
2.4 EXISTING PUBLIC TRANSPORT FACILITY ............................................................................................ 2‐2
2.4.1 PASSENGER FLOW AT METRO STATIONS .......................................................................................... 2‐2
2.4.2 EXISTING BUS SERVICES ..................................................................................................................... 2‐3
2.4.3 CHALLENGES TO CITY BUS SERVICE ................................................................................................... 2‐4
2.5 NEED FOR CITY BUS SERVICE ............................................................................................................. 2‐5
2.6 STAKEHOLDER CONSULTATIONS ....................................................................................................... 2‐7
2.7 CURRENT TRAVEL CHARACTERISTICS ................................................................................................ 2‐7
2.7.1 OBJECTIVE OF PRIMARY SURVEYS ..................................................................................................... 2‐7
2.7.2 SURVEY METHODOLOGY ................................................................................................................... 2‐8
2.7.3 CONDUCTING SURVEYS ..................................................................................................................... 2‐8
2.7.4 ANALYSIS AND FINDINGS – SPEED & DELAY SURVEY ...................................................................... 2‐11
2.7.5 ANALYSIS AND FINDINGS –OD SURVEY ........................................................................................... 2‐12
2.8 CONCLUSION ................................................................................................................................... 2‐18
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3 BUS ROUTE NETWORK PLANNING ........................................................................................................ 3‐1
3.1 OBJECTIVES FOR ROUTE NETWORK PLANNING ................................................................................ 3‐1
3.2 ROUTE NETWORK PLANNING ............................................................................................................ 3‐2
3.2.1 FEEDER BUS ROUTES ......................................................................................................................... 3‐3
3.2.2 INTRA CITY OPERATIONS ................................................................................................................... 3‐7
4 BUS FLEET REQUIREMENT AND OPERATION MODELS ........................................................................... 4‐1
4.1 BUS FLEET REQUIREMENT ASSESSMENT ........................................................................................... 4‐1
4.2 BUS FLEET REQUIREMENT ASSESSMENT‐ BASE YEAR (FY 2018‐19) .................................................. 4‐2
4.3 BUS FLEET REQUIREMENT ASSESSMENT‐ PHASE I (FY 2019 to 2021) ............................................... 4‐4
4.4 BUS FLEET SPECIFICATIONS ............................................................................................................... 4‐4
4.5 BUS OPERATION MODELS ................................................................................................................. 4‐6
5 INFRASTRUCTURE PLANNING AND MANAGEMENT MODELS ................................................................ 5‐1
5.1 INTRODUCTION ................................................................................................................................. 5‐1
5.2 Bus Depot .......................................................................................................................................... 5‐1
5.3 BUS TERMINALS ............................................................................................................................... 5‐11
5.4 BUS STOPS ....................................................................................................................................... 5‐13
5.5 INFRASTRUCTURE MANAGEMENT MODELS ................................................................................... 5‐14
6 ITS FOR CITY BUS OPERATIONS ............................................................................................................
benefit our client’s project and what differentiates us. 6‐1
6.1 Introduction ....................................................................................................................................... 6‐1
6.2 Intelligent TRANSIT Systems – Potential Applications in PT .............................................................. 6‐2
6.3 ITS Solution for CBS in Faridabad ...................................................................................................... 6‐2
6.4 Geographical Coverage of the ITS ..................................................................................................... 6‐3
6.5 Details of Proposed ITS Applications ................................................................................................. 6‐4
6.5.1 Electronic Ticketing Vending Machine (ETVMs) ................................................................................ 6‐4
6.5.2 GPS based Automatic Vehicle Location System (AVLS) ..................................................................... 6‐8
6.5.3 Passenger Information Systems (PIS) ................................................................................................ 6‐8
6.6 CCTV Video Surveillance Security Camera System and Network Video Recorder (NVR) ................ 6‐12
6.7 IT Infrastructure ‐ Depot Control System (DCS) and Central Control System (CCS) (Off board) ..... 6‐12
6.7.1 Revenue Collection Integrity ........................................................................................................... 6‐13
6.7.2 System Description .......................................................................................................................... 6‐13
6.7.3 DCS Hardware and Software ........................................................................................................... 6‐14
6.7.4 Configuration Data Management .................................................................................................... 6‐15
6.7.5 Data Storage .................................................................................................................................... 6‐16
6.7.6 DCS Security .................................................................................................................................... 6‐16
6.7.7 Clock Management .......................................................................................................................... 6‐16
6.7.8 Reports ............................................................................................................................................ 6‐16
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6.8 INTEGRATED Depot Management System ...................................................................................... 6‐17
6.9 Incident / Alert Management System ............................................................................................. 6‐18
6.10 Technical Details of Hardware and Software .................................................................................. 6‐18
7 ENVIRONMENT AND SOCIAL SAFEGUARD FRAMEWORK ...................................................................... 7‐1
7.1 Introduction ....................................................................................................................................... 7‐1
7.2 NEED AND Application of the ESMF .................................................................................................. 7‐1
7.3 Applicable Legislations & Policies ...................................................................................................... 7‐2
7.4 Environmental and Social Screening ................................................................................................. 7‐3
7.5 POTENTIAL IMPACTS & MANAGEMENT MEASURES ......................................................................... 7‐5
7.5.1 INVOLUNTARY RESETTLEMENT ......................................................................................................... 7‐5
7.5.2 CULTURAL PROPERTY RESOURCES .................................................................................................... 7‐6
7.6 Consultation Framework ................................................................................................................... 7‐6
7.6.1 PARTICIPATION / CONSULTATION FRAMEWORK .............................................................................. 7‐6
7.6.2 INFORMATION DISCLOSURE .............................................................................................................. 7‐7
7.7 Monitoring and Reporting ................................................................................................................. 7‐8
7.8 Grievance Redressal Mechanism....................................................................................................... 7‐8
7.9 Capacity Building and Training .......................................................................................................... 7‐9
8 APPLICABLE POLICY AND LEGAL FRAMEWORK .....................................................................................
benefit our client’s project and what differentiates us. 8‐1
8.1 INTRODUCTION ................................................................................................................................. 8‐1
8.2 Applicable Legislations for CITY Bus Operation and Management ................................................... 8‐2
8.2.1 MOTOR VEHICLE ACT 1988 ................................................................................................................ 8‐2
8.2.2 THE CENTRAL MOTOR VEHICLES RULES, 1989 .................................................................................. 8‐2
8.2.3 NATIONAL URBAN TRANSPORT POLICY (NUTP), 2014 ...................................................................... 8‐2
8.2.4 THE HARYANA MOTOR VEHICLES RULES, 1993 ................................................................................. 8‐2
8.2.5 THE HARYANA MOTOR VEHICLES TAXATION ACT, 2016 ................................................................... 8‐3
8.2.6 MOTOR TRANSPORT WORKERS ACT, 1961 ....................................................................................... 8‐3
8.2.7 THE FACTORIES ACT, 1948 ................................................................................................................. 8‐3
8.2.8 THE BUILDINGS AND OTHER CONSTRUCTION WORKERS (REGULATION OF EMPLOYMENT AND
CONDITIONS OF SERVICE) ACT, 1996 ................................................................................................ 8‐6
8.2.9 THE PAYMENT OF WAGES ACT, 1936 ................................................................................................ 8‐9
8.2.10 PAYMENT OF GRATUITY ACT 1972 .............................................................................................. 8‐9
8.2.11 PAYMENT OF BONUS ACT 1965 ................................................................................................ 8‐10
8.2.12 MOTOR ACCIDENTS CLAIMS TRIBUNAL (MACT) ....................................................................... 8‐10
8.2.13 THE EQUAL REMUNERATION ACT, 1976 AND EQUAL REMUNERATION (AMENDMENT) ACT,
1987 (NO. 49 OF 1987) .................................................................................................................... 8‐10
8.2.14 THE PUBLIC LIABILITY INSURANCE ACT, 1991 ........................................................................... 8‐10
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8.2.15 PERSONS WITH DISABILITIES (EQUAL OPPORTUNITIES, PROTECTION OF RIGHTS AND FULL
PARTICIPATION) ACT, 1995 ............................................................................................................. 8‐11
8.3 APPLICABLE Environmental SAFEGUARD Acts ................................................................................ 8‐11
8.3.1 THE ENVIRONMENT (PROTECTION) ACT, 1986 ............................................................................... 8‐11
8.3.2 WATER (PREVENTION AND CONTROL OF POLLUTION) ACT, 1974 ‐ AS AMENDED IN 1978 & 1988 8‐12
8.3.3 NOISE POLLUTION (REGULATION AND CONTROL) RULES, 2000 ..................................................... 8‐12
8.3.4 FOREST (CONSERVATION) ACT, 1980 ‐ AS AMENDED IN 1988 ........................................................ 8‐12
8.3.5 WILD LIFE PROTECTION ACT, 1972 AND AMENDMENT 2002 ......................................................... 8‐12
8.3.6 PETROLEUM ACT, 1934 ................................................................................................................... 8‐13
8.3.7 MANUFACTURE, STORAGE AND IMPORT OF HAZARDOUS CHEMICAL RULES, 1989 ...................... 8‐13
8.3.8 HAZARDOUS WASTE (MANAGEMENT, HANDLING AND TRANSBOUNDARY MOVEMENT) RULES,
2008 ................................................................................................................................................. 8‐14
8.3.9 THE ANCIENT MONUMENTS AND ARCHAEOLOGICAL SITES AND REMAINS ACT, 1958 .................. 8‐14
8.3.10 ANCIENT MONUMENTS AND ARCHAEOLOGICAL SITES AND REMAINS (AMENDMENT AND
VALIDATION) ACT, 2010 .................................................................................................................. 8‐14
8.3.11 THE CHEMICAL ACCIDENTS (EMERGENCY PLANNING, PREPAREDNESS, AND RESPONSE)
RULES, 1996 ..................................................................................................................................... 8‐14
8.3.12 THE EXPLOSIVE SUBSTANCES ACT, 1908 ................................................................................... 8‐15
8.3.13 EXPLOSIVES ACT 1884 AND THE EXPLOSIVES RULES, 2008 ....................................................... 8‐15
8.4 NATIONAL LEGISLATIONS FOR RESETTLEMENT .............................................................................. 8‐15
8.4.1 THE RIGHT TO FAIR COMPENSATION AND TRANSPARENCY IN LAND ACQUISITION,
REHABILITATION AND RESETTLEMENT ACT, 2013 .......................................................................... 8‐15
8.4.2 MAIN ELEMENTS OF SEXUAL HARASSMENT OF WOMEN AT WORKPLACE (PREVENTION,
PROHIBITION AND REDRESSAL) ACT, 2013 ..................................................................................... 8‐17
8.4.3 THE STREET VENDORS (PROTECTION OF LIVELIHOOD AND REGULATION OF STREET VENDING)
ACT, 2014 ........................................................................................................................................ 8‐18
8.4.4 HARYANA MUNICIPAL STREET VENDORS (PROTECTION OF LIVELIHOOD AND REGULATION OF
STREET VENDING) ORDINANCE, 2013 AND THE POLICY GUIDELINES FOR STREET VENDORS/
HAWKERS ‐2014 .............................................................................................................................. 8‐19
9 COSTS AND REVENUES ......................................................................................................................... 9‐1
9.1 Introduction ....................................................................................................................................... 9‐1
9.2 Capital Cost Estimates for Bus Fleet .................................................................................................. 9‐1
9.3 Capital Cost Estimates for Bus PT Infrastructure ............................................................................... 9‐4
9.4 General Assumptions for Cost Estimation of PT Operations ............................................................. 9‐7
9.5 PT Operations Cost Elements and Assumptions................................................................................ 9‐8
9.5.1 COST ELEMENTS OF PT OPERATIONS COST ....................................................................................... 9‐8
9.5.2 PHYSICAL PERFORMANCE PARAMETERS FOR ESTIMATION OF PT OPERATIONS COST .................... 9‐9
9.5.3 TOTAL AVERAGE ANNUAL PT OPERATIONAL COST ......................................................................... 9‐10
9.6 Average annual Earnings For the fleet ............................................................................................ 9‐11
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9.7 Summary of Costs and Revenues ESTIMATION ............................................................................... 9‐15
10 ECONOMIC AND FINANCIAL ANALYSIS ............................................................................................... 10‐1
10.1 Introduction (ECONOMIC ANALYSIS) ............................................................................................... 10‐1
10.2 City Bus Routes ................................................................................................................................ 10‐1
10.3 Approach and Methodology ............................................................................................................ 10‐1
10.4 Planning and Analysis Period ........................................................................................................... 10‐2
10.5 Project Cost ..................................................................................................................................... 10‐2
10.6 Input for Economic Analysis ............................................................................................................ 10‐2
10.6.1 STANDARD CONVERSION FACTORS .......................................................................................... 10‐2
10.6.2 TRAFFIC DATA ........................................................................................................................... 10‐2
10.6.3 OPERATION AND MAINTENANCE COST .................................................................................... 10‐2
10.6.4 ROUTE NETWORK...................................................................................................................... 10‐2
10.6.5 INPUTS FOR ESTIMATION OF VEHICLE OPERATING COSTS ....................................................... 10‐4
10.6.6 VALUE OF TIME ......................................................................................................................... 10‐4
10.6.7 SAVINGS IN ROAD ACCIDENTS AND REDUCTION IN CARBON EMISSIONS ................................ 10‐5
10.7 Economic Analysis for Project Alternative ...................................................................................... 10‐5
10.8 Sensitivity Analysis .......................................................................................................................... 10‐5
10.9 Conclusion ....................................................................................................................................... 10‐6
10.10 Introduction (FINANCIAL ANALYSIS) ................................................................................................ 10‐6
10.11 Inputs and Assumptions for Analysis............................................................................................... 10‐6
10.12 Total Project Cost ............................................................................................................................ 10‐6
10.13 Operation Costs ............................................................................................................................... 10‐7
10.14 Revenue Estimation and Financial Analysis ..................................................................................... 10‐7
10.14.1 FINANCIAL ANALYSIS ............................................................................................................ 10‐7
10.15 Conclusion ....................................................................................................................................... 10‐8
11 IMPLEMENTATION ARRANGEMENTS .................................................................................................. 11‐1
11.1 INTRODUCTION ............................................................................................................................... 11‐1
11.2 REVIEW OF EXISTING INSTITUTIONAL SET UPS FOR BUS SERVICES IN INDIA .................................. 11‐2
11.3 REVIEW OF ROLE OF VARIOUS AGENCIES IN BUS SERVICES IN FARIDABAD ................................... 11‐3
11.4 NEED OF SPV FOR FARIDABAD CBS ................................................................................................. 11‐5
11.5 OPTIONS FOR A SPV FOR FARIDABAD CBS ...................................................................................... 11‐6
11.6 PROPOSED INSTITUTIONAL ARRANGEMENT OF THE SPV FOR FARIDABAD CBS ............................. 11‐8
11.7 PROPOSED FUNCTIONS OF THE SPV FOR FARIDABAD CBS ........................................................... 11‐11
11.8 REQUIRED QUALIFICATION AND EXPERIENCE OF THE SPV STAFF ................................................ 11‐12
11.9 CONCLUSION ................................................................................................................................. 11‐24
11.10 WAY FORWARD ............................................................................................................................. 11‐25
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11.10.1 SETTING UP UNIFIED METROPOLITAN TRANSPORT AUTHORITY ....................................... 11‐25
11.10.2 CREATION OF URBAN TRANSPORT FUND ........................................................................... 11‐27
11.10.3 CAPACITY BUILDING............................................................................................................ 11‐27
11.10.4 NEED FOR PUBLIC AWARENESS AND COOPERATION ......................................................... 11‐28
12 CONCLUSIONS AND WAY FORWARD .................................................................................................. 12‐1
12.1 CONCLUSIONS ................................................................................................................................. 12‐1
12.2 BENEFITS OF CITY BUS OPERATIONS ............................................................................................... 12‐1
12.3 WAY FORWARD ............................................................................................................................... 12‐2
LIST OF TABLES
Table‐1: Bus fleet Requirement (cumulative) during Terminal Years of Each Phase ......................................... xviii
Table‐2: Quantitative Requirements– Bus fleet, Infrastructure, ETVMs, etc. {Phase I (FY19‐FY21), Phase II
(FY21‐26) & Phase III (FY26‐31)} ............................................................................................................................ xx
Key Statement Block: xxi
Table‐3: Requirement of funds for CBS in Base year (2018‐19) ..........................................................................
Table‐4: Total Capital Cost Estimates for the Project in Base Year FY 2019, Phases I, II, III – and Funding by
benefit our client’s project and what differentiates us. xxii
(Authority + Private Operator) / by Authority .....................................................................................................
Table‐5: Board of Directors of Proposed FCTSL ................................................................................................. xxiii
Table 1‐1: Road Lengths and its Width ................................................................................................................ 1‐5
Table 2‐1: Breakup of PT trips‐ Demand and Supply ........................................................................................... 2‐1
Table 2‐2: Modal Split in Faridabad, 2010 ........................................................................................................... 2‐2
Table 2‐3: Number of Boarding/Alighting passengers at Metro Stations ........................................................... 2‐2
Table 2‐4: Number of Buses Operated from Ballabgarh Depot (during a period of 12 days) ............................. 2‐3
Table 2‐5: Existing Bus Routes (in National Capital Region) and their Operational Status ................................. 2‐3
Table 2‐6: Modal Split for Indian Cities ............................................................................................................... 2‐6
Table 2‐7: List of Survey Locations .................................................................................................................... 2‐11
Table 2‐8: Speed and Delay Survey Analysis ...................................................................................................... 2‐12
Table 2‐9: Modal Split of vehicles to reach/disperse to/from Metro stations, Markets/Malls & Terminals ... 2‐12
Table 2‐10: Mode Wise Average Trip Length (kms) ........................................................................................... 2‐13
Table 2‐11: Mode Wise Average Travel Time (mins) ......................................................................................... 2‐14
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Table 2‐12: Mode Wise Average Speed (km/h) ................................................................................................. 2‐14
Table 2‐13: Monthly Expenditure on Transport as Percentages of monthly income (Income Group wise) ..... 2‐15
Table 2‐14: Distribution of trips by income groups (Percentage of Trips by Income) ....................................... 2‐15
Table 2‐15: Percentage of Trips by Age ............................................................................................................. 2‐16
Table 2‐16: Operating Cost by Mode used (Rs) ................................................................................................. 2‐17
Table 2‐17: Willingness to shift to proposed bus service from different Modes .............................................. 2‐17
Table 3‐1: Proposed Bus Routes for Metro Feeder services (FY2018‐2019) ....................................................... 3‐3
Table 3‐2: Proposed Intra City Bus Routes in FY 2018‐2019 ................................................................................ 3‐7
Table 4‐1: Travel demand during base year and phase wise ............................................................................... 4‐1
Table 4‐2: Deployment of Bus Fleet on Feeder Service Routes ........................................................................... 4‐2
Table 4‐3: Deployment of bus Fleet on Intra‐ City Routes .................................................................................. 4‐3
Table 4‐4 : Bus fleet Requirement (cumulative) during Terminal Years of each Phase ....................................... 4‐4
Table 4‐5: Bus Fleet Specifications – CNG fuelled Midi buses ‐ 650 mm floor height ......................................... 4‐4
4‐6
Table 4‐6: Contractual Structures Applicable to Investment in Infrastructure ...................................................
Table 4‐7: Pros and Cons of Different Models for CBS Operations ..................................................................... 4‐8
Table 5‐1: Land Parcels Identified for Depots and Terminals .............................................................................. 5‐2
Table 5‐2: Summary of Facilities to be provided in Depot .................................................................................. 5‐6
Table 5‐3: Proposed space allocation for facilities/Circulation in the Depot ...................................................... 5‐6
Table 5‐4: Details of Proposed Equipment at Bus Depots ................................................................................... 5‐8
Table 5‐5: Equipment related to Occupational Safety Health and Environment .............................................. 5‐10
Table 5‐6: Supporting Fixtures/items required at Depots ................................................................................. 5‐10
Table 5‐7: Facilities and Area allocation in Terminal ......................................................................................... 5‐12
Table 6‐1: Details of ITS Solutions ....................................................................................................................... 6‐3
Table 7‐1: Screening of Sub‐Projects ................................................................................................................... 7‐4
Table 7‐2: Entitlement Framework for CBS ......................................................................................................... 7‐5
Table 8‐1 Applicable Acts, Rules and Policies for City Bus Operation and Management .................................... 8‐1
Table 8‐2: Provision of the Factories Act, 1948 ................................................................................................... 8‐3
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Table 8‐3: Provision of the Building and Other Construction Workers (Regulation of Employment and
Conditions of Service) Act 1996 ........................................................................................................................... 8‐7
Table 8‐4: Provision of the Right to Fair Compensation and Transparency in Land Acquisition Rehabilitation and
Resettlement Act, 2013 ..................................................................................................................................... 8‐15
Table 8‐5: Main Elements of Sexual Harassment of Women at Workplace (Prevention, Prohibition and
Redressal) Act, 2013 .......................................................................................................................................... 8‐17
Table 8‐6: Provisions for the Street Vendors (Protection of Livelihood and Regulation of Street Vending) Act,
2014 ................................................................................................................................................................... 8‐18
Table 9‐1: Bus Fleet, Auxiliary Vehicles and ETVMs ‐ Investment Requirement in base year ............................. 9‐1
Table 9‐2: Bus Fleet, Auxiliary Vehicles and ETVMs ‐ Investment Requirement in base year and in various
phases .................................................................................................................................................................. 9‐3
Table 9‐3: PT Infrastructure Investments in Base Year FY 2018‐19 ..................................................................... 9‐4
Table 9‐4 : Depots, Terminals, BQS, Control rooms ‐ Investment Requirement in base year and in various
phases .................................................................................................................................................................. 9‐6
Key Statement Block: ................................................................ 9‐9
Table 9‐5: Cost Elements Considered for Estimating Operations Cost
Table 9‐6: Physical Performance Parameters Considered for Estimating Operations Cost .............................. 9‐10
Table 9‐7: Average Annual Total Operations Cost for Bus Fleet........................................................................ 9‐10
Table 9‐8: Average Life Cycle Operating Cost of Bus Fleet (Rs. per bus km) ..................................................... 9‐11
Table 9‐9: Cost Elements “Group Wise” Life Cycle Cost per bus km (Rs. per km) ............................................. 9‐11
Table 9‐10: Earnings & Costs, LFs for Breakeven & Subsidy requirement per bus km ...................................... 9‐12
Table 9‐11: Earnings, Costs & Subsidy Requirement per Bus: Yearly and Monthly .......................................... 9‐12
Table 9‐12: Average Annual Earnings and Costs for the Fleet ........................................................................... 9‐13
Table 9‐13 : Average life cycle cost per bus km, per bus per annum and for the fleet per year in various phases
........................................................................................................................................................................... 9‐14
Table 9‐14: Requirement of funds for CBS in Base year (2018‐19) ................................................................... 9‐18
Table 9‐15: Quantitative Requirements– Bus fleet, Infrastructure, ETVMs, etc. {Phase I (FY19‐FY21), Phase II
(FY21‐26) & Phase III (FY26‐31)} ........................................................................................................................ 9‐19
Table 9‐16: Total Capital Cost Estimates for the Project in Base Year FY 2018‐19, Phases I, II, III – and Funding
by (Authority + Private Operator) / by Authority .............................................................................................. 9‐19
Table 10‐1: Details of City Bus Service ............................................................................................................... 10‐1
Table 10‐2: Details of City Bus Service Financial Cost ........................................................................................ 10‐2
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Table 10‐3: Proposed Feeder Bus Routes .......................................................................................................... 10‐3
Table 10‐4: Proposed Intra City Bus Routes ...................................................................................................... 10‐3
Table 10‐5: Vehicle Operating Cost (INR/km) at 2018‐19 prices ....................................................................... 10‐4
Table 10‐6: Value of Time (INR/hr) at 2018‐19 prices ....................................................................................... 10‐4
Table 10‐7: Result of Economic Analysis for CBS ............................................................................................... 10‐5
Table 10‐8: Result of Sensitivity Analysis ........................................................................................................... 10‐5
Table 10‐9: Total project cost (in INR lakhs) ...................................................................................................... 10‐7
Table 10‐10: Financial Analysis (in INR lakhs) .................................................................................................... 10‐7
Table 11‐1: Physical and Financial Performance of SRTUs, 2011‐2015 ............................................................. 11‐2
Table 11‐2: Current Urban Transport Related Functions .................................................................................. 11‐4
Table 11‐3: Board of Directors of Faridabad CBS ............................................................................................ 11‐10
Table 11‐4: Qualifications and Experience of the Key Managerial Staff .......................................................... 11‐12
Table 11‐5: Qualifications and Experience of the Other Staff ......................................................................... 11‐16
LIST OF FIGURES
Figure‐1: Organizational Structure of FCTSL ....................................................................................................... xxiv
Figure‐2: Implementation Schedule .................................................................................................................. xxvii
Figure 1‐1: Faridabad in NCR Context .................................................................................................................. 1‐2
Figure 1‐2: Population Growth in Faridabad (1940 – 2040) ................................................................................ 1‐2
Figure 1‐3: Compound Annual Growth Rate Faridabad (1940 – 2040) ............................................................... 1‐2
Figure 1‐4: Land use ‐ Faridabad of 2011 and 2031 ............................................................................................ 1‐4
Figure 1‐5: Land use ‐ Faridabad (as per Development Plan 2031) ..................................................................... 1‐4
Figure 1‐6: Regional Connectivity of Faridabad ................................................................................................... 1‐6
Figure 1‐7: Vehicle Registration (2013 – 2017) ................................................................................................... 1‐6
Figure 2‐1: Survey Locations for Passenger OD ................................................................................................. 2‐10
Figure 3‐1: Proposed Routes for Metro Feeder Services (Route 1 & Route 2) .................................................... 3‐4
Figure 3‐2: Proposed Routes for Metro Feeder Services (Route 3 to Route 9) ................................................... 3‐5
Figure 3‐3: Proposed Routes for Metro Feeder Services (Route 10) ................................................................... 3‐6
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Figure 3‐4: Proposed Intra‐City Routes ............................................................................................................... 3‐8
Figure 3‐5: Proposed Intra‐City Routes ............................................................................................................... 3‐9
Figure 3‐6: Proposed Intra‐City Routes ............................................................................................................. 3‐10
Figure 3‐7: Proposed Intra‐City Routes with Bus Stops ..................................................................................... 3‐11
Figure 4‐1: Different Contractual Structures in Public Transport Operations ..................................................... 4‐6
Figure 4‐2: Different PPP Models‐ Features ........................................................................................................ 4‐7
Figure 4‐3: Summary of Different Models ........................................................................................................... 4‐8
Figure 5‐1 Operational Integration in Bus Depot ................................................................................................ 5‐1
Figure 5‐2: Identified Depot and Terminal Locations .......................................................................................... 5‐3
Figure 5‐3: Schematic Layout Planning of Depot ................................................................................................. 5‐5
Figure 5‐4: Schematic Layout Planning of Depot Workshop ............................................................................... 5‐6
Figure 5‐5: Layout of Administrative Building – Ground Floor ............................................................................ 5‐7
Figure 5‐6: Layout of Administrative Building – First Floor ................................................................................. 5‐8
Figure 5‐7: Layout plan of a typical City Bus Terminal ....................................................................................... 5‐12
Figure 5‐8: Typical Models/Designs for Proposed Bus Q Shelters (12 and 6 meters length) ............................ 5‐14
Figure 6‐1: ITS Components for PT Operations ................................................................................................... 6‐1
Figure 6‐2: ITS Solution Architecture for CBS in Faridabad ................................................................................. 6‐3
Figure 7‐1: ESMF Implementation Process .......................................................................................................... 7‐2
Figure 7‐2: Consultation Framework ................................................................................................................... 7‐7
Figure 11‐1: Proposed Organisation Structure of FCTSL .................................................................................. 11‐11
Figure 12‐1: Implementation Schedule ............................................................................................................. 12‐4

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ABBREVIATIONS
ABD Area Based Development
AC Air Conditioned
AFCS Automated Fare Collection System
ANPR Automatic Number Plate Reader
APC Automatic Passenger Counters
ATL Average Trip Length
AVL Automatic Vehicle Location
BCTU Bus Control and Ticketing Unit
BCV Bus Card Validator
BIM Bulk Initializations Machine
BQS Bus Queue Shelter
CAGR Cumulative Annual Growth Rate
CBS City Bus Service
CCS Central Computer System
CCHS Central Clearing House
CCTV Closed‐Circuit Television
CEO Chief Executive Officer
CMP Key Statement Block:
Comprehensive Mobility Plan
CNG Compressed Natural Gas
CPD Card Personalisation Device
CRM Customer Relationship Management
CSC Contact less Smart Card
DCS Depot Computer System
DTC Delhi Transport Corporation
DMRC Delhi Metro Rail Corporation
EMUs Electrical Multiple Units
ETM Electronic Ticketing Machine
ETVMs Electronic Ticketing Vending Machines
FCTSL Faridabad City Transport Services Limited
FIA Faridabad Industries Association
FSCL Faridabad Smart City Limited
GCC Gross Cost Contract
GIS Geographic Information Systems
GoI Government of India
GPRS General Packet Radio Service
GPS Global Positioning System
HGCC Hybrid Gross Cost Contract
HNCC Hybrid Net Cost Contract
HR Haryana Roadways
HSRTC Haryana State Road Transport Corporation
HSVP Haryana Shahari Vikas Pradhikaran
ICCC Integrated Command and Control Center
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ICT Information and Communication Technology
IMT Industrial Model Township
ITS Intelligent Transit System
IVR Interactive Voice Response
IVRS Interactive Voice Response System
LCD Liquid Crystal Display
MCF Municipal Corporation Faridabad
MIS Management Information System
MoHUA Ministry of Housing and Urban Affairs
MoUD Ministry of Urban Development
NCC Net Cost Contract
NCR National Capital Region
NH National Highway
NMT Non‐Motorized Traffic
NTDPC National Transport Development Policy Committee
NUTP National Urban Transport Policy
OTS Off The Shelf
PCTR Per Capita Trip Rate
PIS Passenger Information Systems
PIMS Passenger Information management System
PMC This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
Project Management Consultancy
PPP benefit our client’s project and what differentiates us.
Public Private Partnership
PPR Preliminary Project Report
PT Public Transport
RoW Right of Way
S&D Scheduling and Dispatching
SC Stakeholder Consultation
SC Station / Site Computer
SCP Smart City Proposal
SCP Station Card Processor
SoV Share on Voice
SPV Special Purpose Vehicle
SRTCs State Road Transport Corporations
TMC Traffic Management Center
TOT Ticket Office Terminal
TRMS Traffic Regulatory Management System
TSP Traffic Signal Priority
TSP Transit Signal Priority
ULB Urban Local Body
w.r.t with respect to
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EXECUTIVE SUMMARY
1. BACKGROUND
With the adoption of National Urban Transport Policy (NUTP) in 2006, achieving sustainable urban transport is
a primary objective for the Government of India (GoI) and initiation/promotion of City Bus Services (CBS)
became an important strategy.
Faridabad, the second biggest city in the State of Haryana, taking a cue on curbing fast growth of personal
motorized vehicles, increasing road congestion and related air pollution, intends to implement City Bus Service
(CBS) to provide its citizens with an efficient & sustainable Public Transport (PT) option. The study and
implementation of City Bus Service is planned to be taken up under the Smart Cities Mission by Faridabad
Smart City Limited (FSCL).
The FSCL intends to plan and implement an efficient city bus transport with the following main objectives:
► To provide efficient, user‐friendly and sustainable Public Transport (PT) services to the citizens; and
► To achieve a modal shift in favour of PT to reduce road congestion, improve journey speeds and air
quality. Key Statement Block:
The Detailed Project Report (DPR) for initiating CBS in Faridabad presents details of existing road network,
travel needs in Faridabad, travel characteristics of commuters, current PT system and facility, challenges to PT
system, travel demand pattern, need and requirement of Buses, related infrastructure, proposed bus routes,
cost estimates & revenues and implementation arrangements.
2. CITY PROFILE AND CONNECTIVITY
Faridabad is a linear industrial city within the NCR adjoining National Capital Territory (NCT) of Delhi on its
south‐eastern side, Gurugram and Mewat districts as the western boundary; the state of Uttar Pradesh as its
eastern boundary and to its south is the newly created Palwal district. It is one of the largest agglomerations in
Haryana consisting three urban centers, namely Faridabad Old, Ballabgarh and NIT Faridabad collectively
administered by The Municipal Corporation of Faridabad (MCF).
Municipal Corporation of Faridabad (MCF) has a population of around 14.04 lakhs (Census of India 2011) with
a spatial extent of 207.88 Sq. Km. With the current CAGR of 5.6% the present (2017) population is estimated of
20 lakhs spreading over an area of 207 sq.kms. However, the spatial extent being considered for planning and
implementation of the CBS is the Development Plan area of 343.68 sq.km. Master Plan 2031, projects the
population to increase to 24 lakhs by 2021 and 39 lakhs by 2031. Industries form the main economic base of
the city along with small scale commerce.. Faridabad Industries Association is the 9th biggest industrial body in
Asia.
The city has a total road network of 1230 km length includes 80 km of National Highway, State Highway, and
Public Works Department roads. The total length of roads under MCF is 1,150 km. The city has wide roads with
adequate carriageway to run standard buses on arterial roads / sub‐arterial roads and Midi/Mini buses on
collector roads.
Faridabad also has good connectivity to Delhi and neighbouring towns by way of Metro, EMUs, Delhi Transport
Corporation (DTC) and Haryana Roadways (HR) buses. However, there is hardly any intra‐city bus service
available to the city residents.
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A few HR buses provide skeleton intra‐city Bus services on some routes, where patronisation appears to be low
on account of poor service quality. Similarly connectivity of residential areas to / from Metro stations, railway
stations, bus terminals, industrial, commercial, educational, recreational and health services locations etc calls
for priority provisioning of feeder and intra‐city PT services.
3. TRAVEL CHARACTERISTICS AND DEMAND IN FARIDABAD (CMP, 2010)
A significant part of the travel demand in Faridabad is that of intercity travel to / from various locations in
Delhi, Gurugram, Noida etc. Findings of CMP (2010) reveal:
Average Per Capita Trip Rate (PCTR) : 0.95
Modal Split of 35:65 : for Non‐Motorised & Motorised trips respectively
PT share : 11% of total & 17% of Motorised trips (significantly low
share)
Average Passenger Trip length : 14.26 km (Intercity & Intra city)
However, desirable Modal share of PT : 33% (30%, 31%, 20% as per CMP, MoHUA & NUTP
respectively)

Considering current population, PCTR & desirable PT modal share:
Estimated PT demand : Key Statement Block:
6.27 lakh trips daily
Less demand serviced by Metro : 1.32 lakh trips daily
Less demand serviced by EMU : 0.50 lakh trips daily
Balance demand for PT services : 4.45 lakh trips daily
Though part of the demand is serviced by intercity bus services operated by Haryana Roadways (HR), there is
total absence of an organized public transport for local/intra‐city transport in Faridabad. Majority of the intra‐
city travel needs are addressed by six‐seater shared auto rickshaws operated by private owners.
HR operates bus services from its Ballabhgarh depot with a fleet size of 312 buses largely deployed on
intercity services. However, some of these buses also operate on two city routes connecting Faridabad to
Tughlakabad and Badarpur with passenger occupancy of only 30‐40% and headway of 30‐40 minutes.
4. CHALLENGES TO CITY BUS SERVICE
Challenges facing provision of City Bus transport in Faridabad are:
► Absence of City Bus route network and operations Plans
► Lack of Physical infrastructure such as bus depots, bus stops and terminals
► Lack of Institutional Framework
► Tariff fixation, structuring and revision mechanism
► Dominance of Other Transport Modes
5. NEED FOR CITY BUS SERVICE
Increasing demand for travel and lack of CBS in Faridabad leads to large scale usage of private vehicles–
particularly two wheelers and four wheelers; and shared IPTs –poorly designed, generally overloaded and
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invariably causing air and noise pollution. Such a modal share also causes congestion on roads, reduces
vehicular speeds, increases journey time and leads to wastage of otherwise productive time of commuters.
Although Metro services a large quantum of commuters between Faridabad and Delhi, absence of last mile
connectivity, at Metro stations in Faridabad, forces commuters to use private vehicles either to reach metro
stations or to perform their entire trip.
Intra city bus services are required in Faridabad to:
 To provide Feeder services to Metro commuters;
 To improve commuters accessibility to Public Transport;
 To effectively and efficiently provide PT connectivity amongst trip generation and trip attracting
locations in and around Faridabad;
 To decongest arterial and sub arterial roads;
 To improve vehicular speeds and reduce journey time;
 To reduce volume of emission levels;
 To minimize noise and air pollution; and
 To enhance safety of travelers and other road users.
6. CURRENT TRAVEL CHARACTERISTICS
Primary surveys were carried out to assess the present day travel characteristics and Public Transport demand
of the users. The survey methodology included defining the purpose and objectives of the surveys, finalization
of types of surveys, defining sample sizes, identifying survey locations, preparation and testing of
questionnaire. Survey formats were prepared taking into consideration the purpose and the objective of
assessing travel characteristics of the users. Two types of surveys as discussed below are conducted:
► Passenger Origin and Destination (OD) Survey: Passenger OD Survey was carried out to appreciate travel
characteristics and assess the intensity of through and destined traffic.
► Speed and Delay Survey: Speed and Delay survey was conducted to determine the network’s journey
speed, running speed, delays if any, and their characteristics like delays type (fixed or operational),
duration, cause etc. The survey was conducted by floating car method.
Surveys were conducted at 30 selected locations taking an average sample size of 1000 at each location by
targeting a sample of 1.5% of the present estimated population of 20 lakhs. The locations identified included
market places, metro stations and major transit stations.
The key findings of the survey include:
► On an average 10% of total trips are performed by NMTs; 90% of trips by motorized modes. Among the
motorized modes nearly 17% of trips are undertaken by private modes and the remaining 73% by public
transport mainly (66%) by IPTs.
► IPTs appear to be the most preferred mode of travel servicing 71% trips as metro feeders and 61% trips for
travel to markets, malls, intercity terminals, railway stations etc.
► Buses service only about 4.7% of total trips
► Persons belonging to Lower income group (monthly income less Rs. 15, 000 per person) to spend the
largest percentage (nearly 14%) of their monthly income on travel.
► Expenditure on transport, as percentage of monthly income for persons with monthly Income less than
15,000, is high causing affordability issues of public transport service for such commuters.
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► Income group persons with monthly income less Rs.30, 000 appear to undertake larger share, nearly 82%
of total trips.
► Travel mode wise (cars and two wheelers) operating cost for a round trip to/from Metro Stations is
calculated for the average round trip length keeping in view only a few factors such as fuel efficiency, fuel
purchase rates, parking fee rates, parking duration,, etc., Cost of ownership of vehicles, investments,
repair and maintenance, manpower etc is not considered for this comparison.
► Travel cost by buses for a round trip to / from metro stations would be Rs 20 for feeder services at user
tariff rates currently set out for intra city services by Government of Haryana. Travel cost by auto, e‐
rickshaw and cycle rickshaw is taken as currently charged for first stage of travel (i.e. minimum tariff) by
these modes.
► The overall willingness to shift comes to be around 90% and the willingness of of the auto users is about
95% which is a huge potential for CBS.
7. BUS ROUTE NETWORK PLANNING
The main considerations for undertaking the route network planning were:
► Inputs based on user interviews and stakeholder consultations
► Findings of the Primary Surveys mainly wrt spatially spread of travel demand,
► Socio‐economic distribution of population across the city and the density patterns. This included review of
population density, income levels across the city and the corresponding spatial concentration etc.
► Low ridership of Metro Services
► Lack of East‐ West connectivity in the city
► Inadequacy of intra‐sector and benefit our client’s project and what differentiates us.
residential areas connectivity to commercial, industrial, educational and
other services locations
► Road characteristics such as ROW, geometry, proximity to travel demand areas, etc
► Existing routes followed by IPTs, etc
► Availability of facilities for crossing NH44 and the Railway lines,
Based on the above, it is being proposed to have two types of bus service route network in the city, namely
routes for Feeder Service to Metro stations and a few intra‐city routes to afford immediate connectivity.
8. BUS FLEET REQUIREMENT AND OPERATION MODELS
Fleet requirement is assessed using two methods as discussed below:
a) Method‐1: Based on average PCTR (0.95), ATL (9.6 kms), modal share of 33% and present population of
20 lakhs‐ a total demand for 700 standard buses is estimated.
b) Method‐II: Based on Service Level Benchmarks of Ministry of Housing and Urban Affairs; 30 buses per
lakh population, requirement of fleet estimated is 600 standard buses for the current population of 20
lakhs.
After offsetting PT demand serviced by Metro rail, inter‐ city bus services and EMUs, for the remaining
demand a total fleet of 177 standard buses is required to cater to intra city trips. Out of this only 30% fleet (53
standard buses) is planned in base year to serve as metro feeders and main routes on intra city operations.
The acquisition and deployment of remaining fleet would be done in Phase I to Phase III following revision of
CMP for Faridabad.
i) Metro Feeder Fleet Requirement
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Considering carrying capacities of standard bus and that of the midi buses (1 standard bus equivalent to 1.67
midi buses and 53 standard buses would be equivalent to 90 midi buses. The breakup of proposed bus fleet of
90 midi buses for deployment on Metro feeder services and intra‐city operations on a few main routes is
further worked out. Based on the estimated travel demand in terms of number of trips for feeder services,
average trip length, modal share of motorized trips that are likely to be performed by metro feeders, 44
rounded off to 40 midi buses are required.
ii) Intra City Fleet Requirement (Midi Buses)
Offsetting 40 buses deployment from out of the overall fleet of 90 midi buses, 50 midi buses are proposed to
be deployed for intra city bus operations.
All midi buses to be deployed in the base year would be CNG fuelled & air‐conditioned buses for Metro feeder
services and CNG fuelled & non air‐conditioned buses for intra city services.
Bus fleet acquisition and yearly/phase‐wise deployment details are given in Table‐1.
Table‐1: Bus fleet Requirement (cumulative) during Terminal Years of Each Phase
Sr. Description Base Yr. Phase I FY 2019 to 21 Phase II FY Phase III FY

Nr. FY 2018‐ 2021 to 26 2026 to 31
2019
1 Midi buses requirement at Fleet during Fleet during

the end of terminal year of 1st Year FY 2nd Year FY
various Phases (Nos) for 2019‐ 20
Key Statement Block: 2020‐21
1.1 Metro Feeder services – This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA

40 132(92)* 132 198(66)** 264(66)**
Air Conditioned benefit our client’s project and what differentiates us.
1.2 Intra‐city services – Non

50 165(115) 165 248(83)** 331(83)**
AC buses
Total fleet requirement of 90 297(207) 297 446(149)** 595(149)**

midi buses
*‐Figures in parenthesis indicate additions by end of 1st year (FY 2020).
** Figures in parenthesis indicate additions by end of terminal year of the phases for operational deployment from beginning of following
phases.
Above fleet is proposed to be acquired by end of the terminal year of each of the above phases for operational
deployment from commencement from first year of following phase.
Service Planning for Base Year
8.1. Feeder Bus Routes
Feeder bus services are planned for 10 routes‐ each route serving at least one metro station, except Ballabgarh
metro station which has been included in the intra‐city services. With average route length of feeder services
as 6.9 kms, total length of nearly 69 kms, Feeder services are planned to operate at headway of 3‐4 minutes
generally synchronised with Metro headways.
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8.2. Intra City Operations
On similar basis, nine routes are identified for intra‐city bus operations with a total route length of about 97
kms servicing an effective route network (excluding overlaps) of about 79 kms. Intra city services headways of
about 10 minutes (average) are planned.
Bus Operation Model
Gross Cost Model (basic) is being proposed for Faridabad. In this model a private operator (PO) will acquire,
operate and maintain bus fleet at his cost and be paid on the basis of volume of kms serviced. In another
variant of GCC, PO is paid partly on the basis of kms operated (subject to a maximum number of assured kms
by the Authority during a period) and partly on reaching pre‐defined capacity utilization or load factor. Latter
payment would be further graded to reward PO at higher rates for achieving higher levels of load factor.
However for the immediate phase basic GCC model is proposed for operational ease in a PT system being
introduced for the first time.
Authority provides requisite infrastructure such as depots, terminals, Bus queue Shelters (BQS), control room
etc at its cost and also sets out standards/specifications, operational routes and service schedules, monitors &
controls performance, besides arranging for revenue collection.
In this system revenue collection is made on PPP mode. In one alternative of this system revenue collection is
arranged by the authority through contracted manpower supply agency who would supply customer service
providers (conductors) and supervisors to manage them, their attendance as per service roster, service
matters and other related records. Electronic Ticket Vending Machines (ETVMs) along their repair and
maintenance services will be hired separately from ETVM suppliers. Authority will make payment to
manpower and ETVM supply agencies on the basis of service volumes and applicable SLAs. In another
alternatively, a Revenue collector to providing all these services in an integrated manner would be acquired to
minimize frequent inter‐operator conflicts and shifting the responsibility behavior. Advertisement revenue
from all revenue collection media will be retained by the authority.
In the later system Revenue collector would make investments in acquiring, operation & maintenance of
Electronic Ticket Vending machines (ETVMs), transmission of way bills in digitized form using GPRS/Zigbee etc.
Revenue collector would be paid by authority at rates decided through competitive bidding. Monitoring &
control of all activities is proposed to be carried out using ITS/IT facilities and controlled by ICCC being
developed under the Smart City Mission (SCM).
9. BUS INFRASTRUCTURE PLANNING AND MANAGEMENT MODELS
Success of public transport largely depends on its supportive infrastructure such as depots, terminals, bus
stands, control rooms, etc.
A bus depot is used mainly for repair and maintenance, and parking of buses and in some cases as initiation
and culmination points of bus routes. There are two critical factors determining its optimum utilization i.e.
placement / location of depots and adequacy of space availability.
Generally an area of 5 acres is earmarked for a fleet of 100 buses for accommodating all activities, spaces and
facilities. The bus depot for CBS in Faridabad is proposed to cater to the requirement of 100 buses. This depot
facility shall include provision of area to accommodate parking of fleet of buses, fuelling station, vehicle
washing/cleaning area, workshop and maintenance area, administrative offices, private parking, crew facilities
and other utilities. Land identification for developing depots and terminals has also been undertaken as part of
the DPR preparation work. Eight land parcels have been identified for Depots and Terminal development in
consultation with Haryana Shahari Vikas Pradhikaran (HSVP), MCF and FSCL with a total area of 39.3 acres.
These identified eight parcels have been identified to cater to not only the immediate needs but also the
future requirement.
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Bus Terminals: are basic nodes acting as origin/destination points for different routes providing bus shelters,
bus bays, parking facilities for short duration, passenger amenities, passenger information centers, rest areas
and general amenities. Considering the quantum of PT operations in the first phase and to take care of future
growth a minimum of two terminals of one hectare area each are suggested for Faridabad. The bus terminals
will include passenger areas (ticketing & queuing, passenger waiting areas, passenger conveniences, passenger
circulation, boarding/alighting areas, facility entry, general information, security and retail areas), areas for
terminal staff (office, security, ticket vending machine, staff conveniences and canteen), and areas of bus crew
(canteen, resting areas and bus staff conveniences.
For early commencement of PT services initially hard standing, boundary wall, Bus Queue shelters and
temporary built up spaces are proposed to be constructed at depots and terminals. The depot with basic
facilities shall be developed by the Authority. Equipment with usability period longer than the bus operator
contract shall only be purchased by Authority and maintained by the bus operator. The private operator shall
be responsible for procurement of all required equipment and other consumables at his own cost along with
their maintenance. The operator shall also pay all related utilities bills. The authority shall construct and
maintain the proposed terminals.
Bus Stops complete with bus bays and bus queue shelters (BQSs), are locations on the route network for
stoppage of buses for boarding / alighting of passengers. A typical bus stop equipped with BQS offers sitting
space, queuing space, passenger information system, etc. Bus stops are generally positioned at every 500‐750
meters on both sides of routes /roads. In Central business areas however bus stops are located at every 300‐
350 meters. For proposed route network length of 150 kms, 311 bus stops would be required. While bus bays
of about 15‐18 meters are required for standard buses, BQS of 6 and 12 meters length are proposed for low
and high density of boarding / alighting passengers respectively. BQS shall be developed by the Authority at its
cost to generate additional revenue stream for FCTSL.
Quantity requirements for bus fleet and infrastructure for CBS in all phases is summarised as under:
Table‐2: Quantitative Requirements– Bus fleet, Infrastructure, ETVMs, etc. {Phase I (FY19‐FY21), Phase II
(FY21‐26) & Phase III (FY26‐31)}
S. Description Unit Phase wise Q Required
No. Base Ph I Ph II Ph III Total
Year 1 Year 2nd Year
1.0 Infrastructure
i Bus Depots + CWS Nos. 2 2 1 2 6+1
Ii Bus Terminals Nos. 2 2 2 6
Iii BQS Nos 310 50 50 50 460
Iv Control Rooms Nos. 2 2 2 6
v CNG Stations Nos. 2 2 2 6
1.2 Land for Depots, CWS & acres 13.3 14.5 10 15 52.8
Terminals
2.0 Bus fleets, Misc. veh., ETVMs
2.1 Bus Fleets (Midi buses‐AC & Nos 90 207 148 238 includes 593+90
Non AC) @ Rs 46 & 40 90
Lakhs/bus respectively replacement
2.2 Auxiliary Vehicles Nos 4 2 1 1 8
2.3 ETVMs @2.5 machines per bus Nos 225 518 372 372 1487
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10. INTELLIGENT TRANSIT SYSTEM (ITS) REQUIREMENT FOR CBS
ITS in city bus systems helps PT agencies in improving effectiveness and efficiency of operations, enhancing its
performance and quality of transit services to passengers. It timely provides desired information to
passengers, improves productivity of resources and that of overall operations and management of PT services
by taking data based decisions.
Keeping in view transport needs of CBS services in Faridabad, hardware and software for ITS solutions that are
proposed for bus operations are discussed below:
i. Hardware
a) GPS based Automated Vehicle Location System (AVLS) – On board
b) Passenger Information System (PIS) ‐ On‐board & Off‐board
c) Electronic Ticket Vending Machines (ETVMs) with Smart Card and GPS compatibility
d) CCTV Video Surveillance Security Camera System and Network Video Recorder (NVR) – On
board
e) IT Infrastructure at Bus Depot and the Central Control Centres (Off board)

ii. Software Application
f) Automated Vehicle Location Application Software
g) Passenger Information System Software
h) Electronic Ticketing Solution
i) Depot Management System Software (DMS)
j) Financial Management System (FMS)
k) Alert Management System Software
l) Back Office Software Solution
11. POLICY AND LEGAL FRAMEWORK
All applicable existing acts, rules and policies applicable for initiating, operating and managing city bus services
and to set up its institutional framework and processes for minimizing negative impacts to environment and
people have been duly reviewed and included as part of the DPR for the CBS. An Environmental and Social
Management Framework (ESMF) has also been drafted to lay down the principles and guidelines for addressal
of environment and social safeguard impacts due to implementation of the CBS for Faridabad. The key
objectives of the ESMF are to provide a framework for integration of social and environmental aspects at all
stages of the project.
12. COST AND REVENUES
Total investment in bus fleet (90 midi CNG fuelled buses ‐ 40 air conditioned (AC) buses for supplying metro
feeder services and 50 Non air‐conditioned (Non‐AC) buses for minimum intra‐city services) with on‐board ITS
is assessed as Rs 3,840 lakhs, to be made by PO. Requirement of funds for CBS in base year is summarised as
under:
Table‐3: Requirement of funds for CBS in Base year (2018‐19)
Base year, Base year funding by
S.
Description Unit Quantity 2018‐19 Capex Private
No. Authority Total
Rs in lakhs Operator
1 Infrastructure Cost 5900 5900 0 5900
i Bus Depots Nos. 2 2400 2400 0 2400
ii Bus Terminals Nos. 2 400 400 0 400
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Base year, Base year funding by
S.
Description Unit Quantity 2018‐19 Capex Private
No. Authority Total
Rs in lakhs Operator
iii BQS Pairs 155 3100 3100 0 3100
iv Control Rooms Nos. 3 As part of ICC 0 0 0
v CNG Stations Nos. 2 ‐‐ 0 As required
vi Land for 2 Depots & Acres 13.3 0 0 0 0
Terminals on lease @ Re 1
per annum per land parcel
2 Auxiliary Vehicles nos 4 40 40 0 40
3 FCTSL Incorporation 100 100 0 100

Expenses
4 Bus Fleet (Midi buses‐AC & Nos 90 3840 0 3840 3840
Non AC) @ Rs 46 & 40
Lakhs/bus respectively
5 ETVMs @2.5 machines per nos 225 35 0 35 35
bus
6 ITMS Costs not included being part of FSCL’s ICCC
7 Misc. Expenditure @ 5% of Key Statement Block:
496 302 194 496
above capex including Land
Total Capex including Land 10411 6342 4069 10411
cost
Overall Capital cost estimates for the project in all phases by authority is summarised as under:
Table‐4: Total Capital Cost Estimates for the Project in Base Year FY 2019, Phases I, II, III –
and Funding by (Authority + Private Operator) / by Authority
S. Description Overall Capex in Rs. Lakhs Capex by Authority in Rs. Lakhs
No. Base Ph I Ph II Ph III Total Base Ph I Ph II Ph Total
Year 1st 2nd Year III
Year Year
Total for 5900 3300 2900 3300 15400 5900 3300 2900 3300 15400
1.1
Infrastructure
Land for Depots, 0 0 0 0 0
1.2
CWS & Terminals
Total for Infra Land 5900 3300 2900 3300 15400 5900 3300 2900 3300 15400
1
+ Buildings
2 Bus fleet, ETVMs 3875 8896 6351 10191 29312
Auxillary vehicles 40 20 10 10 80 40 20 10 10 80
3
FCTSL Incorporation 100 0 0 0 100 100 100

4
Expenses
Misc. Expenditure @ 496 302 194 496 1488 302 166 146 166 779
5 5% of above capex
excluding Land cost
Total Capex
10411 12518 9455 13997 46380 6342 3486 3056 3476 16359
including Land cost
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13. ECONOMIC AND FINANCIAL ANALYSIS
Economic analysis has carried out for the project by comparing the societal cost of with and without the
project of CBS. The economic sustainability of the city is dependent on providing an efficient public transport
system, and the proposed project will provide a fast and reliable transport alternative to the city.
The CBS project is desirable from the society’s point of view. The EIRR is greater than 12% and NPV is positive,
even in the worst scenarios of drop in benefits coupled with increase in cost, thereby confirming the project’s
viability apropos economic returns.
The financial analysis examines whether the project can be possible to implement with private sector
participation and the level of budgetary support required, if any. The project is a commercially attractive
venture for concessionaire.
14. PROPOSED IMPLEMENTATION ARRANGEMENTS
The proposed administrative set up of CBS envisages its institutionalization as a SPV, under the companies act
2013 as amended till date, incorporated as a public limited company comprising of the Board of Director at the
administrative level, Chief Executive and other managers at the management level for its day to day
management, including acquisition, monitoring and control of private service providers and provisioning of PT
services.
Equity of the company is proposed to be shared amongst Municipal Corporation of Faridabad (MCF), HSVP and
Haryana State Industrial Infrastructure Development Corporation Limited (HSIIDC) in the ratio of 40%, 30% and
30% respectively. The authorized Share Capital of the Company is Rs. 100,00,00,000/‐ (Rupees Hundred Crore)
divided into 100,00,000 (Hundred Lakhs) Equity Shares of Rs. 100/‐ (Rupees Hundred) each.
The Board of Directors (BoD) of the SPV may consist mainly of representatives of government / governmental
agencies and chaired by a senior level bureaucrat having highest institutional stakes in efficient operation of
the CBS. The Principal Secretary, Department of Urban Local Bodies, Government of Haryana shall be the ex
officio, non‐executive Chairperson of the Company. BoD would meet periodically, may be monthly or
bimonthly for policy level decisions, investment decisions and performance review. Proposed BoD of the SPV is
given in Table‐5.
Table‐5: Board of Directors of Proposed FCTSL
Organization/Department Position on
Designation Remarks
/Profession FCTSL Board
Department of Urban Local Bodies,
Principal Secretary Chairman
Government of Haryana (GoH)
Managing
Municipal Corporation of Faridabad Commissioner, MCF
Director
Representative of
Finance Department
Department of Finance, GoH not below the rank Director
of Additional
Director
Deputy
Faridabad District Administration, GoH Director
Commissioner
Haryana Shahari Vikas Pradhikaran
Administrator Director
(HSVP)
Department of Police, Government of Commissioner of
Director
Haryana Police, Faridabad
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Organization/Department Position on
Designation Remarks
Haryana State Industrial Infrastructure Managing Director
Director
Development Corporation (HSIIDC) or his representative
Chief Executive
Faridabad Smart City Limited Director
Officer
Faridabad City Transport Services Chief Executive
Director
Limited Officer
Independent

Director
Independent

Director
Independent

Director

Faridabad City Transport Services Company
Part Time;
Company Secretary
Limited Secretary
No voting rights
Secretary, State
Department of Transport, GoH Transport Authority Special Invitee No voting rights
(STA)
Haryana Roadways, Faridabad General Manager Special Invitee No voting rights
Deputy
Special Invitee No voting rights
Haryana Key Statement Block:
Police, (Traffic),
Faridabad
Public works Department, Buildings Chief Engineer Roads
and Roads, Govt. of Haryana or his representative
Figure‐1 presents the proposed organizational structure of FCTSL.

Figure‐1: Organizational Structure of FCTSL
15. BENEFITS OF CITY BUS OPERATIONS
This project is likely to accrue benefits for city authorities, bus operators and overall city environment as
discussed below:
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 Benefits to the city as a whole:
 Better environment – lower pollution levels.
 Improved safety to road users.
 Benefits to bus users.
 Less travel time.
 Lowering of travel cost
 Convenient, comfortable and safe and faster journeys
 Benefits to other road users:
 Increased commercial speeds.
 Opportunity to use other modes as feeder services to bus
 Benefits to the city authorities
 More organized road traffic, hence ease of regulation.
 Well planned transport system facilitates further growth of city.
 Advertising revenue.
 Benefits to the bus operators
 Revenues from the fare box. Key Statement Block:
 Revenue from advertising on buses.
16. WAY FORWARD benefit our client’s project and what differentiates us.
The suggested way forward towards implementation, promotion and strengthening of CBS for the FSCL is as
listed below:
 Set up an SPV to manage bus services using PPP models for PT operations & revenue collection, etc
 Following approval of Detailed Project Report, commence preparations for the under mentioned tasks
simultaneously to economise on time:
 Procedurals for takeover of land parcels for depots / terminals from government agencies – two each,
required, in short term, prepare for providing minimum facilities such as hard standing, boundary
walls, temporary sheds, washing system, maintenance pits etc simultaneously while full‐fledged
development is underway;
 Prepare BQS designs & specifications. Prepare RFP documents for their development at Authority’s
cost;
 Prepare requirements etc for Control Rooms – 1 at each depot and one at SPV office, duly integrating
the same with ICCC being developed by FSCL
 Prepare bus Specifications, RFP documents for engaging Private Operator for acquisition of buses, their
operations and maintenance,
 Prepare ETVM Specifications, RFP documents for engaging manpower supply agency and the ETVM
supply agency. Alternatively prepare RFP etc for acquiring the Revenue Collector for acquisition of
ETVMs, their operations and maintenance, and for revenue collection.
 Workout route network for feeder and intra‐city bus services along with tentative operational plans for
each route
 Prepare for acquiring route permits and obtaining necessary clearances from different agencies,
 Coordinate with CNG suppliers for developing CNG stations at the proposed depots
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 Set up an Urban Transport Fund.
 Use of ITS and integration of multi‐modal systems with ICCC
 Prepare plans for Bus prioritisation at intersections, dedicated/demarcated lanes for buses
 Designate a nodal department for urban transport
 Formulate a policy on parking and its implementation plan
 Formulate a policy on advertising and its implementation plan
 Undertake implementation of Transit Oriented Development
 Set up a Traffic Information and Management Centre
 Institute a study for preparation of CMP for providing over all mobility plans to / from Faridabad for
up to horizon year of 2038.
Figure‐2 presents the Implementation schedule of the activities from the approval of DPR to commencement
of bus operations.
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Sl. No. Activity/Description Jun‐18 Jul‐18 Aug‐18 Sep‐18 Oct‐18 Nov‐18 Dec‐18 Jan‐19 Feb‐19 Mar‐19 Apr‐19 May‐19 Jun‐19 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20
A ADMINISTRATION RELATED APPROVALS Responsible Agency
1 Approval of DPR including SPV structure
2 Designate a Nodal Department/Officials of FSCL for Urban Transport
3 Meeting with Partners in the SPV and approval of AOA and MoA
4 Incorporation of SPV/ FCTSL
5 Disbursal of Rs 100 lakhs of funds for incorporation of SPV and Start up/ Gestation Period Expenses
6 Hiring of FCTSL Office Space
7 Induction of Key Personnel in the SPV
8 Power to allocate Bus Operation Permit to MCF (similar to Gurugram)
9 Power to fix, Structure and Revise User Tariffs to MCF (similar to Gurugram)
10 Disbursal of Shareholder's Equity
11 Any other Required Legal and Regulatory Clearances: Labour wages, EPF, ESIC, Factories Act, Consent to Establish from CPCB
12 Transfer of Land for Depots (4nos), Terminals (4nos) and Bus‐Q Shelters
13 Permission to Erect Bus‐Q Shelters along Route Network
14 Acquisition of Auxilary Vehicles
15 Release of Fund for Infrastruture Creation
B INFRASTRUCTURE Responsible Agency
1 Possession of Land for Depots (4nos), Terminals (4nos) and Bus‐Q Shelters
2 Preparation and Approval of Conceptual Design for Bus Depots
3 Preparation and Approval of Conceptual Design for Bus Terminals
4 Preparation and Approval of Detailed Design for Bus Q Shelters
5 Preparation and Approval of Tender Documents (Design, Built & Transfer) for Construction of Bus Depots
6 Preparation and Approval of Tender Documents (Design, Built & Transfer) for Construction of Bus Terminals
7 Preparation and Approval of Tender Documents for Construction of Bus Q Shelters
8 Issue of Tender and Selection of Contractor for Construction of Bus Depots (2nos)
9 Issue of Tender and Selection of Contractor for Construction of Bus Terminals (2nos)
10 Issue of Tender and Selection of Contractor for Construction of Bus Q Shelters
11 Construction of Bus Depots
a Architectural Design and Approval
b Structutal Design and Approval
c Utilities Design and Approval
d
First Stage: Boundary wall, Hard Standing, Basic Utilities
e Second Stage: Full Fledged Depot
12 Construction of Bus Terminals
Architectural Design and Approval
Structutal Design and Approval benefit our client’s project and what differentiates us.
Utilities Design and Approval
Full Fledged Terminal
13 Construction of Bus Q Shelters
Fabrication, Installation and Commissioning
14 Acquisition of Advertisement Agency
a Preparation and Approval of Tender Documents
b Issue of Tender and Selection of Agency
C OPERATIONS RELATED
1 Finalisation of Bus Specifications including Specifications for OnBoard ITS Hardware and Software
2 Acquisition of Private Operator
a Preparation and Approval of Tender Document
b Issue of Tender and Selection of Operator
c Award of Tender
3 Framing of Service Level Agreements and Handing Over of Bus Depot to Private Operators
4 Acquisition of Plant and Equipment, Installation and Commissioning
Acquisition, Installation and Commissioning of CNG Fueling Station (On same basis as acquired by Haryana
5 Roadways for their Faridabad Depot)
6 Environmental Clearances, Fire and Safety Clearances
7 ESIC, Factories Act, Wage Related Clearances
8 Acquisition of Banking Agencies to Establish Extension Counters in Depots
a Preparation and Approval of Specification for ETVMs
9 Acquisition of Revenue Collector
b Issue of Tender and Selection of Revenue Collector
c Award of Tender
10 Preparation and Approval of Specification for ITMS
11 ITMS
b Issue of Tender and Selection of ITMS Vendor
c Acquisition of All Required Hardware and Software
d Installation and Commission
12 Route Network Planning and Operation Scheduling
13 Preparation of SoPs for Monitoring and Control of CBS
D COMMENCEMENT OF OPERATIONS
Figure‐2: Implementation Schedule
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1 INTRODUCTION
1.1 PROJECT BACKGROUND
With the adoption of National Urban Transport Policy

(NUTP) in 2006, achieving sustainable urban transport is National Urban Transport Policy (NUTP), 2014
a primary objective for the Government of India (GoI) proposes to consider the following major aspects
and initiation/promotion of City Bus Services (CBS) while planning the transport network:
became an important strategy. Road transport in India
is mainly regulated under the Motor Vehicle Act 1939, ► Transport to guide development:
later amended in 1988 and 1994. The promotion of Incorporating urban transportation
buses as the preferred mode for public transport as an important parameter at the
received a strong stimulant in the form of Bus Funding urban planning stage rather than
Scheme under the NURM where 141 cities were being a consequential requirement.
provided with financial assistance to strengthen or ► Encourage public transport:
initiate city bus services. CBS in India before the Bus Encourage greater use of public
Funding Scheme under the NURM were largely transport enabling the establishment
managed either by private operators or State Road of quality focused multi modal public
Transport Corporations (SRTCs) or Special Purpose transport systems that are well
Vehicles (SPVs) or individual private bus operators, or by integrated providing seamless travel
the Municipal Authorities/Government department’s across modes
bus companies.
► Provide equity: Bringing about a
Faridabad, the second biggest city in the State of more equitable allocation of road
Haryana, taking a cue on curbing fast growth of space with people rather than
personal motorized vehicles, increasing road congestion vehicles as its main focus.
and related air pollution, intends to implement City Bus
Operations to provide its citizens with an efficient & ► Integrate Land use with transport:
sustainable bus service. Encouraging integrated land use and
transportation planning so the travel
Faridabad is one among the 100 selected cities by the distances are minimized and access
GoI to prepare and implement its Smart City Proposal to livelihoods education and other
(SCP). Faridabad Smart City Limited (FSCL), a Special social needs is improved.
Purposed Vehicle (SPV) has been formed with the
mandate of implementing the SCP. Study and ► Promotion of Low Carbon Mobility
implementation of CBS in Faridabad Urban areas has with use of electric vehicles
been planned to be taken up under the Smart Cities
Mission (SCM) by the FSCL.
1.2 PROJECT OBJECTIVES
The FSCL intends to plan and implement an efficient city bus transport with the following main objectives:
► To provide efficient, user‐friendly and sustainable Public Transport (PT) services to the citizens;
and
► To achieve a modal shift in favour of PT to reduce road congestion, improve journey speeds and
air quality.
1.3 CITY PROFILE
Faridabad is a linear industrial city within the NCR adjoining National Capital Territory (NCT) of Delhi on its
south‐eastern side (Refer Figure 1‐1), Gurugram and Mewat districts as the western boundary; the state of
Uttar Pradesh as its eastern boundary and to its south is the newly created Palwal district. It is one of the
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largest agglomerations in Haryana consisting three urban centers, namely Faridabad Old, Ballabgarh and NIT
Faridabad collectively administered by The Municipal Corporation of Faridabad (MCF). MCF has a population
of around 14.04 lakhs (Census of India 2011) with a spatial extent of 207.88 Sq. Km.
Figure 1‐1: Faridabad in NCR Context
1.4 DEMOGRAPHIC PROFILE
Faridabad is the second biggest city of Haryana with a population of 14.05 lakh (2011) and the CAGR of 5.6%1.
The estimated current year (2017) population for the city is 20 lakhs. The population growth trends are given
in Figure 1‐2 and Figure 1‐3. Draft Master Plan 2031, projects the population to reach 2.4 million by 2021 and
almost 4 million people by 2031.
Based on Census of India (CoI 2011), the gender ratio in MCF is 874 female per thousand male, showing an
improvement of nearly 6% over 826 female per thousand male (CoI 2001). Literacy rate has also improved
from 76% in 2001 to 82% in 2011 (CoI). Population density within different sectors/wards in MCF is 28
persons/ acres. Almost 62% population falls in the working age‐group of 15 to 60 years, based on CoI 2011.
Figure 1‐2: Population Growth in Faridabad (1940 – Figure 1‐3: Compound Annual Growth Rate
2040) Faridabad (1940 – 2040)

1 Source: Development Plan, 2031


1.5 ECONOMIC BASE
Industries form the main economic base of the city along with small scale commerce. Faridabad city region is
well‐known for light engineering, electrical appliances, auto components, and textile industries with about 200
large/medium units and 15,000 small‐scale units. Faridabad Industries Association (FIA) is the 9th biggest
industrial body in Asia. There are five major industrial associations in Faridabad that play a major role in the
industrial development in the region. It is home to hundreds of large scale national and multi‐national
companies. Most of the industrial stocks cater to iron and steel, electrical goods, furniture and plywood,
marble products, engineering works, chemicals, machine tools, wire and cables, hardware, metal and forging,
automobile and parts, insulation material and sheet metal, textile and fabric, aluminum and glass work, plastic
and others.
Faridabad is also a base for large‐scale companies like India Yamaha Motor Pvt. Ltd., Havells India Limited, JCB
India Limited, Indian Oil (R&D), Larsen & Toubro (L&T), Agriculture Machinery Group (Escorts Ltd.),Whirlpool
India Ltd., ABB Group, Good year India Ltd., Bata India Ltd. and Eicher Tractor Ltd. and Bee bay, Eyewear, e‐
Tailer, Lens kart and healthcare startup Lybrate. More than 5,000 units of auto parts producers are based in
Faridabad. Also, Lakhani Armaan Group has set up manufacturing facilities at Faridabad.
However, the industrial growth in the city shows a declining trend due to the closure of many manufacturing
units mainly for lack of utilities like water supply and electricity. Many sick industrial units along the national
highway are a witness to such closures. There is an urgent need to initiate policy initiatives/ programs in the
region for improved business environment and development.
The workforce participation rate in Faridabad is 32%, against the state and country level figures of 35% and
40% respectively as per the Census of India, 2011. The urban character of the city is also evident from a very
high (91%) concentration of workforce in the tertiary sector. The tertiary sector or service industry/sector
includes a wide range of businesses such as financial institutions, schools and restaurants.
1.6 LAND USE PATTERN
The spatial extent of the municipal boundary is 207.88 sq.km. However, the spatial extent being considered for
planning and implementation of the CBS is the Development Plan area of 343.68 sq.km.
A comparative analysis of the land use pattern as per Master Plan 2011 and the recently notified Master Plan
2031 (November 2017 under notification No. CCP (NCR)/ FBC (DDP‐31)/ 2014/1312 dated 14th July, 2014 with
area of 34,368 Ha.) Figure 1‐4 shows a decline in share of residential and industrial sectors and increase in
transport/ communication and open spaces which includes parks and green belts. Average residential density
has been proposed as 300 persons per acres with share of almost 42% of the land use/ land cover.The increase
in proposed green belt is nearly two‐times that of Master Plan 2011 shown in Figure 1‐4.


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

Figure 1‐5: Land use ‐ Faridabad (as per Development Plan 2031)
1.7 EXISTING ROAD NETWORK AND REGIONAL CONNECTIVITY
The City has a road network of 1,230 km with a road density of 5.66 km per Sq. Km of land area. Although road
density in MCA is higher than national average of 1.66 Km per Sq. Km of land, its per capita road density of


0.85 Km per 1000 population is far too low when compared with the national figure of 3.8 km per 1000
population. The road network of 1,230 km length includes 80 km of National Highway, State Highway, and
Public Works Department roads. The total length of roads under MCF is 1,150 km. The breakup of roads
according to their widths is shown in Table 1‐1.
Table 1‐1: Road Lengths and its Width
Sr. No. Width in ft (mts) Length (km) Percentage
1 12 (3.7) 648 57.96
2 15 (4.6) 7 0.63
3 18 (5.5) 113 10.11
4 20 (6.1) 7 0.63
5 22 (6.7) 225 20.13
6 25 (7.6) 20 1.79
7 32 (9.7) 95 8.50
8 40 (12.2) 3 0.27
Total 1,150
Source: Municipal Corporation Faridabad
The city has wide roads with adequate carriageway to run standard buses on arterial roads / sub‐arterial roads
and Midi/Mini buses on collector roads.
Faridabad City forming part of National Capital Region (NCR) has good connectivity to Delhi by way of Railways,
National and state Highways, and other roads with transit services provided by Metro rail, Electric Multiple
Units (EMUs), Delhi Transport Corporation (DTC) and Haryana Roadways (HR) buses. Also provide connectivity
to Delhi. Haryana Roadways buses also operate bus services between Faridabad and the neighboring towns of
Bahadurgarh, Sonepat, etc. However, there is hardly any intra‐city bus
Gurugram, Sohna, Palwal, Jhajjar, This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
service in Faridabad. Figure 1‐6 presents regional connectivity of Faridabad with respect to surrounding towns
of Haryana, and Uttar Pradesh and the UT of Delhi.
In order to further improve road connectivity with Uttar Pradesh in East, Faridabad‐Noida‐Ghaziabad (FNG)
Expressway currently under construction would connect with proposed 100 m wide Eastern Peripheral
Expressway. Two additional linkages from the outer peripheral road (Eastern and Western Peripheral
Expressways) near sector 92 and sector 95 have been proposed for providing connectivity to Noida and
Greater Noida respectively.

Figure 1‐6: Regional Connectivity of Faridabad
At present Public Transport needs of Faridabad urban areas are largely met by Delhi Metro Rail Corporation
(DMRC), Commuter Rail in the form of Electric Multiple Units (EMU), Delhi Transport Corporation (DTC) and
Haryana Roadways (HR) buses. A few HR buses provide skeleton intra‐city PT services on some routes, where
patronization appears to be low on account of shortfall in service quality. Similarly connectivity of residential
areas to / from Metro stations, railway stations, bus terminals, industrial, commercial, educational,
recreational and health services locations etc. calls for priority provisioning of feeder and intra‐city PT services.
1.8 REGISTERED VEHICLES IN FARIDABAD
The total number of vehicles registered during the year
2016‐17 was 51,604 having an average annual growth
rate of 5.55% and the total population of registered
vehicles in MCF is 9,49,785 Figure 1‐7 shows the
number of vehicles (Private and Commercial) registered
during 2013‐17. The maximum number of private
vehicles was registered in 2015 and from then is
decreasing. The commercial vehicles comprises of two
wheelers (0.1%), three wheelers (5.4%), four wheelers
(2.4%), bus (0.9%), goods vehicles (12.7% and e vehicles Figure 1‐7: Vehicle Registration (2013 – 2017)
(0.1%) have an average annual growth rate of 11.7%.
Source: Regional Transport Office, Faridabad


1.9 INTENT OF THIS REPORT
The present document is a Detailed Project Report (DPR) for initiating City Bus Services in Faridabad. The
purpose of this report is to discuss and present the existing road network, travel needs in Faridabad, travel
characteristics of commuters, current PT system and facility, challenges to PT system, travel demand pattern,
need and requirement of Buses, related infrastructure, proposed bus routes, cost estimates & revenues and
implementation arrangements.
1.10 STRUCTURE OF THE REPORT
The present report is divided into 12 chapters and a compendium of Annexure as listed under:
Chapter ‐1: Introduction briefly describes about project background, project objectives, socio‐economic
profile of the city, regional connectivity and existing road network.
Chapter ‐2: Existing Travel Characteristics and Demand for Public Transport presents the travel
characteristics of residents of Faridabad and presents the need for a public transport based
on findings of both secondary and primary data sources.
Chapter ‐3: Bus Route Network Planning explains the mechanism followed for route network planning
for proposed bus services
Chapter ‐4: Bus Fleet Requirement and Operation Models – provides estimates of bus fleet requirement
for immediate needs and discusses the operating model options for provision of Bus
Services. Key Statement Block:
Chapter ‐5: Infrastructure Planning and Management Models presents immediate requirement for
allied infrastructure for the city bus service, their procurement and management models.
Chapter ‐6: ITS for City Bus Operations‐ presents ITS and ITMS requirement for bus operations
Chapter ‐7: Environment and Social Safeguard Framework ‐outlines the process to be followed for
minimizing project impacts on the surrounding population and the environment.
Chapter ‐8: Applicable Policy and Legal Framework explains the applicable policies to operate and
manage City Bus Services
Chapter‐9: Costs and Revenues –the chapter provides estimates of infrastructure and other costs and
the expected revenue to be generated from the city bus operations.
Chapter‐10: Economic and Financial Analysis– presents the expected financial and socio‐economic
benefits to be accrued from the City Bus Operation.
Chapter‐11: Implementation Arrangements provides details of proposed institutional and
implementation arrangements.
Chapter‐12: Conclusions and Way Forward.

2 EXISTING TRAVEL CHARACTERISTICS AND DEMAND

FOR PUBLIC TRANSPORT
2.1 TRAVEL NEEDS FROM/TO FARIDABAD
Faridabad – one of the oldest industrial hub in NCR, houses a number of large, medium and small scale
industries; commercial and service establishments; reputed educational institutes / universities offering
variety of professional courses; quality health services at affordable costs, etc. These establishments offer
employment/educational/health service opportunities and attract various categories of manpower not only
from within the state of Haryana but also from nearby towns in adjoining states, generating large scale need
for mobility.
Similarly, nearby cities – such as Noida, Greater Noida and Ghaziabad in UP, Gurugram, Palwal, Sohna etc in
Haryana; and Delhi, provide above opportunities to residents of Faridabad creating high mobility needs.
In addition, Faridabad also offers quality residential spaces, infrastructure, utilities and other facilities in its
well‐developed sectors, at affordable prices, for low, medium and high income group people. Faridabad is
centrally located in relation to above cities. Such a location offers easy access to social, commercial,
educational and medical facilities of neighboring towns. It also offers opportunities to job hoppers, seeking
better pastures in various towns of NCR, without a consequential need for frequent change of residence. As a
result population of Faridabad is growing at an average decadal rate of 65.72% compared to national average
of 17.64%, thus adding to ever increasing mobility needs.
Mobility needs to / from Faridabad would further increase on obtaining improved connectivity to various cities
following commissioning of Western and Eastern peripheral expressways, completion of new Industrial Model
Township (IMT) and completion of upcoming residential sectors in the Neharpar Areas / towards Palwal.
2.2 TRAVEL DEMAND
On basis of average daily Per Capita Trip Rate (PCTR) of 0.95, population of 20 lakhs (2017), and the desirable
modal share of PT as 33% (modal share 30%, 31% and 20% are recommended in CMP (2010), Guidelines of
MoUD & NUTP respectively), a minimum of 6.27 lakh person trips need to be serviced by PT daily in Faridabad.
Of the above estimated PT trips, 1,32,000 trips are serviced daily by Metro (sample survey at three metro
stations) and 50,000 trips by the EMUs (assessed through surveys at stations) leaving an un‐serviced PT
demand of 4.45 lakh trips, which can be serviced by bus based PT.
Though part of unmet PT demand is serviced by intercity bus services operated by HR, there is total absence of
an organized public transport for local/intra‐city transport in Faridabad. Majority of the intra‐city travel needs
are addressed by mini buses and six‐seater shared auto rickshaws mainly operated by private owners. Table
2‐1 presents the breakup of Public Transport trips in terms of demand and supply. The figures are estimated by
taking base data from CMP, 2010. Detailed calculations are given in Table 2‐1.
Table 2‐1: Breakup of PT trips‐ Demand and Supply
Sl. No. Description (Mode) Number of trips (lakhs) % of total trips

1 Total PT trips 6.27 100
a. Metro Trips (Survey) 1.32 21
b. EMU Trips (Survey) 0.50 8
c. Feeder Buses (Projected) trips 0.42 7
Inter City Trips (30% of Total Bus Trips ‐
d. 1.34 21
Assumed)
e. Intra City Trips (1‐(a+b+c+d)) 2.68 43
Source: Consultants Estimation


2.3 TRAVEL CHARACTERISTICS IN FARIDABAD (CMP, 2010)
A significant part of travel demand in Faridabad is that of intercity travel to / from various locations in Delhi,
Gurugram, Noida etc. A large part of travel demand is intra city i.e. between residential sectors, as feeder to
Metro, between residential sectors and other commercial, social, educational, health service locations, etc.
Current travel characteristic of commuters to/from Faridabad is generally unidirectional, peaking in the
morning (9:00 to ‐11:00 hrs.) and evening (18:00 to 20:00 hrs.) for about two hours each. Table 2‐2 presents
modal split in Faridabad as estimated in the Comprehensive Mobility Plan (CMP), 2010.
Table 2‐2: Modal Split in Faridabad, 2010
Mode Modal Share as %age of total trips
Walk & NMT 35%
2 wheelers & 4 wheelers 51%
IPTs (autos, shared tempos) 3%
Public Transport (PT) 11%
Source: CMP, 2010
As per the findings of CMP 2010, 35% and 65% of travel trips are performed by walk/Non‐motorized modes
(NMTs) and Motorized modes respectively. Only about 11% of total trips and 16.9% of motorised trips are
performed by PT–a significantly low proportion (20% and 28.5% respectively suggested by Urban Transport
Working Group (NTDPC 2012). According to the CMP (2010), Average passenger Trip Length (ATL) for
Faridabad is 14.26 kms which is relatively high for a city spread over an area of just over 200 square kms. ATL
for similar sized cities is in the range of 5 to 7 kms. Long ATL indicates that a major proportion of commuters
from Faridabad utilize supplied PT services for travelling to neighboring cities for work.
2.4 EXISTING PUBLIC TRANSPORT FACILITY
The existing mass public transport facility in Faridabad includes Metro Rail services, EMUs and sporadic bus
services run by Haryana Roadways. The section presents a brief on their patronization and service levels.
2.4.1 PASSENGER FLOW AT METRO STATIONS
Quantum of average and projected quantum boarding/alighting passengers for each of the operational metro
station in Faridabad, during the month of December 2017, is given in Table 2‐3.
Table 2‐3: Number of Boarding/Alighting passengers at Metro Stations
Sl. Total No. of Boarding / Alighting Morning Peak Evening Peak

Metro Stations
No. passengers (Hours) (Hours)
1 Sarai 11,376
2 NHPC Chowks 6,726
3 Mewala Maharajpur 3,428
4 Sector 28 7,086
8:00 to 10:00 16:00 to 18:00
5 Badkhal Mor 10,670
hours hours
6 Old Faridabad 12,928
7 Neelam Chowk Ajronda 13,300
8 Bata Chowk 12,866
9 Escorts Mujesar 23,652
10 Good Year and Ballabgarh 29,968*
Total 132, 000
Source: DMRC, 2018; * ‐ Estimated


2.4.2 EXISTING BUS SERVICES
Haryana Roadways (HR) operates bus services from its Ballabgarh depot. Two types of services operate from
Ballabgarh Depot:
► Intra / Interstate services: Main branch caters to intra and interstate services. Out of a fleet of
152 buses, the operational fleet comprises of 133 buses. Out of these 133 buses about 80 buses,
on an average, are operated per day. These buses are housed in the Main branch of Ballabgarh
Depot. Quantum of buses which operated from 1st Jan, 2018 to 12th Jan, 2018 is given in Table
2‐4.
Table 2‐4: Number of Buses Operated from Ballabgarh Depot (during a period of 12 days)
Sl. No Date Held Operated

1. 1st Jan, 2018 133 71
2. 2nd Jan, 2018 133 80
3. 3rd Jan, 2018 133 76
4. 4th Jan, 2018 133 84
5. 5th Jan, 2018 133 80
6. 6th Jan, 2018 133 83
7. 7th Jan, 2018 133 82
8. Key Statement Block:
8th Jan, 2018 133 84
9. 9th Jan, 2018 133 85
10. 10th Jan, 2018 133 86
11. 11th Jan, 2018 133 82
12. 12th Jan, 2018 133 63
Source: Ballabgarh Depot
► City Bus Services (CBS): The CBS branch caters to PT services in Faridabad city and other
surrounding cities and towns
CBS branch of Ballabgarh Depot has 160 buses consisting of 55 standard air‐conditioned (AC) buses (25 Volvo
plus 30 Low Floor), 20 Mini buses (Swaraj Mazda) and 85 non‐AC (Ashok Leyland) Low Floor buses2. Out of 25
AC Volvo buses, 20 buses operate to Gurgaon, Delhi, Rohtak with average occupancy range of 20‐30%; of the
30 Low Floor AC Buses only 4 are operational providing PT services to Delhi with average occupancy range of
10‐20%; of the 20 mini buses only 8 are operational offering services to Palwal and the By‐pass; and of 85 non‐
AC low floor buses 35 are operational providing PT services to Palwal, Gurgaon, Badarpur, Delhi with average
occupancy range of 80‐90%.
A total of 17 routes were proposed for providing intra city and inter‐city (surrounding towns of NCR) PT
services. However, currently services are provided only on eight (8) routes. Details of bus routes initially
proposed and those currently operational are given in Table 2‐5.
Table 2‐5: Existing Bus Routes (in National Capital Region) and their Operational Status
Route No. Bus Route Operational Status

CS‐1A Ballabgarh Bus Stand‐ Badarpur Metro Yes
CS‐1B Ballabgarh Bus Stand‐ Badarpur Metro Yes
CS‐2A Ballabgarh ‐ Ballabgarh via Badhkal No

2 Source: Consultation with Ballabgarh Depot Manager


Route No. Bus Route Operational Status
CS‐2B Ballabgarh ‐ Ballabgarh (Mudrika) No
CS‐2C Ballabgarh ‐ Pali‐ Ballabgarh No
CS‐3A Ballabgarh ‐ Ballabgarh (Mudrika) No
CS‐3B Ballabgarh ‐ Ballabgarh (Mudrika) No
CS‐4A Ballabgarh ‐ Bhankri ‐ Ballabgarh (Mudrika) No
CS‐4B Ballabgarh ‐ Bhankri ‐ Ballabgarh (Mudrika) No
CS‐5 Ballabgarh ‐ NIT ‐ Tughlakabad Metro No
CS‐7B Ballabgarh ‐ISBT Yes
CS‐7C NIT‐ISBT Yes
CS‐8A NIT ‐ Medical Yes
CS‐8B Ballabgarh ‐ Medical Yes
CS‐10A Ballabgarh ‐ NIT ‐ Gurgaon Yes
CS‐10B Ballabgarh ‐ Old Sabzi Mandi ‐ Gurgaon No
CS‐10C Ballabgarh ‐ City Centre ‐ Gurgaon Yes
Source: Stakeholder Consultation with Ballabgarh Depot Manager, Jan 2018
Salient Features of present Bus Service operations
Some of the salient features of current PT services on intra / intercity (nearby towns in NCR) are as under:
► Span of Operations: 5:30 to 21:00 hours;
► Scheduled Bus Stops within Faridabad city– only a few (11); as under:
► Ballabgarh towards Delhi bus stops: Ballabgarh, YMCA, Bata Chowk, Ajronda, Magpie, Old
Faridabad, Badkhal, Mewala Maharajpur Mor, NHPC, Sarai and Badarpur (Delhi);
► Bus stops are without Bus Q shelter and or signage;
► Average passenger occupancy in buses operating on said routes is in the range of 30‐40%;
► Bus terminal at Ballabgarh is turning into Multi‐Modal Hub by default in view of location of
Railway Station on its North side, upcoming Metro Station on its east side – both being within
walking distance.
Mofussil buses operate between Faridabad and various states/cities from Faridabad and Ballabgarh Bus
Terminals. These buses are operated by Haryana Roadways. The bus terminals lack adequate terminal facilities
and amenities.
2.4.3 CHALLENGES TO CITY BUS SERVICE
Some of the main challenges of City Bus transport in Faridabad are brought out herein:
► Absence of City Bus route network and operations Plans
► Lack of Physical infrastructure such as bus depots, bus stops and terminals
 The existing bus shelters at some locations in the city are in dilapidated condition.
 BQS are under‐utilized not being part of intra‐city bus routes;
 Lack of adequate number of bus depots for repair, maintenance and parking of buses;
 Ballabgarh bus depot is already overcrowded.


► Lack of Institutional Framework
 Absence of a dedicated city government level division / institution whose sole focus is to effectively
and efficiently manage city’s public transport system;
 Lack of funding; both for development of infrastructure and acquisition of buses; and for operational
viability gap funding, if any required.
► Tariff fixation, structuring and revision
 Tariffs are hardly related to cost of inputs, poorly structured and rarely revised causing financial
distress for PT providers and consequent deterioration in PT services.
► Dominance of Other Transport Modes
 Due to long absence of a reliable bus transport system, other modes of transport have taken over the
task of catering to city’s transport needs. These include privately operated buses, 4/6/8 seater auto‐
rickshaws, E‐rickshaws, etc;
 These modes are unregulated and operate without adhering to rules and regulations, flout
environmental and safety guidelines thus endangering the health of the city as well as its residents.
2.5 NEED FOR CITY BUS SERVICE
Increasing demand for travel and lack of CBS in Faridabad leads to large scale usage of private vehicles–
particularly two wheelers and four wheelers; and shared IPTs –poorly designed, generally overloaded and
invariably causing air and noise pollution. Such a modal share also causes congestion on roads, reduces
vehicular speeds, increases journey time and leads to wastage of otherwise productive time of commuters.

Although Metro services a large quantum of commuters between Faridabad and Delhi, absence of last mile
connectivity, at Metro stations in Faridabad, forces commuters to use private vehicles either to reach metro
stations or to perform their entire trip.
Existing CBS in Faridabad (e.g. two routes operated mostly parallel to Metro line) afford very poor accessibility
of commuters to PT. Even service quality on these routes is poor– in that, reliability, regularity, punctuality and
frequency of operations appear to be much lower than the generally acceptable levels, for example, headways
in the range of 25‐30 minutes (against ≤ 10 minutes normally planned for city services). Such factors appear to
be the main causes of reduced occupancy /patronization of PT buses (which is about 30% at present).


Secondly, PT services help in lowering quantum of vehicular emission and the resultant air pollution. It is
assessed that a standard (12 m long bus with carrying capacity of 70 pax), low floor Compressed Natural Gas
(CNG) bus operating at 0.6 (60%) load factor can accommodate 42 passengers at a time while an 8 seater CNG
auto rickshaw carries 6 passengers on an average. If both modes were to operate an average trip length of 14
kms (current ATL – CMP 2010), bus would consume about 4.3 kg of fuel while auto‐rickshaw (a minimum fleet
of 7 auto rickshaws required to carry same number of passengers as the bus) would consume over 8.6 kg of
fuel. It indicates that a bus is twice as fuel efficient as the fleet of autos for servicing a given travel demand.
Further one bus would occupy less than half of the road space utilized by above fleet of seven auto‐rickshaws
and thus raise passenger carrying capacity of the road, reduce congestion, improve vehicular speeds, reduce
journey time and improve air quality. It would also discourage use of private vehicles thus further decreasing
gaseous emissions.
PT Modal share in Faridabad and in Indian Cities vs. Population
Average public transport share in cities of equivalent population in India is about 31% as detailed in Table 2‐6
as against 11% at present in Faridabad reflecting for an urgent need to strengthen public transport services in
Faridabad.
Table 2‐6: Modal Split for Indian Cities
City Population Mass IPT Two

Walk Car Bicycle Total
( Millions) Transport Fast Slow Wheeler
0.10‐0.25 37.1 16.4 10.4
Key Statement Block: 20.1 3.3 24.1 25.7 100.0
0.25‐0.50 37.8 20.6 8.9 17.2 2.6 29.8 20.9 100.0
0.50‐0.10 30.7 This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
25.4 8.2 12.0 9.5 29.1 15.9 100.0
1.0‐2.0 29.6 benefit our client’s project and what differentiates us.
30.6 6.4 8.1 3.3 39.6 12.1 100.0
2.0‐5.0 28.7 42.3 4.9 3.0 5.0 28.9 15.9 100.0
5.0+ 28.4 62.8 3.3 3.7 6.1 14.8 9.4 100.0
Source: Ministry of Urban Development, Government of India, New Delhi, 1998
Traffic and Transportation Policies and Strategies in Urban Areas in India, Final Report
Need for CBS may be summarized as under:
► To provide Feeder services to Metro commuters;
► To improve commuters accessibility to Public Transport;
► To effectively and efficiently provide PT connectivity amongst trip generation and trip attracting
locations in and around Faridabad;
► To decongest arterial and sub arterial roads;
► To improve vehicular speeds and reduce journey time;
► To reduce volume of emission levels;
► To minimize noise and air pollution; and
► To enhance safety of travellers and other road users.
Following above discussions, it emerges that Faridabad urgently needs bus based PT services particularly as
feeder service to Metro and to cater to intra‐city travel demand on major traffic corridors to provide the
citizens with an adequate, accessible, regular, reliable and efficient public transport systems supporting metro
network thereby containing growth of private vehicles, improving air quality and reducing journey time.


2.6 STAKEHOLDER CONSULTATIONS
City improvement and development plans are dependent on multiple stakeholders and public agencies and to
make it an inclusive process, participation of citizens across economic strata, is the key to sound and successful
urban planning. Stakeholder Consultations are thus an important task to appreciate needs, demands, opinions,
suggestions of stakeholders and citizen in project development. Stakeholder Consultation is a two‐way process
of dialogue between the project company and its stakeholders. Stakeholder consultations help in initiating and
sustaining constructive external relationships over time.
Project Management Consultancy (PMC) team undertook consultations and discussions with officials of FSCL
including the CEO, MCF and other government agencies at their respective offices. Presentations on
establishing the need for CBS in Faridabad were made and discussions were initiated on the same. During
discussions estimations and the proposed bus route network and operations plans and bus operating systems /
mechanisms were included. Subsequently, PMC team held interactions with the local residents, metro users,
and municipal staff etc. who strongly recommended provision of a CBS in Faridabad catering to intra city as
well as metro feeder requirements. Study team also met the Principal Secretary, Urban Local Bodies,
Government of Haryana, to appraise about the CBS concepts and related PT service proposals.
Stakeholder Consultation for city bus operation further involved:
► Visits to Depots of Delhi Transport Corporation (DTC): Sukhdev Vihar and Rohini depots of DTC
were visited on January 22nd, 2018 and January 24th, 2018 respectively. During said visits,
discussions mainly focused on appreciation of activities in a bus depot, space requirement and
layout planning for various activities besides facilities, utilities, security and other features of the
bus depots and terminals.
► Discussions on Need This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
Assessment: For need assessment of intra‐city and metro feeder bus
services, route network and operations panning consultations were held with different
stakeholders as given below:
 General Public
 Representatives of RWA’s
 Metro Users
 Shoppers
 Shop Owners etc.
2.7 CURRENT TRAVEL CHARACTERISTICS
Primary surveys are carried out to assess the present day travel characteristics and Public Transport demand of
the users.
2.7.1 OBJECTIVE OF PRIMARY SURVEYS
Traffic and commuter surveys were conducted with the following major objectives:
► Study the Socio Economic Characteristics of the City
► Appreciation of Travel Characteristics generally related to the following:
► Origin, Destination, and Modal Preferences;
► Trip Length, Travel Cost, Trip Purpose;
► Occupation, Willingness to Shift and
► Current Transport expenditure.


► Capturing Current Running Speeds
► Validating the routes identified in Preliminary Project Report and finalising Route Network
Development plans
► Development of Service Plans for CBS operation.
2.7.2 SURVEY METHODOLOGY
The survey methodology included
defining the purpose and objectives
of the surveys, finalization of types
of surveys, defining sample sizes,
identifying survey locations,
preparation and testing of
questionnaire. Survey formats were
prepared taking into consideration
the purpose and the objective of
assessing travel characteristics of the
users. The survey formats for the
same is attached in Annexure 2‐1.
Two types of surveys as discussed
below are conducted:
► Passenger Origin and Destination (OD) Survey: Passenger OD Survey was carried out to
appreciate travel characteristics and assess the intensity of through and destined traffic.
► Speed and Delay Survey: benefit our client’s project and what differentiates us.
Speed and Delay survey was conducted to determine the network’s
journey speed, running speed, delays if any, and their characteristics like delays type (fixed or
operational), duration, cause etc. The survey was conducted by floating car method.
2.7.3 CONDUCTING SURVEYS
Initially a pilot survey at one metro station and a market location was conducted with the primary aim of
testing suitability of the survey formats. Minor changes were made in the survey format based on feedback
from users. Final surveys were conducted at thirty selected locations taking an average sample size of 1000 at
each location by targeting a sample of 1.5% of the present estimated population of 20 lakhs. The list of
surveyed locations is given in


Table 2‐7 and depicted in Figure 2‐1.
OD Surveys were conducted during 17th to 23rd December, 2017 at 30 locations such as major transit stops i.e.
metro stations, bus stops, railway stations; market areas and shopping malls.
Speed and Delay survey was conducted for a total network length of 109.7 km comprising of the following
stretches:
► Badarpur Border to Bypass junction (via NH‐44)
► Badarpur Border to Bypass junction (via by‐pass road)
► Gurjar Chowk to Ballabgarh
► Gurjar Chowk to Surajkund Mela Ground
► Gurjar Chowk to Wazipur Road junction (via Badhkal Road)
► Rajiv chowk to bypass Junction (via Ambedkar Marg)
► Old Sher Shah Suri Road (upto Sec‐12)
► Station Road (via Pravesh Marg and SBS Marg)

Figure 2‐1: Survey Locations for Passenger OD


Table 2‐7: List of Survey Locations
Sl. No. Markets/Malls
1 Sector 21 C Market
2 Sec 18, Fruit & Vegetable Market (QRG Hospital)
3 Talab Road Market
4 Sarai Market
5 Sector 16 Market
6 Sector 14 Market
7 Sector 15 Market
8 Sector 17 Market
9 Sector 12‐ Court & Mini Secretariat
10 Sector‐ 7/8/9 Market (near ESI and Sarvodaya Hospital)
11 Sector 3 Market (Ranjeet Singh Market & HSVP Market)
12 1 No. Market and 2 No. Market, NIT
13 Dabua Sabji Mandi/ Colony (near Brijwasi sweets)
14 BK Chowk/BK Civil Hospital, NIT 4‐5 Markets & surroundings
15 Palla Market
16 Kheri Pul Market
17 This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
SRS Mall, Sector 12/Parsvanath Mall
18 benefit our client’s project and what differentiates us.
Crown Interiorz Mall near Sarai

Sl. No. Metro Stations
1 Sarai
2 NHPC Chowk
3 Mewala Maharajpur
4 Sector 28
5 Badkhal Mor
6 Old Faridabad
7 Neelam Chowk Ajronda
8 Bata Chowk
9 Escorts Mujesar

Sl. No. Other Major Transit Stations
1 Old Faridabad Railway Station
2 Ballabgarh Railway Station
3 Ballabgarh Bus Stand
2.7.4 ANALYSIS AND FINDINGS – SPEED & DELAY SURVEY
Following analysis of speed and delay survey, average speed of 30 km/hr is observed for identified stretches.
Superimposing dwell time of buses, at the designated Bus stops, on running speed, average operational speed
of buses is taken as 25 km/hr. Detailed outcomes of the survey are presented in Table 2‐8.


Table 2‐8: Speed and Delay Survey Analysis
Avg. Journey Max. Delay
Stretch Length (kms)
Speed (km/hour) (hh:mm:ss)
Gurjar Chowk to Surajkund Mela Ground 16.7 58.6 00:00:00
Badarpur Border to Bypass Junction (via by‐pass road) 26.8 44.5 00:01:05
Badarpur Border to Bypass Junction (via NH‐44 service
22.0 29.9 00:02:19
road)
Gurjar Chowk to Wazipur Road Junction (via Badhkal
9.4 28.8 00:00:56
Road)
Old Sher Shah Suri Road (upto Sec‐12) 11.8 24.9 00:02:26
Gurjar Chowk to Ballabgarh 11.9 22.6 00:01:08
Rajiv Chowk to bypass Junction (via Ambedkar Marg) 2.0 17.5 00:02:19
Station Road (via Pravesh Marg and SBS Marg) 9.2 13.4 01:12:50
Total 109.7 30.0
The analysis leads to suggest that most of the delays were operational delays. A major delay of 1 hr and 12
minutes along station road was observed due to heavy truck movement. Another major delay was observed on
Ballabgarh to Pali village stretch again due to heavy movement of trucks.
2.7.5 ANALYSIS AND FINDINGS –OD SURVEY
Post completion of surveys, study area was divided into 157 zones considering administrative boundary,
homogeneity in land use and the size of zones. Based on survey data, following nine locations are identified
with maximum number of trips between the OD pairs. Annexure 2‐2 presents the major trip attracting zones
from surveyed metro stations and also if they are covered in the planned bus routes as discussed in the
preliminary project report.
Modal Split of trips
The modal split of vehicles to reach/disperse to/from metro stations, markets/malls and terminals is divided
into three major categories i.e. motorised (private) and motorised (public) and non‐motorised. Table 2‐9
depicts the modal spilt in terms of percentage of total trips.
Table 2‐9: Modal Split of vehicles to reach/disperse to/from
Metro stations, Markets/Malls & Terminals
Markets & Markets & Terminals Terminals

Sl. Metro (%)
Mode Used Malls Access Malls Access (%) Dispersal (%)
No. access/ dispersal
(%) Dispersal (%)
Non‐Motorised
1 Walk 11.1 5.6 3.5 3.2 1.6
2 Bicycle 0.3 1.4 0.4 ‐ ‐
Cycle
0.6 ‐ ‐ ‐ ‐
3 Rickshaw
4 E Rickshaw 3.0 0.2 0.2 1.2 0.5
Motorised (Private)
5 Two Wheeler 7.0 35.3 33.8 2.5 0.9


Markets & Markets & Terminals Terminals
Sl. Metro (%)
Mode Used Malls Access Malls Access (%) Dispersal (%)
No. access/ dispersal
(%) Dispersal (%)
6 Four wheeler 3.4 12.5 11.3 0.6 0.9
Motorised (Public)
7 Bus 2.5 1.6 1.2 7.8 16.7
8 Taxi 0.9 ‐ ‐ ‐ ‐
9 Metro/Train ‐ 0.8 0.4 8.8 2.1
10 IPT 71.2 42.6 49.1 75.9 77.3
Total 100.0 100.0 100.0 100.0 100.0
Source: Primary Survey, 2017
Following inferences emerge from above data:
► Mode‐wise service‐type‐wise modal share summarized as under:
Modal Share as percentages
Mode
Feeder services Intra‐city PT services
Non‐Motorized Transport(NMT) 15% 4.5%
Motorised including IPTs 85% 95.5%
Private (2 & 4 wheelers) 10.4% 24.5%
Public (including IPTs) 74.6% 71%
► On an average 10% of total trips (range 5‐15%) are performed by NMTs and 90% of trips (range
85‐95%) by motorized modes, in the latter case, nearly 17% of trips (range 10‐25%) are
undertaken by private modes and remaining nearly 73% (range 71‐75% ) by public transport
mainly (66%) by IPTs.
► IPTs appear to be the most preferred mode of travel servicing 71% trips as metro feeders and
61% trips for travel to markets, malls, intercity terminals, railway stations etc.
► Buses service a very small share of about 4.5% (range 2.5 – 6.8%) of total trips
Mode Wise Average Trip Length, Travel Time and Travel Speed
An analysis of average trip lengths, travel times and travel speeds mode wise is presented in Table 2‐10 to
Table 2‐12.
Table 2‐10: Mode Wise Average Trip Length (kms)
Sl. Markets/Malls Markets/Malls Terminals Terminals

Mode Metro
No. (Access) (Dispersal) (Access) (Dispersal)
1 Walk 1.1 1.7 1.4 1.8 1.2
2 Cycle 2.3 4.1 5.1 ‐ ‐
3 Cycle Rickshaw 3.2 ‐ ‐ ‐ ‐
4 Auto 5.3 6.4 6.1 6.4 6.8
5 Car 5.4 9.7 9.8 8.1 3.0
6 E‐Rickshaw 2.8 3.2 5.6 5.8 2.3
7 Two Wheeler 5.8 6.6 6.9 7.0 7.2
8 Taxi 10.2 ‐ ‐ ‐ ‐


Mode Metro
9 Bus 16.5 17.4 20.1 39.3 30.6
10 Metro ‐ 25.8 12.3 2.0 3.0
11 Train ‐ ‐ ‐ 27.1 8.4
Total (average) 5.1 6.9 6.8 10.6 10.7
It is inferred from above data that the average passenger trip length by bus is about 25 kms (range 17 to 40
kms). These trips are mainly the intercity bus trips. Average passenger trip length by modes like auto, car and
two‐wheeler falls in the range of 5‐7 kms, mainly the intra city / feeder services trip lengths.
Table 2‐11: Mode Wise Average Travel Time (mins)

Mode Metro
1 Walk 11.3 13.0 11.9 18.7 11.7
2 Cycle 17.2 19.8 20.1 ‐ ‐
Cycle
3 16.7 ‐ ‐ ‐ ‐
Rickshaw
4 Auto 20.2 Key Statement Block:
19.6 19.8 17.2 16.6
5 Car 19.5 23.1 25.1 20.9 12.5
6 E‐Rickshaw 13.9 20.6 21.7 14.7 15.0
7 Two Wheeler 19.3 17.9 18.5 12.9 17.6
8 Taxi 27.5
9 Bus 50.0 47.4 28.6 71.0 59.8
10 Metro ‐ 61.1 8.6 9.5 16.0
11 Train ‐ 55.0 48.8 50.9 24.1
Total 19.7 19.8 19.8 24.2 23.8
It emerges from the above data that the average travel time per trip, by modes like auto (IPT), car and two‐
wheeler, is nearly 19 minutes (range 12‐25 minutes) mainly the intra city / feeder services trip lengths.
Table 2‐12: Mode Wise Average Speed (km/h)

Mode Metro
1 Walk 5.6 7.7 6.9 5.9 34.2
2 Cycle 7.9 12.3 15.4 ‐
3 Cycle Rickshaw 11.5 ‐
4 Auto 15.8 19.7 18.5 22.3 24.8
5 Car 16.7 25.3 23.3 23.3 14.4
6 E‐Rickshaw 12.2 9.4 15.4 23.6 9.3
7 Two Wheeler 18.1 22.1 22.3 32.3 24.5
8 Taxi 22.3
9 Bus 19.8 22.0 42.2 33.2 30.7


Mode Metro
10 Metro ‐ 25.3 86.1 12.6 11.2
11 Train ‐ 27.2 40.9 31.9 20.8
14.4 20.9 20.7 26.3 27.2
It is inferred from the above data that the average travel speeds are nearly 23 kms per hour (range 14‐32
kmph) by private modes and 21 kmph (range 16‐25 kmph) by autos. Average travel speed of buses operating
intra and intercity services is about 30 kmph (range being 19‐42 kmph).
Income Group Wise Expenditure on Transport
Monthly expenditure on transport as percentage of monthly income with respect to various income groups are
presented in Table 2‐13.
Table 2‐13: Monthly Expenditure on Transport as Percentages of monthly income (Income Group wise)
Monthly expenditure on transport as %age of total
Monthly Income range Groups monthly income for travel to/from
Sl. No.
(Rs)
Metro stations Markets/Malls Terminals
1 Less than 15,000
Key Statement Block: 12.7 15.1 15.0
2 15,000 – 30,000 6.4 7.4 7.7
3 This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
30,000 – 50,000 4.1 4.5 3.8
4 benefit our client’s project and what differentiates us.
50,000 ‐ 70,000 3.4 3.4 3.1
5 70,000 ‐ 1,00,000 2.2 3.1 1.5
Lower income group persons (monthly income less Rs 15, 000 per person) appear to spend larger percentage
nearly 14% (range being 13‐15%) of their monthly income on travel. Monthly expenditure on transport, as
percentage of monthly income, rapidly decreases with increasing levels of income.
Expenditure on transport, as percentage of monthly income for persons with monthly Income less than
15,000, is high causing affordability issues of public transport service for such commuters.
Income group wise intensity of trips performed (Distribution of Trips by Income groups)
Distribution of trips by different income groups is depicted in Table 2‐14. Most of the trips are performed by
persons earning up to Rs 30,000 per month both to/from metro stations and to/from market places but in case
of trips to /from terminals most of the trips are undertaken by persons earning less than Rs 15,000 per month,
reflecting that low income group persons perform their intercity / interstate trips mainly by buses and trains.
Table 2‐14: Distribution of trips by income groups (Percentage of Trips by Income)
Monthly Income Distribution of trips by different income groups as %age of total trips
Sl. No. range Groups to/from Metro (%) Markets/Malls (%) Terminals (%)
(Rs) Metro stations Markets/Malls Terminals
1 Less than 15,000 13.5 12.8 93.4
2 15,000 – 30,000 66.5 61.2 0.4
3 30,000 – 50,000 15.9 20.8 4.2


Monthly Income Distribution of trips by different income groups as %age of total trips
Sl. No. range Groups to/from Metro (%) Markets/Malls (%) Terminals (%)
(Rs) Metro stations Markets/Malls Terminals
4 50,000 ‐ 70,000 3.0 3.9 1.5
5 70,000 ‐ 1,00,000 1.1 1.0 0.1
6 Less than 15,000 0.1 0.3 0.4
Lower income group persons (monthly income less Rs.30, 000 per person) appear to undertake larger share,
nearly 82% (range being 74‐94 %), of total trips. Quantum of trips undertaken, as percentage of total trips,
rapidly decreases with increasing levels of income.
The analysis leads to suggest that the intensity of travel by low and middle income group persons is high and
thus the incidence of higher expenditure on transport. This necessitates the need for public transport being
affordable mainly to lower and middle income groups.
Distribution of Trips by Age
Distribution of trips by age in terms of percentage share of total trips by different age groups is presented in
Table 2‐15. Maximum number of trips is undertaken by persons in the age group of 20 – 30 years and
minimum number by persons of age above 60 years.
Table 2‐15: Percentage of Trips by Age
Distribution of trips by different age groups as %age of total
Sl. No. Age Group in Years trips to/from
1 Less than 20 7.1 6.7 7.5
2 20‐30 63.6 53.7 50.0
3 30‐40 20.6 30.5 30.0
4 40‐50 7.3 5.4 9.1
5 50‐60 1.3 3.1 3.0
6 Above 60 0.2 0.5 0.4
Around 83% (range 80‐85%) of all trips are performed by persons in age group of 20 to 40 years comprising
mainly of students, office goers and other workers. This age group, likely to be the significant user of proposed
intra‐city and feeder bus services in view of their regular and high travel needs and acceptability to change is
the potential group for shift to the proposed CBS.
Mode Wise Operating Cost
Travel mode wise (cars and two wheelers) operating cost for a round trip to/from Metro Stations is calculated
for the average round trip length keeping in view only a few factors such as fuel efficiency, fuel purchase rates,
parking fee rates, parking duration,, etc., Cost of ownership of vehicles, investments, repair and maintenance,
manpower etc is not considered for this comparison.
Operating cost of vehicles by mode, to access/disperse from, metro stations and markets/malls is presented in
Table 2‐16.


Travel cost by buses for a round trip to / from metro stations would be Rs 20 for feeder services at user tariff
rates currently set out for intra city services by Government of Haryana. Travel cost by auto, e‐rickshaw and
cycle rickshaw is taken as currently charged for first stage of travel (i.e. minimum tariff) by these modes.
Table 2‐16: Operating Cost by Mode used (Rs)
Operating cost of travel (Rs per round trip of average ATL) by
Sl. No. Mode various modes to/from
1 Cycle Rickshaw 20 ‐ ‐
2 Auto 20 20 20
3 Car 95.3 146.7 146.6
4 E Rickshaw 20 20 20
5 Two Wheeler 27.5 29.7 30.7
Travel cost of a given round trip by motorized private modes is significantly higher than that proposed for
travel by buses. While the proposed bus services are clean CNG fuelled, comfortable, air conditioned and safe,
travel by auto, e‐rickshaws and cycle rickshaws is uncomfortable, unsafe and adversely affected by weathering
hazards.
Willingness to Shift Key Statement Block:
The willingness to shift to proposed bus services (provided by air‐conditioned buses at short headways and at
user tariff of Rs 10 per trip for feeders and same as fixed by Government of Haryana for intra‐city travel) for
travel to /from metro stations and benefit our client’s project and what differentiates us.
markets/malls by passengers currently travelling by different modes is
Table 2‐17: Willingness to shift to proposed bus service from different Modes
Willingness (as %age of sample size ) to shift to proposed bus
Mode services for travel to/from
Metro (%) Markets/Malls (%)
Cycle Rickshaw 91.5 ‐
Auto 95.4 95.9
Car 84.8 86.0
E‐Rickshaw 92.5 86.4
T.W. 89.3 91.4
Taxi 94.9 ‐
Bus 85.7 86.5
Metro ‐ 94.3
Train ‐ 94.4
Cycle ‐ 91.6
Walk ‐ 89.0
Average willingness to shift from all
90.6 90.6
modes to proposed bus services


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

3 BUS ROUTE NETWORK PLANNING
3.1 OBJECTIVES FOR ROUTE NETWORK PLANNING
National Highway‐44 which passes through Faridabad city acts as a spine for the city. A number of public and
intermediate public transport mode choices are available to service travel needs of citizens. Similarly PT and
IPT mode choices are available along Faridabad by‐pass road. However, there are no public transport choices
available for intending users to provide connectivity to metro stations, railway stations, intercity bus terminals;
between residential sectors; between residential areas to work places, markets, malls, educational,
commercial and industrial centres; health services, etc leading to mushrooming to IPTs and excessive usage of
private vehicles i.e. 2/4 wheelers. Authorised and unauthorized auto rickshaws and e‐rickshaws provide
uncomfortable, unsafe and poor quality mobility services to meet above travel needs. Besides auto rickshaw is
highly polluting mode causing sever air and noise pollution. This CBS project aims to address these issues by
offering a variety of public transport choices in the form of metro feeder and intra city bus services.
While planning the bus routes in Faridabad following main objectives are kept in view:
► to provide improved accessibility to PT services‐ route network servicing maximum population
within easy reach;
► to minimize overlapping of routes;
► to prefer direction orientation instead of destination orientation in route planning;
► to maximize directness of routes;
► to minimize journey times between OD points;
► to provide bus stops at an average distance of about 350 metres in commercial/CBD areas and
about 750 metres in other areas;
► to ensure adequate inter route/inter modal connectivity/transfer through well planned transfer
facilities;
► to maintain optimum route length (generally 2.5 to 3 times of average passenger trip length) that
is 8‐12 kms of route length;
► to optimize route turns at intersections (e.g. left turns at intersections being free for saving
waiting periods);
► to explore possibility of routes touching at least one metro station for improved PT use and
metro accessibility;
► to facilitate improvement in delivery of PT services’ efficiency, effectiveness and capacity
utilization for enhanced sustainability of PT system;
► Motivate public transport operators to provide services that customers are willing to pay for.
Some of the challenges in route network planning for Faridabad are:
► linear shaped/grid pattern of city centrally divided by Railway line & National Highway‐44;
► limited options in the form of flyovers/underpasses to cross railway line & NH affecting feeder
routes in particular;
► providing accessibility to thinly populated areas for viability of services;
► location of metro stations on one side of NH and preference of commuters to board/alight feeder
buses at metro stations without crossing the NH.
► haphazard growth of routes by rapidly expanding IPTs in absence of, planned PT route network.


Keeping in view above goals/objectives and addressing the challenges in route planning conceptual route
network is worked out connecting one or two metro stations to trip generations/ destined locations such as
residential areas, educational and work areas, etc. Route planning also considered inputs obtained through
user interviews at metro stations and demand generation areas, physical survey of roads along the
conceptualized route network, etc.
The planning period in this report ranges from Financial Year 2018‐19 (base year) to 2031 (horizon year –
synchronizing with the development plan for Faridabad, with cardinal years as 2021, 2026. The planning period
is divided into III phases as under:
Phases From To
Base Year 2018 ‐ 2019
Phase I 2019 ‐ 2021
Phase II 2021 ‐ 2026
Phase III 2026 ‐ 2031
Details of infrastructure such as depots, terminals, Bus Queue Shelters etc for various phases are planned to be
acquired in previous phases for progressive and smooth operations of bus fleets from the beginning of the first
financial year of the phase. Similarly, bus fleets are proposed for acquisition by the terminal year end of
previous phase to enable operations from beginning of the first financial year of the phase. In phase I however,
additional bus fleets and the infrastructure are acquired by end of 1st year (FY 2019‐20) of phase I to enable
their smooth operation in next financial year i.e. FY 2020‐21.
While details of route network etc. have been worked out for the base year for operation, only macro level
projections have been made for others.
3.2 ROUTE NETWORK PLANNING benefit our client’s project and what differentiates us.
Considering the stated objectives and challenges of route planning, following were main considerations for
undertaking this task for Faridabad:
► Inputs based on user interviews and stakeholder consultations
► Findings of the Primary Surveys mainly w.r.t spatially spread of travel demand and the willingness
to shift / patronise PT services
► Socio‐economic distribution of population across the city and the density patterns. This included
review of population density, income levels across the city and the corresponding spatial
concentration etc.
► Low ridership of Metro Services
► Lack of East‐ West connectivity in the city
► Inadequacy of intra‐sector and residential areas connectivity to commercial, industrial,
educational and other services locations
► Road characteristics such as ROW, geometry, proximity to travel demand areas, etc
► Existing routes followed by IPTs, etc
► Availability of facilities for crossing NH44 and the Railway lines
Based on the above, it is being proposed to have two types of bus service route network in the city, namely
routes for Feeder Service to Metro stations and a few intra‐city routes to afford immediate connectivity.


3.2.1 FEEDER BUS ROUTES
Initially feeder bus services route network is planned for ten routes ‐each route serving at least one metro
station. Identified feeder services routes around the metro stations are presented in Table 3‐1. Route Origins
and areas serviced by each route, the route length are summarized herein. Route location of these ten routes
is graphically depicted in Figure 3‐1 to Figure 3‐3.
Table 3‐1: Proposed Bus Routes for Metro Feeder services (FY2018‐2019)
Route
Route Metro
Route Via Length
No Station
(Km)
Sarai Metro Station‐Mathura Road‐ Old Sher Shah Suri Road‐
1 Main Market Road‐Palla Village‐Bypass Road‐Shastri Nagar‐ 4.7 Sarai
Sector 37‐ Sarai Metro Station
NHPC Chowk Metro Station‐DLF Industrial Area‐Sector 32‐
NHPC Metro Station
Block 8‐Block 16‐ Mewala Maharajpur Metro‐ Station‐BM
2 9.9 and Mewala
Nisan‐BMW Showroom ‐SurajKund Road‐Greenfield Colony
Maharajpur
Block C‐Greenfield Colony
Sector 28 Metro Station‐Police Line Road‐NACEN‐Sector 29‐
3 4.5 Sector 28
Thakur Wada‐HBH Colony
Badhkal Mor Metro Station‐Sector 19‐Shastri Colony‐Gopi
4 4.2 Badhkal Mor
Colony‐Kapoori Colony‐Baba Nagar
Badhkal Mor Metro Station‐Old Faridabad‐Friends Colony‐
5 7.9 Badhkal Mor
Sector 21‐Asian Institute of Medical Sciences‐Badhkal Mor
Old Faridabad Metro Station‐Daulatabad Village‐
BarhMohalla‐Maharishi Parashar Marg‐Sector 17 Market ‐Lal
6 6.9 Old Faridabad
BhahadurShastri Chowk ‐ESIC Regional Office‐Sector 16
Market‐Rural Office
Neelam Chowk Ajronda‐Sectoe 15‐Lal Bahadur Shastri Marg‐
Neelam chowk
7 Friends Colony‐Sector 14‐Haryana State Complex‐sector 15 7.5
Ajronda
market
8 Bata Chowk Metro Station‐ NIT 1‐NIT 2‐NIT 3 11.5 Bata Chowk
Bata Chowk Metro Station‐SRS Cinemas‐Haryana Sports Bata Chowk and
9 6.9
Complex‐Sector 12 Courts‐Sector 9 Market‐Sector 10 & 11 Escorts Mujesar
NCB Colony‐Chaudhary Charan Singh Marg‐Sector 7D‐CISF‐

10 5.1 NCB Colony
Sector 7‐Sector 6‐Dabua Colony‐NCB Colony
Total Route Length (Km) 69.1
*Operations expected to commence by June 2018
Feeder services route network would be expanded in subsequent years / phases to provide wider connectivity
and accessibility to Metro services. Requirement of bus fleets etc. for subsequent years / phases has since
been worked out in this report. Details are presented in Annexure 4‐1.


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


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


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


3.2.2 INTRA CITY OPERATIONS
On similar basis, nine routes are identified for intra‐city bus operations in the first phase. Identified routes
along with their route lengths and the route via during first phase is presented in Table 3‐2. Initially Intra‐city
bus operations are planned to operate over a route length of about 97.4 kms servicing a route network of
about 78.5 kms. Route map of identified intra city bus routes is depicted in Figure 3‐4 to Figure 3‐7 Intra‐city
bus services route network would be expanded in subsequent phases to provide wider connectivity and
accessibility to city bus services. Requirements of intra‐city bus fleets etc. for subsequent phases have since
been worked out in this report. Details are presented in Annexure 4‐1.
Table 3‐2: Proposed Intra City Bus Routes in FY 2018‐2019
Route No. From To Via Distance (km)

1 Dushera Ground Tughlakabad Ankhir, Anangpur 15.7
BadkhalMor, Shershah Suri
2 Dushera Ground Badarpur 14.4
Road
Hardware Chowk, Sanjay
3 Dushera Ground Ballabgarh 7.1
Colony
4 Dushera Ground Sector 8/9 Hardware Chowk, Sector 10/11 8.2
5 Dushera Ground Neharpar Rajiv Chowk 7.5
6 Dushera Ground Neharpar Mini Secretariat, Sector 86/87 12.1
Key Statement Block: Rajiv Chowk, Labour Chowk,
7 Neharpar Ballabgarh 15.2
Sector 9/10
8 Neharpar This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
Faridabad Rly Station Rajiv Chowk 4.5
9 Patel Chowk benefit our client’s project and what differentiates us.
Patel Chowk Loop Service 12.7
Total Route Length 97.4
Overlapped Route Length 18.9
Effective Route Length 78.5


Figure 3‐4: Proposed Intra‐City Routes






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

4 BUS FLEET REQUIREMENT AND OPERATION MODELS
Following route network planning, estimation of fleet requirement and review of operation models for CBS is
taken up. This chapter presents fleet estimation; fleet deployment plans on identified routes and suggested
operational headways during first year of phase I. Estimates of bus fleets for subsequent years / phases are
also worked out. Details of bus fleet requirement phase wise are presented at Annexure 4‐1. Summary of Bus
specifications along with PPP operation models are also discussed here for first phase and the same is
considered for other phases for various estimates.
4.1 BUS FLEET REQUIREMENT ASSESSMENT
In absence of the updated comprehensive mobility plan, fleet requirement in base/current year is assessed to
service current travel demand. The fleet requirement in base/current year for Faridabad intra‐city and feeder
services is assessed using two methods discussed herein:
Method‐1: Based on average PCTR
Considering an average PCTR of 0.95 (CMP 2010), average passenger trip length of 9.6 kms (combined for
intercity trips to nearby towns and intra‐city trips), modal share of PT as 33% and current population of 20
lakhs, daily travel demand of 6.27 lakh PT trips is estimated. Further, considering 90% fleet utilization, 70% as
load factor, 70 persons as carrying capacity for a standard bus and 200 kms as vehicle productivity per bus
daily, a demand for 700 standard buses is estimated. Detailed calculations are presented in Annexure 4‐1.
Method‐II: Based on Service Level Benchmarks of Ministry of Housing and Urban Affairs
Following the guidelines of providing 30 buses per lakh population for urban transport services and the current
population of Faridabad as 20 lakhs, requirement of fleet in Faridabad is estimated as 600 standard buses.
Detailed calculations are presented Annexure 4‐1. The overall requirement of buses, as estimated by above
two methods, is in the range of 600‐700 standard buses.
Out of above travel demand of 6.27 lakh PT trips, 1.32 lakh and 0.5 lakh trips are serviced by Metro and EMU
respectively. The remaining 4.45 lakh trips, both inter and intra city trips are proposed to be serviced by bus
based public transport. Out of 4.45 lakh trips likely intra city trips are estimated as 3.12 lakh trips (about 70%
of 4.45 lakhs). Considering 90% fleet utilization, 70% as load factor, 70 persons as carrying capacity of a
standard bus, average passenger trip length of 5 kms (for intra‐city trips), and 200 kms as daily vehicle
productivity per bus, a total demand for 178 standard buses is estimated to cater to 3.12 lakhs intra city trips
in base year. Detailed calculations are presented in Annexure‐4‐1. For subsequent phases, travel demand is
estimated considering linearly increasing travel pattern with population and the bus based PT system model
share as worked out for initial phase. Details are presented in Annexure 4‐1 and briefly summarised in Table
4‐1 for the terminal year of each phase.
Table 4‐1: Travel demand during base year and phase wise
S. Description Base Yr. FY Phase I Phase II FY Phase III FY

No. 2018‐19 FY 2019 to 2021 to 26 2026 to 31
21
1 MCF population during the last year of
20 23 32 40
a phase (Lakhs)
2 Total travel demand trips daily during
19 21 30 38
the terminal years (Lakhs)
3 Urban PT (Metro feeder and intra‐city) 3.12 3.64 4.94 6.24
travel demand trips daily during the
terminal years (Lakhs)
4 Standard bus fleet requirement to 178 208 282 356
service the above demand


For first phase, acquisition of the proposed fleet is planned to be completed in two lots, first lot of 90 midi
buses during base year FY 2018‐19 and second lot of additional 207 midi buses in FY 2019‐20 for operational
deployment from beginning of second year (FY 2020‐21) of phase I for continued operation till end of terminal
year FY 2025‐26 of phase II. Similarly acquisition of proposed bus fleets in other phases is planned by end of
terminal year of the preceding phase for operational deployment from beginning of first year of the phase.
About 30% of total fleet required i.e. 53 standard buses are proposed to be acquired by end of the base year to
provide for feeder services to metro and skeleton intra‐city services on a few routes. This is necessary to
provide minimum services immediately and to keep ample safety margin for adjustment in the final
requirement for intra‐city and metro feeder services to be assessed through CMP.
Current bus fleet requirement is further divided into Metro Feeder Services and for important intra‐city routes.
4.2 BUS FLEET REQUIREMENT ASSESSMENT‐ BASE YEAR (FY 2018‐19)
The fleet requirement assessment for base year FY 2018‐19 is discussed below.
Metro Feeder bus Fleet Requirement
Following generally acceptable operational frequency and likely travel load during peak and non‐peak periods,
it is proposed to deploy midi buses (max carrying capacity 42) for Metro feeder services and for intra‐city
operations. Considering carrying capacities of standard bus and that of the midi buses (1 standard bus
equivalent to 1.67 midi buses) 53 standard buses would be equivalent to 90 midi buses.
The breakup of proposed bus fleet of 90 midi buses for deployment on Metro feeder services and intra‐city
operations on a few main routes is further worked out. Based on the estimated travel demand in terms of
number of trips for feeder services, average trip length, modal share of motorized trips that are likely to be
performed by metro feeders, 44 rounded off to 40 midi buses are required in base year.
Intra City bus Fleet Requirement
Offsetting 40 buses deployment from out of the overall fleet of 90 midi buses, 50 midi buses are proposed to
be deployed for intra city bus operations in base year.
Detailed calculations for base year estimates are presented in Annexure 4‐1. Phase wise requirement of buses
for feeder and intra‐city services in subsequent years/phases are worked out in same proportions. Details of
bus fleet requirements during various phases are presented in Annexure 4‐1. A summary of number of buses
required during base year along with the proposed operational headways route wise, for feeder and intra city
PT services in MCF, is presented in Table 4‐2 and Table 4‐3.
Table 4‐2: Deployment of Bus Fleet on Feeder Service Routes
Route No. of Headway Mins.

Route Via
No Buses Peak (Off Peak)
Sarai Metro Station‐Mathura Road‐ Old Sher Shah Suri
1 Road‐Main Market Road‐Palla Village‐Bypass Road‐ 3
Shastri Nagar‐Sector 37‐ Sarai Metro Station
NHPC Chowk Metro Station‐DLF Industrial Area‐Sector
32‐Block 8‐Block 16‐ Mewala Maharajpur Metro‐ Station‐ 4 (6 ‐8)
2 6
BM Nisan‐BMW Showroom ‐SurajKund Road‐Greenfield
Colony Block C‐Greenfield Colony
Sector 28 Metro Station‐Police Line Road‐NACEN‐Sector
3 3
29‐Thakur Wada‐HBH Colony


Route Via
No Buses Peak (Off Peak)
Badhkal Mor Metro Station‐Sector 19‐Shastri Colony‐Gopi
4 3
Colony‐Kapoori Colony‐Baba Nagar
Badhkal Mor Metro Station‐Old Faridabad‐Friends
5 Colony‐Sector 21‐Asian Institute of Medical Sciences‐ 5
Badhkal Mor
Old Faridabad Metro Station‐Daulatabad Village‐Barh
Mohalla‐Maharishi Parashar Marg‐Sector 17 Market ‐Lal
6 4
Bhahadur Shastri Chowk ‐ESIC Regional Office‐Sector 16
Market‐Rural Office
Neelam Chowk Ajronda‐Sectoe 15‐Lal Bahadur Shastri
7 Marg‐Friends Colony‐Sector 14‐Haryana State Complex‐ 5
sector 15 market
8 Bata Chowk Metro Station‐ NIT 1‐NIT 2‐NIT 3 4
Bata Chowk Metro Station‐SRS Cinemas‐Haryana Sports
9 Complex‐Sector 12 Courts‐Sector 9 Market‐Sector 10 & 4
11
NCB Colony‐Chaudhary Key Statement Block:
Charan Singh Marg‐Sector 7D‐
10 3
CISF‐Sector 7‐Sector 6‐Dabua Colony‐NCB Colony
Total Bus Fleet 40
Table 4‐3: Deployment of bus Fleet on Intra‐ City Routes

From To Via
No. Buses Peak (Off Peak)
Dushera
1 Tughlakabad Ankhir, Anangpur 8
Ground
Dushera Badkhal Mor, Shershah
2 Badarpur 6
Ground Suri Road
Dushera Hardware Chowk, Sanjay
3 Ballabgarh 4
Ground Colony
Dushera Hardware Chowk, Sector
4 Sector 8/9 4
Ground 10/11
Dushera 8‐10 (12‐16)
5 Neharpar Rajiv Chowk 4
Ground
Dushera Mini Secretariat, Sector
6 Neharpar 6
Ground 86/87
Rajiv Chowk, Labour
7 Neharpar Ballabgarh 8
Chowk, Sector 9/10
Faridabad Rly
8 Neharpar Rajiv Chowk 3
Station
9 Patel Chowk Patel Chowk Loop Service 7
Total Bus Fleet 50


4.3 BUS FLEET REQUIREMENT ASSESSMENT‐ PHASE I (FY 2019 to 2021)
While 90 midi buses (equivalent to 53 standard buses) acquired during base year would be deployed for
operations during first year of phase I with effect from first day of FY 2019‐21, remaining 125 standard (i.e.207
midi) buses are proposed to be acquired during FY 2019‐20 mainly for Intra City, feeder and skeleton Inter City
operations. Deployment of these 207 midi buses would be based on the proposals worked out in the revised
Comprehensive Mobility Plan. Bus fleet acquisition and yearly/phase‐wise deployment details are presented in
Annexure 4‐1. Brief details are given Table 4‐4.
Table 4‐4 : Bus fleet Requirement (cumulative) during Terminal Years of each Phase
Sr. Description Base Phase I FY 2019 to 21 Phase II FY Phase III FY

Nr. Year, FY 2021 to 26 2026 to 31
2018‐19
1 Midi buses requirement at Fleet during Fleet during

the end of terminal year of 1st Year FY 2nd Year FY
various Phases (Nos) for 2019‐ 20 2020‐21
1.1 Metro Feeder services –

40 132(92)* 132 198(66)** 264(66)**
Air Conditioned
1.2 Intra‐city services – Non

50 165(115)
Key Statement Block: 165 248(83)** 331(83)**
AC buses
Total fleet requirement of This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA

90 297(207) 297 446(149)** 595(149)**
midi buses benefit our client’s project and what differentiates us.
*‐Figures in parenthesis indicate additions by end of 1st year (FY2019‐20)
** Figures in parenthesis indicate additions by end of terminal year of the phases for operational deployment from beginning of following
phases.
Above fleet is proposed to be acquired by end of the terminal year of each of the above phases for operational
deployment from commencement from first year of following phase.
4.4 BUS FLEET SPECIFICATIONS
Detailed bus specifications for proposed midi buses are given in following table. While developing these
specifications requirements of applicable regulatory framework, automotive Industry Specification for buses
(AIS 052) and the urban bus specifications (UBS II) recommended by the Ministry of Urban Affairs and Housing,
etc have been considered. The floor height of the midi buses (air conditioned and non‐air conditioned ones)
for above services is taken as 650 mm. A summary of specifications highlighting main aspects is presented in
Table 4‐5.
Table 4‐5: Bus Fleet Specifications – CNG fuelled Midi buses ‐ 650 mm floor height
S. No Specifications Characters

1. Propulsion System CNG fuelled Internal Combustion Engine
2. Bus Size / carrying capacity Midi – 9000mm*2450 mm‐ carrying capacity 42 +1 Wheel
Chair
i. Floor Height 650 mm
ii. Wheel Base(WB) 5000±200 mm
iii. Overhang: Front 45% of WB ≤2000 mm
Rear 60% of WB ≤2400 mm


S. No Specifications Characters
3. Engine Power adequate to attain
i. Acceleration ≥ 0.8 m/sec2
ii. Gradeability ≥ 17%
iii. Speed upto 30 kmph in ≤ 10 secs
4. Bus Operational Range kms 250 minimum
5. Transmission Automatic 5 forward speed & 1 reverse
Reverse gear engagement only on Zero speed
6. Suspension System
i. Front Air Suspension
ii. Rear Air Suspension
7. Braking System Pneumatically operated
Front: Disc
Rear: Disc
8. ABS Required
9. Steering System Hydraulic Power Steering
10. Electric System 24 volts, Multiplex wiring
11. Seating Layout
i. Feeder Service Metro type–benches in low floor area & 2*2 in high floor
area
ii. Intra City 2x2, polypropylene moulded seats without cushions
12. Temperature Control Air‐conditioned / Non Air‐conditioned ;
25±3°C for Environ Temperature of ≤45°C
28±3°C for Environ Temperature of ≥45°C
13. Entry/Exit Gates Two
Rear – ahead of rear axle
Front ‐ ahead/behind front axle
Jack knife doors–power operated–opening/closing time ≤4
secs
Door opening only on Zero Speed
14. Approach Angle ≥9°
Departure Angle ≥8.5°
Ramp‐over Angle ≥4.5°
15. ITS Vehicle Tracking‐‐ GPS
PIS ‐ Front, Rear, Side, Inside the bus Audio video
synchronised
CCTV‐ Min two locations
Incident Alert System
ETVMs (Smart Card)/Paper tickets/QR Coded/cash
GPS connected/GPRS/4G for communication
22. Tyres Steel Radial tubeless


4.5 BUS OPERATION MODELS3
There are different contract options for development of bus infrastructure and for operations of public
transport in urban areas under PPP. The contractual structures in public transport are classified into two i.e.
one applicable to investment in infrastructure and the other applicable to bus operations, as shown in Figure
4‐1.
Figure 4‐1: Different Contractual Structures in Public Transport Operations
A summary of features of the contract types applicable to investment in infrastructure is presented in Table
4‐6.
Table 4‐6: Contractual Structures Applicable to Investment in Infrastructure
Nature of Contract Duration Nature of Service

Service contract 1‐3 yrs. Fee paid by govt.
Management contract 3‐8 yrs. Fees paid by govt., performance incentive
Manage, Operate, Repair, Maintain Service ;All revenues,
Lease 8‐15 yrs. Fees Chargeable from consumers, Service provider pays
rent to govt.
Manage, Operate, Repair, Maintain, Invest in Service;
Concession 15‐30 yrs. Revenues from Consumers, Service provider pays
concession fees to govt.
PPP Models for PT Operations
Three concepts in operating public transport systems in urban areas are “public monopoly”, “unregulated
entry” (i.e. free entry to private operators which is suitable in a situation where authority does not have any
expertise, it can lead to biases in operations) and “public private partnership” (PPP).

3 Toolkit for Pubic Private Partnerships in Public Transport, MoHUA


PPP models are based on contract or concession agreements between a government or statutory entity on one
side and a private sector business entity on the other for delivering PT services on payment of user charges.
Involving a private partner in bus transport operations yields following advantages:
► Create capacities: Many urban transport authorities do not wish to establish legacy systems
which create direct and indirect liabilities that generally turned out to be costlier
► Bring in efficiencies, cost effectiveness, and improved productivity
► Given the right set of incentives, private players could respond effectively to passenger demand
and towards high system efficiency.
► Assure sustainability of the urban transportation system
In general, a sustainable project following PPP models would allow implementing agencies, especially Urban
Local Bodies, to spare funds for other developmental works.
PPP in Urban Bus Operations‐ Brief Details
Four different models under PPP for CBS are discussed herein:
Gross Cost Contract (GCC): Basis for adopting this model is when fare revenues are not enough to cover
operating costs and there is moderate public funding. In this model a fixed payment is made to the operator
for providing PT services irrespective of ridership. Investment risks are shared between authority and the
private operator.
Hybrid Gross Cost Contract (HGCC): In this model, operator gets a portion of fixed charges as above and the
balance portion is paid to PO on the basis of increase in ridership i.e. PO is incentivized for efficient
inducement for increasing patronization, an additional to the features of GCC.
Net Cost Contract (NCC): Basis for this model is when fare revenue is enough to cover operating and capital
costs and there is low public funding. In this model operator provides service for a specified period, incurs all
investments in buses, ETVMs etc and retains all revenue. The operator has to forecast cost and revenues very
accurately for profitability. Investment risk is highly biased towards the PO.
Hybrid Net Cost Contract (HNCC): In addition to features listed for NCC, in this model operator gets subsidy in
case of less viable routes.
A Comparison and summary of features in PPP contract models is presented in Figure 4‐2 and Figure 4‐3
below.
Figure 4‐2: Different PPP Models‐ Features


Figure 4‐3: Summary of Different Models
Table 4‐7 present some of the pros and cons for these models and a comparison based on degree of
competition, regulation & public funding required.
Table 4‐7: Pros and Cons of Different Models for CBS Operations
Gross Cost This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
Net Cost
Lower cost per unit of Service Investment risk and Revenue risk is assigned to the
operators
Flexible operation (move buses from Operators tend to maximise quality of service to increase
Pros. one route to another without harm to ridership (probably in the form of oversupply of buses, then
the operator) increasing the fares)
Easy to introduce ‐ Simple proposition Allows public agencies with limited staff and technical

to operators capacity to provide high quality bus service
Authority bears all the revenue risk Lack of flexibility‐ buses are not moved amongst routes
Needs a strong Authority and very On Overlapping routes operators competes for passengers
Cons. good supervision (in extreme case of buses of the same operator, drivers
compete for the passengers as drivers are given incentives)
Quality of service is secondary to maximising net revenues
An appreciation of different models above indicates that capacities in both public and private sector are
limited and need support. Private Sector can be brought on board only if incentives to perform obligations and
supportive business environment are ensured. In addition, user fare income is mostly insufficient and the need
for grant from the Government is inevitable. However, the government while providing grant should establish
a performance index to measure the service quality being provided by the PO.


Since NCC model has been a failure in Indian Cities it is proposed to have Gross Cost Model in case of
Faridabad. In this model PO acquires, operates and maintains bus fleet at his cost. PO is paid on the basis of
kms operated (subject to a maximum number of assured kms by the Authority during a period). For the first
phase GCC model is proposed for operational ease in a PT system being introduced for the first time. For
subsequent phases the GCC Hybrid model is suggested where PO acquires, operates and maintains bus fleet at
his cost. PO is paid partly on the basis of kms operated and partly on reaching pre‐defined capacity utilization
or load factor. Latter payment would be further graded to reward PO at higher rates for achieving higher levels
of load factor / capacity utilization. Bus Operator would be entitled to display advertisements on‐ board and at
designated places and retains the revenue so earned.

Authority provides requisite infrastructure such as depots, terminals, Bus Queue Shelters (BQS), control room
etc at its cost and also sets out standards/specifications, operational routes and service schedules, monitors &
controls performance, besides arranging for revenue collection.
In the proposed system revenue collection is also made on PPP mode. In one alternative of this system
revenue collection is arranged by the authority through contracted manpower supply agency who would
supply customer service providers (conductors) and supervisors to manage them, their attendance as per
service roster, service matters and other related records. Electronic Ticket Vending Machines (ETVMs) along
their repair and maintenance services will be hired separately from ETVM suppliers. Authority will make
payment to manpower and ETVM supply agencies on the basis of service volumes and applicable SLAs. In
another alternatively, a Revenue collector to providing all these services in an integrated manner would be
acquired to minimize frequent inter‐operator conflicts and shifting the responsibility behavior. Revenue
collector would make investments in acquiring, operation & maintenance of Electronic Ticket Vending
machines (ETVMs), transmission of way bills in digitized form using GPRS/Zigbee etc. Revenue collector would
be paid by authority at rates decided through competitive bidding. Advertisement revenue from all revenue
collection media will be retained by the authority.
Monitoring & control of all activities is proposed to be carried out using ITS/IT facilities and controlled by ICCC
being developed under the Smart City Mission (SCM).

5 INFRASTRUCTURE PLANNING AND MANAGEMENT
MODELS
5.1 INTRODUCTION
This chapter discusses the supportive infrastructure required for operation of CBS along with their
specifications and operations model. These include: bus depots and depot equipment, terminals, bus Q‐
shelters and control rooms, etc.
5.2 BUS DEPOT
A bus depot is used mainly for
repair and maintenance, and
parking of buses and in some
cases as initiation and
culmination points of bus
routes. There are two critical
factors determining its optimum
utilization i.e. placement /
location of depots and
adequacy of space availability.
Location: Location of depots at
an optimized site enhances
operations by reducing
incidence of dead kilometres,
ensures improved quality of
maintenance by providing quick Figure 5‐1 Operational Integration in Bus Depot
response to breakdowns /
schedule alterations. Reduced ineffective kilometres optimize costs. Strategic distribution of depots location
across the city significantly improves system efficiency.
Adequate Space for Depots: The size of depot is directly proportional to the size of operations. Depot plans
typically consider space for:
► Number of buses, auxiliary vehicles and staff vehicles to be parked;
► Repair and Maintenance requirements (stores, pits, fuel dispensing station, washing bays, repair
and maintenance bays, etc.);
► Administrative buildings, operations planning & scheduling, Accounts & cash handling, workshop
offices, security etc;
► Staff amenities
► Circulation space
Generally an area of 5 acres is earmarked for a fleet of 100 buses for accommodating all activities, spaces and
facilities. Each bus depot for CBS in Faridabad is proposed to cater to the requirement of 100 buses (capacity of
the depot). This depot facility shall include provision of area to accommodate parking of fleet of buses, fuelling
station, vehicle washing/cleaning area, workshop and maintenance area, administrative offices, private
parking, crew facilities and other utilities. Land identification for developing depots and terminals has been
undertaken as part of the DPR preparation work. The land parcels identified for Depots and Terminals
development in consultation with HSVP, MCF and FSCL are presented in Table 5‐1. Eight parcels have been
identified to cater to not only the immediate needs but also the future requirement. Location of identified land


parcels for depots, a central workshop and terminals is depicted in Figure 5‐1. Phase wise development
requirement of depots, central workshop and terminals is also given therein. Land for all depots, terminals and
the central workshop may be acquired / transferred to the SPV at the earliest possible to avoid any problems
related to availability of land parcels at a later date.
Table 5‐1: Land Parcels Identified for Depots and Terminals
Size of Size of Phase wise requirement

Sl. Location Land Owner Land
Proposed Use
No. Sector Available Authority Required Base Ph Ph
Ph I
(Acre) (Acre) year II III
1 30 2 HSVP Terminal 2 2
2 12 5 HSVP Depot/ Terminal 5 5
3 86 4.3 MCF Depot 4.3 4.3
4 80 5 to 10 HSVP Two Depot 5+5 5 5
One depot and the
Central Workshop
for reconditioning of
5 74 5 to 15 HSVP aggregates, retrieval 5+10 5 10
of spares, retreading
of tyres and major
repair of buses
6 61 5 HSVP Depot 5 5
Haryana
7 Ballabgarh ‐ Terminal 2 2
Roadways
Dushera Haryana
8 4 Terminal 2 2
Ground Roadways
Land under HSVP / Three Terminals of 2.5 5
9 7.5 7.5
identification MCF 2.5 acres each
Total land required in acres 52.8 13.3 14.5 10 15


Figure 5‐2: Identified Depot and Terminal Locations
5.2.1 FUNCTIONAL ARRANGEMENTS OF PROPOSED DEPOTS
Proposed depot plan is developed on the basis of main functions performed in a bus fleet depot. Some of
these facilities are described in herein.
Administrative Facility: The administrative block is planned and designed to cater to a variety of functions,
including but not limited to planning and scheduling of operations, scheduling of crew and bus, assigning of
crew duties, issuing of duty memos and ticketing equipment such as ETVMs to crew, depositing of cash
collected by revenue collectors, making payment of salaries and wages, maintaining staff records/documents,
and serving as the office for all other administrative and welfare activities. This block also houses the offices of
the Depot Manger, Operations Manager and the Accounts Officer besides other facilities required in a depot.
The administrative block, housing facilities for crew interaction during in‐shedding and out‐shedding of buses,
cash handling and banking, administrative needs, etc. is positioned near the entrance/exit gate. This location
of the administrative facility renders it easily accessible to crew and other staff members with separate
entrances, with minimum interference with vehicle operations. Such a location avoids need for entry of un‐
connected staff, other than those working in workshop and the drivers, in bus parking / workshop areas
facilitating improved safety and security. Even the general public, approaching depot officials for any
interaction, would have easy access. Additionally, officers or managers rooms provide for a complete‐ view of
the entire complex.
The administrative block has three principal components: operations block, general offices, and staff facilities.
Administrative block is proposed to be a two‐storied building with operations and crew related activities and
facilities such as rest room for crew members; cash handling and banking unit, etc. are planned on the ground
floor, and the Admin offices, Depot Manager, Accounts Officer and the Operations Manager offices on the first


floor. An integrated canteen adjacent to administrative facility is planned for operations, workshop, admin &
other staff.
Vehicle washing/cleaning facility –While provision for one washing bay is made initially, space for additional
bays is also earmarked to take of future needs to facilitate more frequent washings. Provision for storage of
consumables, staff lockers and for housing the staff for washing facilities is also made in its vicinity. Washing
bays are easily accessible from the maintenance workshop and the parking areas.
Vehicle repair and maintenance facility‐ This facility is the nerve centre of the bus depot. Repair and
Maintenance of buses is undertaken in the depot workshop which provides for pits and other spaces/facilities
for inspection and maintenance of buses; tools and equipment for routine servicing and repairs; welding,
machining and assembling facilities for retrieval and repair of items; battery charging and repair facilities; tyre
repairing, dismantling / assembling and balancing equipment; storage areas for oils and lubricants, spares and
scrap items; etc.
The workshop comprising of above facilities and housed in an independent building dedicated to repair and
maintenance of buses is proposed to be located at the far end of the Depot.
Provision for six pits for inspection and maintenance of buses & three spaces for attending to other works on
buses is made in the workshop. Spaces for housing Workshop Manager/Engineer’s office, supervisors’ room,
wash room and other facilities for staff, are also provided.,
Fuelling and air inflation facility: Normally to avoid delays in out‐shedding of buses next morning, fuel is
supplied to buses either during their non‐duty periods or on their return to depot on completion of day’s
operations. The fuelling station is hence placed along the main circulation pathway to facilitate smooth and
hindrance free access to fuelling facility.
As the proposed bus fleet is equipped with CNG fuelled internal combustion engines, fuel supply to each bus
takes about 10‐12 minutes. Considering the fuel filling cycle time and heavy rush of buses due to high
frequency (40‐50 buses in an hour) in‐shedding during peak period, the fuelling station is equipped with 4
dispenser islands for simultaneously dispensing fuel to 4 buses. Adequate provision for queuing / overtaking of
buses during rush hours is also made at the fuelling facility. Provision for housing compressors along with
related equipment for compressing natural gas is also made at the fuelling site.
Generally inflation of tyres is under taken at the fuelling facility itself. Provision for inflation of tyres is made
by way of installing air compressor, gauges and air filling nozzles, etc. Provision for storage of spare, dispensing
nozzles; gauges, hoses, staff lockers and other items; and for housing the staff engaged in fuelling/air inflation
activities is made in its vicinity.
Scrap Yard: In a workshop engaged in repair and maintenance of buses, a large quantum of scrap is generated
on day to day basis. Such scrap, comprising of oils and lubricants, tyres and tubes, rubber and metallic items, is
segregated and stored separately to avoid any safety, security and fire hazards as also for ease of disposal.
Similarly buses rendered unserviceable are stored in depot till their final approval for scrapping/disposal
following necessary inspections/evaluations etc. Disposal / transfer of scrap materials/items/buses from depot
are undertaken periodically in economic lots. Provision of adequate and segregated spaces is made in the
proposed layout plan of the depot to accommodate above accumulations of unserviceable materials/scrap
items / buses etc. in a manner as to avoid potential hazards and operational problems.
Bus Parking Bay: Considering size and turning radius of buses; ease of manoeuvring and parking; need for
movement of technicians and moveablee equipment/trolleys / battery packs etc between buses for in‐situ
servicing / repairs /topping up of consumables, cleaning etc.; besides other factors, parking plan for buses is
prepared. Offsetting spaces allocated for all other activities / functions, available space is adequate to park 100
buses.
Private Vehicles Parking: A number of employees of the depot and the bank, visitors and others persons travel
to depot in private vehicles. Hence adequate and separate parking space for private vehicles, apart from
parking of buses, is required at the depot. Such space needs to be provided outside the depot boundary for


safety and security reasons. Adequate space, outside the depot boundary, for use by private vehicles is
earmarked in the proposed depot plans.
Conceptual Layout Plan: A conceptual layout plan of proposed Bus Depot facility is presented in Figure 5‐3.
Summary of facilities and the tentative space required therefore, in the proposed Depot plan, is presented in
Table 5‐2 and Table 5‐3.

Figure 5‐3: Schematic Layout Planning of Depot


Figure 5‐4: Schematic Layout Planning of Depot Workshop
Table 5‐2: Summary of Facilities to be provided in Depot
Facilities Area / Number
Depot Site Area 20,800 sq.m (Approx.)
Size of bus fleet (Number of Buses) – Parking space for buses 100
No. of Fuel Dispensers 4
No. of washing pit(s) 1
Workshop 1
No. of Workshop pits / maintenance spaces 6 /3
Administrative set up / building 1
Staff rest rooms 7
Control room 1
Medical facilities room 1
Banking facility 1
Security set up 1
Private vehicles parking space (for cars and 2 wheelers) 1
Table 5‐3: Proposed space allocation for facilities/Circulation in the Depot
Area Calculation for 100 buses Depot
Building area Circulation area
S. No. Activity
(Sq. mt.) (Sq. mt.)
1 Administration 640 612
2 Workshop 1785 740


Area Calculation for 100 buses Depot
Building area Circulation area
S. No. Activity
(Sq. mt.) (Sq. mt.)
3 Washing 700 190
4 Fuelling 900 708
5 Bus Parking 6200 4,150
Entry Exit Area Including For Security
6 30 715
Rooms
7 Scrap Yard & D.G. Set 500 186
8 Bank Area 140 80
9 Private Vehicles Parking (Open Space) 300
10 Kerb Along Boundary Wall 1160
Space For Auxiliary Vehicles
11 600 135
& Vehicles Under Scrapping/ Disposal
12 Contingency (5% Of Above) 625

Total Area 13575 7,250
Grand Total Including Circulation Space 20,800
Note: The Administration Building is G+1 Floor with an area of 500 SQ.M on the First Floor
A conceptual layout plan of proposed Administrative building at the Depot is presented in Figure 5‐5 and
Figure 5‐6.
Figure 5‐5: Layout of Administrative Building – Ground Floor


Figure 5‐6: Layout of Administrative Building – First Floor
5.2.2 DEPOT EQUIPMENT ‐ MINIMUM REQUIREMENT
Details of proposed equipment for repair and maintenance of buses, equipment related to Occupational Safety
Health and Environment and Supporting furniture required at the Bus Depots are presented in Table 5‐4 to
Table 5‐6 respectively.
Table 5‐4: Details of Proposed Equipment at Bus Depots
Sl. No. Equipment Section

1 Air Compressor (10HP) Key Statement Block: Tyre Section
2 Ammeter cum Voltmeter Electric cum battery room
3 Arc welding machine This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
Maintenance Section
Auto cut‐off Tyre inflator with pedestal mounted
4 Tyre / fuel Sections
digital meter
5 Auto Electrical Test Bench Electric cum battery room
Automatic Bus wash System with ETP (including
6 Washing Section
under chassis washing and wheel rim washing)
7 Battery booster trolley with auto cut‐off system Electric cum battery room
8 Battery gravity / hydrometer Electric cum battery room
9 Battery Operated Brush Truck Others
10 Lathe Machine with Brake Drum Turning Facility Maintenance Section
11 Brake Efficiency Meter Maintenance Section
12 Car washer with 2guns Washing Section
13 Cell tester Electric cum battery room
14 Clutch Plate / Brake liners riveting machine Maintenance Section
15 Computerised Lube Oil Dispensing System Maintenance Section
Computerized Wheel Balancer (2 tyres at a time) for
16 Tyre Section
Bus
17 Software for Engine Diagnosis Maintenance Section
18 Diagnostic Tool for CNG propelled Buses(BSIV) Maintenance Section
19 Dial pressure gauge Tyre Section
20 Electric Chain Hoist Others
21 Electric fly catching machine Environmental Management Plan


Maintenance Section / Environmental
22 Electric grinding machine‐Pedestal Type
Management Plan
Emergency full body safety shower, eye wash
23 Environmental Management Plan
fountain
24 Engine Trolley/Crane Maintenance Section
25 Exhaust Gas Analyzer Maintenance Section
26 Fire safety equipment Environmental Management Plan
27 Fork Lift for material handling Maintenance Section
28 Calibration equipment for CNG Fuel system of buses Fuel Section
29 Fully Automatic Bus Tyre Changer Tyre Section
30 Gas welding machine Maintenance Section
31 Gear box trolley Maintenance Section
32 Genset‐125KvA Maintenance Section
33 Head‐ beam aligner Maintenance Section
34 Hydraulic Engine jib crane Maintenance Section
35 Hydraulic Press Others
36 Hydraulic Trolley Jack Maintenance Section
37 Key Statement Block:
Industrial Grade Water Purifier Maintenance Section
38 Laptops‐for Diagnostic Software Maintenance Section
39 Master pressure gauge benefit our client’s project and what differentiates us.
Tyre Section
40 Mini truck for break‐down relief Maintenance Section
41 Micro‐processor based Wheel Aligner System Maintenance Section
42 New Battery charger with auto cut‐off system Electric cum battery room
Nitrogen Tyre Inflator along with sufficient storage &
43 Tyre inflation / tyres Section
distribution equipment
44 Oil intercepting chambers at outfall points Environmental Management Plan
45 Open Truck for Material Handling Maintenance Section
46 Paint Booth for painting buses Maintenance Section
47 Pedestal Electric drill machine Maintenance Section
Pneumatic combined waste oil extractor and
48 Maintenance Section
dispenser
Pneumatic Greasing machine (50Kg) with automatic
49 Maintenance Section
electronic cut‐off
50 Pneumatic wheel nut runner (Impact wrench) Tyre Section
51 Portable Electrical Grinder Maintenance Section
52 Protective gear for workers Environmental Management Plan
53 Rain water harvesting system Environmental Management Plan
54 Rim cleaning machine for buses Tyre Section
55 Scrubbing machine for cleaning the floor Maintenance Section
56 Smoke Meter Maintenance Section
57 Spray Painting Gun Maintenance Section


58 Standard set of hand and pneumatic tools Maintenance Section
59 TIG Welding Machine Maintenance Section
60 Tree Plantation/landscaping Environmental Management Plan
61 Tyre cut repair Spotter Tyre Section
62 Spark plug cleaner and tester Fuel Section
63 Tyre dismantling/assembling equipment Tyre section
64 Wheel Balancing Machine Tyre Section
65 Propeller shaft balancing machine Maintenance Section
66 Pedestal Grinder Maintenance Section
67 Torque Wrench Maintenance Section
68 Jigs /fixtures/stands for storage of axles, etc Maintenance Section
69 Towing Equipment / bar Maintenance Section
70 Storage racks /bins etc in stores Maintenance Section
Table 5‐5: Equipment related to Occupational Safety Health and Environment

1 DCP(5Kg) fire extinguisher at fuel dispenser Fuel Section
2 Key Statement Block:
Sand bucket per fuel dispenser Fuel Section
3 DCP firefighting equipment (2 Nos.) Maintenance Section
4 Sand bucket Maintenance Section
5 DCP firefighting equipment Tyre Section
6 Sand buckets Tyre Section
7 DCP firefighting equipment Electric cum battery room
8 Sand buckets Electric cum battery room
Stores/tyre section / oil and lubricants
9 DCP firefighting equipment
sections
10 DCP firefighting equipment Administrative office
11 Sand buckets Administrative office

Table 5‐6: Supporting Fixtures/items required at Depots
Sr. No. Equipment Section
Instruction boards Fuel Section
Instruction boards Maintenance Section
1 Instruction boards Electric cum battery room
Instruction boards Stores
Instruction boards Tyre and other Sections
2 Pit planks–one per pit Maintenance Section
3 Pit stand(Small + Big)–one per pit Maintenance Section
4 Pigeon hole cup board Electric cum battery room
5 Cup board for keeping costly items Electric cum battery room
6 Adjustable Pigeonhole Stores


Sr. No. Equipment Section
7 Racks for keeping major items Stores
8 Cupboard for keeping costly items Stores
5.3 BUS TERMINALS
Terminals are basic nodes acting as origin/destination points for different routes providing bus shelters, bus
bays, parking facilities for short duration, basic passenger amenities, passenger information centers, rest areas
and general amenities. It basically facilitates mobility and inter‐change. Terminals are central, OD points and
intermediate locations in the movements of buses and passengers.
Considering the quantum of PT operations in the first phase and to take care of future growth a minimum of
four terminals of about one hectare area each are suggested for Faridabad. In first phase RCC hard standing,
boundary wall, Bus Queue shelters and temporary built up spaces are proposed. Further development of
terminals is proposed to be undertaken on PPP basis.
The main characteristic of bus terminals is their convergence function, because they serve as important nodes
of transfer between different modes/routes. These nodes are the focus of passenger activity, which is a
potential ingredient for a vibrant city space. Terminal site area for CBS is approximately 2‐2.5 acres each for
the selected locations. Each terminal comprises of the terminal building, Platforms, bus parking & dedicated
parking space for private vehicles. The terminal typology is for intra city purpose with space for operating
around 25‐ 30 buses. Development of additional two terminals may be undertaken in later phases. However
land parcels be acquired / transferred to the SPV at the earliest to avoid non‐availability of land later.
Primary elements considered as part of bus terminal infrastructure development are classified for three
different user types namely passengers, terminal staff and bus staff.
Passenger areas include: benefit our client’s project and what differentiates us.
► Ticketing and queuing
► Passenger waiting areas / bus shelters
► Passenger conveniences (drinking water facilities and washrooms)
► Passenger circulation
► Boarding/alighting areas or bus bays
► Facility entry
► General information
► Security, including CCTV cameras
► Retail areas
Areas for terminal staff:
► Office, Security and information
► Ticket Vending Machine
► Staff conveniences (drinking water facilities and washrooms)
► Canteen
Areas for bus crew:
► Canteen
► Resting areas


► Bus staff conveniences (drinking water facilities and washrooms)
Figure 5‐7: Layout plan of a typical City Bus Terminal
A list of proposed facilities and area allocation for each facility at the proposed Terminal is presented in Table
5‐7.
Table 5‐7: Facilities and Area allocation in Terminal
Sl. No. Facilities Area (Sq. mt)

1 Terminal Building with Circulation 700
2 Bus Shelters For 30 Buses 2,420
3 Bus Circulation 3,757
4 Staff Parking & Circulation 450
5 Green Area along Boundary Wall 673
Grand Total including Circulation 8,000



5.4 BUS STOPS
Bus stops complete with bus bays and bus queue shelters (BQS), are locations on the route network for
stoppage of buses for boarding / alighting and waiting of passengers. A typical bus stop equipped with BQS
offers sitting space, queuing space, passenger information system, etc. Bus stops are generally positioned at
every 500‐750 meters on both sides of routes /roads. In Central business areas however bus stops are located
at every 300‐350 meters. For proposed route network length of 150 kms, 155 pairs of bus stops would be
required. While bus bays of about 15‐18 meters are required for standard buses, BQS of 6 and 12 meters
length are proposed for low and high density of boarding / alighting passengers respectively. A few typical
models/designs for Bus Q shelters are presented in Figure 5‐8. Bus


Figure 5‐8: Typical Models/Designs for Proposed Bus Q Shelters (12 and 6 meters length)
5.5 INFRASTRUCTURE MANAGEMENT MODELS
There are different contract options for development and management of support infrastructure for
operations of public transport in urban areas under PPP. The suggested options for the same for CBS in
Faridabad are as follows:
Bus Depot and Equipment: The depot with basic facilities shall be developed by the Authority. Equipment with
usability period longer than the bus operator contract shall also be purchased by Authority and maintained by
the bus operator. The private operator shall be responsible for procurement of all other required equipment
and consumables at his own cost along with their maintenance. The operator shall also pay for all related
utilities bills. Authority would endeavour to enhance its revenues by permitting commercial advertisements on
its infrastructural facilities i.e. Depots, terminals, BQS, etc within the ambit of applicable rules / regulations.
During first year of first phase a single private operator would utilise both the proposed depots. Considering
the number of buses likely to be inducted in the base year of first phase, the private operator would have the
choice of acquiring plant and equipment at one depot only. When the fleet size increases in the subsequent
phase, the first operator shall relinquish his right to use one of the two depots and hand over the same to
other bus operator as decided by the Authority, so that one operator has exclusive usage rights over one
depot. All equipment and fixtures shall be handed over to the other operator at book value of the day. For


additional fleet of 207 midi buses planned for induction in first year of phase one, two more depots have been
proposed.
Terminal: The authority shall construct and maintain the proposed terminals. Bus Q‐shelters may be
developed and maintained by the private operator against exclusive commercial rights with profit sharing with
the Authority. Alternatively the Authority may develop BQS at its cost and exploit their commercial potential.
The latter alternative is proposed.
Bus Q‐Shelters along the route network: These will be developed and commissioned by the Authority and
maintained by a private entity. Permission for use development of BQS on land owned by the road owning
agency would be obtained by the Authority. Provision of land would thus be made by the Authority. The
revenue from advertisements shall be retained by the Authority if so permitted by the land owning agency.
Alternatively such revenue would be shared by the Authority with the land owning agency at mutually agreed
rates decided through the transparent process. While BQSs at some locations would have high potential for
advertisement revenues, BQSs at some other locations may have very low potential. BQSs are hence proposed
to be bundled appropriately in lots of 5‐10 sets for their overall marketability for commercial revenues.

6 ITS FOR CITY BUS OPERATIONS
6.1 INTRODUCTION
Indian transportation system has been rapidly expanding ever since the advent of the 21st century, leading to
cause excessive congestion on urban roads. Mitigation measures taken so far have however not been able to
keep pace and consequently congestion levels continue to increase at alarming rates in all cities. Increased
congestion is adversely impacting vehicular speeds and journey time, fuel consumption efficiency, air quality
and overall quality of life in urban areas. To fight and mitigate congestion, transportation professionals are
working towards increasing productivity of existing transportation systems through use of advanced
technologies such as the Intelligent Transit Systems (ITS). It encompasses a broad range of wireless and wire
line communications based information
Technology besides microprocessor and
electronics technologies. When integrated into
the transportation system infrastructure and in
vehicles, these technologies facilitate to relieve
congestion, improve safety and enhance
productivity.
ITS in city bus systems helps PT agencies in

improving effectiveness and efficiency of
operations, enhancing its performance and
quality of transit services to passengers. It timely
provides desired information to passengers,
improves productivity of resources and that of
overall operations and management of PT
services by taking data based decisions. Over the
last few years, public transport agencies are
implementing ITS technology at varying scales in Figure 6‐1: ITS Components for PT Operations
India. Various components of ITS in PT
operations are presented in Figure 6‐1.
Potential benefits of ITS in PT system applications are briefly stated herein. ITS in PT is conducive to improve:
 Productivity of PT resources.
 Ridership and mode transfer
 PT systems / modes integration
 Security of passengers – on‐board, particularly female passengers using CCTVs
 PT system control
 Quality of service
 Passenger information – on‐board and off‐board
 Communication of alerts about events en‐route
 Operations scheduling, bus and crew scheduling, etc.


The present chapter details the system, functional, and operational architecture and design to implement
intelligent transportation solutions for CBS in Faridabad Municipal Areas. It also documents recommended
technological interventions to improve operational performance of the fleet of 90 midi buses operating over a
route length of about 150 Kms. However, the scope of this chapter is limited to design, plan, specify,
implement on –board, off board and control room/back‐end, communication, hardware and software required
for the ITS Solutions for CBS, and the end use requirements/outputs are discussed here, technology details
related to software and hardware are given in Annexure 6‐1.
6.2 INTELLIGENT TRANSIT SYSTEMS – POTENTIAL APPLICATIONS IN PT
ITS is a collection of various technologies which include information processing, communications, control, and
electronics. The purpose of ITS in PT is to use these diverse technologies to improve performance of transit
operations by making travel safer, more efficient, environmentally sound, cost‐effective, convenient and
comfortable.
ITS technologies have been organized into a few separate categories to further appreciate its applications in
PT. The function of each technology would be discussed along with its benefits to transit agencies and
customers, fleet Operations and Management, Fare Collection, and Passenger Information Systems, incident /
alert management, depot management, on‐board security surveillance, etc.
6.3 ITS SOLUTION FOR CBS IN FARIDABAD
Keeping in view transport needs of CBS services in Faridabad, ITS solutions that may provide required PT
information and improvements are detailed in this section. Hardware and software for ITS solutions that are
proposed for bus operations are discussed below and generalized software architecture of ITS application in PT
is presented in Figure 6‐2.
iii. Hardware
a) GPS based Automated Vehicle Location System (AVLS) – On board
b) Passenger Information System (PIS) ‐ On‐board & Off‐board
c) Electronic Ticket Vending Machines (ETVMs) with Smart Card and GPS compatibility
d) CCTV Video Surveillance Security Camera System and Network Video Recorder (NVR) – On
board
e) IT Infrastructure at Bus Depot and the Central Control Centres(Off board)
iv. Software Application
m) Automated Vehicle Location Application Software
n) Passenger Information System Software
o) Electronic Ticketing Solution
p) Depot Management System Software (DMS)
q) Financial Management System (FMS)
r) Alert Management System Software
s) Back Office Software Solution



Figure 6‐2: ITS Solution Architecture for CBS in Faridabad
6.4 GEOGRAPHICAL COVERAGE OF THE ITS
The proposed ITS will cover buses, stops, site locations and offices/depots regarding the bus operations of
FCTSL. Details of buses, bus stops, site locations and offices/depots to be covered initially, during first phase
are as below:
Table 6‐1: Details of ITS Solutions
S. No. ITS Solutions Details

1. ETVMs In 90 midi buses @ 2 nos each
2. Automatic Vehicle Location For 90 buses
System (AVLS)
3. PIS Display Boards at Bus  At 311 bus stops/locations, 311 PIS display units
Stops and On‐board PIS  Operationalization of on‐board PIS display units installed in all
FCTSL buses, and integration with proposed AVLS
 Integration with on‐board PIS display units in buses to be
procured in future
4. Depot Management System  At 2 depots (50 Buses per Depot)
(DMS)  100‐200 Staff (excludes crew) in each depots
5. O&M  For 8 Years


6.5 DETAILS OF PROPOSED ITS APPLICATIONS
6.5.1 ELECTRONIC TICKETING VENDING MACHINE (ETVMS)
Electronic Ticketing Vending Machine with Smart Card compatibility and related solutions are collectively
termed here as (ETVMs). ETVMs would help achieve improved customer convenience, reduced fare leaks,
improved understanding of travel patterns including passenger counts by origin‐destinations, faster
dissemination of information for new fare policies/ special events, seamless bus and other travel modes
transfers, on‐line and faster transmission of way bills etc.
To meet diverse needs of commuters and applications portable hand held ETVMs would be used as revenue
collection devices using Paper Ticket, QR based tickets, Contactless Smartcard, Common Mobility Card (EMV),
Mobile phones etc. as fare payment/recording media. These ETVMs fare media shall be made available to
users at several locations (such as City Bus stops, Web application, Mobile application, etc.) works as a close
loop solution.
The core objective of implementing ETVMs is to create an integrated fare collection mechanism using
interoperable standards; as such the devices and the media thereby have to be complementary in nature. End
stage requirement of implementation is integrated fare management and collection regime which will render
its services to all modes of transit systems operated within MCF in a unified manner.
ETVM Devices
Electronic ticketing facility, which provides an ecosystem for issuance and acceptance of fare media, would
comprise hand held ETVMs in which the program is stored along with all the relevant data for issue of tickets
on‐board during the journey. The storage of program and data would be done through a Personal Computer
(Host PC), normally called pre‐journey configuration for the specific route, bus service, fare, concessions,
conductor, driver and day of operation, for handling passenger ticketing. Master data pertaining to unit fare
charges for adult/child, concessions, routes and bus services would be stored on the Host PC and would be
available for uploading on to the ETVMs at the time of configuration. Once pre‐configuration is over ETVMs are
ready for use during the journey. A collection report would be prepared at the end of trip. After a journey is
over the transaction data files would be transferred from ETVMs to Host PC, over a communication cable
connected to serial communication port. ETVMs require minimum time for full charging after which it can be
used continuously for 7‐8 hours.
ETVMs, an ideal substitute of conventional conductor bag system would have the following main features:‐
 Fully customized fare tables storage for passengers including concessions, discounts etc.
 Instant calculation of fare for required origin – destination pairs
 Instant display of origin‐ destination for given fare amount
 Instant display and report about passengers on board‐ at any fare stage
 Acceptance of applicable payment media and issue to requisite tickets/records
 Instant display of returnable amount if any,
 Data transfer facility between ETVMs and host computer using communication cable or contactless
means
 GPS compatibility for Fare stage popping up


 Generate requisite reports, data, information, etc. generally related to:
 Revenue earned towards passenger tariff
 Making available basic ticket data to Host
 Data transfer to PC for data analysis and preparing variety of reports
 Section wise analysis
 Day end total collection report
 Duplicate receipts
 Any other / specified statements
Central system consists of ETVM transaction & configuration application integrated with a smart card host
system provided by Bank. The system shall be used to set configuration parameters (such as tariff tables etc.)
that would be required to operate the system.
Central Back office system/ETVM Software ‐ the heart of entire ETVM ecosystem consists of core components
for daily operations of ETVMs system. It would be used to set configuration parameters (such as tariff, device
configuration, product configuration, user configuration etc.) that would be required to operate the system.
The system would host all information required for processing fare media within the transit ecosystem. ETVM
would help generate requisite data for Management Information System (MIS) with regard to revenue and
related operations. Key Statement Block:
The solution would include paper based ticketing; smartcard based ticketing, passenger pass management,
etc. ETVM shall dynamically control concession/discount management vs. passenger category, special services,
pre‐planned change/configuration at fare update etc., ticket stock management, pass issuing management,
etc. ETVMs shall comprise various functional modules including but not limited to the following:
6.5.1.1 Clearing and Settlement
The Clearing and Settlement module will be a main module of the ETVMs. The Clearing and Settlement module
will meet the following functional requirements:
 It shall process all Smart Card usage transactions and generate settlement files on daily basis.
 It shall process all transactions received till a cut‐off time. The cut‐off time will be a configurable parameter.
The transactions received after cut‐off time will be processed next day.
 At the end of each day, all transactions will be settled on various accounts configured in the System. The
System will generate settlement files for each Transit Operator within the specified time frame.
 It shall generate a report of rejected transactions and it will be possible for authorised users to perform
manual settlements, under strict audit trail. It shall provide a centralised view and thus provide alerts to the
users of potential cash shortfalls in the fund.
 The main account will be reconciled daily based on the settled amounts and the balance available on all Smart
Cards. The daily reconciliation shall take into account all transactions with a financial impact including Smart
Card usage transactions, recharge transactions, any cancelled transactions, refunds, Smart Card replacements,
adjustments and write‐offs, if any.
6.5.1.2 Transactions Management
 This module shall process all transactions received from valid sources including ETVMs and third party
systems.


 It shall ensure that no duplicate transactions are recorded in the System. It shall also manage missing
transactions, by identifying them on the basis of transaction sequence number, last balance, etc. and
will incorporate a suitable mechanism to handle them.
6.5.1.3 Security Management
The ETVMs shall be designed in a way so as to ensure maximum security of all sub‐systems/ components of
the System. The ETVMs shall be suitably protected from internal as well as external threats.
The main features of Security Management will include the following:
 The System will be fully protected from the attacks of viruses, malware, etc.
 Suitable security policies, processes and monitoring will be built‐in and enforced to the fullest extent to
ensure unauthorised access, hacking, denial of service attack or other security breaches are prevented.
6.5.1.4 Operator Management
There will be multiple bus operators using the ETVMs. This module shall be used to manage the accounts of
various bus operators. It shall be possible to add new bus operators without any modification in software/
hardware. It shall be possible to configure the parameters specific to different bus operators attributes such as
name, address and bank account details.
6.5.1.5 Smart Card Management Key Statement Block:
The Smart Card Management module shall meet the following functional requirements
 This module shall contain the master database of all Smart Cards present in the System. Each Smart
Card will have unique identity.
 The module shall facilitate tracking of Smart Cards throughout their lifecycle including procured,
initialized, issued, active, refunded, defective/ damaged, dormant (removed from active list), hot‐listed,
disposed of, etc.
 The security deposit and e‐purse balance on each Smart Card will be stored and managed. In case of
passes, the pass details, date of validity, remaining trips, etc. will be stored.
 It shall manage the collection, tracking and refund of Smart Card deposits.
 Based on the transactions received by the ETVMs, the e‐purse balance for all Smart Cards shall be
updated.
 The ETVMs will be able to manage refund and replacement of Smart Cards. It shall allow refunded
Smart Cards to be reused.
 The System shall be able to detect and report anomalies in use of Smart Cards.
6.5.1.6 Reporting Module
It is possible to generate reports daily, weekly, monthly, or on ad‐hoc basis. It is possible to generate
consolidated reports as well as separate reports for different bus operators and non‐transit applications.
The ETVMs shall provide standard reports, exception reports and Management Information System reports,
including but not limited to the following:
 Financial Reports


 Operation Reports
 Reconciliation Reports
 Sales/ recharge Reports
 Card Usage Reports
 Parameter Reports
 Log Reports
 Exception Reports (Fraudulent Card Usage Report etc.,)
 Version Update Reports
6.5.1.7 Clock Synchronisation
The ETVMs Application will maintain a master clock, from which all the sub‐systems/ components/ equipment
will synchronize their clocks. The frequency of synchronization will be a configurable parameter. All devices
and sub‐systems within the System (on and off line) shall be time‐synchronized.
6.5.1.8 Hot‐list/ White‐list Management
During the operations of ETVMs, certain Smart Cards may have to be blocked from further use due to reasons
like requests from passengers who have lost their Smart Cards or a Smart Card having suspect transactions.
The details of such Smart Cards required to be blocked will be maintained in a hot‐list.
Similarly, certain Smart Cards will need to be recharged automatically, based on standing instructions by
passengers. In case of a recharge through internet/ mobile phone, the e‐purse value on Smart Cards will have
to be updated. For such Smart Cards, a white‐list will be maintained in the system.
The Hot‐list/ White‐list Management module will meet the following functional requirements:
 It shall facilitate manual entering of IDs of Smart Cards to be blocked, in the system by authorised staff
(such as customer service staff)
 The hot‐list will be propagated to all devices/ systems where the Smart Cards may be used. On
encountering a Smart Card, whose ID is present in the hot‐list, a device will block the Smart Card in a
manner that it cannot be used again, without manual intervention from authorised staff.
 A white‐list will be prepared at regular intervals, which will include details of the Smart Cards to be
recharged. The white‐list may include details of:
o Smart Cards for which the passengers have given standing instructions to recharge the Smart
Cards by a specific amount, whenever the balance falls below a specific value.
o Smart Cards which have been recharged through alternative recharge methods like internet
and mobile phones.
 The details of Smart Cards, which have been blocked / recharged through one device/equipment, will be
removed from hot‐list/white‐list in all the devices/ equipment.
6.5.1.9 Key Management System
The ITS System Integrator shall design and provide a Key Management System (KMS) for the ETVMs.
The main features of the KMS will include the following:


 The KMS shall manage generation, storage, transmission, distribution and phasing out of all cryptographic
keys, system key materials, security variables and certificates. It shall manage all keys and other security
elements from their birth till phase‐out.
 The KMS shall manage all system keys through their life‐cycle and shall support key diversification, key roll‐
over, key versioning and key phase‐out.
 There will be different keys for different functions. The keys will include debit key, credit key, signature key,
issuer key, SAM authentication key, read only key, etc. The critical keys like debit keys, credit keys and
signature keys shall be used through SAM so that the application does not have direct access to the keys.
6.5.1.10 Other General requirements
 It shall be possible to issue/recharge Smart Card through handheld ETVM by conductors and in future
through retail operators. It shall also be possible to recharge Smart Card through online top‐up, mobile
wallets, auto‐credit instructions etc.
6.5.2 GPS BASED AUTOMATIC VEHICLE LOCATION SYSTEM (AVLS)
Automated Vehicle Location System (AVLS) primarily uses GPS devices mounted on the vehicle as primary
source of data for tracking purpose. AVLS acts as a source of information to be displayed on the public display
screens. AVLS comprises following main components:
• Bus Mounted GPS based driver console
• On‐board Passenger Information System
• This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
Off‐board Passenger Information System (PIS)
• benefit our client’s project and what differentiates us.
Route network based Fleet Monitoring and Control System (GIS Based)
AVLS system would inter‐alia enable FCTSL operations team to monitor vehicle movement in real‐time as
required, trigger on‐board pre‐recorded passenger information, synthesize AVL field data to deliver the same
on PIS devices installed on Bus Queue Shelters (BQS), Terminals, etc.
a) Achieve increased productivity of transit system by improving reliability of system.
b) Reduced operational costs of buses by developing a fleet management system using vehicle
tracking mechanism.
6.5.3 PASSENGER INFORMATION SYSTEMS (PIS)
PIS improve service to transit riders by information dissemination through display boards – on‐board PT buses
and Off‐board on BQS / terminals etc. While on‐board PIS would be audio‐ video display system at front, side,
inside and rear locations, the off‐board PIS at bus stands/terminals would be on video display boards for
passenger convenience and guidance.
PIS and Urban Bus Specifications (UBS) II Standards
PIS display on‐board would be as per Urban Bus Specifications (UBS) II generally displaying route, stop and
crew details, etc. in audio‐video format. Detailed inputs for Electronic Destination Display system as well as
audio system would be provided by FCTSL. Bus manufacturer would provide facilities including but not limited
to those for retro‐fitment of all PIS and ITS devices on bus, as decided by FCTSL and as provided for ITS section
of UBS II.


Alphanumeric Dual Display Technology coloured LED based electronic route display system of high intensity
illumination with automatic brightness control along with audio‐video display system in English and Hindi
would be installed at front, rear and side of bus as per the following details.
6.5.3.1 Front Destination Board
There would be display of destination with options in Hindi & English along with route number in Arabic
numerals. The display system size would as specified in the bus code / UBS II. Display should be fixed type.
Pitch of the LED would be optimized to cover maximum possible area along the length for displaying maximum
number of letters. Display would be clearly visible in all weathers at a distance of up to 50 metres.
6.5.3.2 Side Destination Board
There would be scrolling display of destination in Hindi & English alternatively along with fixed route number in
Arabic numerals. The system would simultaneously announce route number and destination, this stop and the
next stop, so as to be audible to passengers waiting on bus stop. The system would have pre‐recorded route /
stops details duly synchronised with audio messages. Display of pre‐recorded information would be triggered
by GPS. It would also be configured /operated, with inbuilt software, by crew intervention as and when so
required. Loudspeakers integrated and synchronised with display system would be fitted one each at service
gates. Display system to be accommodated within minimum size specified in the bus code / UBS II. Pitch of
LEDs would be optimized to cover maximum possible area along the length for displaying maximum number of
letters. Audio messages and video display would be clearly audible/ visible in all weathers at a distance of up
to 5 metres. Side destination system as above would be made available on near side gates.
6.5.3.3 Rear Destination Board benefit our client’s project and what differentiates us.
There would be display of destination with options in Hindi & English along with route number in Arabic
numerals. Display system would be accommodated within minimum size specified in bus code/ UBS II. The
display would be fixed type. Pitch of LED would be optimised to cover the maximum possible area along the
length for displaying maximum number of letters. The display would be clearly visible in all weathers at a
distance of up to 15 metres. There would be one loud speaker fitted at rear of the bus (inside the bus – rear
right side).
6.5.3.4 Inside Display Boards (behind driver partition)
A. There would be display of name of approaching bus stops in Hindi & English alternatively duly
synchronised with audio announcement system. The system would simultaneously announce route
number and destination, this stop and the next stop, so as to be audible to every passenger inside the
bus. The system would have pre‐recorded route / stops details duly synchronised with audio
messages. Display of pre‐recorded information would be triggered by GPS. It would also be configured
/operated, with inbuilt software, by crew intervention as and when so required. Loudspeakers
integrated and synchronised with display system would be fitted inside the bus. The system would
also be able to store on‐board up to a minimum of 100 messages of 50 characters each on an average.
The messages should be capable of rolling, flashing (fully or selectively) in Hindi
/English/symbols/graphics as per pre‐programmed system. The message would be visible to all
passengers standing/sitting up to last seat of bus. Names and Badge numbers of crew (driver &
conductor) would be displayed once after every two stops. Micro‐processor based audio
announcement would be made for both current and next bus stop/destination synchronized with


display alternatively in Hindi and English. Illumination system will be of module display type. Display
size of one row would be 800 mm x 100 mm. Display panel would have multiple rows for higher
coverage. Display would be mounted behind driver partition at an appropriate height for clear
visibility to all passengers in bus from all angles. Present and next stops details would be highlighted
with flashing in modern commuter‐friendly colours. It should also be possible to display
advertisements including but not limited to graphic images on display boards. Display time, frequency
and sequencing of advertisements/messages would be programme controlled. Display system would
have provision of flashing/highlighting information in pre‐programmed mode and through GPS and or
an intervention by driver/conductor.
B. The On‐board system would have storage capacity for up to 100 routes and 200 destinations with up
to 60 nos. of bus stops on each route. The system would be GPS/any other ITS device compatible.
Provision would be made at a suitable location for retro‐fitment of GPS box, items /ITS device as per
those of UBS II. Provision for fitment of antenna inside the bus or at roof of the bus ‐ front and rear, if
so desired, be made for connecting to GPS system / VMUs without any disturbance to bus paneling
system. There would be provision for feeding more destination options against any route number.
Periodic operational interventions of the system by drivers would be made through touch type/or any
other input device located on the dashboard/near it. There would be single point near dashboard for
changing programme. ITS system designer would provide details of memory, circuit, wiring, diagram,
power consumption etc., to bus manufacturer. ITS supplier would impart detailed training to officials
/ drivers of operators with respect to programming, operation/ maintenance etc., of display system.
The system would be of rugged construction, vibration proof, and water proof and would be able to
operate efficiently at ambient temperatures of approximately 0 to 50 degree Celsius, humidity level
5% to 100% and dusty conditions of Faridabad urban area.
6.5.3.5 Integrated Voice Announcement System
a. A noise free integrated voice announcement system of adequate volume (which can be heard by all
bus commuters (4 watt, 3 nos.)) be fitted, one at front (behind driver along with LED display) and one
at the rear side‐inside.
b. Two more speakers for exclusive use of passengers outside the bus, especially for persons with
disabilities be fitted ‐ one speaker each along with LED display be mounted on/near the gates at front
/ rear gate on near‐ side (kerb side) of bus.
c. Synchronization of voice messages / announcements with visual displays is essential.
6.5.3.6 Control Panels
Control Panels would have following features and those provided in UBS II–
a) Easily operable, robust, water & dust proof, control switches/keys/touch type within easy
reach of driver.
b) Control Panel layout and content would be simple and easily comprehensible by crew who is
not highly educated. Displays should have all weather visibility.
c) Crew access to requisite information by operating least no. of robust buttons / switches / keys.
d) Console to have over‐riding provision to jump information operation sequence like skipping a
particular stop, etc.


e) Mechanism/port etc., be provided to load/amend/upgrade on‐board stored data from PC at
workshop office complete with any related software interfacing hardware required.
6.5.3.7 Memory Entourage
Memory storage, retrieval, amendments, additions, deletions etc;
a) A microprocessor / controller with adequate memory to store minimum 100 numbers of
routes (alphanumeric characters) and 200 destinations with up to 60 stops on each route on
an average.
b) On‐board memory would be capable of storing badge nos. and names of at least 250 drivers
and conductors each.
c) Easy and quick irretrievability of the all memory contents whenever required.
d) Easy accessibility to microprocessor / controller by driver / conductor from his seat inside the
bus.
e) Provision for upgrading / modifying existing information as well as additions and deletions.
f) Size, quality, robustness etc. of microprocessor / controller would be such as to accommodate
entire information required for this system including that required in flashing advertisement
messages.
g)
All information pre‐programmable and loaded on to micro‐controller through PC.
h) Ability to retain entire data in memory in the event of power failure or any other kind of failure
in the system would be provided.
6.5.3.8 General Requirements benefit our client’s project and what differentiates us.
All ITS / PIS related design / specs / construction / protocols etc. would be as per ITS / Electricals details
available in UBS II.
a) The system would be designed such that data can be fed on‐board using add on devices like
pen drive etc.
b) The system hardware would be able to withstand fluctuations in climatic conditions, battery
power, noise and vehicle vibrations, etc.
c) All items / sub‐systems would be leak proof and would have water / dust ingress protection as
per IP Protection No. 55/65 or latest Standards.
d) Mounting of system would be robust and vibration absorbing type.
e) The system hardware would be durable and vandal‐proof from inside as well as outside the
bus (proper protection with locking system be provided).
f) Excellent visibility from all sides during day, twilight and night in all weathers.
g) Ability to withstand acceleration up to 10g.
h) Ability to withstand variation in natural frequencies in the range of 5 to 50 Hz.
i) The system would have PC interface facility.
j) It would be operable on 24 Volt DC power obtained from vehicle battery. The system would
have adequate measures to ensure appropriate quality of power supply even during battery
output fluctuations.
k) All components, circuitry, cards, microprocessors, switches / keys would have ISI marks and be
of internationally reputed makes / brands.


l) All components would carry ISI mark as far as possible.
m) The system should have easy maintainability / repair‐ability.
n) It would be damage proof on account of power fluctuation and would continue to operate
smoothly even during such fluctuations.
o) Any other precaution / measures required for smooth and efficient trouble‐free functioning of
the system year after year for up to the life of the vehicle would be incorporated.
p) The above systems would have provision for up gradation as and when required in future.
6.6 CCTV VIDEO SURVEILLANCE SECURITY CAMERA SYSTEM AND NETWORK VIDEO
RECORDER (NVR)
Surveillance being one of the key part of ITS Surveillance system, it is proposed to install CCTV based
surveillance in FCTSL buses. While on‐board recordings and storage of CCTV footages would be for a day, the
same would be transferred to FCTSL /FSCL to integrate the same to NVR with one week data backup and
periodically transfer to centralised server with 30 days back up and archive data would be available for 6
Months and incident related data would be stored as per policy decision by FSCTL.
6.7 IT INFRASTRUCTURE ‐ DEPOT CONTROL SYSTEM (DCS) AND CENTRAL CONTROL
SYSTEM (CCS) (OFF BOARD)
Off–board IT infrastructure would be a two tier infrastructure system– one set at each depot (DCS) and the
other one at central level (CCS) duly equipped with data storage and processing systems, DCS / CCS security
system, clock management and report generation systems.
Depot Control System (DCS) Functions are broadly presented herein
 ETVMs would be acquired, configured and managed by each depot separately and necessary
data communicated there from to DCS. Each DCS would be directly linked to Central Control
System (CCS).
 Depot Control System would generate necessary management reports from all transaction
information received from ETVMs.
 DCS would manage, update, hold and upload configuration data (fare table, concessions,
discounts and other information) to all ETVMs.
 DCS would automatically collate all transaction data; authenticate security features of
transaction data from the ETVMs to provide secure and accurate audit and traffic statistics for
buses / routes of a depot.
 There shall be a data link between the Card Initialization and Personalization Devices and the
DCS such that the DCS shall control all operations performed by these devices.
 DCS shall allocate encoding and validity dates and other information required for the encoding
of fixed data on ETVMs and shall monitor and record all operations performed by the devices.
 Depot Control System shall provide integrated console management for vehicle tracking and
alerts management.
 The system should be able to provide Decision Support System to the control centre managers
to dynamically manage despatch and scheduling system.


CCS directly linked to DCS would receive filtered information for use at central level. All day to day operations
would be managed by individual depot control centres.
6.7.1 REVENUE COLLECTION INTEGRITY
The service provider shall provide a day end reconciliation reporting application to FCTSL with access rights
only to authorized FCTSL persons. The modification to this system shall be allowed only through authorized
process. The service provider shall also provide log for ticketing activities as is generated by the fare collection
devices directly to the FCTSL audit system so as to allow FCTSL to independently review revenue integrity.
FCTSL shall conduct a thorough check on the final released/ deployed ITSM platform to ascertain revenue
collection integrity. The service provider shall be required to go through an authorized change management or
upgrade request in order to change any parameters on the system.
6.7.2 SYSTEM DESCRIPTION
 In the Phase 1 of the CBS, DCS shall collect data from each ETVMS system on buses and process the
data to provide overall audit, statistical and operational information by start of next day.
 The DCS shall download only certain required data in real time from all the equipment through an
online server to enable on line reports and information like Vehicle Tracking, black listing and faults.
 The service provider shall consult FCTSL on proposals for the type and range of operational,
maintenance and financial information to be processed. The final content and format of presentation
of processed data shall be discussed and finalised with FCTSL.
 The operator interface to the DCS shall facilitate preparation of ad hoc reports and shall permit both
scheduled and ad hoc reports to be produced with data corresponding to user selectable short time
periods within an operating day.
 The service provider shall provide sufficient number of DCS workstations to facilitate finance, audit,
engineering, operations and maintenance functions.
 A hierarchical Access control system shall be incorporated across the system to ensure that persons
can only gain access to the information or facilities that are relevant and authorised to their specific
job.
 The DCS shall be capable of connectivity with various suitable communication service providers
providing GSM/GPRS/CDMA/ fixed line connectivity through leased lines. All communication networks
shall be set up, managed and maintained by the service provider through appropriate contracting
terms with communications service providers.
 The DCS shall be protected by appropriate fire walls from external access and outside world
connections.
 The data transferred from the field ETVMS to the DCS shall include, as minimum, information such as
usage of various equipment, number and cash value of all types of, on bus revenue, shift revenue,
fault reports and passenger origin and destination traffic data, and time of day.
 DCS shall have facilities to generate, update blacklists for ETVMs and Employee Passes and to
download these lists to the on bus equipment. Where devices are on line either through wired
broadband or mobile wireless data connection, these lists shall be downloaded immediately.
 DCS shall download configuration data from ETVMs through BTMS/Depot Management System/Over
The air for updating. The information shall include system parameters, card parameters, device
parameters the fare tables, validity times, date and time synchronisation, sub‐system application
updates, of ETVMs and employee identification number and password updates.


 DCS shall be able to support ETVMs replacement and refund (online only) applications from
designated from counters located in Administration Building. If an ETVM is corrupted, the operator
shall input its engraved or printed card identification number to retrieve the remaining value, and the
recent usage. It shall also provide printing functions on the details stored in the DCS with levy of
approved fees.
 DCS shall be designed for autonomous operation of various components of the ETVMs system to
ensure that a failure of any one component of ETVMs shall not disrupt the system as a whole.
 The DCS shall also provide fall‐back facilities, in the event of prolonged communication failure with
the ETVMs systems. Such facilities may include updating on bus equipment via communication
channels set up at bus terminals etc.
 Depot configuration data files on DCS shall be copied onto a backup media and hand carried to
Depots for Bus ETVMs devices, if necessary.
 The service provider shall set up a Disaster Recovery System. A different physical site shall be
provided by FCTSL to the service provider to set up and manage the Data Recovery System.
 The system provider shall create a visual tracking space on the wall using LCD/Plasma displays of
appropriate sizes to enable control centre staff to monitor different tracking activities as selectively
required. This shall include and not limited to vehicle tracking console, Alerts console, Violations
Console, Trip summary Controls etc.
 The central control centre operators would be provided with dual screen option to perform analysis
and event tracking in a way that data collaboration can be done.
 The system should additionally provide ad‐hoc query based interface for the analysts to perform
complex analysis. The system should provide functions to create new analysis / reports based on the
user needs and same shall become part of the user report bin. E.g. daily trips made, buses deployed,
tickets sold, accidents etc.
6.7.3 DCS HARDWARE AND SOFTWARE
The proposed set up should be capable of catering to meet the needs of a Real Time Transit system involving
more than 90 Buses and 311 Bus Stop. Additionally, the system would be capable of expanding and scaling
with additional deployment of hardware and necessary amendments to software for operations of 3 to 5 times
the sizing stated above.
The ITS package is expected to deploy state of art monitoring screen systems for monitoring various activities
like vehicles, exceptions, late & early buses, etc. on a video wall kind of setting.
Software:
 The software deployed shall include a package consisting of computer operating system
software, diagnostic, testing, development and support software and ETVMs application
software, including software to manage and safeguard security keys for ETVMs and software
for the generation and modification of report contents and presentation.
 Security features shall be incorporated to prevent tampering with any data, programs, or other
facilities of the DCS.
 It should provide an inventory / asset management and tracking tools for the management of
all devices supplied.
 All computer software documentation for the DCS including workstations shall be provided by
the service provider. Necessary technical information, concerning hardware, software and


firmware including system architecture, shall be provided to FCTSL by the service provider
upon full deployment of the system.
 Scope of software includes full functional ETVMs, AVLS, PIS etc.as mentioned in DPR
Document. The service provider shall provide asset / inventory management system.
6.7.4 CONFIGURATION DATA MANAGEMENT
Configuration data (CD) is the information transmitted from DCS to each Bus ETVMs which as a minimum
package shall contain:
1. Equipment Operations parameters,
2. Fare table,
3. Black list
4. Application updates
The DCS shall be capable of checking and handling exception, missing, duplicate, delayed and fabricated data.
The system shall be able to track the continuity of all types of data of system devices in case the above
problems occur.
The CD Parameters shall have an effective date and time which may be any time in the future such that they
are applied with immediate effect. If the effective date and time is set in the future, these parameters shall
take effect on the specified date and time without further operator intervention. All the ETVMs devices shall
be able to handle at least one version of future CD parameters. However, there shall only be one current CD
parameter list in the system and the system shall ensure that only one version of parameters takes effect in
the system at any one time. Once a version of the CD parameters is deployed, it shall be locked to prevent any
modification.
The system shall allow only authorized staff to maintain parameters. A facility shall be provided as part of the
DCS whereby the operational parameters can be modified and once verified and authorised can be
transmitted to the ETVMs Systems for implementation at a date and time to be specified. It shall be possible to
use back‐up media to allow for change in operational parameters to be implemented in the event that the
communication links are down.
Parameters shall be grouped in files according to the different levels of validation required such that, for
example, device over ride parameters can be sent separately from fare tables and without the same level of
validation. The system shall allow CD parameters to be highly directive to the level of individual devices by the
device ID and IP address.
The CD parameters shall be communication media independent, Shall be able to be sent via depot WAN / Wi‐Fi
or via GPRS connections so that items like blacklist / action list can be sent immediately.
The Configuration database shall be provided with a reporting tool to produce reports of various parameters
and groups of parameters set on the system, sub‐systems and devices.


6.7.5 DATA STORAGE
The design of the database system shall be arranged to keep track of all valid ETVMs in circulation. This
information shall aid in reporting any abnormal usage of stored value or trips and in providing refunds for
corrupted ETVMs. The database system shall satisfy the following requirements:
 Full‐function RDBMS to Support complicated data structure will be deployed, multi‐user,
multiprocessing, large capacity operation, Offer data integration, data recovery and security, Support
parallel processing, Provide disk mirroring functions , Authority control shall be independent of that of
the operating system and Offer multilevel security management of database.
 Data storage capacity shall be sufficient to maintain six months transaction available on line for ad
hoc report generation and other investigations. The database shall be easily expandable to handle
another 1 million transactions a day minimum.
 To maximise utilization of disk space of the system, system data shall undergo a regular housekeeping
process. Housekeeping shall cover files created by DCS and files relative to each subsystem. Any out
dated or invalid files shall be archived. Duplicated records in database and records where only latest
data need to be retained shall be merged and archived.
 The system shall be able to backup and recovery data according to different modes and periods of
backup required based on their criticality and data volume. The system shall have the functionality to
backup and recover all key data (usage data, system data) and files.
6.7.6 DCS SECURITY Key Statement Block:
 This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
DCS shall implement security systems to manage equipment authentication and administer control
over authority given to administrators of the operating system and others.
 A stand alone, highly protected, access control system shall control access to every part of the system
to the authorised personnel.
 Card security shall take form of CST keys downloaded to ETVMs devices in the form of a Software
Security Module.
6.7.7 CLOCK MANAGEMENT
Depot Control System shall obtain standard date and time and synchronize its clock automatically from FCTSL
or its designated master clock system. DCS shall synchronize its clock at least once every 15 minutes. If the
clock is not synchronous to standard time, correction shall be completed in one second.
The clock information shall be downloaded to all ETVMS devices. When clock time of an ETVMS component or
SC device is different to downloaded clock time, the device’s clock shall be corrected automatically to the
downloaded clock time. The correction shall not happen with the trip of a bus to avoid incomplete transactions
due to time variation.
When the devices of the system are restarted, they shall be able to download or receive the clock data and
synchronize their own clock automatically.
6.7.8 REPORTS
The system shall be delivered with capability to generate following reports amongst others. A comprehensive
list of reports further than that mentioned below shall be finalized at the time of requirement finalization
stage:


a. Conductor / Driver Login reports for Day, week, month
b. Non Compliance issues of different driver / conductors for the shift
c. Trip summary.
d. Bus Equipment Fault Summary (Provisioning)
e. Hourly Bus Usage Summary (Provisioning)
f. Total Commuters and revenue per Route, per Bus, per shift(Provisioning)
g. Revenues collected on same bus, same route, and same trips by different Conductors
h. ROI route wise, trip wise, shift wise
i. Passengers boarding bus at a Bus stop – Time of day
j. Daily pass usage and its ROI for the passes validated
k. Student pass usage and the Cost of the subsidy that has to be refunded by Government ‐ daily,
weekly, monthly, yearly.
l. Origin – Destination
m. Bus Service Disruption
n. En‐route Ticket Inspector Summary
o. Passenger KMs analysis per trip
p. Bus Rides and Revenue Statistics by Fare Code
q. This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
Bus Faults and break downs en‐ route (Provisioning)
r. ETVMs not used for the weeks and month
s. Bus Equipment Fault /break down Summary
t. Summary of Bus Passengers Boarding By Service Number
u. Transfer Statistics
6.8 INTEGRATED DEPOT MANAGEMENT SYSTEM
This system enables to automate depot operations, which include workshop management, fuel management,
Operations management, vehicle and crew scheduling, stores and inventory management, Human resources
management, service quality and performance management; Accounts, financial and vender payments
management, Contracts management, MIS, and so on. The module also covers administrative activities and
stores requirement.
a. Stores & Inventory System
This shall enable automation of stores and inventory for various items at each depot and workshop. . The
module covers requirement planning of spares and materials; purchase and procurement processes right from
sampling to evaluation of products to tendering to purchases to consumption. It facilitates exchange of
information across depots and workshops for products availability and requisitions.
b. Personal Information System
This covers various processes related to Payroll and HR activities of personnel working at Central Unit, Depots
and Workshops. It offers centralized system for better control as well as employee satisfaction.


c. Repair and maintenance management of buses
The system maintains vehicle‐wise Log books of each bus giving requisite details including but not
limited to daily and cumulative kilometres operations; preventive / periodic maintenance schedules
due, undertaken, deviations if any and pops up alerts; records spares and stores utilised, fuel and
lubricants consumed and their efficiency; break down records of each vehicle along with causes and
remedial measures; management information reports for bus related performance.
d. Repair and maintenance of plant / equipment and other assets in depots
Details of repair and maintenance of each of the asset in a depot including building and the utilities
are maintained similarly as for buses to generate requisite reports periodically and facilitate necessary
corrective action.
e. Revenue collection, banking and vendor payments
Revenue data obtained from each of the ETVMs is downloaded, compiled, collated and analysed to
generate requisite reports periodically pertaining to each bus, each route and trip temporally, on
route sections between bus stops, etc. Such reports are also generated conductor wise ‐ spatially and
temporally. Based on contracted rates per km, total kms operated during a period, defaults and
deficiencies in performance compared to those benchmarked, etc, payment due to bus operator is
worked out and transferred to operator’s bank on a prescribed date under intimation to the
Operator. Similarly payments for other service providers such as revenue collector are made
periodically. All revenues collected through ETVMs, receipts from other sources, government subsidy
etc. are directly transferred to Authority account, where‐from payments as indicated above are made.
f. Management Information System(MIS)
Following availability of data, DMS generates MIS reports as required for various levels of
management wrt different benefit our client’s project and what differentiates us.
performance parameters, activities, etc highlighting deviations from
benchmarked performance levels to facilitate corrective action. DMS data would also be used for
future planning and up‐gradation of CBS in Faridabad municipal areas.
6.9 INCIDENT / ALERT MANAGEMENT SYSTEM
Alert Management System (AMS) is an area of ITS that involves returning service to normal as quickly as
possible after an incident so that it causes little to no negative impact on the provision of PT services and or on
other road / service users. Initially, for CBS in Faridabad, accidents, breakdowns and other emergent/ serious
incident on‐board would mainly be observed and details / alert conveyed to the DCS / CCS by the on board
crew for necessary corrective actions.
Automated and integrated Incident management system for effective incident detection, response, clearance,
and recovery from vehicle disablements and accidents that can save commuter hours, fuel, and inconvenience
to other road / service users would be planned in next phase of CBS provisioning. The integrated traffic
incident management system is designed to facilitate interagency communication and help transportation
officials coordinate response activities so that traffic flow is restored to normal as soon as possible. An
automated incident management system capable of displaying maps, handling network queries, dispatching
response vehicles, estimating incident duration, generating response plans, recommending diversion plans,
and facilitating interagency communication.
6.10 TECHNICAL DETAILS OF HARDWARE AND SOFTWARE
Technical details of hardware, software and the overall system equipment are presented at Annexure 6‐1.


7 ENVIRONMENT AND SOCIAL SAFEGUARD FRAMEWORK
7.1 INTRODUCTION
Sustainable project development should also take care that there is minimal negative impact of project
development on the surrounding population. The Environment and Social Management Framework (ESMF)
applies to the infrastructure development for CBS. It identifies the potential impacts due to planning, design,
implementation and operation of the project and outlines management measures required for an effective
addressal of the same. Adoption of this framework shall ensure that the project meets the national and state
level environmental and social requirements.
7.2 NEED AND APPLICATION OF THE ESMF
ESMF lays down the principles and guidelines for addressal of environment and social safeguard impacts due
to implementation of the CBS planned for Faridabad.
The key objectives of the ESMF are to:
► Provide a framework for integration of social and environmental aspects at all stages of the
project planning, design, execution and operation of various sub‐components
► Ensuring positive social and environmental impacts of sub‐projects and avoid/minimize and
manage any potential adverse impacts


PROJECT COMPONENTS
PROJECT IDENTIFICATION
Terminal & BUS Q Shelter ITS & PIS
CNG-AC Midi Depot Development
Development Application
Buses
PROJECT OUTLINE
- Natural Habitats - Land acquisition/R&R

SCREENING OF PROJECT
- Sensitive Areas - Impact on Non-titleholders
COMPONENTS
PROJECT SCREENING
- Cultural Properties - Existing Policy Provision
Involves LA / Generic
Impacts
Major Env & Soc Construction
envisaged
Issues Impacts
EIA / SIA / EMP / ESMP based on

Exclude the sub- RAP to be ESMF to be
project (Type 1)
PROJECT PREPARATION
prepared (Type 2) prepared (Type 3)
Contract clauses for Env &

Social aspects INCORPORATION OF Monitoring Plan
ENVIRONMENTAL / SOCIAL
Checklist of Measures PROVISIONS INTO DPR
- Planning / Designing Budget
- Implementation
- Operation This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
Incorporate Env / Soc Related
Contract Clauses into Bid
documents
IMPLEMENTATION &
MONITORING
COMPLIANCE MONITORING

Figure 7‐1: ESMF Implementation Process
The ESMF is to be applied at all stages of project (as indicated in the flow chart, Figure 7‐1 screening and up to
implementation and operation stage. The proposed project development does not envisage triggering of
significant environmental / social impacts, i.e. projects with potential to trigger impacts on environmentally
sensitive areas, or large scale resettlement activities are not anticipated.
Application of ESMF to the project enables preparation of a standardized environmental and social assessment
document for appraisal and implementation. Screening exercise will be undertaken by examining each project
component as per the Checklist of items listed in Annexure 7‐1. A checklist of items that are required for
conformance to the provisions of the ESMF is presented in Annexure 7‐2. This shall enable identification of
environmental social impacts that have to be addressed in the DPRs or EA / SA.
7.3 APPLICABLE LEGISLATIONS & POLICIES
The Environment (Protection) Act, 1986 provides for protecting and improvement of overall environment in
the region. While this act is applicable to the project area, several acts and rules arising out of these
legislations are applicable to the sub‐projects. Some of the important acts applicable are listed below:
► Notification on Environment Impact Assessment of Development projects (and amendments)


► Wildlife Protection Act
► Water (Prevention and Control of Pollution) Act (and subsequent amendments)
► Air (Prevention and Control of Pollution) Act (and subsequent amendments)
► Noise Pollution (Regulation and Control) rules 2000
► Central Motor Vehicle Act &Central Motor Vehicle Rules
► Hazardous Wastes (Management and Handling) Rules
While the above acts could be judged to be applicable, other applicable legislations of the Government of India
are indicated below
► The Buildings and Other Construction Workers (Regulation of Employment and Conditions of
Service) Act, 1996
► Petroleum Act, 1934; and
► The Factories Act, 1948
With respect to the social and resettlement issues, at the central level, the Right to Fair Compensation and
Transparency in Land Acquisition, Rehabilitation and Resettlement Act, 2013 and the National Resettlement
and Rehabilitation Policy, 2007 are the applicable policies. However, currently the project does not envisage
any land acquisition. While at the state level, the state government has formulated a resettlement policy for
projects being undertaken in the state and these would be applicable. These Acts have also been discussed in
the chapter on Policy and Legal Framework.
7.4 ENVIRONMENTAL AND SOCIAL SCREENING
The purpose of “environmental/social screening” is to get a preliminary idea about the degree and extent of
potential environmental impacts of a particular sub‐project, which would subsequently be used to assess the
need for further environmental/social assessment. Screening shall be undertaken to categorise the sub‐
projects into:
► Type 1 – The sub‐projects that would involve land acquisition and/or significant social impacts.
These sub‐projects would need to be excluded from further consideration in the project.
► Type 2 – The sub‐projects that require a full review and are likely to involve environmental
impacts and impacts on non‐titleholders that would require an EIA / SIA and project specific EMP
/ RAP.
► Type 3 – The sub‐projects that would require limited review involving generic environmental and
social impacts that could be addressed through a generic ESMP
Details of screening of the sub‐projects are presented in Table 7‐1.


Table 7‐1: Screening of Sub‐Projects
Environmental impacts Resettlement Impacts
Sub‐
Component for Construction impacts Non‐
Project No Cultural Sensitive No LA Structures /
CBS, Faridabad CPR5 titleholder
Category impacts Air Noise Water Soil Ecology resources4 areas impacts Impacts Assets
impacts
Modern and well
equipped depots Type 2 L √
– Equipment
ITS – GPS / AVLS
and PIS along with
Type 2 L √
modern control
room
Depot
Type 3 M M M M √
construction
Legend:
Type – 1 Projects with Land acquisition and/or significant impacts on environmental and social aspects
Type – 2 Projects with environmental impacts and impact on non‐titleholders but does not involve land acquisition
Type – 3
Projects with only generic construction impacts and no R&R impacts
Note: There are no Type – 1 candidate sub projects that exist in the CBS and that need to be excluded. However, in future identification of any additional candidate sites if
undertaken would need to be screened for the exclusion criteria.

4 No cultural properties are identified in the project sites proposed for development. Likelihood of chance finds though exists, needs to be addressed through the provisions of the ESMF on chance find cultural
properties will be applied.
5 Common Property Resources refers to community assets as place of congregation, community halls, social facilities etc.,


7.5 POTENTIAL IMPACTS & MANAGEMENT MEASURES
No major impacts anticipated from the activities involved in undertaking the project components other than
minor construction impacts associated with the erection of equipment and construction of Depots and
terminals. Some of these impacts however would be of varying intensity, though minor, with respect to the
location of the components.
The impacts being analysed are associated with site selection and project location on environment related
impacts as there would be no impacts on communities. In case of impacts associated with construction of
depots, only generic construction impacts limited to air pollution and noise impacts are anticipated. The
management measures for identified impacts are worked out which are to be elaborated and suitable for
implementation during the course of the project design. The impacts and management measures are
presented in the Annexure 7‐2.
7.5.1 INVOLUNTARY RESETTLEMENT
CBS currently does not involve any impact to titleholders, relocation of squatters and encroachers nor does it
envisage large scale social and resettlement impacts. However, in the event of such impacts occurring in the
project area, entitlement framework suggested as part of this ESMF will need to be adhered to. All R&R
activities should be completed before the construction activity starts. Formats for undertaking social
assessment and RAP preparation should be carried out as per details given in Annexure 7‐3. The impacts and
corresponding entitlements considered in such cases are presented in Table 7‐2.
Table 7‐2: Entitlement Framework for CBS
Unit of
Category Type of Loss This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
Entitlement Details
Entitlement
► Will receive no
compensation but
assistance for shifting
assets to the vulnerable
groups (SC, ST, Women
Headed Households and
poor). Such assistance
shall be given only to
Encroachers Household residential and
Non‐ commercial properties;
Titleholders ► Encroachers will be
notified a time in which
to remove their assets;
► Right to salvage materials
from the demolished
structure.
► Right to salvage materials
Squatters Household Assistance from the demolished
structure
Mobile and
Informal ambulatory To be provided assistance as per the
Household Assistance Street Vendor’s Act, 2014:
Business vendors and
Kiosks ► Provided with a


Unit of
Category Type of Loss Entitlement Details
Entitlement
certificate to vend
► Relocation/eviction shall
be carried out by giving
30days notice
► Relocated to a defined
vending zone.
► The common property

Community Conservation, resources and the
Common
infrastructure, protection, community infrastructure
property Community
cohesion and compensatory shall be relocated in
resources
amenities replacement consultation with the
community.
► Access to be maintained

Temporary and when disruption
Assistance may occurs, losses can be
construction
Disruption Household be considered substantiated,
related
in special cases. “assistance” will be
impacts Key Statement Block: considered for business
losses.
7.5.2 CULTURAL PROPERTY RESOURCES
Currently, there are no cultural property resources in the areas identified for depot and terminal development
in the CBS. If any candidate sites that are included in the project at later stages, all necessary and adequate
care shall be taken to minimize impact on cultural properties (which includes cultural sites and remains, places
of worship including temples, mosques, churches and shrines, etc., graveyards, monuments and any other
important structures as identified during project preparation and all properties/sites/remains notified under
the Ancient Sites and Remains Act). No work shall spill over to these properties, premises and precincts.
Civil works that involve earth excavation are likely to involve “Chance Find” of archaeological properties and
remains. It should be ensured that required care is taken to not damage these relics or remains that are found
eg. an idol, ancient implements, fossils etc. Procedures laid down in the framework ESMP shall be followed.
7.6 CONSULTATION FRAMEWORK
7.6.1 PARTICIPATION / CONSULTATION FRAMEWORK


CONSULTATION FRAMEWORK
Project Preparation Stage Construction Stage Operation Stage
Notification before Notification before

Draft Plan Commencement Commencement
Preparation
Mid‐way through Annually once and as
Construction and when complaints
Finalisation of
are received
Project Plan
Construction
Completion
Figure 7‐2: Consultation Framework
The Participation Framework envisages involvement of all the stakeholders at each stage of project
preparation and implementation generally as per Consultation Framework presented in Figure 7‐2 The FCTSL
will be responsible for ensuring participation of the community at the project level. Involvement of the
community is not limited to interactions with the community but also disclosing relevant information
pertaining to the project tasks. Community participation shall be undertaken at the project preparation and
implementation stages: benefit our client’s project and what differentiates us.

Project Preparation Stage – for disseminating information pertaining to the project, work schedule and the
procedures involved; finalisation of project components with identification of impacts, entitled persons,
mitigation measures and Grievance Redressal; and
Implementation Stage –
► Construction Stage‐ for addressing temporary impacts during construction and monitoring for
transparency in the project implementation and Grievance Redressal, if any.
► Operation Stage ‐ for notifying commencement of project after completion of construction works
and to address any grievances received during the project operation.
The specific stages at which consultations have to be carried have been identified and provided in Annex 3 of
the detailed ESMF.
7.6.2 INFORMATION DISCLOSURE
Information disclosure procedures are mandated to provide citizen centric information as well as all
documentation necessary for addressing any queries under Right to Information Act that came into effect from
October 2005. A computer based information management system shall be employed to disseminate
information pertaining to the project on FCTSL’s website.
A designated Information Officer shall be responsible for ensuring timely and complete dissemination in
accordance with this policy. Information shall be provided in a timely and regular manner to all stakeholders,
affected parties, and the general public. Access by the public to information and documentation held or
generated by FCTSL will facilitate the transparency, accountability, and legitimacy as well as operations
overseen by them. Following information shall also be displayed / disseminated, wherever applicable:


► Project specific information needs to be made available at each construction site through public
information kiosk
► Project Information brochures shall be made available at all the construction sites as well as the
office of FCTSL
7.7 MONITORING AND REPORTING
An officer in FCTSL shall be designated as the Environment & Social Safeguards officer to ensure compliance of
the project activities as well as oversee implementation of environment and social provisions as per the ESMF,
EMP and RAP where applicable.
The objectives of Monitoring and Evaluation include:
► Project management and timely completion;
► Successful completion of Environmental management, R&R activities identified in the EMP and
R&R plan as per the implementation schedule;
► Compliance with the Environmental policy, R&R policy and entitlement framework.
► The Environment and social officer shall play a key role in reporting the progress of
implementation as well as compliance to the FCTSL.
7.8 GRIEVANCE REDRESSAL MECHANISM
Grievance redressal mechanism is Key Statement Block:
envisaged as a forum for people to express their dissatisfaction over
environmental pollution from construction or operation activities, compensation and R&R provisions.
The proposed developments do not envisage any land acquisition impacts. Impact on environment and social
aspects are also limited in nature benefit our client’s project and what differentiates us.
and quantum. However, in case of new projects that may involve high
environment and social impacts, a Grievance Redressal Committee (GRC) shall be constituted within the FCTSL
to monitor and review progress of implementation of the EMP / ESMP and rehabilitation and resettlement
plan for affected families. The GRC shall also carry out post implementation environmental and social audits
wherever EMP / ESMP / resettlement activities are to be undertaken. The committee shall include the
following members:
► CEO of FCTSL as the Chairman;
► Environment and Social officer of FCTSL;
► A representative of a voluntary organization;
► Representative/s of the affected community(or communities)
Main functions of the Grievance Redressal Committee shall be:
► to publicize within the city the list of affected persons, if any and the functioning of the grievance
redressal procedure established hereby;
► to publicise the contact numbers of consumer cell, helpline and complaint cell at locations of high
visibility to provide grievances of any environment pollution, cleanliness of operational areas,
safety and accidents;
► to evaluate grievances from affected persons concerning the application of the Entitlement
Policy;
► to recommend to the Environment and Social Officers as the case may be, solutions to such
grievances from community and affected persons as applicable;
► to communicate the decisions to the complainants & claimants;


► to hear appeals from persons, households or groups who, not being affected persons, believe
that they are qualified to be recognized as affected persons, to recommend to FCTSL whether
such persons should be recognized as affected persons, and to communicate decision of the
FCTSL in this regard to Claimants;
► To ensure that all notices, forms, and other documentation required by Claimants are made
available in local language.
7.9 CAPACITY BUILDING AND TRAINING
Environmental and Social Officers involved in the project need to be provided basic training required for
environmental awareness followed by specific aspects of Bus Sector Projects along with Environmental
implications in the project. The training should cover basic principles of environmental assessment and
management; mitigation plans and programmes, implementation techniques, monitoring methods and tools.
Specific issues of Urban Environmental Management would need to be undertaken in separate sessions.
Typical modules that should be present for the training sessions are:
► Sensitization of the FCTSL on environment and social aspects
► Introduction to Environment, Social and Resettlement Aspects
► Environment, social and resettlement Considerations in Urban Transport Projects with special
reference to Bus Transport
► Review of EA/EMP & SIA/RAP and Integration into Design
► Improved co‐ordination within Nodal Departments
► Special Issues in CBS This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
► Role during construction
► Monitoring & Reporting System
► The training sessions should be followed with site visits to have a ‘hands on’ approach to the
program.


8 APPLICABLE POLICY AND LEGAL FRAMEWORK
8.1 INTRODUCTION
The chapter presents a summary of all existing acts, rules and policies applicable for initiating, operating and
managing city bus services and to set up its institutional framework and processes for minimizing negative
impacts to environment and people. The list of applicable Acts, Rules and policies being discussed in the
present chapter has been summarized in the Table 8‐1 below.
Table 8‐1 Applicable Acts, Rules and Policies for City Bus Operation and Management
S. No. Applicable Acts
A. CITY BUS OPERATION AND MANAGEMENT
1. Motor Vehicle Act 1988
2. The Central Motor Vehicles Rules, 1989
3. National Urban Transport Policy (NUTP), 2014
4. The Haryana Motor Vehicles Rules, 1993
5. The Haryana Motor Vehicles Taxation Act, 2016
6. Motor Transport Workers Act, 1961
7. The Factories Act, 1948
The Buildings and Other Construction Workers (Regulation of Employment and Conditions of
8.
Service) Act, 1996
9. The Payment of Wages Act, 1936
10. Payment of Gratuity Act 1972
11. Payment of Bonus Act 1965
12. Motor Accidents Claims Tribunal
The Equal Remuneration Act, 1976 and Equal Remuneration (Amendment) Act, 1987 (No. 49
13.
Of 1987)
14. The Public Liability Insurance Act, 1991
Persons with Disabilities (Equal Opportunities, Protection of Rights and Full Participation)
15.
Act, 1995
B. ENVIRONMENT SAFEGUARD
1. The Environment (Protection) Act, 1986
2. Water (Prevention and Control of Pollution) Act, 1974 ‐ as amended in 1978 & 1988
3. Noise Pollution (Regulation and Control) Rules, 2000
4. Forest (Conservation) Act, 1980 ‐ As amended in 1988
5. Wild Life Protection Act, 1972 and Amendment 2002
6. Petroleum Act, 1934
7. Manufacture, Storage and Import of Hazardous Chemical Rules, 1989
8. Hazardous Waste (Management, Handling and Trans boundary Movement) Rules, 2008
9. The Ancient Monuments and Archaeological Sites and Remains Act, 1958
Ancient Monuments and Archaeological Sites and Remains (Amendment and Validation)
10.
Act, 2010
11. The Chemical Accidents (Emergency Planning, Preparedness, and Response) Rules, 1996
12. The Explosive Substances Act, 1908
13. Explosives Act 1884 and The Explosives Rules, 2008
C. SOCIAL SAFEGUARD
The Right to Fair Compensation and Transparency in Land Acquisition, Rehabilitation and
1.
Resettlement Act, 2013


S. No. Applicable Acts
Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act,
2.
2013
3. The Street Vendors (Protection of Livelihood and Regulation of Street Vending) Act, 2014
Haryana Municipal Street Vendors (Protection Of Livelihood And Regulation Of Street
4.
Vending) Ordinance, 2013 And The Policy Guidelines For Street Vendors/ Hawkers ‐2014
8.2 APPLICABLE LEGISLATIONS FOR CITY BUS OPERATION AND MANAGEMENT
8.2.1 MOTOR VEHICLE ACT 1988
Motor Vehicles Act, 1988is an Act of the Parliament of India which regulates all aspects of road transport
vehicles (both passenger and freight). The Act came into force from 1 July 1989. It replaced Motor Vehicles
Act, 1939 which earlier replaced the first such enactment Motor Vehicles Act, 1914.The Act provides in detail
the legislative provisions regarding licensing of drivers/conductors, registration of motor vehicles, control of
motor vehicles through permits, special provisions relating to state transport undertakings, traffic regulation,
insurance, liability, offences and penalties, etc. For exercising the legislative provisions of the Act, the
Government of India made the Central Motor Vehicles Rules 1989.
The Motor Vehicle Act (Amendment) Bill 2017 passed by Lok Sabha inter‐alia proposes imposition of hefty
penalties on auto companies found manufacturing faulty vehicles.
8.2.2 THE CENTRAL MOTOR VEHICLES RULES, 1989
The Central motor Vehicle Rules 1989 were formed for exercising the legislative provisions of the Motor
Vehicle Act by the Government of India made.
8.2.3 NATIONAL URBAN TRANSPORT POLICY (NUTP), 2014
Ministry of Urban Development, Government of India (MoUD) notified the National Urban Transport Policy
(NUTP) in 2006, to bring about comprehensive focus on moving people rather than vehicles, improvements in
urban transport services and infrastructure. This is sought to be achieved by: incorporating urban
transportation as an important parameter at the urban planning stage rather than being a consequential
requirement; encouraging integrated land use and transport planning in all cities so that travel distances are
minimized and access to livelihoods, education, and other social needs, especially for the marginal segments of
the urban population is improved; improving access of business to markets and the various factors of
production; and bringing about a more equitable allocation of road space with people, rather than vehicles, as
its main focus.
The NUTP 2016 has the vision, to encourage growth of urban transport along low carbon path with the
objectives that PT should be citywide, safe, seamless, user friendly, reliable and should provide good ambience
with well‐behaved drivers and conductors. Walk and cycle should become safe modes of UT.
It proposes realizing Policy Objectives through a comprehensive approach that includes Urban Transport
Planning, Infrastructure Design, Public Transport, Non‐Motorized Transport, Traffic Management, Financing,
Governance and Capacity Building.
8.2.4 THE HARYANA MOTOR VEHICLES RULES, 1993
In exercise of the powers conferred by Sections 28, 38, 65, 93, 95, 96, 107, 111 and 213 of the Motor Vehicles
Act,1988 (Central Act 59 of 1988) and all other powers enabling the Governor in this behalf, the Governor of
Haryana has framed these rules, namely for implementation of the MV Act in the State.


8.2.5 THE HARYANA MOTOR VEHICLES TAXATION ACT, 2016
A tax shall be levied and collected on all motor vehicles used or kept for use in the state at such rates and
penalties as may be specified by the State Government by notification from time to time.
8.2.6 MOTOR TRANSPORT WORKERS ACT, 1961
The Act aims to provide for the welfare of the Motor Transport Workers and to regulate the conditions of their
work. The employer of a Motor Transport Undertaking is required to get the undertaking registered under the
provisions of this Act. The Labour Commissioner is the Registering Authority under the Act for the State.
The penalty provided for contravention of any of the provisions of the Act or Rules is imprisonment up to a
period of three months or fine up to Rs.500/‐ or with both. In case of continuing contravention, an additional
fine for each day after the first conviction may also be levied.
8.2.7 THE FACTORIES ACT, 1948
The object of the Factories Act is to regulate the conditions of work in manufacturing establishments coming
within the definition of the term "factory" as used in the Act. The term Factory is defined in Section 2 (m) of
the Act as follows: "Factory means any premises including the precincts thereof‐
► whereon ten or more workers are working, or were working on any day of the preceding twelve
months, and in any part of which a manufacturing process is being carried on with the aid of
power or is ordinarily so carried on, or
► whereon twenty or more workers are working, or were working on any day of the preceding
twelve months, and in any part of which a manufacturing process is being carried on without the
aid of power, or is ordinarily so carried on, but does not include a mine.
Main Provisions of Factories act 1948 are briefly presented in Table 8‐2.
Table 8‐2: Provision of the Factories Act, 1948
Section Aspect Provision
► Section 11: Cleanliness
► Section 12: Disposal of wastes and effluents
► Section 13: Ventilation and Temperature
► Section 14: Protection from Dust and Fume
► Section 15: Artificial humidification should
be taken from some source of drinking
water supply
► Section 16: No Over Crowding and there
Sections 11 to 20 Health of Workers
must be at least 500 c.ft. (or 75 cubic
metres) of space. In calculating the space,
an account is to be taken of space above 14
ft. (or 5 metres) from the floor
► Section 17: Factories must be well lighted
► Section 18: Sufficient Drinking water
availability
► Section 19: Provision if adequate Latrines
and Urinals.


► Section 20: spittoon
► Section 21: Fencing of machinery
► Section 22: Work on or near machinery in
motion must be carried out only by specially
trained adult male workers wearing tightly
fitting clothes
► Section 23: Employment of young persons
on dangerous machines.
► Section 24: Striking gear and devices for
cutting off power in emergencies
► Section 25: Moving parts of a self‐acting
machine must not be allowed to come
within 45 cms. of any fixed structure which
is not part of the machine
► Section 26: Casing of new machinery
► Section 27: Women and children must not
Key Statement Block: be allowed to work near cot/On openers,
except In certain cases
► Section 28 and 29: Every hoist and lift must
be so constructed as to be safe.
► Section 30: working speed of every
Sections 21 to 40 Safety of Workers revolving machinery connected must be
notified. Steps must be taken to see that
the safe speed is not exceeded.
► Section 31: Ensure safe working pressure
► Section 32: Safe means of access shall be
provided and all floors, steps, stairs,
passage and gangways shall be of sound
construction and properly maintained
► Section 33: Pits, sumps, openings in floors
etc. must be securely covered or fenced
► Section 34: No worker shall be made to
carry a load so heavy as to cause him injury
► Section 35: Effective screen or suitable
goggles shall be provided to protect the
eyes of the worker from fragments thrown
off in course of any manufacturing process
and from excessive light if any
► Section 36: Precautions against dangerous
fumes
► Section 37: enclose the machine producing
explosive or inflammable gas etc.


► Section 38: Precaution in case of fire
► Section 39: Specifications of defectives etc.
and safety of buildings and machinery
► Section 40 A: Notice for any building in a
factory, or any part of it is in such a state of
disrepair that it is likely to affect the health
and welfare of the workers
► Section 40B: employment of a number of
Safety Officers in a factory
► Section 42: Provision of adequate and

suitable facilities for washing for male and
female workers
► Section 43: provision of suitable facilities
for storing and drying clothing
► Section 44: Sitting facilities must be
provided for workers who have to work in a
standing position
► Section 45: provide first aid facilities
► Section 46: Provision of canteens where
more than 250 workers are employed. Rules
may be framed regarding the food served.
► Section 47: Provision of adequate and
suitable shelters or rest rooms and a lunch
room (with drinking water supply) where
more than 150 workers are employed
Section 42‐ 49,
Welfare of Workers ► Section 48: Provision of crèches where
51‐‐56
more than 30 women are employed
► Section 49: Welfare officers must be
appointed in every factory where 500 or
more workers are employed
► Section 51: Weekly work hours ‐ Not more
than forty‐eight hours in any week
► Section 52: Weekly Holidays on the first day
of the week
► Section 53: Compensatory Holidays if
deprived of weekly holiday
► Section 54: Daily work hours – not more
than nine hours in any working day
► Section 55: Intervals for Rest after 5 hours
of work
► Section 56: periods of work shall not
spread‐over more than ten and half hours in


any day
► Where a worker works in a factory has

worked for more than nine hours in any day
Section 59 Extra wages for Overtime or for more than 48 hours in any week, he is
entitled to wages at the rate of twice his
ordinary rate of wages.
► Maximum daily work of 9 hours
► Prohibition of night work between the
hours 10 p.m. and 5 a.m.
► Change of shift only after holiday
► No woman or young person shall be
allowed to work on or near machinery in
motion
► No woman or child shall be employed in any
Restrictions on the part of a factory for pressing cotton in
Section 66
employment of women which a cotton opener is at work.
Key Statement Block: ► Excessive weights which may be lifted,
carried or moved by adult women
► Crèches in every factory wherein more than
30 women workers are ordinarily employed
► Controlling and regulating factories which
carry on operations exposing women, young
persons and other workers to a serious risk
of bodily injury, poisoning or disease.
No child who has not completed his fourteenth year shall
Section 67 Employment of Children
be required or allowed to work in any factory.
Provide for the grant of a certain period of leave with
Sections 78 to 84 Annual Leave with Wages wages to workmen who have worked for a period of 240
days or more in a factory during a calendar year.
8.2.8 THE BUILDINGS AND OTHER CONSTRUCTION WORKERS (REGULATION OF

EMPLOYMENT AND CONDITIONS OF SERVICE) ACT, 1996
This is an Act to regulate the employment and conditions of service of building and other construction workers
and to provide for their safety, health and welfare measure and for other matter connected therewith or
incidental thereto.
It applies to every establishment which employs, or had employed on any day of the preceding twelve months,
ten or more building workers in any building or other construction work.
Under this Act the States have to frame and notify Rules, constitute Advisory Committees/Expert Committees,
appoint various authorities for registration of workers, cess collection, Inspection and Appealing Authority and
constitute State Welfare Boards to frame and implement various welfare schemes in pursuance of the said
Acts. The provisions of the Act will be applicable as depots and terminals are proposed to be constructed. The
main elements of the Act are given in the Table 8‐3.


Table 8‐3: Provision of the Building and Other Construction Workers (Regulation of Employment and
Conditions of Service) Act 1996

Every building worker registered as a beneficiary under this
Section 11 Beneficiaries of the Fund Act shall be entitled to the benefits provided by the Board
from its Fund under this Act.
Every building worker who has completed eighteen years of
age, but has not completed sixty years of age, and who has
Registration of building been engaged in any building or other construction work
Section 12
workers as beneficiaries for not less than ninety days during the preceding twelve
months shall be eligible for registration as a beneficiary
under this Act.
The Board shall give to every beneficiary an identity card
with his photograph duly affixed thereon and with enough
Section 13 Identity cards
space for entering the details of the building or other
construction work done by him.
A building worker who has been registered as a beneficiary
under this Act shall cease to be as such when he attains the
Section 14 Cessation as a beneficiary age of sixty years or when he is not engaged in building or
other construction work for not less than ninety days in a
year
Every employer shall maintain a register showing the details
Section 15 Register of beneficiaries
of employment of beneficiaries employed
A building worker who has been registered as a beneficiary
under this Act shall, until he attains the age of sixty years,
Contribution of buildings contribute to the Fund at such rate per mensem as may be
Section 16
workers specified by the State Government, by notification in the
Official Gazette and different rates of contribution may be
specified for different classes of building workers.
When a beneficiary has not paid his contribution under sub‐
Effect of non‐payment of
Section 17 section (1) of section 16 for a continuous period of not less
contribution
than one year, he shall cease to be a beneficiary:
(a) fix the number of hours of work which shall constitute a
normal working day for a building worker, inclusive of one
or more specified intervals; (b) provide for a day of rest in
Fixing hours for normal every period of seven days which shall be allowed to all
Section 28
working day, etc building workers and for the payment of remuneration in
respect of such days of rest; (c) provide for payment of
work on a day of rest at a rate not less than the overtime
rate specified in section 29.


Any building worker if required to work on any day in
excess of the number of hours constituting a normal
Section 29 Wages for overtime work
working day, he shall be entitled to wages at the rate of
twice his ordinary rate of wages.
Every employer shall maintain such registers and records
giving such particulars of building workers employed by
him, the work performed by them, the number of hours of
Maintenance of registers work which shall constitute a normal working day for them,
Section 30
and records a day of rest in every period of seven days which shall be
allowed to them, the wages paid to them, the receipts given
by them and such other particulars in such form as may be
prescribed.
32. Drinking water.
33. Latrines and urinals.
34. Accommodation: The employer shall provide, free of
charges and within the work site or as near to it as may be
possible, temporary living accommodation to all building
workers employed by him for such period as the building or
Section 32 ‐ 35 Provision of basic facilities
other construction work is in progress.
35. Creches in every place wherein, more than fifty female
building workers are ordinarily employed, there shall be
provided and maintained a suitable room or rooms for the
use of children under the age of six years of such female
workers.
The appropriate Government may, by notification, make
Power of appropriate rules regarding the measures to be taken for the safety and
Government to make rules health of building workers in the course of their
Section 40
for the safety and health of employment and the equipment and appliances necessary
buildings workers to be provided to them for ensuring their safety, health and
protection, during such employment.
For providing constant and adequate supervision to ensure
compliance with the provisions of this Act relating to safety
Section 44 Responsibility of employers
and for taking all practical steps necessary to prevent
accidents.
Responsibility for payment Payment of wages to each building worker on or before
Section 45
of wages and compensation such date as may be prescribed.
Whoever contravenes the provisions of any rules made
under section 40 shall be punishable with imprisonment for
a term which may extend to three months, or with fine
Penalty for contravention of
which may extend to two thousand rupees, or with both,
Section 47 provisions regarding safety
and in the case of a continuing contravention, with an
measures
additional fine which may extend to one hundred rupees
for every day during which such contravention continues
after conviction for the first such contravention.


The provisions of the Act will be applicable as a construction of depot and terminals is proposed to be
undertaken in the project.
8.2.9 THE PAYMENT OF WAGES ACT, 1936
The Payment of Wages Act, 1936 and its subsequent amendments regulate the payment of wages to certain
classes of persons employed in industry. It applies to the payment of wages to persons employed in any
[factory, to persons] employed (otherwise than in a factory), either directly or through a sub‐contractor, by a
person fulfilling a contract with the administration [and to persons employed in an industrial or other
establishment].
The Act guarantees payment of wages in time and without any deductions except those authorized under the
Act. The Act provides for the responsibility for payment of wages, fixation of wage period, time and mode of
payment of wages, permissible deduction. It also casts upon the employer a duty to seek the approval of the
Government for the acts & omissions for which fines may be imposed by him and also ceiling upto which the
fines can be imposed.
The Act applies to every establishment within the meaning of industrial establishment or other establishment
as defined under the Act. The Act does not apply to those employees whose average wages exceed Rs.1600/‐
per month (Section‐1(6)).
Labour Officers‐cum‐Conciliation Officers have been appointed as Authority' under the Act within their
respective jurisdiction in the State. An appeal against an order or direction of the Authority may be preferred
within 30 days of the date on which the order or direction was made before the District court by the aggrieved
party. Key Statement Block:
8.2.10 PAYMENT OF GRATUITY ACT 1972
The Act provides for the payment benefit our client’s project and what differentiates us.
of gratuity to workers employed in every factory, shop & commercial
establishments or educational institution employing 10 or more persons on any day of the preceding 12
months. A shop or establishment to which the Act has become applicable shall continue to be governed by the
Act even if the number of persons employed fall below 10 at any subsequent stage.
All the employees irrespective of status or salary are entitled to the payment of gratuity on completion of 5
years of service. In case of death or disablement there is no minimum eligibility period. The amount of gratuity
payable shall be at the rate of 17 days wages based on the rate of wages last drawn, for every completed year
of service. The maximum amount of gratuity payable is Rs. 3, 50,000/. The Payment of Gratuity Act came into
force on 16th September, 1972 with subsequent amendments in 1984, 1987, 1994 and 1998. The Act provides
for a scheme for the payment of gratuity to employees engaged in factories, mines, oilfields, plantations,
ports, railway companies, shops or other establishments and for matters connected therewith or incidental
thereto.
Each employee is required to nominate one or more member of his family, as defined in the Act, who will
receive the gratuity in the event of the death of the employee.
All the Labour cum Conciliation Officers in the Labour Department have been appointed Controlling Authority
and all the Deputy Labour Commissioners have been appointed Appellate Authority under the Act. The Joint
Labour Commissioners, the Deputy Labour Commissioners, the Labour Cum Conciliation Officer and the Labour
Inspectors have been declared as Inspector under the Act.
It is the duty of the employer to determine the amount of gratuity as soon as it becomes payable and to give
notice of the same to the person to whom gratuity is payable and also to the Controlling Authority. The
employer shall also provide to pay the amount of gratuity to the person to whom it is payable. Failure to do so
shall render him liable to pay the interest at the prevailing rate from time taken.
An employer who contravenes any provisions of the Act shall be liable for imprisonment for a term of not less
than three months but which may extend to one year or with fine. Where the offence relates to non‐payment
of gratuity the employer can be punished with imprisonment for a term which is not less than six months.


8.2.11 PAYMENT OF BONUS ACT 1965
The Payment of Bonus Act imposes statutory liability upon the employers of every establishment covered
under the Act to pay bonus to their employees. It further provides for payment of minimum of 8.33% and
maximum of 20% bonus and linking the payment of bonus with the production and productivity. The Act
applies to every factory where 10 or more workers are working and every other establishment in which 20 or
more persons are employed, on any day during an accounting year.
The Inspecting Officers/Inspectors enforce the provisions of the Act in their respective territorial jurisdictions
assigned to them under the administrative control of the respective Deputy Labour Commissioners, Labour
cum Conciliation Officers and Labour Inspectors. The Joint Labour Commissioners and Deputy Labour
Commissioners at Head Quarters are also notified as Inspectors for the entire State. The Act places an
obligation on every employer covered under the Act to prepare and maintain certain registers, records and
other documents as provided under the Rules.
The punishment provided for contravention of any provisions of the Act or any rule made there under is
imprisonment for a term, which may extend for six months or with fine, which may extend to Rs. 1000/‐ or
with both.
8.2.12 MOTOR ACCIDENTS CLAIMS TRIBUNAL (MACT)
The Tribunal deals with matters related to compensation of motor accidents victims or their next of kin on
claims relating to loss of life/property and injury cases resulting from Motor Accidents. The MACT Courts are
presided over by Judicial Officers from the State Higher Judicial Service and are under direct supervision of the
Hon’ble High Court of the respective state. The victim himself/ herself or through his advocate can report to
the MACT in case of personal injury or the owner of the vehicle in the case of property damage.
8.2.13 THE EQUAL REMUNERATION ACT, 1976 AND EQUAL REMUNERATION
(AMENDMENT) ACT, 1987 (NO. 49 OF 1987)
The Directive Principles of State Policy article 39 of the Constitution envisages that the State shall direct its
policy, among other things, towards securing that there is equal pay for equal work for both men and women
workers and for the prevention of discrimination, on the ground of sex, against women in the matter of
employment.
This Act was amended in 1987, specifically to prohibit discrimination between men and women in relation to
conditions of service subsequent to employment such as promotions, training, or transfer. The original Act
contained no such provisions. Sections of the Act are also amended to provide for greater penalties and for the
lodging of complaints by any person aggrieved and by any recognized welfare institution or organization, in
addition to government officials.
8.2.14 THE PUBLIC LIABILITY INSURANCE ACT, 1991
An Act to provide for public liability‐insurance for the purpose of providing immediate relief to the persons
affected by accident occurring while handling any hazardous substance and for matters connected therewith
or incidental thereto. The main objective of the Public Liability Insurance Act 1991 is to provide for damages to
victims of an accident which occurs as a result of handling any hazardous substance. The Act applies to all
owners associated with the production or handling of any hazardous chemicals.
► "accident" means an accident involving a fortuitous, sudden or unintentional occurrence while
handling any hazardous substance resulting in continuous, intermittent or repeated exposure to
death, of or injury to, any person or damage to any property but does not include an accident by
reason only of war or radio‐activity;]The Public Liability Insurance Act 1991 is in consonance with
the spirit of principle 13 of the Rio Declaration, in as much as it aims at providing for public
liability insurance for the purpose of providing immediate relief to persons affected by accident


occurring while handling any hazardous substance or matters connected therewith or incidental
thereto.
8.2.15 PERSONS WITH DISABILITIES (EQUAL OPPORTUNITIES, PROTECTION OF RIGHTS

AND FULL PARTICIPATION) ACT, 1995
The Government of India has enacted this Act for the disabled to ensure the disabled also form an important
part of nation building. The Persons with Disabilities (Equal Opportunities, Protection of Rights and Full
Participation) Act, 1995 came into force on February 7, 1996. It is a significant step which ensures equal
opportunities for the people with disabilities.
The meaning of “disability” as per the Act is: blindness, low vision, leprosy‐cured, hearing impairment,
locomotor disability, mental retardation, mental illness.
The Act provides for both the preventive and promotional aspects of rehabilitation like education,
employment and vocational training, reservation, research and manpower development, creation of barrier‐
free environment, rehabilitation of persons with disability, unemployment allowance for the disabled, special
insurance scheme for the disabled employees and establishment of homes for persons with severe disability
etc.
The Act is applicable to all establishments meaning “a corporation established by or under a Central, Provincial
or State Act, or an authority or a body owned or controlled or aided by the Government or a local authority or
a Government company as defined in Section 617 of the Companies Act, 1956 and includes Departments of a
Government”
8.3 APPLICABLE ENVIRONMENTAL SAFEGUARD ACTS
8.3.1 THE ENVIRONMENT (PROTECTION) ACT, 1986
The Environment (Protection) Act was conceived as an "umbrella legislation" seeking to supplement the
existing laws on the control of pollution (the water Act and the Air Act) by enacting a general legislation for
environment protection and to fill the gaps in regulation of major environmental hazards. The Ministry of
Environment, Forests & Climate Change (MoEF & CC), Government of India under the Act has passed
notifications regulating siting of industry and operations. The relevant provisions of act are as follows:
► Section 6 of the act empowers Central government to
 Make rules to regulate environmental pollution by prescribing standards for the quality of air, water,
soil for various areas and purposes.
 Set the maximum allowable limits of concentration of various environmental pollutants (including
noise)
 Prohibit and restrict location of industries and carrying of process in various environmentally sensitive
areas
 Set the procedures and safeguards for prevention of accidents which may cause environmental
pollution
► Section 7 prohibits carrying out of any industry, operation or process which discharges or emits
environmental pollution in excess of standards
► Section 8 of the act regulates handling of hazardous substances
► Section 9 states, the persons responsible for discharges, bound to prevent or mitigate
environmental pollution and intimate any accidents due to any occurrences.


8.3.2 WATER (PREVENTION AND CONTROL OF POLLUTION) ACT, 1974 ‐ AS AMENDED IN
1978 & 1988
The Act vests regulatory authority on the State Pollution Control Boards and empowers them to establish and
enforce effluent standards for industries and local authorities discharging effluents. This act also assigns
responsibilities to the State Pollution Control Boards which include: prevention, control or abatement of
pollution of streams and wells in the State; to organize mass education programmes relating thereto; lay
down, modify annul effluent standards for the sewage and trade effluents and for the quality of receiving
waters (not being water in an inter‐state stream) resulting from the discharge of effluents and to classify
waters of the State; to evolve economical and reliable methods of treatment of sewage and trade effluents,
etc.
8.3.3 NOISE POLLUTION (REGULATION AND CONTROL) RULES, 2000
These rules are meant to regulate and control the ambient noise in public places from various sources inter
alia industrial activity, construction activity, generator sets, loud speakers, public address systems, music
systems, vehicular horns and other mechanical devices. Under rule 3(i) and 4(i), four different zones are
designated for maintaining maximum level of ambient noise. These zones are residential, commercial,
industrial and silence zones.
The State Government designates an authority, which includes District Magistrate, Police Commissioner or any
other officer designated for the purpose of maintaining ambient air quality standards as per the rules in force
any time. The project attracts provisions of these rules in case of construction and operation activities towards
regulation of noise. Key Statement Block:
8.3.4 FOREST (CONSERVATION) ACT, 1980 ‐ AS AMENDED IN 1988
The Central Government enacted The Forest (Conservation) Act in 1980 to stop large‐scale diversion of
forestland for non‐forest use. As amended in 1988, as per the Act, no State Government or any authority shall
make, except with the prior approval of the Central Government order directing:
► Reserved forest or any portion thereof shall cease to be reserved;
► Any forest land or any portion thereof may be used for any non‐forest purpose;
► Any forest land or any portion thereof may be assigned by way of lease or otherwise to any
private person to any authority corporation, agency or any other organization not owned,
managed by Government; and
► Any forest land or any portion thereof may be cleared of trees, which have grown naturally in
that land or portion for the purpose of using it for re‐forestation
Restrictions and clearance procedure proposed in the Forest (Conservation) Act applies wholly to the natural
forest areas, even in case the protected/designated forest area does not have any vegetation cover.
8.3.5 WILD LIFE PROTECTION ACT, 1972 AND AMENDMENT 2002
An act to provide for the protection of wild animals birds and plants and for matters connected therewith. The
provisions under this act are:
► Section 9 of the Act mentions that no person shall hunt any wild animal specified in Schedule I;
► The act prohibits picking, uprooting, damaging, destroying, acquiring any specified plant from any
forestland;
► It bans the use of injurious substances, chemicals, explosives that may cause injury or endanger
any wildlife in a sanctuary;


► No alteration of the boundaries of a National Park shall be made except on a resolution passed by
the Legislature of State; and
► Destruction or damaging of any wildlife property in national Park is prohibited.
8.3.6 PETROLEUM ACT, 1934
The Act provides to consolidate and amend the law
Petroleum And Explosives Safety Organisation
relating to the import, transport, storage, production,
refining and blending of petroleum. As per the Act (PESO) is the department formed by Government
“petroleum" means any liquid hydrocarbon or mixture of India to control and administer the usage of
of hydrocarbons, and any inflammable mixture (liquid, explosives, petrol stations in India. The agency
viscous or solid) containing any liquid hydrocarbon. issues licenses for Operation of Petrol Stations
The Act is applicable for the project as diesel is also a under Form XIV, Licenses to operate Petroleum
hydrocarbon and falls in "petroleum Class B", meaning it Product Transportation vehicles, Licenses for
has a flash‐point of twenty‐three degrees Centigrade Refineries, Petrochemical Complexes, etc. The
and above but below sixty‐five degrees Centigrade. Department is headed by Chief Controller of
In case, of usage of CNG, a certification of the gas Explosives and is headquartered at Nagpur in the
cylinders, once in every three years from the CCoE will State of Maharashtra in India. The Northern
have to be taken. To obtain this license certain basic Regional Office is based at Faridabad in the state
design requirements include – provision of unrestricted of Haryana. The agency has framed various rules
accessibility to the refueling station, its location
like Petroleum Rules 2002 for the safe operation
underground and away from the boundary wall,
provision of firefighting equipment to prevent fire of petrol stations, Explosive Rulgsodugisddes
hazards, water tanks etc. 1983, Gas Cylinder Rules 2002, and Stative &
Mobile Pressure Vessels (Unfired) 1981 for LPG
Vessels.
8.3.7 MANUFACTURE, STORAGE AND IMPORT OF HAZARDOUS CHEMICAL RULES, 1989
These rules have been framed under the Environment Protection Act, 1986 by the Government of India,
Ministry of Environment, Forest and Climate Change. These Rules apply to workplaces in which the hazardous
chemicals are manufactured or stored. These rules aim at controlling the generation, storage and import of
hazardous chemicals.
The State and Central Pollution Control Board are the enforcement agency for these storages. As per the
directives of the Hon’ble Supreme Court, all SPCBs/PCCs are required to carry out inventory of hazardous
waste generating units.
According to these rules, the user of hazardous chemicals has to perform the following and dispose hazardous
waste as mentioned in the rules:
► Identify the potential hazards of the chemicals and take adequate steps to prevent and control
such hazards
► Labeling of containers containing hazardous substances.
► Developing Material Safety Data Sheet (MSDS) of hazardous substances.
► Preparation of On‐site and off‐ site emergency plan, to carry out‐ mock drill and to modify and
update the plans from time – to‐time.
► Issue of Improvement Notices by Factories Inspectorate.
The Act is applicable to the bus depots that store oil, grease, coolants, paints, tyres, batteries etc.


8.3.8 HAZARDOUS WASTE (MANAGEMENT, HANDLING AND TRANSBOUNDARY
MOVEMENT) RULES, 2008
According to the HW (M, H & TM) Rules, any waste, which by virtue of any of its physical, chemical, reactive,
toxic, flammable, explosive or corrosive characteristics causes danger or is likely to cause danger to health or
environment, whether alone or when in contact with other wastes or substances has been defined as
“hazardous wastes” and includes wastes generated mainly from the 36 industrial processes referred under
Schedule ‐ I of the said Rules. In addition, some wastes become hazardous by virtue of concentration limits as
well as hazardous characteristics listed under Schedule ‐ II of the said Rules.
The hierarchy in management of hazardous waste is to reduce, reuse, recycle and re‐process and final option
of disposal of wastes having no potential for value addition, in disposal facilities in an environmentally sound
manner.
At present, there are common Hazardous Waste Treatment, Storage and Disposal Facilities (TSDFs) in
operation spread across the Country and around 80 registered units in Haryana.
Applicability of this act to bus depots emanates from creation of “waste from its bus washing system”. On‐site
treatment and re‐use provision is made in the bus washing system design suggested for CBS Faridabad
8.3.9 THE ANCIENT MONUMENTS AND ARCHAEOLOGICAL SITES AND REMAINS ACT,
1958
The Act provides for the preservation of ancient and historical monuments and archaeological sites and
remains of national importance. The Key Statement Block:
Act is also for the regulation of archaeological excavations and for the
protection of sculptures, carvings and other like objects. The Act is relevant to those ancient and historical
monuments or archaeological sites This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
and remains which have been declared by the Ancient and Historical
Monuments and Archaeological Sites benefit our client’s project and what differentiates us.
and Remains (Declaration of National Importance) Act, 1951 or by
section 126 of the States Reorganization Act 1956. The Act also gives power to the Central Government to
declare ancient monuments or archaeological site and remains not included in section 3 of national
importance.
The Act provides for the acquisition of rights in a protected monument, preservation of protected monument
by agreement, imposing restriction on enjoyment of property rights in protected areas, conduct of
archaeological excavations and protection of antiquities and also ensures appropriate compensation for loss or
damage due to entry or excavations to the owner or occupier of such protected land.
8.3.10 ANCIENT MONUMENTS AND ARCHAEOLOGICAL SITES AND REMAINS

(AMENDMENT AND VALIDATION) ACT, 2010
This act is a step forward from the old Ancient Monuments and Archaeological Sites and Remains Act, 1958. It
demarcates the buffer area surrounding the construction related activities. It provides that no construction
shall be undertaken around protected monument of prohibited area (100m) and regulated area (200m).
8.3.11 THE CHEMICAL ACCIDENTS (EMERGENCY PLANNING, PREPAREDNESS, AND

RESPONSE) RULES, 1996
This act is aimed at planning and readiness to combat accidents and emergencies arising out of usage and
handling of chemicals. The act mandates formation of crisis groups at central, state and district level to
prepare emergency preparedness procedures, their testing and implementation. The crisis group facilitates
preparedness, advises and communicates with the people in case of crisis and emergencies. It also provides
remedies in case of emergencies arising out of chemical accidents and also provides information to the public
during the time of crisis.


8.3.12 THE EXPLOSIVE SUBSTANCES ACT, 1908
As per this Act the expression "explosive substance" is deemed to include any materials for making any
explosive substance; also any apparatus, machine, implement or material used, or intended to be used, or
adapted for causing, or aiding in causing, any explosion in or with any explosive substance; also any part of any
such apparatus, machine or implement. Punishment for causing explosion likely to endanger life or property.‐
Any person who unlawfully and maliciously causes by any explosive substance and explosion of a nature likely
to endanger life or to cause serious injury to property shall, whether any injury to person or property has been
actually caused or not, be punished with transportation for life or any shorter term, to which fine may be
added, or with imprisonment for a term which may extend to ten years, to which fine may be added.
8.3.13 EXPLOSIVES ACT 1884 AND THE EXPLOSIVES RULES, 2008
This is an Act to regulate the manufacture, possession, use, sale, [transport, import and export] of Explosives.
Whereas, it is expedient to regulate the manufacture, possession, use, sale, transport and importation of
explosives.
8.4 NATIONAL LEGISLATIONS FOR RESETTLEMENT
8.4.1 THE RIGHT TO FAIR COMPENSATION AND TRANSPARENCY IN LAND ACQUISITION,
REHABILITATION AND RESETTLEMENT ACT, 2013
The Right to Fair Compensation and Transparency in Land Acquisition, Rehabilitation and Resettlement Act,
2013 is a legislation that regulates land acquisition and provides laid down rules for granting compensation,
rehabilitation and resettlement to the affected persons. The Act has provisions to provide fair compensation to
those whose land is taken away, brings transparency to the process of acquisition of land to set up factories or
buildings, infrastructural projects and assures rehabilitation of those affected. The highlights of the Act are as
The Act provides for land acquisition as well as rehabilitation and resettlement. It replaces the Land Acquisition
Act, 1894.The process for land acquisition involves a Social Impact Assessment survey, preliminary notification
stating the intent for acquisition, a declaration of acquisition, and compensation to be given within a certain
time. All acquisitions require rehabilitation and resettlement are to be provided to the people affected by the
acquisition. Compensation for the owners of the acquired land shall be four times the market value in case of
rural areas and twice in case of urban areas.
In case of acquisition of land for use by private companies or public private partnerships, consent of 80 percent
of the displaced people will be required. Purchase of large pieces of land by private companies will require
provision of rehabilitation and resettlement.
The provisions of this Act shall not apply to acquisitions under 16 existing legislations including the Special
Economic Zones Act, 2005, the Atomic Energy Act, 1962, the Railways Act, 1989, etc.
Table 8‐4: Provision of the Right to Fair Compensation and Transparency in Land Acquisition Rehabilitation
and Resettlement Act, 2013

Preliminary Investigation for Determination if Social Impact and Public Purpose
Undertaking a SIA to estimate the potential impacts in
Preparation of Social Impact
4 consultation with the concerned Panchayat/ Municipality/
Assessment (SIA)
Municipal Corporation
Public hearing to be held in the affected area after giving
5 Public hearing for SIA adequate publicity about date, time and venue for public
hearing


SIA Report and Management Plan to be made available in the
6 Publication of SIA local language to the Panchayat/ Municipality/ Municipal
Corporation
Appraisal of Social Impact Assessment Report by an Expert Group
Appraisal of the SIA by an expert SIA to be evaluated by an independent multi‐ disciplinary
7
group expert group as constituted under the project
Recommend such area for acquisition that would ensure
Examination of proposals for land
minimum displacement of people, minimum disturbance to
8 acquisition and SIA report by
infrastructure, ecology and minimum adverse impact on the
appropriate govt.
individuals affected.
Notification and Acquisition
Publication of preliminary Publishing of notification in official gazette, in 2 daily
11 notification and power of officers newspapers including one in regional language, upload on
thereupon appropriate govt. website.
Preliminary survey of land and
12 power of officers to carry out To determine the extent of land to be acquired
survey
If a preliminary notification is not issued as per section 11
14 Lapse of SIA report within 12 months of the appraisal of the SIA report by expert
group, then a fresh SIA shall be required to be carried out.
Any person affected by the notification under section 11 may
15 Hearing of Objections within 60 days object to the preliminary notice of land
acquisition.
Preparation of Rehabilitation and
16 Conduct of census survey of the affected families.
Resettlement Scheme (R & R S)
17 Review of the R & RS Review of the R & RS by the Collector
Approved R & RS to be made Approved R & RS to be made available in the local language
18
public to the Panchayat/ Municipality/ Municipal Corporation
Publication of declaration and Final declaration of R & RS along with a declaration of a
19
summary of R & RS resettlement area
21 Notice to persons interested Publishing of public notice for acquisition of land
Enquiry and land acquisition Collector shall enquire into objections and make award of
23
award compensation due
Period within which an award shall Collector shall make an award with a period of 12 months
25
be made from the date of publication of declaration under section 19.
Determination of Market value of Determination of Market value of land by Collector based on
26
land the provisions of the subsections
Determination of compensation
27‐30
and award of solatium
Rehabilitation and Resettlement Award
Award of R & R for affected R & R award for affected families by Collector as per the
31
families entitlements provided
Establishment of Land Acquisition, Rehabilitation and Resettlement Authority


In case of disagreement on the price awarded, within 6 weeks
of the award the parties can put an objection to the Collector;
64 Reference to R& R Authority
if the collector doesn’t respond within 30 days then person
can represent the case to the R& R Authority.
Any person aggrieved by the award passed by the R& R
74 Appeal to High Court
Authority under section 69 may file an appeal in High Court.
8.4.2 MAIN ELEMENTS OF SEXUAL HARASSMENT OF WOMEN AT WORKPLACE
(PREVENTION, PROHIBITION AND REDRESSAL) ACT, 2013
Main features of the above act are presented in Table 8‐5 in a summarised form.
Table 8‐5: Main Elements of Sexual Harassment of Women at Workplace (Prevention, Prohibition and
Redressal) Act, 2013

2 (a) Definitions Defining an aggrieved woman
No women shall be subjected to sexual harassment
3 Prevention of sexual harassment
and defining circumstances/ acts of sexual harassment
Constitution of Internal Complaints Every employer of a work place shall constitute an
4
Committee Internal Complaints Committee
Constitution of Local Complaints Every district collector shall constitute a Local
6
Committee benefit our client’s project and what differentiates us.
Complaints Committee
Aggrieved women can make a complaint within 3
9 Complaint of sexual harassment
months from the date of the incidence.
Inquiry by Internal Complaints Committee/ Local
11 Inquiry into complaint
Complaints Committee
Determination of compensation Internal Complaints
15 Determination of Compensation Committee/ Local Complaints Committee case to case
basis
Prohibition of publication or making No information regarding the complainant and action
16 known contents of complaints and taken shall be published, communicated or made
inquiry proceedings known to public, press and media.
Penalty for publication or making
Any person contravening the provisions of section 16 is
17 known contents of complaints and
liable for penalty.
inquiry proceedings
Any person dissatisfied with the recommendations
18 Appeal
may appeal to the court or tribunal.
Every employer shall provide a safe working
19 Duties of the Employer
environment
Penalty for non‐compliance with Every employer who does not comply with the
26
provisions of the Act provision of the Act shall be punished with fine.


8.4.3 THE STREET VENDORS (PROTECTION OF LIVELIHOOD AND REGULATION OF STREET
VENDING) ACT, 2014
This is an Act to protect the rights of urban street vendors and to regulate street vending activities and for
matters connected therewith or incidental thereto. The Act aims to protect the livelihood rights of street
vendors as well as regulate street vending through demarcation of vending zones, conditions for and
restrictions on street vending.
As per the Act ‘Street Vendors’ mean a person engaged in vending of articles, goods, wares, food items or
merchandise of everyday use or offering services to the general public, in a street, lane, side walk, footpath,
pavement, public park or any other public place or private area from a temporary built up structure or by
moving from place to place and includes hawker, peddler, squatter and all other synonymous terms which may
be local or region specific; and the words ‘street vending’ with their grammatical variations and cognate
expressions, shall be construed accordingly. Provisions of the act for various salient aspects of the street
vendors’ protection and regulation are presented in the Table 8‐6.
Table 8‐6: Provisions for the Street Vendors (Protection of Livelihood and Regulation of Street Vending) Act,
2014

Regulation of Street Vending
Survey of Street Vendors and Survey to be undertaken by Town Vending Committee
3
protection from eviction or relocation (TVC), within the area of its jurisdiction
Certificate of vending to be issued to all vendors above
4 Issue of Certificate of vending
14 years of age by TVC
Conditions of Issue of Certificate of That the vendor shall carry on the business himself or
5
vending through his family.
Certificate to be issued to: a stationery vendor, a
Categories of Certificate of Vending
6 mobile vendor or any other category as may be
and issue of identity cards
specified in the scheme.
Cancellation or suspension of If a vendor commits breach under the Act, his
10
certificate of vending certificate may be cancelled.
Rights of Street Vendor; right to a new site or area on
relocation; duty of street vendor; maintenance of
Rights and obligations of Street
12‐ 17 cleanliness and public hygiene; maintenance of civic
Vendors
amenities in vending zone in good condition; and
payment of maintenance charges
Relocation and eviction of street Relocation or eviction of street vendors; and seizure
18‐19
vendors and reclaiming of goods
Redressal of grievances or resolution
20 Constitution of a committee for dispute redressal
of disputes
Every local authority shall, once in five year prepares a
21 Plan for street vending
plan to promote street vending.
22 Town Vending Committee Constitution of Town Vending Committee
Prevention of harassment by police
27
and other authorities
28 Penalty for contraventions If any vendor indulges in vending activities without a


certificate, he shall be liable to a penalty.
8.4.4 HARYANA MUNICIPAL STREET VENDORS (PROTECTION OF LIVELIHOOD AND

REGULATION OF STREET VENDING) ORDINANCE, 2013 AND THE POLICY
GUIDELINES FOR STREET VENDORS/ HAWKERS ‐2014
This is an Ordinance to protect the rights of urban street vendors and to regulate street vending activities and
for matters connected therewith or incidental thereto. The Act aims to protect the livelihood rights of street
vendors as well as regulate street vending through demarcation of vending zones, conditions for and
restrictions on street vending. The policy guidelines have been framed for carrying out provisions of the
Ordinance, under section 3 of the National Act.

9 COSTS AND REVENUES
9.1 INTRODUCTION
Public Transport (PT) services which are adequate, accessible, reliable, regular and safe need to be affordable
for acceptance by majority of commuters. Provision of such services calls for large investments in
infrastructure and bus fleets of appropriate size and category. Besides structuring user tariffs at affordable
levels simultaneously ensuring recovery of cost of inputs and reasonable return on investments for
sustainability of PT services is required. It is hence essential to estimate the investments, operating costs and
revenues, and overall financial performance of the system along with quantum of financial support required, if
any, for its sustainability. This chapter attempts to estimate the cost of bus fleet, infrastructure and
operations; revenues and the gaps between costs and revenues for various phases of CBS development and
operations.
9.2 CAPITAL COST ESTIMATES FOR BUS FLEET
Considering travel demand for PT services, the proposed route network plan discussed in Chapter 3 and the
fleet requirement assessed in Chapter 4, 90 numbers of 650 mm Floor height CNG fuelled midi buses (40 air
conditioned (AC) buses for metro feeder services and 50 Non‐AC buses for intra‐city operations), are planned
to be acquired in base year for providing metro feeder services and minimum intra‐city services for PT
connectivity within the MCF area.
Requirement of bus fleet for subsequent years / phases ending in horizon year 2031 is worked out in chapter
4. A total fleet of 594 midi buses ‐ AC and Non AC, is proposed to be available at the end of the horizon year.
Midi buses fleet of 90 buses at the end of base year, 297 at the end of first year of Phase I and, 355, 594 at end
the terminal years of phases II and III respectively is estimated. While 90 midi buses would be acquired by end
of the base year, 207 by the end of first year of phase one, number of additional buses acquired during each of
the terminal years of subsequent phases would be 148 and 239 (148 for additions to the fleet and 90 for
replacement on completion of their serviceable life) respectively. Above fleet of buses is to be deployed for
operations from commencement of the following year / phases through their terminals years.
Buses inducted during base year of first phase would fall due for replacement in phase III on completion of
their serviceable life. These 90 midi buses would accordingly be replaced for maintaining the proposed fleet
levels.
Total required investment for bus fleet for base year is given in Table 9‐1. Investment requirement for
subsequent phases for acquisition of new buses and for replacement of buses on completion of their
serviceable life is also added in appropriate year / phase. Phase wise fleet additions / replacements along with
their costs are presented in Table 9‐2.
Table 9‐1: Bus Fleet, Auxiliary Vehicles and ETVMs ‐ Investment Requirement in base year
S. Costs Rs. in
Description Unit Quantity Remarks
No. Lakhs
CNG fuelled 650 mm Floor height AC Midi buses,
Bus fleet for costing about Rs. 46 Lakhs each.
1 Nos. 40 1,840
Feeder services Total cost for 40 buses is estimated as Rs 1,840
lakhs.
Bus fleet for CNG fuelled 650 mm Floor height Non‐AC Midi
buses, costing about Rs.40 Lakhs each.
2 Intra‐city PT Nos. 50 2,000
Total cost for 50 buses is estimated as Rs 2,000
services
lakhs.
Misc. fleet of One auxiliary vehicle each for use of CEO, CFO,
3 Nos. 4 40
auxiliary COO of the SPV and for checking etc. each costing


S. Costs Rs. in
No. Lakhs
vehicles for about Rs. 10 lakhs, are proposed. However
administrative Authority may avoid this investment by hiring
and these vehicles.
operational use
As bus fleet is expected to work in two shifts, 180
ETVMs are required for buses @ 2 per bus plus
25% additional ETVMs are proposed as float for
ETVMs for
35 night shift operation if any, maintenance,
4 revenue Nos. 225
(33.75+1.25) serviceable spare ETVMs, etc.
collection
Lump sum cost of ETVMs is taken as Rs. 35 lakhs at
an average price of Rs. 15,000 per machine and
balance for other related start‐up expenses.
All ITMS items – both for on‐board and off‐board
ITMS (includes
services including all hardware, software and
off‐board PIS, 311 for
communications media would be designed,
communication BQS,
acquired, operated and maintained by the ITMS
systems, 2 for
service provider on PPP basis. All investments
hardware & control
5 Sets $
Key Statement Block: would be made by the Vendor. FCTSL/ICCC would
software – rooms,
make payment on per unit basis. FCTSL would
acquisition, 4 for
make available Space for Control rooms at depots,
operation & depots,
etc. Investments in on‐board items is included in
Maintenance terminals
bus costs.
costs)

While buses are suggested to be acquired by the
Private Operator (PO) at his cost under Gross Cost
Contract, Authority at its cost, would acquire or
hire auxiliary vehicles. Capex and R&M cost of on‐
board ITS items are included in bus costs.
$ ‐ Capex for all other equipment at control
rooms, bus stops, terminals, etc and the
communication systems, their operation and
maintenance costs are proposed to be part of ICCC
of the smart city project. Hence not included in
Total Investment in Fleet of vehicles 3,915
this estimate.
The investment in auxiliary vehicles may also be
avoided by hiring the auxiliary vehicles.
ETVMs would be acquired, operated and
maintained by the Revenue collector at his cost or
would be acquired by the Authority on hire charge
basis for supply and maintenance of ETVMs
depending upon the model selected by the
Authority.
Hence no provision is made here for acquiring by


S. Costs Rs. in
No. Lakhs
Authority at its cost.
Source: Consultant’s Estimate, 2018
Table 9‐2: Bus Fleet, Auxiliary Vehicles and ETVMs ‐ Investment Requirement in base year and in various
phases

Phase wise Quantity
Rate Phase wise Costs Rs. in Lakhs
S. addition
Description Unit Rs
No. Base Ph I Ph Ph Ph I Ph II Ph III
Lakhs st Base st
Year (1 II III (1 Total
Year
year) year)
1 Bus fleet for addition to :
i Feeder services No. 46 40 92 66 66 1840 4225 3033 3033 12131
ii Intra‐city services. No. 40 50 115 82 82 2000 4593 3296 3296 13185
1.1 Bus fleet for replacements of
i Feeder services Nos 46 40 1840 1840
ii Intra‐city services. Nos 40 50 2000 2000


Total addition +
1.2
replacement.
Nos This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
90 207 148 238 3840 8818 6329 10169 29156
Misc. fleet of auxiliary
vehicles for
2 Nos. 10 4 2 1 1 40 20 10 10 80
administrative and
operational use
ETVMs for revenue
3 Nos. 0.15 225 518 372 372 35 78 22 22 156
collection @ 2.5 / bus
BQS; 310 50 50 50 “$“

ITMS (includes off‐
(Capex and R&M cost of on‐board ITS items are
board PIS, Control
2 2 1 1 included in bus costs.
communication Room
Capex for all other equipment at control rooms, bus
4 systems, hardware & Depot 2 2 1 1
stops, terminals, etc and the communication systems,
software – acquisition,
their operation and maintenance costs are proposed to
operation &
Terminals 2 2 1 1 be part of ICCC of the smart city project. Hence not
Maintenance costs)
included in this estimate. )
Total Investment in bus Fleets, Auxiliary vehicles, ETVMs ,etc 3,915 8916 6361 10201 29393
A fleet of 90 midi buses (40 AC and 50 Non AC) at a total cost of Rs. 3840 lakhs is proposed to be acquired by
end of the base year FY 2018‐19 for commencing operation from beginning of phase I. A fleet of 207 buses at a
cost of Rs. 8818 Lakhs would be added by end of first year of phase I to commence operations from beginning
of second year of this phase. Additional 148 and 148 buses at costs of Rs. 6329 Lakhs and Rs. 6329 Lakhs are
proposed to be added in phases II and III respectively by end of the terminal years of the preceding phases for
commencing PT operations from beginning of the following phases. Thus by end of the horizon year FY 2031, a
total fleet of 594 midi buses at a cost of Rs. 253.2 crores would be acquired. The fleet of 90 buses inducted in
base year would call for replacement in phase III requiring an investment of Rs. 38.4 crores. Hence a total


investment of Rs. 292 crores would be made in bus fleet during the project period. As PT operations are
proposed to be carried out on PPP basis following GCC, this entire investment would be made by the PO. Bus
Operator would be entitled to display advertisements on‐ board and at designated places and retain the
revenue so earned.
As per GCC model of the PPP system of CBS operations proposed in Chapter 4, bus fleet shall be acquired,
operated and maintained by the private operator (PO). Revenue collection may be arranged by the Authority
by employing requisite staff and acquiring necessary equipment (ETVMs) at its cost and or acquiring customer
service providers (conductors) and other staff through a man power supply agency and the ETVMs through
another agency for supply and maintenance of ETVMs on hiring basis. Revenue collection may also be
arranged by the Authority on PPP basis where revenue collector would not only invest in required equipment
but would also employ staff for revenue collection at a cost decided through a competitive and transparent
bidding system. In the latter case the Revenue collector would provide all these services in an integrated
manner to minimize frequent inter‐operator conflicts and shifting the responsibility behavior.Assuming that
authority opts to undertake revenue collection through a private partner or through hiring process, no
investment by the Authority shall be required for this activity. Therefore, in the proposed CBS operation
system no investment on bus fleet, auxiliary vehicles, ETVMs, etc. is expected to be undertaken by the
Authority. Advertisement revenue from all revenue collection media will be retained by the authority.

9.3 CAPITAL COST ESTIMATES FOR BUS PT INFRASTRUCTURE
The CBS operations require parking, repair and maintenance and operations related infrastructure like depots,
terminals, bus stands, control room and fuelling stations apart from bus fleet. Investments required in base
year FY 2018‐19 for infrastructure has also been estimated and is presented in Table 9‐3. Total required
investment for infrastructure in first Phase is given in Table 9‐4. Investment requirement for subsequent
phases for acquisition of PT infrastructure is added in appropriate phase. Phase wise infrastructure additions
along with their costs are presented in Table 9‐4.
Table 9‐3: PT Infrastructure Investments in Base Year FY 2018‐19
Costs
S. No. Description Unit Quantity Rs. in Remarks
Lakhs
Each depot of 5 acres land size for
parking, operation and maintenance,
fuelling, etc. of up to 100 buses,
complete with buildings for
workshops, offices, utilities, a few
essential equipment, etc. is required
at locations entailing minimal un‐
1 Bus Depots Nos. 2 2,400
remunerative operations.
Unit cost per depot (excluding land
cost) is estimated as Rs. 1200 lakhs. It
includes cost of buildings plant &
equipment utilities etc plus
environmental Management Plan
costs (EMP) during construction


Costs
Lakhs
stages.
One each at important locations for
start/ termination of routes, crew
change over, intermittent parking,
boarding / alighting of commuters
2 Bus Terminals Nos. 2 400 along with basic amenities.
Unit cost per terminal (excluding land
cost) is assessed as Rs. 200 lakhs
including EMP costs during
construction.
Bus stands with Bus Queue Shelters
(BQS) are required at an average
Bus stands with distance of about 0.5 kms. In base
3 Bus queue Pairs 155 3,100 year for about 140‐150 kms of route
shelters network operations, 310 BQS costing
about Rs 10 lakhs each including EMP
Key Statement Block: costs are proposed.
Although main control room for PT
services would be an integral part of
the Integrated Control &
Communication Centre (ICCC)
planned under the Smart City Mission
(SCM), one such centre is required at
each depot.
4 Control Rooms Nos. 2 $ This CC shall be duly connected to
ICCC.
Unit cost of Depot CC along with
necessary equipment, software etc.
including EMP costs is assessed as Rs.
50 lakhs. The same would be funded
as a part of ICCC. Hence no cost
considered.
To be provided by CNG supply agency
5 CNG Station Nos. 2
at its cost.
52.8 acres of land parcels are
identified / under identification for
depots, terminals, Central workshop,
Land for Depots
2 depots & etc. Request letters for transfer of
6 & terminals, in acres Rs 0
2 terminals the identified land parcels have been
base year
sent to concerned agencies. The land
parcels are proposed to be
transferred to the SPV on long lease


Costs
Lakhs
at no cost to the authority. Total cost
of said thirteen land parcels is nil.
Out of the above, nil Land lease cost
of 2 depots – one each at sectors 12
and 86 admeasuring 9.3 acres & 2
terminals – one each at Dushera
ground and Ballabgarh admeasuring
about 4 acres is included here for
development in base year.
Details of land parcels, their
ownerships etc are given at Table 5‐1.
Along with Depots and terminals
suggested to be provided by the
Authority at its cost, bus shelters
would also be acquired by the
authority at its cost. The Authority
Key Statement Block: would seek permission of for
required land parcels for BQS from
Total Investment in Infrastructure in Base Year 5,900
the concerned road owning agency.
Provision of depot control centres
would be included in Smart City
Costs.
Start‐up costs till commissioning of
the project is included in these
estimates.
Table 9‐4 : Depots, Terminals, BQS, Control rooms ‐ Investment Requirement in base year and in various
phases
Rate Phase wise Quantity addition Phase wise Costs Rs. in Lakhs

S.
Description Unit Rs st st
No. Base Ph I (1 Ph Base Ph I (1 Ph
Lakhs Ph III Ph II Total
year year) II year year) III
1 No. of infrastructural units
i Depots Nos 1200 2 2 2 2400 2400 2400 7200
ii Terminal Nos 400 2 2 2 400 400 400 1200
iii CWS Nos 2400 1 2400 2400
Total no. of units and the capex for
iv 4 4 1 4 2800 2800 2400 2800 10800
development
2 Land for
i Bus depots acres Nil 9.3 10 10 0 0 0 0
ii Terminal acres cost 4 4.5 5 0 0 0 0
per
iii CWS acres land 10 0 0
parcel


Rate Phase wise Quantity addition Phase wise Costs Rs. in Lakhs
S.
Description Unit Rs st st
No. Base Ph I (1 Ph Base Ph I (1 Ph
Lakhs Ph III Ph II Total
year year) II year year) III
Total for land transferred to Authority
iv 13.3 14.5 10 15 0 0 0 0 0
at nil cost to authority per land parcel
3 BQS Nos. 10 310 50 50 50 3100 500 500 500 4600
BQS 310 50 50 50

Provision of ITMS at Central Control room,
Control depot and terminal control centres and at the
2 2 2
4 ITMS for Room. BQS would be included in Smart City Costs,
Depot 2 2 2 hence not considered here

Terminal 2 2 2
Total investment required to be made by the Government and its agencies (collectively termed as Authority) in
base year, would be about Rs. 59 crores for development of infra units (nil towards land cost) with break up as
Rs. 28 crores for 2 depots and 2 terminals including cost of buildings, plant and equipment if any, utilities etc
and Rs. 31 crores for 310 BQS.
A set of 50 BQSs, 2 depots and 2 terminals costing Rs 5 crores, 24 crores and 4 crores respectively would be
added in first year of phase I. An Investment of Rs 33 crores is required for acquiring these BQS, depots,
terminals during first year of phase I when additional fleet of 207 buses would be added. The entire
investment of Rs 92 crores is proposed to be made available as grant / budgetary provision for capital
expenditure by the Government during base year / Phase I. These four depots would serve the needs for bus
fleets of 297 buses in first Phase and have provision for growth of fleet up to 400 buses. Private Operator (PO)
shall maintain the depot infrastructure at his cost.
Additionally 50 BQS and one central workshop costing Rs 5 crores and Rs. 24 crores respectively in phase II;
and 2 depots, 2 terminals and 50 BQS costing Rs. 24 crores, Rs. 4 crores and Rs. 5 crores respectively in phase
III would be added. Thus total investment of Rs. 154 crores for development of 6 depots, 6 terminals, one
Central workshop and 460 BQS individually costing Rs. 72 crores, Rs. 12 crores, Rs. 24 crores and Rs. 46 crores
respectively would be required during the project period ending with horizon year 2031.
While permission for erecting BQS on land owned by the road land owning agencies i.e. MCF, HSVP, PWD, etc.
at no cost to the Authority, land for other units would be transferred to the Authority nil cost per land parcel.
No investment in land for 4 depots and 4 terminals would be required in Phase I. Similarly no investment in
land for one central workshop in phase II; and for 2 depots and 2 terminals in phase III would be required. Thus
no investment for provision of 52.8 acres of land for 6 depots, 6 terminals and one Central workshop would be
required during the project period ending with horizon 2031. Authority would endeavour to enhance its
revenues by permitting commercial advertisements on its infrastructural facilities i.e. Depots, terminals, BQS,
etc within the ambit of applicable rules / regulations.
Considering the need for early commencement of CBS system in Faridabad, initially depots and terminals are
proposed to be provided with minimum facilities such as Cement – Concrete hard standing in yard, washing
sheds, fuelling sheds, temporary sheds for operations, workshops and administration/accounts, security
offices, etc; boundary wall; utilities, etc. while simultaneously developing the full‐fledged facilities. Similarly
hard standing, boundary walls, bus bays with shelters and temporary sheds for terminal management,
security, and necessary utilities, etc. will be provided for terminals.
9.4 GENERAL ASSUMPTIONS FOR COST ESTIMATION OF PT OPERATIONS
Following above proposals cost of acquisition, major repairs of infrastructure etc. are not considered while
working out operational costs of CBS system. All other expenses for operation, repair maintenance of rolling
stock and other assets, revenue collections, etc. are worked out irrespective of who provides the services.


Some of the general assumptions made for working out operational costs are as under:
 All values are at current prices.
 No inflation, increments, increase in prices are considered.
 Other assumptions / parameter values are taken for Midi CNG fuelled AC and Non AC buses from market
based on details as available from suppliers and or in manufacturers’ pamphlets, and or those from other
PT agencies operating city services.
 No concessions / no passenger taxes are considered.
 The values are considered constant for life cycle.
 Staff cost is taken marginally higher than those payable to highly skilled technical staff under minimum
wages act. Staff costs to the Authority would be significantly higher if Authority employs staff at wage
rates applicable to Government staff.
 Assumptions related to physical performance of buses are discussed in following paragraphs.
 Tariffs considered for assessment of revenues are based on current applicable fare structures for intra‐city
PT services in Haryana and fares charged by IPTs in Faridabad.
 Revenue from advertisements on buses and other assets such as BQS normally varies between 3‐8% of
user tariff revenues of PT agencies. For CBS, revenue from advertisements is taken marginally higher,
about 100 basis points, than the lowest of the said range. Advertisement earning is taken as 4% of user
tariff revenues comprising of 1% revenue on buses & on‐board items at designated place for the PO; and
balance 3% on infrastructural assets as also on revenue collection medium for the Authority.
 As new bus fleet is proposed to be inducted at one time in a phase, costs are worked out annually for each
year of bus age till its phasing out as well as annual average for life cycle. Latter costs, i.e. life cycle
average costs are representative of costs at mid‐life of the fleet. Life cycle average costs are considered
while estimating excess / shortfall of earnings over costs.
 Operating costs are considered irrespective of who operates services, as all costs have to be incurred in
operations.
 Acquisition of bus fleets is assumed to be completed by end of the base year (90 buses) and end of first
year (207 buses) for commencement of operations from beginning first and second year of phase I
respectively. Similarly acquisition of bus fleets in subsequent phases is assumed to be completed by end of
terminal year of preceding phase to facilitate PT operations from beginning of the phase period.
9.5 PT OPERATIONS COST ELEMENTS AND ASSUMPTIONS
9.5.1 COST ELEMENTS OF PT OPERATIONS COST
The various cost elements considered for operational cost estimation are listed in the Table 9‐5 below.


Table 9‐5: Cost Elements Considered for Estimating Operations Cost
S. No. Cost Elements Assumptions

Rs. 46 lakhs per bus for 650 mm Floor height midi CNG fuelled AC
1 Initial costs of buses buses and Rs. 40 lakhs per 650 mm Floor height CNG fuelled Non
AC midi bus
Straight line basis for average life of bus as 10 years, with residual
2 Depreciation on buses
value as nil
30% equity with rate of return on equity @15% per annum for life
3 Cost of funds of buses and 70% debt with interest @ 12% per annum –
repayment period as 5 years
Worked out for a bus staff ratio of six and cost per person as Rs
4 Staff cost
1.80 lakhs per annum
Estimated by taking fuel efficiency of 3.5 km/kg of CNG for AC
buses and 4.5 km/kg for CNG Non AC 650 mm Floor height midi
5 Fuel and lubes cost
buses and a fraction thereof as lubes cost. Rate per kg of CNG in
Faridabad taken as Rs. 43.24
worked out by taking lifelong repair and maintenance cost on block
cost basis and distributing the same over bus life annually with
6 Repair and maintenance cost least costs in first year of bus age and highest in last i.e. 10th year
of bus life.
Repair and maintenance costs increase with the age of buses
Annual taxes on fleet @ Rs. 0.04 per seat (carrying capacity) +25%
7 Taxes thereof for other MV taxes i.e. Rs. 2.0 per km for midi buses as
applicable in Haryana State
8 Insurance Yearly values taken as 2.5 % of depreciated value of bus costs
9 Overheads Overheads and miscellaneous costs are taken as 20 % (15%
overheads and 5% miscellaneous expenses) of staff cost as
prevailing in some of the STUs (Source: NWKRTC’s Huballi‐Dharwad
Other Misc. Costs
10 City Division where total incidence of 18.4% of staff cost exists as

overheads and miscellaneous expenses for utilities, administrative
& accounts costs, auxiliary vehicles usage, etc.)
To take care of any item of cost not considered and or for any
Contingency costs
11 marginal variation in assumptions made is taken at the rate of 5%

of sum of all above costs
9.5.2 PHYSICAL PERFORMANCE PARAMETERS FOR ESTIMATION OF PT OPERATIONS

COST
Various physical performance parameters considered for operational cost estimation are listed in Table 9‐6.


Table 9‐6: Physical Performance Parameters Considered for Estimating Operations Cost
S.
Parameters Assumptions
No.
Fleet Utilization (FU): represents FU of 95.5% taken for 1st year with annual deterioration factor
utilization of bus fleet owned, of 50 basis points.
1
normally defined in terms of FU is much higher in initial years of bus life, decreases
percentage of total fleet owned. progressively with aging.
VP also decreases with age of buses.
Vehicle Productivity (VP): measured In urban operations, average of 180‐220 kms per bus on road /
2 in terms of kilometers operated by day is operated.
each bus on road daily In this assessment, average daily VP is taken at 200 kms per bus
on road with an annual average deterioration factor of 2 kms.
Fuel Efficiency (FE): Defined in terms
FE is taken as 3.5 km/kg of CNG for AC buses and 4.5 km/kg for
of kms operation per kg of CNG
3 CNG Non AC 650 mm Floor height midi buses with annual
consumed. It gets adversely affected
deterioration factor of 0.05 km/kg
with age of fleet.
Carrying Capacity of buses: Indicated Indicated by number of passenger (both seated and standees)
4 by number of passenger (both who could be accommodated in a bus keeping in view
seated and standees) applicable standards such as bus code AIS 052.
9.5.3 TOTAL AVERAGE ANNUAL PT OPERATIONAL COST
Total annual average operational cost for entire fleet, per bus and per bus km includes all elements of cost of
operating bus fleet, overall life cycle average operating cost, and cost element wise total average life cycle cost
per bus km. The detailed estimates are presented herein.
Total costs of operating bus fleet: Total operational costs, inclusive of depreciation, cost of funds and that of
all other elements is worked out yearly for the serviceable life of buses considering physical performance and
elemental costs assumptions as detailed in earlier paragraphs. Annual cost details for first year and last year of
bus fleet age as also life cycle averages for bus fleet of 90 midi buses – mix of AC and Non‐ AC CNG Fuelled
buses are given in Table 9‐7. Life cycle average cost per bus km and per bus per annum is made applicable for
the entire fleet operational during later phases ending with horizon year 2031.
Table 9‐7: Average Annual Total Operations Cost for Bus Fleet
Total annual average operating costs (includes
S. No. Description Units Depreciation and Cost of funds) during yr of
age
Total Annual Operations Cost
(TCO) for CNG fuelled 650 mm Life cycle Avg.
1st yr. 10th yr.
Floor height Midi AC and Non AC Cost
buses
Entire bus fleet of 90 buses
1 Rs. in lakhs 3,101 3,381 3,176
(TCF)
2 Average Per bus on road (TCPB) Rs. in lakhs 36.1 41.3 37.8
3 Average per bus km (TCP Km) Rs. 49.4 62.1 54.28*


* Revenue from advertisement on‐board (buses) @1% of user tariff revenue is estimated as Rs 0.52 per bus
km. Offsetting the said revenue from life cycle average cost per bus km of Rs 54.28, the net cost per bus km
works out as Rs. 53.76. Similarly net yearly cost per bus and for the bus fleet would get adjusted by accounting
for the advertisement revenue on‐board.
Total annual life cycle average operating cost of bus fleet of 90 buses during first year of phase I is estimated as
Rs. 3176 lakhs; per bus per year as Rs. 37.8 lakhs and per bus km as Rs. 54.28 for Midi buses. Details of Average
life cycle operating cost estimates for the bus fleet are given in Table 9‐8.
Table 9‐8: Average Life Cycle Operating Cost of Bus Fleet (Rs. per bus km)
Cost element wise total avg. life 650 mm floor height Midi CNG fuelled
Sl. No. cycle cost per bus km (Rs. per bus
AC buses Non‐AC buses
km) for cost elements as:
1. Depreciation 7.1 6.2
Cost of funds including return on
2. 5.0 4.3
equity
3. Staff cost 16.6 16.6
4. Fuel / energy including lubes cost 13.4 10.3
5. Annual repair and maintenance 7.1 6.2
6. M V taxes Key Statement Block: 2.0 2.0
7. Overheads 2.5 2.5
8. Other Misc. This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
0.8 0.8
9. Insurance benefit our client’s project and what differentiates us.
1.0 0.9
10. Contingencies 2.2 2.0
Total CPK (Rs. per km) 57.6 51.6
Cost element wise total average life cycle cost per bus km, by grouping cost elements is given in Table 9‐9.
Table 9‐9: Cost Elements “Group Wise” Life Cycle Cost per bus km (Rs. per km)
Depreciation & Fuel/energy + RnM Staff, taxes, Over‐heads,

Type of Bus Total CPK
Cost of funds Costs+ Contingencies Misc., Iinsurance, etc.
Midi AC 57.6 12.0 22.6 22.9
Mid Non‐AC 51.6 10.5 18.4 22.8
9.6 AVERAGE ANNUAL EARNINGS FOR THE FLEET
Average annual earnings for the fleet, for individual bus and for every bus kilometre estimates are worked out
taking into account the following:
► Average earnings for bus operations are estimated on the basis of passengers travelled, average
passenger trip length in kms and fare per passenger km. As these details for a newly planned PT
system are not available; the earnings may be worked out by an alternative method, that is, by
multiplying supplied PT capacity in terms of carrying capacity kms by load factor and fare per
passenger km. In this case the alternative method is followed.
► Average annual Earnings for bus Fleet (EPF), per bus (EPB) and per bus km (EPK) at varying Load
Factors (LF) and currently applicable tariffs in intra‐city operations in Haryana (details given at


Annexure 9‐1) are referred to while calculating the same for Faridabad CBS. The summarized
calculations for Faridabad CBS are given in Table 9‐10.
Table 9‐10: Earnings & Costs, LFs for Breakeven & Subsidy requirement per bus km
Fare/ Bus Earning per Bus km (EPK) Rs at Load Factors(LF)

S. pax Carrying
Description
No. km Capacity 0.35 0.40 0.42 0.50 0.55 0.60 0.65 0.70 0.75 0.80 0.85
Rs. (Nos)
A Average Earning per bus km (EPK)
Midi CNG AC
i 3.33 42 49 56 59 70 77 84 91 98 105 112 119
Feeder buses
Midi CNG
Non‐AC
ii 2.25 42 33 38 40 47 52 57 61 66 71 76 80
Intra‐city
buses
Average LF for LFs considered @ 95%
B Total Cost per bus kms (CPK) Life Cycle Average Break Even (BE of BE LF for estimation
LF) of earnings
Midi CNG AC
i Rs./bus km 57.6 0.42 0.40
Feeder buses
Midi CNG Non‐AC
ii Rs./bus km 51.6
Key Statement Block: 0.55 0.52
Intra‐city buses
iii Total Fleet Rs/bus km 54.28 0.49 0.47
A perusal of above table reveals as under:
► CPK for total fleet of 90 Midi buses is Rs. 54.28;
► EPK is Rs. 55.8 at expected LFs of 40% for Feeder midi buses;
► EPK is Rs. 49 at expected LFs of 52% for Intra city Midi buses;
► Break Even LFs are 42% and 55% for Feeder and Intra‐city Midi buses respectively; and overall
breakeven load factor is 49%;
► EPK per bus km from advertisements on buses and the infrastructure is Rs 2.09 per bus km. Rs
0.52 per bus km from on‐board advertisements and 1.57 from advertisements on infrastructural
assets and on the revenue collecting medium; while bus based advertisement revenue is adjusted
from the cost per bus km, revenue from advertisements on assets and the revenue collection
medium gets added to the user tariff revenues.
► Revenue surplus over costs per bus km for the combined fleet is Rs. 0.04 on an average;
Table 9‐11: Earnings, Costs & Subsidy Requirement per Bus: Yearly and Monthly

Fare/ Bus Carrying
Sl. Annual life cycle average Earning per Bus (EPB) Rs. in Lakhs at
Description pax km Capacity
No expected Load factors of 40% for feeder buses & 52 % for Intra‐city
Rs. (Nos)
buses
A Average annual Earning per bus (EPB)
Midi CNG AC
i 3.33 42 38.9
Feeder buses
Midi CNG Non
ii 2.25 42 34.4
AC Intra‐city


Fare/ Bus Carrying
Sl. Annual life cycle average Earning per Bus (EPB) Rs. in Lakhs at
Description pax km Capacity
No expected Load factors of 40% for feeder buses & 52 % for Intra‐city
Rs. (Nos)
buses
buses
Weighted average annual Earning Per bus
iii 36.4
(EPB)
Avg. Annual subsidy Avg. Monthly subsidy
Total annual life cycle average Cost per bus (CPB) required per bus (in Rs. required per bus (in Rs.
B
Rs in Lakhs Lakhs) taking only user Lakhs) taking only user
tariff revenue tariff revenue
i Midi CNG AC Feeder buses Rs. in Lakhs 40.2 1.3 0.11
Midi CNG Non AC Intra‐city
ii Rs. in Lakhs 36.0 1.6 0.13
buses
Weighted average annual
C Rs. in Lakhs 37.8 1.4 0.12
cost Per bus (CPB)
► Avg. annual life cycle cost (CPB) is Rs 40.2 lakhs, Rs 36 lakhs and Rs. 37.8 lakhs for feeder buses,
intra‐city buses and overall for all Midi buses respectively;
► Avg. annual EPB is Rs. 38.9lakhs & Rs. 34.4 lakhs at expected LFs of 40% and 52% for Feeder and
Intra‐city Midi buses respectively;
► Avg. annual EPB per bus from advertisements on buses and the infrastructure is Rs 1.5 lakhs.
► Revenue surplus over costs per bus per annum for the fleet is Rs. 0.02 lakhs;
Table 9‐12: Average Annual Earnings and Costs for the Fleet
Annual Life Cycle Average EPF in Rs.
Sl. Fare/ pax Bus Carrying Lakhs at Load factor (%) of
Description
No km Rs. Capacity (Nos) 40% for feeder buses & 52% for
Intracity buses
A Average Annual Earnings for the bus Fleet (EPF) for Bus types
Midi CNG AC Feeder
i 3.33 42 1451
buses
Midi CNG Non‐AC Intra‐
ii 2.25 42 1605
city buses
iii Total Fleet 42 3056
Average Annual subsidy Average Monthly subsidy
Total operational Cost for bus
required for the Fleet (Rs. in required for the Fleet (Rs. in
B Fleet (CPF) ‐‐ Life Cycle Avg.(Rs.in
Lakhs) taking only user tariff Lakhs) taking only user tariff
Lakhs)
revenue revenue
Midi CNG AC Feeder
i 1,498 47 4
buses
Midi CNG Non ‐ AC
ii 1,678 73 6
Intra‐city buses
Total Subsidy required
C for entire fleet of 90 3,176 120 10
buses


► Avg. annual life cycle CPF is Rs. 1,498 lakhs, Rs. 1,678 lakhs and Rs 3,176 lakhs for feeder, intra
city and all Midi buses respectively;
► Avg. annual EPF is Rs. 1,451 lakhs, Rs. 1,605 lakhs and Rs 3056 lakhs at expected LFs of 40%, 52%
and 47% for Feeder, Intra‐city and for all Midi buses fleet respectively;
► Avg annual EPF per bus fleet during first and second years of Phase I, from advertisements on
buses and the infrastructure, is Rs 122 lakhs and Rs 403 lakhs respectively. Avg annual EPF from
advertisements, during phase II and phase III, is Rs 403 and Rs 604 respectively aggregating to Rs
5561 lakhs for the project period.
► Avg annual overall Revenue (user tariff based revenue + advertisement revenue) surplus over
costs for the fleets during first year, second year is Rs. 2.1 lakhs and Rs. 6.8 lakhs respectively.
Average annual overall surplus over costs during phase II and phase III is Rs 6.8 lakhs and Rs 10.2
lakhs respectively. Total revenue surplus over the costs during the project period ending with FY
2031 is Rs 93.61 lakhs.
Above details have been worked out for first year operation of 90 buses in phase I and utilized for subsequent
phases as well as per details presented in Table 9‐13.
Table 9‐13 : Average life cycle cost per bus km, per bus per annum and for
the fleet per year in various phases
Operational Phases
Base Phase I Phase II Phase I Total for
Sr. Units Year (FY 2019‐ (FY (FY 12 years
Description This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
No. (FY 2021) 2021‐ 2026‐ period
2018‐ 2026) 2031)
19)
1 No. of years in each phase Nos. 1 2 5 5 12
2 Bus fleet inducted at the end of first year of phase I and at the end of terminal year of other phases:
i Midi feeder buses AC Nos. 40 92 66 66 264
ii Midi intra‐city buses NAC Nos. 50 115 83 83 331
Total no. of buses inducted phase
iii Nos. 90 207 149 149 559
wise
3 Cumulative no. of buses for operations during 1st 2nd
various phases: Year Year
i Midi feeder buses AC Nos. 0 40 132 132 198 198
ii Midi intra‐city buses NAC Nos. 0 50 165 165 248 248
iii Total no. of buses for op. Nos. 0 90 297 297 446 446
4 Life cycle average annual costs for the fleets
Rs
i For Midi feeder buses AC 0 1411 4653 4653 6979 60980
lakhs
Rs
ii For Midi intra‐city buses NAC 0 1765 5818 5815 8724 76225
Lakhs
Rs 10468 15703
iii For Total no. of buses in fleet 0 3176 10468 137206
Lakhs
5 Life cycle average annual Earnings for the fleets taking only user tariff revenue
Rs
i Midi feeder buses AC 0 1358 4477 4477 6715 58673
Lakhs


Operational Phases
Base Phase I Phase II Phase I Total for
Sr. Units Year (FY 2019‐ (FY (FY 12 years
Description
No. (FY 2021) 2021‐ 2026‐ period
2018‐ 2026) 2031)
19)
Rs
ii Midi intra‐city buses NAC 0 1698 5596 5596 8394 73341
Lakhs
Rs 0 3056 10072 10072 15108 132014
iii Total no. of buses for op.
Lakhs
6 Life cycle average annual surplus(+) / Deficit (‐) of earning over costs for the fleets taking only user tariff
revenue
Midi feeder buses AC Rs
i ‐53 ‐176 ‐176 ‐264 ‐2429
Lakhs
Midi intra‐city buses NAC Rs
ii ‐67 ‐220 ‐220 ‐330 ‐3037
Lakhs
Total no. of buses for op. Rs
iii ‐120 ‐396 ‐396 ‐594 ‐5466
Lakhs
Add earnings from other sources
like Advertisements etc @4% of
tariff earnings (normally in the
Rs
7 range of 3‐8% in PT systems) This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
122 403 403 604 5561
Lakhs
(distributed between the PO benefit our client’s project and what differentiates us.
and
the Authority as discussed in earlier
paragraphs)
Net Average annual surplus(+) /
Rs
8 Deficit (‐) of earning over costs for 2.1 6.8 6.8 10.2 93.6
Lakhs
the fleets per annum

A perusal of above table reveals that the average annual surplus of total earnings over total costs for the bus a
fleet is Rs 2.1 Lakhs and Rs 6.8 lakh in first and second year respectively of phase I; Rs 6.8 Lakhs and Rs 10.21
Lakhs in phases II and III respectively. Total surplus for the project period of 12 years is estimated as R 93.6 Lakhs
averaging out to Rs 7.8 Lakhs per annum.
9.7 SUMMARY OF COSTS AND REVENUES ESTIMATION
► In base year a fleet of 40 air ‐conditioned CNG fuelled 650 mm floor height midi buses to provide
feeder services to the metro users and a fleet of 50 Non‐ air conditioned CNG fuelled 650 mm
floor height midi buses for intra‐city services are proposed to be acquired for operational
deployment during the 1st year of phase I. Further during first year of Phase I additional 92 buses
for feeder services and 115 buses for intra‐city services, aggregating to 207 midi buses, are
planned for induction for operational deployment from 2nd year of phase I.
► Total investment required to be made by the Government and its agencies (collectively termed as
Authority) in base year, would be about Rs. 59 crores for development of infra units (nil towards
land cost included) with break up as Rs. 28 crores for 2 depots and 2 terminals including cost of
buildings, plant and equipment if any, utilities etc and Rs. 31 crores for 310 BQS.


► A set of 50 BQSs, 2 depots and 2 terminals costing Rs 5 crores, 24 crores and 4 crores respectively
would be further added in first year of phase I to service the infrastructure needs of additional
207 buses. An Investment of Rs 33 crores is required for the said infra during first year of phase I.
► The entire investment of Rs 92 (=59+33) crores is proposed to be made available as grant /
budgetary provision by the Government for capital expenditure during base year / phase I. These
four depots would serve the needs for bus fleet of 297 buses in first Phase and have provision for
fleet growth up to 400 buses. Private Operator (PO) shall maintain the depot infrastructure at his
cost.
► Further 50 BQS and one central workshop costing Rs 5 crores and Rs. 24 crores respectively in
phase II; and 2 depots, 2 terminals and 50 BQS costing Rs. 24 crores, Rs. 4 crores and Rs. 5 crores
respectively in phase III would be added.
► Thus total investment of Rs. 154 crores for development of 6 depots, 6 terminals, one Central
workshop and 460 BQS individually costing Rs. 72 crores, Rs. 12 crores, Rs. 24 crores and Rs. 46
crores respectively would be required as grant / budgetary provision during the project period
ending with horizon year 2031.
► While permission for developing BQS on the land owned by various road owning agencies i.e.
MCF, HSVP, PWD, etc. at nil cost to the Authority, land for other infrastructural facilities would
also be transferred to the Authority on long term basis at nil cost per land parcel. No investment
in land for 4 depots and 4 terminals would thus be required in Phase I. Similarly no investment in
land for one central workshop in phase II; and for 2 depots and 2 terminals in phase III would be
required.
Thus, no investment for provision of 52.8 acres of land for 6 depots, 6 terminals and one Central
workshop would be required during the project period ending with horizon 2031.
► Considering the need for early commencement of CBS system in Faridabad, initially depots and
terminals are proposed to be provided with minimum facilities such as Cement – Concrete hard
standing in yard, washing sheds, fuelling sheds, temporary sheds for operations, workshops and
administration/accounts, security offices, etc; boundary wall; utilities, etc. Similarly hard
standing, boundary walls, bus bays with shelters and temporary sheds for terminal management,
security, and necessary utilities, etc. will be provided for terminals, while simultaneously
developing full‐fledged depots and the facilities.
► All investments in infrastructure are proposed to be made by the Authority as a grant / budgetary
provision and hence depreciation thereof is not considered in operational costs.
► A fleet of 90 midi buses (40 AC and 50 Non AC) at a total cost of Rs 3840 Lakhs is proposed to be
acquired by end of the base year FY 2019 for commencing operation from beginning of phase I.
Additional fleet of 207 (92 for feeder and 115 for intra‐city services) midi buses at costs of Rs 8818
Lakhs would be acquired in first year of phase I for operational deployment from second year
onwards.
Additional 148 and 148 buses at costs of Rs 6329 Lakhs and Rs 6329 Lakhs are proposed to be added
in phases II and III respectively by end of the terminal year of each of the phases for commencing PT
operations from beginning of the following phases.
By end of the horizon year FY 2031, a total fleet of 594 midi buses at a cost of Rs 253.2 crores would
be acquired. The fleet of 90 buses inducted in base year would call for replacement in phase III
requiring an investment of Rs 38.4 crores.
The total investment of Rs 292 crores for acquiring bus fleet during the project period would be made
by the Private Operator.


 The entire PT system is proposed to be developed on PPP concepts, following Gross cost contract
system for bus operations and maintenance, where PO acquires buses at his cost as per specifications
prescribed by Authority, operates and maintains at his cost. Authority pays PO charges on the basis of
per km operated. Bus Operator would be entitled to display advertisements on‐ board and at
designated places and retains the revenue so earned.
► Total investment in bus fleets in base year and first year of phase I is assessed as Rs 3,840 lakhs
and Rs 8818 lakhs respectively amounting to Rs 12658 lakhs, would be made by the PO. The
project period invest of Rs. 292 crores for acquisition of 594 and replacement of 90 buses would
be made by the PO.
► Revenue collection is proposed to be undertaken by the Authority on PPP basis where all
collection related facilities etc. are acquired, maintained and operated by the Revenue Collector
(RC) at his cost. RC is paid by the Authority at predetermined charges fixed through a transparent
bidding process.
► Following assessment of annual element wise costs, life cycle costs are worked out per bus km,
per bus and for each fleet type separately. Similarly, Earning per bus km, per bus per year and for
the fleet per year are worked out at varying fleet capacity utilizations in absence of actual travel
demand quantum. Tariffs are considered as applicable currently to intra urban services in
Haryana.
► Costs, earnings and surplus / deficit if any are as under:
 Key Statement Block:
CPK, EPK, Breakeven Load Factors and surplus / deficit per bus km:
 CPK for the combined bus fleet of midi buses is Rs. 54.28;
 EPK for the combined bus fleet is Rs 52.23; EPK from advertisement on buses and the
infrastructure is Rs 2.09, Combined EPK working out as Rs54.32.
 Overall EPK from user tariffs and advertisements is estimated as Rs 54.32‐ per bus km.
 Revenue Surplus over costs per bus km works out as Rs 0.04.
 CPB, EPB, and surplus / deficit per bus per year:
 Avg annual CPB for the combined bus fleet is Rs. 37.85 lakhs;
 Avg annual EPB from user tariff for the combined bus fleet is Rs 36.41;
 Avg annual EPB from advertisement is assessed as Rs 1.46 lakhs;
 Overall average annual EPB from user tariffs and advertisements is estimated as Rs
37.87 lakhs for the combined bus fleet.
 Average Revenue Surplus over costs (EPB‐CPB) per bus per annum works out as Rs 0.02
lakhs.
 Avg annual CPF, EPF and surplus / deficit per bus fleet during various years of phase I and
annually for other phases:
 Avg. annual life cycle cost for the fleet (CPF) for 1st and 2nd years of phase I and annual
for phases II and III is assessed as Rs 3,176 lakhs and Rs10468 lakhs; and Rs10468 lakhs
and Rs 15703 lakhs respectively; Total CPF for the project period of 12 years is
estimated as Rs 1445 crores.
 Avg. annual life cycle earning for the fleet (EPF) for 1st and 2nd years of phase I and
annual for phases II and III is assessed as Rs 3056 lakhs and Rs 10072 lakhs; and Rs
10072 lakhs and Rs 15108 lakhs respectively; Total EPF for the project period of 12 years
is estimated as Rs 1390 crores.


 Avg. annual life cycle earning for the fleet (EPF) from advertisements for 1st and 2nd
years of phase I and annual for phases II and III is assessed as Rs 122 lakhs and Rs 403
lakhs; and Rs 403 lakhs and Rs 604 lakhs respectively; Total EPF from advertisements for
the project period of 12 years is estimated as Rs 55.61 crores.
 Avg. annual life cycle revenue surplus for 1st and 2nd years of phase I and annual for
phases II and III is assessed as Rs 2.1 lakhs and Rs 6.8 lakhs; and Rs 6.8 lakhs and Rs 10.8
lakhs respectively; Total life cycle revenue surplus of EPF over CPF for the project period
of 12 years is estimated as Rs 0.93 crores.
 Additional funds would be required for concessions extended, if any, to various categories of
travelers such as students, persons with disabilities etc. and
Requirement of funds for CBS in base year is summarised as under:
Table 9‐14: Requirement of funds for CBS in Base year (2018‐19)
S. Description Unit Quantity Base Base year funding by

No. year,2018‐19 Authority Private Total
Capex Operator
Rs in lakhs
1 Infrastructure Cost 5900 5900 0 5900
i Bus Depots Nos. 2 2400 2400 0 2400
ii Bus Terminals Nos. 2
Key Statement Block: 400 400 0 400
iii BQS Pairs 155 3100 3100 0 3100
iv Control Rooms
Nos. 2 As part of ICC 0 0 0
v CNG Stations Nos. 2 ‐‐ 0 As required
vi Land for 2 Depots & Acres 13.3 0 0 0 0
Terminals @ nil per annum
per land parcel
2 Auxiliary Vehicles nos 4 40 40 0 40
3 FCTSL Incorporation 100 100 0 100

Expenses
4 Bus Fleet (Midi buses‐AC & Nos 90 3840 0 3840 3840
Non AC) @ Rs 46 & 40
Lakhs/bus respectively
5 ETVMs @2.5 machines per nos 225 35 0 35 35
bus
6 ITMS Costs not included being part of FSCL’s ICCC
7 Misc. Expenditure @ 5% of 496 302 194 496
above capex excluding Land
Total Capex including Land 10411 6342 4069 10411
cost


Table 9‐15: Quantitative Requirements– Bus fleet, Infrastructure, ETVMs, etc. {Phase I (FY19‐FY21), Phase II
(FY21‐26) & Phase III (FY26‐31)}
S. Description Unit Phase wise Q Required
No. Base Ph I Ph II Ph III Total
Year 1 Year 2nd Year
1.0 Infrastructure
i Bus Depots + CWS Nos. 2 2 1 2 6+1
Ii Bus Terminals Nos. 2 2 2 6
Iii BQS Nos 310 50 50 50 460
Iv Control Rooms Nos. 2 2 2 6
v CNG Stations Nos. 2 2 2 6
1.2 Land for Depots, CWS & Acres 13.3 14.5 10 15 52.8
Terminals
2.0 Bus fleets, Misc. veh., ETVMs
2.1 Bus Fleets (Midi buses‐AC & Nos 90 207 148 238 includes 593+90
Non AC) @ Rs 46 & 40 90
Lakhs/bus respectively replacement
2.2 Auxiliary Vehicles Nos 4 2 1 1 8
2.3 ETVMs @2.5 machines per bus Nos 225 518 372 372 1487
Table 9‐16: Total Capital Cost Estimates for the Project in Base Year FY 2018‐19, Phases I, II, III –
and Funding by (Authority + Private Operator) / by Authority
S. Description This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
Overall Capex in Rs. Lakhs Capex by Authority in Rs. Lakhs
No. Base benefit our client’s project and what differentiates us.
Ph I Ph II Ph III Total Base Ph I Ph II Ph Total
Year 1st 2nd Year III
Year Year
Total for 5900 3300 2900 3300 15400 5900 3300 2900 3300 15400
1.1
Infrastructure
Land for Depots, 0 0 0 0 0
1.2
CWS & Terminals
Total for Infra Land 5900 3300 2900 3300 15400 5900 3300 2900 3300 15400
1
+ Buildings
2 Bus fleet, ETVMs 3875 8896 6351 10191 29312
Auxillary vehicles 40 20 10 10 80 40 20 10 10 80
3
FCTSL Incorporation 100 0 0 0 100 100 100

4
Expenses
Misc. Expenditure @ 496 302 194 496 1488 302 166 146 166 779
5 5% of above capex
excluding Land cost
Total Capex
10411 12518 9455 13997 46380 6342 3486 3056 3476 16359
including Land cost

10 ECONOMIC AND FINANCIAL ANALYSIS
10.1 INTRODUCTION (ECONOMIC ANALYSIS)
Economic analysis of an infrastructure project is undertaken to ascertain the importance and benefits of the
project to the society at large. The City Bus Service (CBS) has been proposed in order to provide better public
transport facility for safer and faster access from different parts of the city and also to increase the share of
public transport trips in the city. This expenditure will result in reduction in travel time as well as the vehicle
operating costs of the vehicles. Initial expenditure cost, environmental and social cost as well as maintenance
cost which are anyway required to keep the facility. Since the infrastructure projects are social projects, it is
important to justify its need from the perspective of the community.
10.2 CITY BUS ROUTES
Taking account of traffic characteristics and travel demand in the city, CBS divided into two parts one is for the
feeder bus route of metro and other one‐intra city bus route. The details of CBS are given in Table 10‐1.
Table 10‐1: Details of City Bus Service
Sl. No. Bus route Length (in km)

1. Feeder bus route 69.1
2. Intra city bus route 78.5
Total 147.6
10.3 APPROACH AND METHODOLOGY
A Life Cycle Cost Analysis has been adopted to undertake the economic analysis for the proposed CBS project.
The CBS will provide a fast and reliable mode of travel on the different routes, and will result in a substantial
modal shift from road‐based private vehicles. The transport model provided an estimate of trips transferred to
CBS from different modes (such as car, taxi, Auto‐rickshaw and existing bus service). The trips transferred to
CBS will result in a reduction in vehicular trips of roads in the analysis period. The analysis considered benefits
under the approach of “without the project,” i.e. ‐ the base case and “with the project” scenarios are:
► On Project : Savings in vehicle operating costs (VOC) and Savings in travel time costs due to
reduction in congestion and higher travel speeds as a result of CBS ‐ in terms of increasing road
capacity;
 Savings in maintenance costs;
 Reduction in Carbon emission;
 Accident savings.
Once the benefits are estimated, the expenditure made towards CBS, along with the annual cost towards
operating and maintenance has been compared with benefits to arrive at the following indicators:
► Economic Internal Rate of Return (EIRR)
► Net Present Value (NPV)


10.4 PLANNING AND ANALYSIS PERIOD
The analysis period is considered as 13 years with 1 year of planning period and 12 years of project operation.
The planning works are expected to get initiated in 2019, and carry on till the end of 2019; therefore the
planning cost and expenditure on other infrastructure has been assumed as 100% in single year period.
10.5 PROJECT COST
The project cost considered for economic analysis includes estimated cost for fleet, related infrastructure,
environmental and social costs and other amenities etc. A conversion factor of 0.9 has been used to convert
the financial prices to economic prices. The brief statement of the project cost is given below in Table 10‐2.
Table 10‐2: Details of City Bus Service Financial Cost
Sl. No. Description Costs (in INR lakhs)

1. Investment in PT Infrastructure 6,000
Total 6,000
10.6 INPUT FOR ECONOMIC ANALYSIS
10.6.1 STANDARD CONVERSION FACTORS
In an economic analysis exercise, the prices used are in economic terms. That is to say that all the distortions in
prices relating to labour wages, capital market, transfer payments need to be corrected. For the purpose of
economic analysis, financial prices have been converted to economic prices using a factor of 0.9 as per the
guidelines of the World Bank.
10.6.2 TRAFFIC DATA
For each bus route, traffic levels are specified in terms of Average Annual Daily Traffic (AADT) flow. Traffic data
has been derived from the primary surveys conducted by the consultant.
10.6.3 OPERATION AND MAINTENANCE COST
Operation and maintenance cost is normally taken as life cycle average operating cost for AC and Non‐AC midi
buses by applying the conversion factors which are respectively 2,858 lakhs6.
10.6.4 ROUTE NETWORK
Information of route networks has been obtained through the travel demand analysis and route network
planning for the city bus. CBS has been divided into two parts; feeder bus routes and the other one is intra city
bus routes. The details of the city bus routes have been given in Table 10‐3 & Table 10‐4.

6 Annual average operating cost (for 90 midi buses of phase 1) in economic prices


Table 10‐3: Proposed Feeder Bus Routes
Route Route
Route Via Metro Station
No Length (Km)
1 Sarai Metro Station‐Mathura Road‐Sarai Khwaja Bus Stop‐Old 4.7 Sarai
Sher Shah Suri Road‐Main Market Road‐Palla Village‐Byepass
Road‐Shastri Nagar‐Sector 37‐Main Road‐Mathura Road
2 NHPC Chowk Metro Station‐DLF Industrial Area‐Sector 32‐ 9.9 NHPC Metro
Block 8‐Block 16‐Mathura Road‐Mewala Maharajpur Metro‐ Station and
Station‐BM Nisan‐BMW Showroom‐Suraj Kund Road‐ Mewala
Greenfield Colony Block C‐Greenfield Colony Maharajpur
3 Sector 28 Metro Station‐Police Line Road‐NACEN‐Sector 29‐ 4.5 Sector 28
Thakur Wada‐Rajinder Singh Market‐HBH Colony
4 Badkhal Mor Metro Station‐Sector 19‐Shastri Colony‐Gopi 4.2 Badkhal Mor
Colony‐Kapoori Colony‐Baba Nagar‐Badhkal Metro Station
5 Badkhal Mor Metro Station‐Old Faridabad‐Friends Colony‐ 7.9 Badkhal Mor
Sector 21‐Asian Institute of Medical Sciences‐Badkhal Mor
6 Old Faridabad Metro Station‐Daulatabad Village‐Barh Mohalla‐ 6.9 Old Faridabad
Maharishi Parashar Marg‐Sector 17 Market‐Lal Bhahadur
Shastri Chowk‐Maharishi Parashar Marg‐ESIC Regional Office‐
Sector 16 Market‐Rural Office
7 Neelam Chowk Ajronda‐Sectoe 15‐Lal Bahadur Shastri Marg‐ 7.5 Neelam chowk
Friends Colony‐Sector 14‐Haryana State Complex‐Sector 15
benefit our client’s project and what differentiates us. Ajronda
market
8 Bata Chowk Metro Station‐ NIT 1‐NIT 2‐NIT 3 11.5 Bata Chowk
9 Bata Chowk Metro Station‐SRS Cinemas‐Haryana Sports 6.9 Bata Chowk and
Complex‐Sector 12 Courts‐Sector 9 Market‐Sector 10‐Sector Escorts Mujesar
11‐Escorts Mujesar Metro Station
10 NCB Colony‐Chaudhary Charan Singh Marg‐Sector 7D‐CISF‐ 5.1 NCB Colony
Sector 7‐Sector 6‐Dabua Colony
Total Route Length (Km) 69.1 ‐
Table 10‐4: Proposed Intra City Bus Routes
Route Distance
From To Via
No. (km)
1 Dusshera Ground Tughlakabad Ankhir, Anangpur 15.7
2 Dusshera Ground Badarpur Badkhal Mor, Shershah Suri Road 14.4
3 Dusshera Ground Ballabhgarh Hardware Chowk, Sanjay Colony 7.1
4 Dusshera Ground Sector 8/9 Hardware Chowk, Sector 10/11 8.2
5 Dusshera Ground Neharpar Rajiv Chowk 7.5
6 Dusshera Ground Neharpar Mini Secretariat, Sector 86/87 12.1
7 Neharpar Ballabhgarh Rajiv Chowk, Labour Chowk, Sector 9/10 15.2
8 Neharpar Faridabad Rly Station Rajiv Chowk 4.5
9 Patel Chowk Patel Chowk Loop Service 12.7


Route Distance
From To Via
No. (km)
Total Route Length 97.4
Overlapped Route Length 18.9
Effective Route Length 78.5
10.6.5 INPUTS FOR ESTIMATION OF VEHICLE OPERATING COSTS
Vehicle operating cost (VOC) is a function of speed, road roughness, carriageway, width/capacity, Rise and Fall,
per unit VOC’s are calculated from the sum of distance related and time related VOCs. VOC’s prices are taken
from the study of Functional Plan on Transport for National Capital Region 2032, which base year is 2007. All
VOCs prices of that study are updated in 2018‐19 values by using Wholesale Price Index. The details of VOCs
prices at 2018‐19 prices are given in Table 10‐5.
Table 10‐5: Vehicle Operating Cost (INR/km) at 2018‐19 prices
Speed (km/hr.) Two Wheeler Car LCV Goods Vehicles

10 6.6 13.2 9.3 15.5
15 4.9 9.9 7.4 12.4
20 4.1 8.2 6.3 10.5
25 3.6
Key Statement Block: 7.2 5.6 9.4
30 3.1 6.3 5.2 8.7
35 2.6 5.3 4.9 8.2
40 2.3 4.8 4.7 7.9
45 2.3 4.4 4.5 7.6
50 2.1 4.3 4.5 7.6
55 2.1 4.3 4.5 7.6
60 2.1 4.1 4.5 7.6
65 2.1 4.1 4.6 7.7
70 2.1 4.3 4.7 7.9
75 2.1 4.3 4.8 8.1
80 2.1 4.4 5.0 8.4
Source: Functional Plan on Transport for National Capital Region 2032 & Consultant’s Estimate, 2018
10.6.6 VALUE OF TIME
The value of time of passengers and goods in transit has been estimate for the entire route network of CBS.
The estimation of VOT cost for passengers is calculating from the data collected on purpose of trip by income
category and taken some considerations from the Functional Plan on Transport for National Capital Region
2032 for passenger and goods, (VOT’s in transit), which have on base year 2007. All VOT prices of that study
are updated in 2018‐19 values by using Wholesale Price Index. The details of VOT cost at 2018‐19 prices are
given in Table 10‐6.
Table 10‐6: Value of Time (INR/hr) at 2018‐19 prices
Value of Time (INR/hour)
Vehicle Type
Financial prices Economic prices
Car 113.6 102.1
Two‐Wheeler 52.7 47.8
Auto‐rickshaw 52.7 47.8
Bus 24.7 21.4


Value of Time (INR/hour)
Vehicle Type
Financial prices Economic prices
Commuter Rail 23.1 21.4
Metro 84.0 75.8
LCV 4.9 3.3
2/3 axle truck 9.9 9.9
MAV 16.5 14.8
Source: Functional Plan on Transport for National Capital Region 2032 & Consultant’s Estimate, 2018
10.6.7 SAVINGS IN ROAD ACCIDENTS AND REDUCTION IN CARBON EMISSIONS
Savings will derive from the decrease in road accident and reduced in air pollution resulting from lower
vehicle‐km on the routes. The fall in road accidents are calculated by multiplying the accident and road
accident rate with reduction in vehicle‐km resulting from the CBS. The environmental impact assessment has
quantified by a reduction in carbon emissions by introducing the CBS in the city routes.
10.7 ECONOMIC ANALYSIS FOR PROJECT ALTERNATIVE
Economic analysis has carried out for the project by comparing the societal cost of with and without the
project of CBS. The economic sustainability of the city is dependent on providing an efficient public transport
system, and the proposed project will provide a fast and reliable transport alternative to the city. Results of
economic analysis for project alternative are given below in Table 10‐7.
Table 10‐7: Result of Economic Analysis for CBS
Parameters benefit our client’s project and what differentiates us.
Unit Base Results (12 years)
EIRR (%) 26.9
NPV (in INR lakhs) 4,528
Analysis Horizon 13 years (including 1 year of planning)
10.8 SENSITIVITY ANALYSIS
Any investment is subject to risks and uncertainties. All risks culminate into either increase in project cost,
reduction in benefits or both put together. In order to cover the above stated risks, a detailed sensitivity
analysis, with respect to the sensitive parameters, has been undertaken. The various sensitivity scenarios
considered are as follows:
► Sensitivity 1: Base Costs plus 15% and Base Benefits (15% Increase in cost);
► Sensitivity 2: Base Costs and Base Benefits minus 15% (15% reduction in benefits);
► Sensitivity 3: Operation and maintenance costs increased by 15%;
► Sensitivity 4: Base Costs plus 15% and Base Benefits minus 15% (15% Increase in costs and 15%
reduction in benefits).
The results of the sensitivity analysis have been presented in below.
Table 10‐8: Result of Sensitivity Analysis
Case EIRR (in %) NPV (in INR lakhs)

Sensitivity 1 23.2 3,805


Case EIRR (in %) NPV (in INR lakhs)
The sensitivity analysis reflects project viability in the worst scenario, with use of both the approaches of
economic analysis.
10.9 CONCLUSION
The CBS project is desirable from the society’s point of view. The EIRR is greater than 12% and NPV is positive,
even in the worst scenarios of drop in benefits coupled with increase in cost, thereby confirming the project’s
viability apropos economic returns.
10.10 INTRODUCTION (FINANCIAL ANALYSIS)
The financial analysis examines whether the project can be possible to implement with private sector
participation and the level of budgetary support required, if any.
10.11 INPUTS AND ASSUMPTIONS FOR ANALYSIS
The assumptions for undertaking the financial analysis have been listed below:
► Concession period7 of 13 years have been considered as assuming;
► 12 months of planning period for infrastructure arrangements. The expected capital investment is
100% in Year 2019‐20;
► The city bus service is to be started on 1st April 2020;
► The average life of bus as 10 years, with residual value as nil;
► All values are at current prices;
► No inflation, increments, increase in prices are considered;
► No concession are considered;
► The values are considered constant for life cycle;
► Fare increase is not considered over the life cycle time period;
► Operating costs are considered irrespective of the fact as to who operates services, as all costs
have to be incurred in operations
10.12 TOTAL PROJECT COST
The capital cost of the project is the cost of bus fleet. The summary of Total Project Cost (TPC), which forms
the basis of the financial analysis, is presented in Table 10‐9.

7 Concession period has been fixed keeping in mind the years of operation life of buses;


Table 10‐9: Total project cost (in INR lakhs)
Components Cost
Investment in Fleet of Vehicles 3,915
Total Project Cost (TPC) 3,915
10.13 OPERATION COSTS
The total life cycle average operating cost of midi buses is estimated as INR 3,176 lakhs8, which includes the
interest payments and average return on capital investment to PT operators.
10.14 REVENUE ESTIMATION AND FINANCIAL ANALYSIS
The revenue of PT system is captured through fare collection system and advertisement by midi buses on
feeder and intra city bus routes.
10.14.1 FINANCIAL ANALYSIS
The entire PT system is proposed to be developed on PPP concepts, by following Gross Cost Contract System
for bus operations and maintenance, where private operator (PO) acquires buses at his cost as per
specifications prescribed by Authority, operates and maintains at his cost. Authority pays PO part charges per
km operated and remaining charges based on capacity utilization. The details of the financial analysis are given
in Table 10‐10.
Table 10‐10: Financial Analysis (in INR lakhs)
O&M Cost (Cost
Year Estimated Revenue including interest Net benefit
payments etc.)
2019 Planning
2020 Year 1 3,183.8 3,176 7.8
2021 Year 2 3,183.8 3,176 7.8
2022 Year 3 3,183.8 3,176 7.8
2023 Year 4 3,183.8 3,176 7.8
2024 Year 5 3,183.8 3,176 7.8
2025 Year 6 3,183.8 3,176 7.8
2026 Year 7 3,183.8 3,176 7.8
2027 Year 8 3,183.8 3,176 7.8
2028 Year 9 3,183.8 3,176 7.8
2029 Year 10 3,183.8 3,176 7.8
2030 Year 11 3,183.8 3,176 7.8
2031 Year 12 3,183.8 3,176 7.8
Total 93.6

8 Annual average operating cost (for 90 midi buses of phase 1) in financial prices


The project is showing viability in the BOT case (private sector participation) as given in Table 10‐10 for 12
years period starting from project implementation.
10.15 CONCLUSION
The project is a commercially attractive venture for concessionaire under the BOT system.

11 IMPLEMENTATION ARRANGEMENTS
11.1 INTRODUCTION
Introducing bus transport services would require institutional arrangements for system planning, operating
and regulation and also for addressing challenges in PT operations that include:
► Lack of comprehensive policy
► Unorganized public transport
► Lack of integrated and accountable agency
► Capacity building
► Financing and
► Effective and efficient delivery of PT services
Options for an Institutional set up range from a focused specialized CBS Authority to a large transport
department of the Government that oversees all forms of Public and Private Transport. The institutional set up
of a new CBS system can either be highly autonomous form, the local government or a set up closely
controlled by elected officials and civil servants. Often an urban local body is the effective government level for
managing an urban transit system. In some cases however it may also be controlled by the State government
directly. Organizational set up of the CBS may even be a newly created division in an existing agency. Out of
the number of possible options for an institutional set up of CBS, an optimal set up needs to be selected
considering roles, responsibilities, ease of management and prompt delivery of PT services in urban areas.
Besides overall planning, development, regulation and operation, the city transport system encompasses many
functions and activities requiring continued attention for efficient delivery of PT services. An attempt is made
here to propose an institutional set up which facilitates management of CBS with focused attention and
without treating CBS operation as just another responsibility of a large department handling many complex
and time consuming tasks.
This chapter attempts to identify various functions crucial to operation of CBS and analyses as to how these
functions could be assigned to different agencies for efficient and conflict free functioning. Existing
institutional set ups in the county for operation of urban transport system are also critically examined besides
the institutional setup of successful CBS abroad. Following above considerations an institutional setup is
proposed for the CBS in Faridabad.
The implementation arrangement for the operation and management of CBS in Faridabad shall be as
mandated under applicable legal and policy framework for all the stakeholders – Authority, private operators,
revenue collection agencies etc.


City Bus Scenario in India‐ Legal Framework City Bus Scenario in India‐ Government Initiatives

Policies: Programs:
► Formation ► NUTP 2006 &
of a 2014
statutory ► National ► JNNURM
► Registered
body – transport ► FAME
Society –
within MV Development India
under the
Act, 1988. Policy ► Smart city
Societies
► Company – Committee ► AMRUT
Registratio
Registered (NTDPC) ► SUTP
n Act of
under the ► 12th Five year supported
1960
Company’s Plan by world
► Corporation
Act of 1956, ► Urban Bus bank‐GEF‐
– under the
which gives Specification UNDP‐
Road
it (I and II) MoHUA
Transport
predefined ► Service level ► ESCBS supported
Corporation
powers for benchmark by world bank‐GEF‐
Act of 1950
performing for Urban MoHUA
its roles and Transport in
functions. India
11.2 REVIEW OF EXISTING INSTITUTIONAL SET UPS FOR BUS SERVICES IN INDIA
There are a number of State Transport Undertakings (STUs) in the country, which are operating urban
transport services in various cities. On the basis of Institutional set ups, urban STUs can be categorized into 4
forms, viz.
► ST Corporations incorporated under RTC act 1950 (DTC Delhi; CSTC Kolkata; APSRTC – Hyderabad;
RSRTC – Jaipur, UPSRTC‐ Lucknow, etc).
► ST under companies Act 1956 (e.g. MTC Chennai, ST Pondicherry)
► ST as a Municipal Undertaking (e.g. BEST Mumbai, AMTS Ahmedabad, PMT – Pune, KMT –
Kohlapur, SMT – Sholapur)
► ST as Government Departments (e.g. CTU – Chandigarh, etc.)
Financially most of the urban SRTUs have been making recurring losses (except a few such as BMTC Bangalore)
irrespective of their Institutional structure, though their physical performance has been comparable with the
expected levels. The average physical and financial performance of SRTUs operating urban services is
presented in Table 11‐1 for the 5 year period between 2011‐2015 and year‐wise details are given in Annexure
11‐1.
Table 11‐1: Physical and Financial Performance of SRTUs, 2011‐2015
Avg
Average
Earning Annual
Staff to Earning Revenue
Fleet per Cost
S. No. State Road Transport Undertaking Fleet per Bus to Cost
Size passenger per bus
Ratio (Rs. in Ratio
km (Rs.) (Rs. in
lakhs)
lakhs)
1 Ahmedabad MTS 1016 5.3 1.32 13.3 34,331 0.39
2 BEST Undertaking 4362 8.2 0.70 32.7 216,146 0.66


Avg
Average
Earning Annual
Staff to Earning Revenue
Fleet per Cost
S. No. State Road Transport Undertaking Fleet per Bus to Cost
Size passenger per bus
Ratio (Rs. in Ratio
km (Rs.) (Rs. in
lakhs)
lakhs)
3 Bangalore Metropolitan TC 6424 5.4 1.06 30.0 199,342 0.97
4 Calcutta STC 786 6.7 0.58 21.0 30,305 0.55
5 Chandigarh TU 472 4.2 1.45 24.4 18,030 0.64
6 Delhi TC 5312 6.7 1.09 22.2 471,766 0.25
7 Metro TC (Chennai) Limited 3665 6.5 1.55 34.3 153,384 0.82
8 Navi Mumbai MT 353 7.2 0.02 30.4 12,939 0.83
9 Pune Mahamandal 1894 5.4 0.75 32.2 71,426 0.85
10 Solapur MT 156 5.8 0.01 15.8 3,144 0.78
11 Thane MT 329 6.9 0.59 23.5 10,684 0.72
Source: data.gov.in
It is observed that the number of buses held by 11 urban SRTUs registered declining trends, while the loss per
bus has almost doubled, during the period 2011 to 2015. Consequently the public transport system suffered
not only in its financials but also its quality.
Thus the need for institutional set up for the proposed CBS for Faridabad is to adopt innovative business model
and design its organisation to suit to the challenges of the urban transport sector as proposed under NUTP,
2006 & 2014. benefit our client’s project and what differentiates us.
11.3 REVIEW OF ROLE OF VARIOUS AGENCIES IN BUS SERVICES IN FARIDABAD
The urban transport system inter alia envisages development of urban transport master plan, detailing spatial
and temporal travel demand, route network structures, operational schedules, transport infrastructure and
bus fleet requirements; operational manpower and its training needs; vehicle repair, maintenance, inspection
and certification facilities etc. It also lays down system related policies and standards and regulates public
transport operation as per motor vehicle and other applicable rules.
It encompasses conducting of travel demand assessment through surveys; acquisition of bus fleets; obtaining
operational permits – route wise or area wise; induction and training operational crew; development of
necessary parking and bus fleet maintenance infrastructure, terminals and bus stands / bus queue shelters;
user fare collection mechanism and equipment; vehicle tracking & passenger information systems – hardware,
software and the communication; besides host of other activities. It further encompasses operation and
maintenance bus fleet, collects user tariffs, monitors and controls all aspects for effective and efficient delivery
of PT services.
Various transport related activities are performed by the local, state and the central Governments. These
activities are divided in a number of departments making coordination difficult, time consuming and non‐
responsive to the expectations of the citizens. Proposed Faridabad city transport system would be no
exception to the above situation. Legally, 74th constitutional amendment devolves the responsibility of urban
development and therefrom the urban transport as one of the primary responsibility of the State/Local
Governments.
Proposed urban transport functions in Faridabad, as in any other Indian cities, would be performed by various
agencies listed in Table 11‐2.


Table 11‐2: Current Urban Transport Related Functions
S. No. Organisation A Few Urban Transport Related Functions

Ministry of Housing and Urban
i a ► Urban Transport Policy formulation
Areas Government of India (GOI)
► Land use planning and distribution
Haryana Shahari Vikas
b ► Preparation of Master Plans including that of urban
Pradhikaran (HSVP)
transport
► Construction and maintenance of national

Department of Road transport highways
ii a
and highways, GOI ► Motor vehicle act., its preparation, notification and
administration
► Construction and maintenance of State / District

b Public Works Department, GOH
Roads
► Preparation and administration of State Motor

Vehicle Rules
► Administration of transport vehicle tariffs
► Inspection Certification and Registration of Motor
Vehicles
c ► Administration and Control of route /area permits
Department of Transport benefit our client’s project and what differentiates us.
for public transport, IPT
► Administration of passenger tax, motor vehicle tax,
road tax etc.
► Licensing of transport crew.
► Performance monitoring of transport services.
► Licensing and Regulation of Non‐Motorised

Transport (NMT)
Municipal Corporation of ► Provisioning and maintenance of traffic signals,
d road signage, street furniture.
Faridabad
► Construction and Maintenance of some city roads.
► Clearance of ROW encroachments.
► Providing Passenger transport services within the

e Haryana Roadways (HR) state mainly for rural areas‐as also to adjoining
states.
► Enforcement of traffic and other related laws
iii Police
► Administration and Control of traffic movement.
Ministry of Petroleum and ► Regulation of Transport fuel supply, quality and
iv
Natural Gas, GOI price


S. No. Organisation A Few Urban Transport Related Functions
► Air quality assessment and monitoring – vehicular

v Department of Environment GOH
emissions related.
► Administration of Labour Act/Laws such as

vi Department of Labour GOH Transport Workers act, Minimum Wages act,
Factories Act, etc.
► Budget and Finance related functions for transport
vii Ministry of Finance GOH, MCF
system.
Ministry of Environment and
Viii ► Setting Vehicular Emission Norms
Forest, GOI
It is observed that a number of agencies control urban transport system in Faridabad urban area. Such
multiplicity of control is expected to lead to:
► Inter organisational conflicts where disagreements can over‐ride shared values between
agencies.
► A need for very high level of coordination
► Fragmentation of functional responsibilities
► Lack of local expertise Key Statement Block:
► Lack of focussed attention and integrated approach in planning, budgeting, operation and control
of the urban transport. This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
► “Passing the Buck”/passing the responsibilities approach to stakeholder needs, expectations and
grievances from urban transport system.
► Urban planning and transportation issues lacking a coherent approach.
► Multiplicity of command and control.
► Paucity of expertise in innovative approach to raising finances for public transport.
To overcome said problems and for effective delivery of urban transport services in Faridabad, various critical
functions need to be coordinated in an integrated manner through a suitably structured institutional set up.
11.4 NEED OF SPV FOR FARIDABAD CBS
It is proposed to constitute a Special Purpose Vehicle (SPV) for introduction of CBS in Faridabad with reference
to above discussion, the rational for proposing the same is discussed herein below:
► For efficient delivery of acceptable quality urban transport services at affordable price on long
term basis, to the satisfaction of all stake holders simultaneously maintaining financial
sustainability and growth of the system, in a focussed manner the CBS is proposed to be
administered by a professional body (An institutional setup or an authority).
► Possible options for administering the CBS in Faridabad range from a focussed specialised CBS
authority to a large transport department that oversees all forms of public/private transport
besides policy formulation, etc. In the latter case, control of CBS directly by the State
Government, the existing STU (Haryana Roadways) or the municipal corporation of Faridabad or a
new organisation involving concerned agencies of the Government, are some of the possibilities.
► State Government or Local Government or the existing Haryana Roadways operating CBS – merits
and demerits: Haryana Roadways is a large State Transport department of Government of
Haryana. It operates over 4,100 buses mainly on mofussil routes from 23 depots and 13 sub‐


depots. It operates nearly 11 lakh kms and carries about 12 lakh passengers daily. It had a
turnover of over Rs 1,900 crores during previous year. However HR focuses on intercity and inter‐
state operations. Its services in urban areas are minimal by deploying only a few buses on urban
routes. HR, though highly experienced in providing passenger transport services in mofussil area,
may not be able to manage the CBS with a focussed attention – necessary for successful delivery
of quality services. Similarly the local Government and the State Government are engaged in a
host of governing and regulating, policy framing and other complex functions. These bodies, thus,
would also find it difficult to provide focussed attention to the city transport operations.
► Other STUs, in various forms, providing CBS have only partially succeeded in delivering
sustainable urban transport services. Almost all of them, are financially unsustainable and hence
do not appear to be a useful choice for the Institutional set up of the CBS.
Therefore, a new organizational set up, with focused attention to CBS operations and delivery of quality
services, is proposed. The new organization should be a lean organization for planning; setting standards,
outsourcing service providers and quality assurance of transport related services; financial management, etc.
on public private partnership (PPP) concepts. The private sector service providers, in the new entity, would
own, operate and maintain bus fleet; collect fares; manage stations, communication and data processing
system using their own equipment; etc. at competitive prices.
As discussed elsewhere, urban transport system in Faridabad as in any other large city is a multi‐disciplinary,
multi‐control function involving extensive coordination amongst, mainly, the Governmental agencies, for
efficient development and growth, as also for satisfactory service delivery. While the later part is best
performed by effective planning, regulation, and control at the Government level, actual operation and
management of the services be left to the private sector. Such a combination optimally overcomes the
problem of deteriorating operational efficiency/increasing costs at Governmental agency and the exploitative
commercial nature of the private sector.
Faridabad CBS is proposed to perform functions mainly in the nature of administration, planning, setting
standards, developing and owning infrastructural facilities such as depots, terminals etc, contracting,
regulation, monitoring, coordinating and controlling CBS’s operations, while physical operation, repair and
maintenance of rolling stock and the infrastructure, and delivery of services shall be carried out by using the
assets (rolling stock, other equipment, etc.) owned by private organization/operators selected through a
competitive process.
11.5 OPTIONS FOR A SPV FOR FARIDABAD CBS
Though there are many options for constitution of an SPV three generally acceptable options for formation of
SPV are discussed herein. These options are:
Option I : Public Sector Company
Option II : Fully Private Company
Option III : A Joint Sector company (participation of GOH & a Private agency)
The relative advantages/ disadvantages are detailed below:
Options Advantages Disadvantages
► Implementation can start ► Procurement, operation and

early as lesser legal maintenance by public entity
processes required may result in delays and high
Option I: Public project cost
Sector Company ► All assets remain under
public ownership ► Cost overruns due to delays
► Efficient bus operations ► Quality of monitoring and
through private party cost recovery declines over a


possible on PPP basis period of time due to
declining staff productivity
► Financially non‐viable
component of the project ► Declining service standards
supported by public entity due to lower priority
reducing the business risk. accorded after lapse of
increase in subsidy demand.
► Land acquisition and
investment in infrastructure ► Commercially non‐viable
easier by a Govt owned routes may suffer due to cut
entity. in services
► Public interest remains ► Heavy regulation and water
focused through subsidy tight contract negotiations
management required for effective service
delivery
► Increase in reliance on state
budgetary resources to cope
with service standards
► Risk appetite & risk

appreciation less for
Key Statement Block: (a) Road Infrastructure
► Private sector capital and (b) Bus operation and related
management brought infrastructure
upfront
► Regulatory requirements
► Efficient service delivery
high
Option II: Fully ► Innovation and cost
(a) Pricing policy short term, medium
Private Company efficiencies
term and long term, escalating
► Asset management indexing – delays and inadequacy
professional, periodic
(b) Compensation issue
renewal & replacements
► Regulation of operator
► Innovative pricing through
profits beyond stabilization
asst uses and operational
period
efficiency
► Demand risk (initial phase
and beyond 10 years)
► Land acquisition difficult
► Timely construction of the ► Clash of interest with other

infrastructure public transport providers
Option III: A Joint ► Efficient operations ► Complicated tendering and
Sector company negotiations progress
► Major risk are restricted to
(participation of
the stakeholders & better ► City Bus systems generally
GOH & a Private
risk management through not profitable &
agency) unbundling of risk over time unsustainable
► No burden on the ► And extremely poor chances
government except of obtaining reasonable


regulation returns on investment
► Sustainable financial ► Frequent Government
resource management interference
► Promote innovation and
attract technical and
management expertise
► Achieve balance between
equity and affordability
expectation out of public
services as well as
private sector returns
through efficient cost
recovery and efficient
delivery of services
► Offers a window to GOH to
regulate surplus in the SPV
as per state priorities
through the concession
agreement.
Considering the merits and demerits of above options, overall option I appears to be a more realistic choice, in
all stages of project including implementation stage.
11.6 PROPOSED INSTITUTIONAL ARRANGEMENT OF THE SPV FOR FARIDABAD CBS
As discussed in the above paragraph, the SPV shall be a Public Sector Company and be called “Faridabad City
Transport Services Limited” (FCTSL)9. The proposed administrative set up of CBS envisages its
institutionalization as a SPV, under the companies act 2013 as amended till date, incorporated as a public
limited company comprising of the Board of Director at the administrative level, Chief Executive and other
managers at the management level for its day to day management, including acquisition, monitoring and
control of private service providers and provisioning of PT services.
Equity of the company is proposed to be shared amongst Municipal Corporation of Faridabad (MCF), Haryana
Shahari Vikas Pradhikaran (HSVP) and Haryana State Industrial Infrastructure Development Corporation
Limited (HSIIDC) in the ratio of 40%, 30% and 30% respectively. The authorized Share Capital of the Company is
Rs. 100,00,00,000/‐ (Rupees One Hundred Crore) divided into 100,00,000 (Hundred Lakhs) Equity Shares of Rs.
100/‐ (Rupees Hundred) each.
MCF HSVP HSIIDC Total

Equity holding 40% 30% 30% 100%
No. of Shares (Lakhs) 40 30 30 100
Equity Amount (Rs in Lakh) 4000 3000 3000 10000
Contribution in form of:

9 *‐ SPV composition and share holding pattern is similar to GMCBL


MCF HSVP HSIIDC Total
Cash 4000 3000 3000 10000
The Board of Directors (BoD) of the SPV may consist mainly of representatives of government / governmental
agencies and chaired by a senior level bureaucrat having highest institutional stakes in efficient operation of
the CBS. The Principal Secretary, Department of Urban Local Bodies, Government of Haryana shall be the ex
officio, non‐executive Chairperson of the Company. BoD would meet periodically, may be monthly or
bimonthly for policy level decisions, investment decisions and performance review. Proposed BoD of the SPV is
given in Table 11‐3.


Table 11‐3: Board of Directors of Faridabad CBS
Organisation/Department Position on
Designation Remarks
Department of Urban Local Bodies,
Principal Secretary Chairman
Government of Haryana (GoH)
Managing
Municipal Corporation of Faridabad Commissioner, MCF
Director

Representative of
Finance Department
Department of Finance, GoH not below the rank Director
of Additional
Director
Deputy
Faridabad District Administration, GoH Director
Commissioner
Haryana Shahari Vikas Pradhikaran
Administrator Director
(HSVP)
Director
Haryana Police, Faridabad
Haryana State Industrial Infrastructure Managing Director
Director
Development Corporation (HSIIDC) or his representative
Chief Executive
Faridabad Smart City Limited Director
Officer
Faridabad City Transport Services Chief Executive
Director
Limited Officer
Independent

Director
Independent

Director
Independent

Director
Faridabad City Transport Services Company Part Time;
Company Secretary
Limited Secretary No voting rights
Secretary, State
Department of Transport, GoH Transport Authority Special Invitee No voting rights
(STA)
Haryana Roadways, Faridabad General Manager Special Invitee No voting rights
Deputy
Haryana Police, (Traffic),
Faridabad
Public works Department, Buildings Chief Engineer Roads
and Roads, Govt. of Haryana or his representative
Timely delivery of effective and efficient public transport services in urban areas needs inputs from various
agencies from time to time. Senior‐most local executive of such agencies / departments may be called as
special invitee by FCTSL board depending upon the stage of work. Some such agencies / departments include:
PWD (Roads), Railways, DMRC, Traffic Police, Regional Transport Office, Bus operators, ITS, Revenue collection
and any other service provider.
The Organization structure for management of FCTSL is proposed as under:


Figure 11‐1: Proposed Organisation Structure of FCTSL
The Article of Association and Memorandum of Association for the FCTSL is given at Annexure 11‐2 and 11‐3.
11.7 PROPOSED FUNCTIONS OF THE SPV FOR FARIDABAD CBS
For effective provisioning of transport service, SPV is proposed to perform following main functions:
► Planning, regulation, operations management and control – network and route planning, service
planning and scheduling, setting service quality standards, monitoring and control of services,
integrating CBS transit services with metro, commuter rail, inter‐city PT services, IPTs etc.
► Data acquisition and processing (Part of ITS) – contracting of services for acquisition,
communication, warehousing and processing of data for planning besides monitoring and control
of services.
► Setting standards and specification for buses, depot plant and equipment, revenue collection
equipment, ITS – on and off board
► Selection of appropriate technologies for buses; maintenance equipment; revenue collection; ITS
– on‐board and off‐board and the control and communication systems,
► Planning for growth, depot and other infrastructure locations and their acquisition to meet
expansion needs;
Acquisition of :
 Private Operators (PO) as fleet operators – both for Intra‐city and feeder operations, as well as for
other PT services in a transparent manner to acquire buses and plant and equipment at depot
workshop, own, operate and maintain buses as well as depot infrastructure including all facilities;
 Revenue collector (service provider) – for on board as well as off‐board (if any) user fare collection. In
one alternative of this system revenue collection is arranged by the authority through contracted
manpower supply agency who would supply customer service providers (conductors) and supervisors
to manage them, their attendance as per service roster, service matters and other related records.
Electronic Ticket Vending Machines (ETVMs) along their repair and maintenance services will be hired
separately from ETVM suppliers. Authority will make payment to manpower and ETVM supply agencies


on the basis of service volumes and applicable SLAs. In another alternatively, a Revenue collector to
providing all these services in an integrated manner would be acquired to minimize frequent inter‐
operator conflicts and shifting the responsibility behavior. Advertisement revenue from all revenue
collection media will be retained by the authority.
 Intelligent Transit System (ITS) provider– to design, set standards, acquire hardware and software,
communication systems – install, commission, operate, maintain and manage control rooms including
entire, software, hardware and MIS; provide data mining/storage/evaluation and MIS services
 Banking service provider
 Any other service provider as required from time to time
► Projects planning and management, coordination for maintenance of roads and other utilities,
fuel supplies, etc
► Tariff fixation/structuring/revision mechanism along with periodicity and trigger points etc for
fare revision. Delegation of authority for this activity, to FCTSL by the GOH, needs to be obtained.
Alternatively automatic fare revision formula developed by FCTSL be approved by GOH for
periodic revision of user tariffs based inter‐alia on variations in input costs periodically and or at
the defined trigger points.
► Human resource management, legal and company affairs, administration, grievance handling,
etc.
► Financial, accounts & audit, investments, funds flow and other related services.
► Quality assurance of all assets acquired by service providers for FCTSL use
► Marketing & branding of CBS, etc.; creating public awareness and support,
► Any other function necessary for the CBS
Above mentioned set up of SPV and functions proposed to be managed by the SPV, is expected to provide an
optimal mix of Public Private Participation for operation and management of the CBS system.
11.8 REQUIRED QUALIFICATION AND EXPERIENCE OF THE SPV STAFF
The Chief Executive Officer (CEO) of FCTSL may be an all India service officer with 8‐10 years of service
including 2‐3 years in Urban Transportation systems or an automobile / mechanical engineer with over 10
years’ experience in public transport systems management. He/ she shall be responsible for day to day
management of FCTSL. Table 11‐4 presents qualifications and experience of key managerial staff.
Table 11‐4: Qualifications and Experience of the Key Managerial Staff
Position & Qualification
S. No. Responsibilities
and Experience
Managing Director; ► Overseeing, managing and conducting the operations
1 Municipal and administration of the Company subject to the
Commissioner MCF supervision and control of the Board.
Chief Executive Officer; ► Overseeing, managing and conducting the day‐to‐day

An all India service operations and administration of the Company subject
officer with 8‐10 years to the supervision and control of the Board.
2. of service including 2‐3
years in Urban ► Entering into contracts or arrangements for and on
Transportation systems behalf of the Company in all matters within the
or an automobile / ordinary course of the Company's business.


and Experience
mechanical engineer ► To formulate and submit to the Board for approval, a
with over 15 years’ Human Resource Policy that will lay down procedures
experience in public for creation of staff positions, qualifications of staff,
transport systems recruitment procedures, compensation and
management. termination procedures.
► Recruitment of the staff/managers of the Company
and the creation of new positions in accordance with
the Company's approved budget and the recruitment
of officers and employees in accordance with the
Human Resource Policy approved by the Board.
► Supervising the work of all employees and managers
of the Company and the determination of their duties;
responsibilities and authority.
► Any other work assigned / powers given by the Board,
relating to the affairs of the Company.
► Any and all activities of the SPV for effective and
efficient delivery of PT services
► Be responsible for the Company's overall financial

policies and implement such policies as may be
directed by the Chief Executive Officer and the Board;
► Advise the Board and Chief Executive Officer on all
financial matters;
Chief Financial Officer; ► Oversee all financial functions including revenue
MBA Finance/ CA with management, expenditure management, accounting,
3.
more than 15 years of budget, credit, insurance and tax, etc;
experience
► Design and prepare financial statements, accounting
statements, statistical data and reports;
► Perform such other duties as may be delegated or
entrusted by the Chief Executive Officer and or all
other functions necessary for smooth management of
finances and the financial management systems.
Chief Operating Officer; ► Undertake short and long term planning of Public

Graduate Engineer Transport systems including:
(Mechanical / ► planning for and acquisition of its subsystems, such
Automobile as infrastructure and rolling stock, through transparent
Engineering) with and competitive processes;
Masters in Business
4. ► route network planning, operations planning and
Administration and 15
years’ experience in scheduling, bus and crew scheduling, monitoring and
planning, operations, control of services;
repair and maintenance, ► data collection, analysis, mining and Management
management, etc of bus Information System;
transport systems.
► repair and maintenance of buses and plant /


and Experience
equipment;
► inventory control and management including
requirement planning, procurement, storage and
distribution of materials / spares, scrap disposal,
► fuel and lubricants requirement planning
procurement, storage, dispensing and accounting,
consumption monitoring and control;
► fare fixation, structuring and revision;
► revenue collection;
► manpower planning, acquisition, induction, capacity
building and career progression planning and
implementation;
► Acquisition of private partners for bus operations,
revenue collection, ITS, etc
► all administration related activities and functions ;
► public relations and grievance handling;
► Identification, enforcement of legal and regulatory
framework;
► Setting up, physical, financial and service quality
related performance standards and their
benchmarking, performance monitoring and control;
► Overseeing the day‐to‐day operations of the Company;
► Rolling stock requirement planning, setting
specifications and standards, acquisition, quality
assurance and induction of buses;
► Preparation of repair and maintenance plans,
assessment and acquisition of plant and equipment,
monitoring and control of R &M activities;
► Planning, acquisition, operation and maintenance of
ITS including vehicle tracking, PIS‐ on/off board,
ETVMs, security/incident /alert management;
► Manage the technology requirements of the
operations of the Company;
► Develop, in collaboration with the Chief Executive∙
Officer and the Chief Financial Officer, an annual
operating plan that supports the operations strategy;
► Assist the Chief Executive Officer in achievement of its
established goals or objectives and policies established
by the Board;
► As requested by the Board, attend meetings of the
Board and its Committees and present the information
necessary or relevant to the Board or such Committee


and Experience
for discharging its duties;
► Help foster a corporate culture that promotes ethical
practices, customer focus and service and encourages
individual integrity;
► Carryout all tasks and functions pertaining to PT
operations planning, setting standards, scheduling,
acquisition of service providers, delivery and
management of PT services, monitoring and control,
etc of all activities pertaining to the areas of control
► Perform such other duties as may be∙ delegated or
entrusted by the Chief Executive Officer.
► All functions related to affairs of FCTSL including but

not limited to:
► its formation, incorporation / registration, subscription
of shares,
► constitution of the board of directors,
Company Secretary; ► obtaining all legal and administrative clearances
Company Secretary Key Statement Block:
/
Graduate member of ► organizing company board/its committees meetings,
the Institute of company ► preparation and circulation of meeting agenda as well
Secretaries with over 10 as minutes of board and its committees’ meetings,
years of experience as
5. ► Compiling action taken reports for information of
company secretary of a
public Limited company board;
in all aspects of ► subscription to company’s share capital, management
company secretary’s of shareholders affairs,
tasks/activities and
functions ► Preparation and submission of all statutory and other
reports, etc.
► Any and all other activities, tasks, functions necessary
for smooth and efficient functioning of the company,
as well as those required / allocated by the CEO/MD /
BoD / Committees of the Board / Government of
Haryana;
Chief Administrative
► All functions related to administrative affairs of FCTSL
Officer;
including but not limited to:
Graduate Engineer
(Mechanical / ► Preparation of manuals, standard operating
Automobile procedures, guidelines, for all administrative activities
Engineering) with / functions/ recruitment and career progression
6.
Masters in Business systems/ disciplinary action systems and procedures,
Administration and 15 in FCTSL;
years’ experience in
► Human Resources Management – manpower planning,
administration,
acquisition, induction, capacity building, performance
operations, repair and
monitoring, career progression,
maintenance, human


and Experience
resource management, ► Administration of legal and regulatory
legal and regulatory functions/clearances, licences,
aspects of PT, labor laws
► Preparation and implementation of Labour welfare,
and wage
grievance handling and redressal;
administration; public
relations and grievance ► Administration of Wages, incentives, Leave, etc
handling, etc in bus
► Implementation of social security schemes, medical
transport systems.
facilities;
► Planning, procurement and management of contracts,
► Planning for, acquisition, operations and maintenance
of PT related infrastructure, facilities, etc
► Administration of utilities, auxiliary systems,
► Budgeting for acquisition of assets
► Any other activity allocated by the management,
required for effective delivery of administrative and
other related requirements.
Managers in the FCTSL would be supported by subordinate staff inducted as qualified professionals at lower
levels (assistant managers / assistant engineers, etc.) in the administrative set up. Table 11‐5 presents the
qualifications and experience of the other staff.
Table 11‐5: Qualifications and Experience of the Other Staff
Position & Responsibilities
Qualification and Qualification and Experience
Experience
► Shall be responsible for:
 Planning, design and construction of
depot infrastructure, provision of
utilities and contracting of all related
activities/services, quality assurance of
work, applicable regulatory and other
Civil Engineer with 5 years in planning, clearances, etc;
design, contracting, execution, quality  Repair maintenance of infrastructural
Assistant Manager assurance and supervision of civil assets, utilities, etc;
Infrastructure engineering works/infrastructure related  Ensuring compliance with all legal and
to depots, terminals, bus queue shelters statutory requirements pertaining to
etc; above functions/activities;
 Contacting systems, processes,
evaluation mechanisms etc in
acquisition of civil engineering works;
 Any other work / function pertaining
to civil engineering activities as
assigned by FCTSL management


Experience
 Human Resources Management –
manpower planning, acquisition,
induction, capacity building,
performance monitoring;
Master’s in business administration with  Preparation and implementation of
specialization in and Human Resource Labour welfare, grievance handling
Management and 5years experience in and redressal schemes;
Assistant Manager
manpower planning and development,  Administration of Wages, incentive
HR
recruitment, induction, capacity building, schemes, Leave, etc;

salary and wage administration, labour  Implementation of social security
welfare, grievance handling, legal and schemes, medical facilities;
regulatory framework
 Labour laws and labour welfare,
grievance handling and redressal;
 Disciplinary systems and procedures,
enquiry mechanisms;
 Any other functions / activities
assigned from time to time
 costing of operations, cost controls;
Master in business administration with  tariff fixation / structuring and
specialization in Accounts / Finance with revision;
5 years  vetting of procurement proposals;
experience in business accounting, book  Book keeping and implementation of
Assistant Accounts accounting systems and procedures;
keeping, costing systems, audit,
officer (1)
accounting systems and procedures,  Internal audit of accounts;
financial services, cash handling and  legal aspects and statutory
banking, statutory and legal requirements applicable to agencies
requirements, etc. like FCTSL besides other skills as called
for;
 Any other functions / activities
assigned from time to time
 Planning for project funding
requirement;
Assistant Accounts
As above  Planning for funds availability,
officer (1)
projecting revenues and costs and the
gaps if any;
 Assessment of quantum of
concessions and discounts for their


Experience
reimbursement by the GoH;
 Planning for and selection of cashless
payment systems and clearing house
functioning;
 Evaluation of projects, investments
and service contracts;
 Revenue collection systems and
options evaluation;
 Acquisition of revenue collector and
necessary equipment’s like Electronic
Ticket Vending Machines(ETVMs), fare
charging media such as smart card,
paper ticket, etc;
 Integration of user tariff payment
systems with other modes of travel,
clearance house management;
Key Statement Block:  Cash handling and banking;
 Direct payment to service providers on
the basis of set out guidelines /
agreements, etc;
 any other activity/function allocated
by FCTSL management from time to
time /necessary for smooth
functioning of FCTSL.
Mechanical / automobile engineering ► Shall be responsible for:

graduate with MBA and with 5 years’  Bus fleet requirement planning;
experience in bus technology and  Bus technology – size, capacity,
maintenance practices, repair and category and bus aggregates, fuelling
maintenance systems of buses & plant systems ‐ evaluation and selection
and equipment, various types / levels of from out of available options;
maintenance activities, bus body designs,  Identification and bench marking of
Assistant Manager design evaluation and fabrication, quality
bus performance parameters such as
(Tech & assurance systems, fuels and lubricants,
acceleration, gradeability, comfort and
Procurement) (1) diesel / compressed natural gas fuelled safety features, bus floor height, door
internal combustion engines; locations etc;
transmission and other bus aggregates,
 Developing detailed bus specifications
their functioning and performance, fault
and procurement documents for
diagnosis and repairs; other systems of
acquisition of buses;
buses; specifications of different items,
 Procurement of buses, quality
tyres and tyre retreading processes;
assurance, administration of
vehicle electrical systems and batteries,
warrantees and guarantees;
on‐board passenger information systems
 Developing ITS end use specification


Experience
technology, and other maintenance and procurement documents for
related items, inventory management acquisition of on‐board ITS systems
and control . such as PIS, automatic vehicle location
and tracking, on‐board security
systems and incident alerting, etc;
 Acquisition of on‐board ITS items and
their integration with other sub‐
systems / off‐board processors;
 Benchmarking and monitoring bus
performance wrt to fleet utilization,
reliability and safety, fuel and
lubricants efficiency, engine,
transmission, tyres and other bus
aggregates performance monitoring
and control;
 Planning and acquisition of
Key Statement Block: infrastructural facilities such as bus
depots and the facilities / plant and
equipment;
 Requirement planning of spares and
aggregates, float of bus aggregates,
tyres;
 Quality Assurance systems –
developing and acquisition;
 Any other function allotted by FCTS
managements and or required for
efficient functioning of PT system
 Planning for repair and maintenance
systems for buses;
 Developing standard operation
procedures for repair and
maintenance activities of buses;
Assistant Manager  Laying down preventive / periodic
(Tech & As above maintenance schedules and tasks,
Procurement) (1) monitoring and control thereof;
 Planning for reconditioning of bus
aggregates;
 Ensuring timely repair of buses failing
in operations;
 Quality assurance of repair and
maintenance activities;


Experience
Requirement planning for spares,
materials and other repair and
maintenance related items for
guidance of bus owner / operators;
 Monitoring and control of ITS
performance, timely repair /
replacements, etc;
 Data collection, analysis and
evaluation, generation of required
reports for MIS;
 Monitoring of overall performance of
bus fleets as per contractual
requirements pertaining to bus fleet;
periodic inspection of buses,
identification of deviations, enforcing
their timely repairs;
Key Statement Block:  Monitoring repair and maintenance of
authority owned plant and equipment;
 Enforcing implementation of all legal
and regulatory aspects for repair and
maintenance of buses / facilities, and
the contract laws / regulations;
Mechanical / automobile engineering ► Shall be responsible for:

graduate with MBA and with 5 years’  Operations planning and scheduling;
experience bus fleet transport operations  Travel demand assessment spatially
and management, travel demand and temporally ‐ for medium and long
assessment systems, route network terms;
planning, bus operations planning and  Routes and route network planning;
Assistant Manager
scheduling; tariff fixation / revision and  Route wise operations planning and
operations and
structuring; tariff collection equipment, scheduling, setting operating spans,
revenue collection
media and the systems; setting headways, etc;
(1);
performance benchmarks for PT
 Bus fleet and crew requirement
operations; data collection, processing,
planning – overall and route –wise;
evaluation and analysis of data, besides
 Acquisition of route / area permits for
monitoring and control mechanisms;
stage carriage operations;
branding and marketing of PT services;
 Identify applicable legal aspects, acts,
user interaction; acquisition of service
rules and regulations, and ensure their
providers, basic contracting procedures,
implementation;
systems and management; revenue
 Preparation of requisite specs and


Experience
collection benchmarking, monitoring and documents for acquisition of various
control; identification of revenue service providers such as bus
leakages if any and corrective actions operators, revenue collectors, etc on
thereof; human resource management PPP basis;
and capacity building; route permits,  Procurement of service providers,
licenses, taxes applicable laws / induction and commissioning of their
regulations and disciplinary procedures; services;
ITS and communications systems; public  Bus an crew scheduling;
relations and user / stakeholders  Identification of performance
grievance handling besides any other parameters and their benchmarking
related aspects. wrt bus fleet and crew productivity,
service quality, etc;
 Data collection, analysis, evaluation
and generation of reports wrt various
performance parameters;
 Design and implement MIS;
Key Statement Block:  Monitoring and control operational
performance, assess defects /
deficiencies in delivery of services for
corrective actions and application of
penalties;
 Plan for branding and marketing of PT
services;
 Plan for and implement acquisition
and display of advertisement, collect
revenues, monitor performance;
 Plan for tariff fixation, structuring and
revision;
 Clearing service providers’ bills for
payment;
 Implementation of Operations plans
Assistant Manager and schedules at depot level;
operations and  Ensuring deployment of resources as
revenue collection per above schedules;
(1)  Ensuring timely availability of
roadworthy fleet and crew, deploying
buses and crew as per schedules with
necessary documents;


Experience
 Ensuring timely performance of all
depot activities / functions as per
directions of operations planning and
the technical sections;
 Quality assurance of all depot
activities, identification of defects /
deficiencies and levying of penalties /
taking penal actions, recovery of
penalties;
 Verification of service provider
invoices;
 Data collection, analysis, evaluation
and generation of required reports for
MIS;
 Monitoring and control of
performance;
Key Statement Block:  Ensuring overall depots administration
and management,
 Implementation of legal and
regulatory framework;
 Interacting with service providers
timely corrective actions wrt defects
and deficiencies in performance;
 Handling and redressing of service
providers’ grievances complaints etc;
management and or required for
 Revenue collection Planning and
monitoring, contracting;
 performance monitoring, MIS, etc;
 Monitoring and control of overall
Assistant Manager performance of PT system on‐line/in
operations and field;
revenue collection
 Delivery of PT services as per
(1)
Operational plans and schedules;
 Ensuring availability of serviceable
tariff collection equipment, tariff
payment media and the systems;
 Collection of revenue through sale of
user tickets etc;


Experience
 Benchmarking, monitoring and control
of revenue collection;
 Identification of revenue leakages if
any and taking prompt corrective
actions thereof;
 On‐line checking of bus operations,
bus crew and the buses for their
presentability / performance etc; crew
behavior, stoppage of buses at
designated locations;
 On‐line checking of BQSs, their
serviceable conditions, cleanliness,
performance of PIS System,
encroachment etc;
 Maintaining cordial public relations;
 Handling and redressal of user /
Key Statement Block: stakeholders grievances;
 Interacting with PT Users/ other
stakeholders such as road owning
agencies, police, etc;
 Attending to on‐line bus failures /
breakdowns etc and ensuring timely
corrective action;
 Effective and efficient coordination
with other functionaries for timely
action wrt issues pertaining to their
areas of control;
 On‐line checking of excessive
emission, presentability, etc of Buses;
 Any other function allotted by FCTSL
management and or required for
efficient functioning of PT system.
Overall manpower for the SPV is proposed as 0.2 (max) staff per bus inducted progressively (limiting it to 30
persons initially) considering full/optimal utilization of existing manpower and depending upon extreme needs
to maintain a lean and trim organization. The SPV would be manned mainly by engineers for developing
universal deployment potential, inter‐changeability amongst functional positions and better career
progression opportunities. Requirement of staff norms may be reviewed periodically by the BoD.
The proposed FCTSL institutional and organizational set ups are considered desirable for following reasons
amongst others:
► Long term planning for public transport services in urban and contiguous areas of Faridabad by all
modes of transport services, infrastructure planning and provisioning, investment planning and


budgeting, etc. following approved CMP as updated from time to time, and obtaining BOD / GOH
approvals. Interactions amongst representatives of concerned departments at BOD level take
place regularly facilitating prompt approvals of said plans and necessary coordination for timely
implementation.
► Tariff planning and administration remains a governmental function – facilitating effective control
on affordability aspect of CBS services for socially disadvantageous and physically challenged
persons; at the same time ensuring sustainability of PT services and providing political
convenience by extending timely support by way of viability gap funding.
► Future expansion programmes requiring allocation of land, acquisition of land for depots,
terminals etc. re‐location of utilities particularly at the project stage – is facilitated through the
concerned representatives on the BOD of FCTSL.
► Seeking Government investments for infrastructure development, viability gap funding of FCTSL
operations if any etc.
► Government, through FCTSL, retains full control of setting service quality standards, monitoring
and controlling the same. Collection, processing and ware‐housing of the entire operational and
financial performance data of CBS operations, enables the Governmental agency ownership and
ready availability of such data for future planning etc.
► Private sector invests/arranges capital fund and acquires bus fleet as per bus specifications, type
and size decided by FCTSL– considering commuter convenience and environmental concerns. The
private operators (the fleet owners) – may be paid on the basis of quantum of operations in
terms of bus kilometres further subject to obtaining a pre‐defined/contracted load factor and
other service quality performance requirements (GCC / GCC Hybrid model as decided by the
BOD). The need for investment in bus fleets, their ownership, operation and maintenance etc. of
buses and maintenance of depot infrastructure is taken off the FCTSL. It consequently leads to
minimised burden of lower efficiencies; pampered employees, reduced productivity, and heavy
expenses; sub‐optimal presentability and upkeep of fleet; but FCTSL still retaining effective
quality control over services. Similar situation would emerge for PPP in other services like ITS
including communication, data acquisition, processing and data mining; ITMS & control rooms
management, MIS, etc.
► Fare collection/verification and revenue management by private sector – independent of the bus
operator – is expected to provide efficient services without burdening FCTSL with costly staff
and/or investments simultaneously retaining full control over data/revenue. Such an
arrangement also saves FCTSL from devolving full control of operations and revenue in hands of a
single private agency like the bus operator.
► Financial services management by an independent banking / clearing agency, saves FCTSL from
incurring huge labour costs at the same time enhancing private sector confidence in the system
mainly with respect to cashless payments made by transit users when integrated with other
modes such as metro, commuter rail (EMUs), etc; distribution of revenue, accrued through
cashless transactions, amongst operators / service providers; direct banking of revenues collected
in cash by revenue collector; direct payment to service providers as advised by FCTSL.
11.9 CONCLUSION
► For effective, efficient, well‐coordinated and integrated planning, development and
operationalization of urban transport systems, Unified Metropolitan Transit Authority (UMTA)
and Operational SPVs need to be set up in the state progressively. While setting up of UMTA may
be considered at State Government level for various urban areas in the state in due course; the
SPV in the name and style of FCTSL needs to be set up at highest priority to commence PT
operations in urban areas of Faridabad.


► Following above discussions it may be concluded that Public‐Private participation (PPP) as
discussed above is necessary to check delays in decision making; over staffing coupled with
inferior efficiencies and high costs; huge investment costs on rolling stock, operational
equipment’s and their maintenance; etc. PPP brings in private funds; business oriented concepts,
professionalism and expertise of private sector and cost effectiveness through competition “for
the market”. It also brings in bargaining power and professional expertise of private sector to
guide the authorities in tariff policy / tariff structuring more realistically on basis of scientific
analysis and economic rational rather than political and or administrative conveniences. The
system also affords retention of planning, regulating, standard setting, quality assurance, and
overall control of transport system, to the satisfaction of all stake‐holders, in hands of a
Government Agency which plans regulates and controls transit services while the private sector
invests, owns assets and manages the business.
► It may further be noted that most of the successful CBS, particularly in Latin America – the home
of CBS – operates on PPP concepts.
► The proposed institutional set up, with private sector participation for investments and
operations management, would help provide an effective and sustainable transport system,
planned and regulated by FCTSL ‐ a government agency, based on competition and largely private
sector operation. Such participation also reduces system costs and improves service delivery. It
helps in achieving user and governmental objectives of providing adequate, accessible, reliable,
and safe PT services at affordable travel costs and in optimal journey time.
11.10 WAY FORWARD Key Statement Block:

In order to further strengthen the Urban Transport in Faridabad it is recommended to implement the
important guidelines of the NUPT, which include formation of a Unified Metropolitan Transport Authority
(UMTA), Creation of an Urban Transport Fund (UTF), undertaking capacity building of decision makers and
planners and awareness creation campaigns for the public at large.
11.10.1 SETTING UP UNIFIED METROPOLITAN TRANSPORT AUTHORITY
NUTP clearly identifies Land use and transport as two intricately linked elements of urban system and have
bearing on each other. Hence the distinctive role of UMTA regarding formation of progressive land use and
transportation policy for Metropolitan area becomes critical. Furthering the policy guidelines the GoI
recommends setting up of UMTA in all million plus cities for planning, funding, development and operating an
integrated multimodal urban transit system by effectively coordinating multifarious activities carried out by
multiple agencies / division of the government.
Overall aim of UMTA will be to promote public transport in urban areas through formulation of policies,
programmes, rules and regulations related to urban transit. Its function is to facilitate/ co‐ordinate planning
and implementation of urban transport programs and projects in an integrated management framework. To
be effective, such Metropolitan Transport Authorities would need statutory backing. The proposed
institutional set up for UMTA should be financially sustainable and be able to perform the following tasks:
► Integrated management of urban transport system with land use management
► More coordinated planning amongst the various players of urban transport
► To ensure a comprehensive urban public transport system
► Implementation of urban transport programs and projects
► Regulatory decisions on unified platform regarding


► Public transport fare policy
► Parking policy
► Route rationalisation for various modes
► Resource mobilisation
► Lay down specifications and service levels
Operationalization of UMTA is envisaged as below:
 UMTA will make overall policies for integrating land use and transport.
 Agencies like HSVP which will remain the sole agency responsible for preparation of Master Plans etc.
for Faridabad Development Area will take policies prepared by UMTA as guiding principles for
preparing Master Plans.
The representation of various agencies involved in the preparation of land use and transportation plan in
UMTA is required as per the NUTP, 2014 thus, the following structure of the UMTA is proposed:
► Chief Minister as Chairperson ► Principal Secretary, UD
► Minister, Urban Development as Co‐ ► Principal Secretary, Environment & forest
chairman
► Principal Secretary LSG
► Transport Minister
► Secretary / Commissioner, Transport,
► Mayor, FMC
► Chief Administrator, HSVP
► Local MP of Faridabad This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA
► Additional Director General Police (Traffic)
► MLAs of Faridabad benefit our client’s project and what differentiates us.
► Representative from Chamber of commerce
► Chief Secretary (PHD)
► Addl. CS Infra ► Chief Town Planner
► Chairman, HSIIDC ► HoD of Civil Engg. from NIT as member
► Principal Secretary, Finance ► 2 or 3 reputed academicians/experts in the
field of traffic & transportation
Besides the above members, representatives of following agencies may also be invited as per requirement:
PWD, Roads (secretary), Public Utility Departments (PHED, BSNL, DHBVN), Bus operators (DG HR), Railways /
Metro Rail, FCTSL CBS, FSCL , Auto Rickshaw Union, RWAs confederation, Consumer Council and State level
Infrastructure Development Agency.
The main functions of the UMTA would include the following:
► Formulation of progressive land use and transportation policy for Faridabad Metropolitan
Development Area, TOD
► Put down rules and regulations for the orderly conduct of urban transport
► Formulation/revision in tariff policy/tariffs from time to time
► Routes structuring for various public transport modes (i.e. CBS, Feeder, Intra‐city buses, Inter‐city
buses for contiguous areas within NCR, IPTs, etc.) to maximize accessibility and to ensure fair
competition on routes
► Set service standards, technology / technical specifications


As already stated, main functioning of UMTA will be to formulate policies related to land use and
transportation issues for Faridabad city including CBS and the FCTSL would mainly focus on regulatory issues.
In order to assist UMTA in decision making and give effect to the policies formed by UMTA, an Executive
Council (EC) may also be constituted. The members of the executive council shall be drawn from UMTA and
the council will act as an advisory body to UMTA. The Executive council will meet on regular basis (at least
once in months) and will put forth the proposals and suggestions regarding various issues to UMTA for final
approval. In order to assess demands, service contracts and identifying service standards, EC will be assisted by
the group of professionals and experts on outsource basis.
Proposed UMTA and executive council will facilitate:
► Rational traffic and transport policy in Faridabad in line with land use policy
► Fare and level playing field for different modes of transport (CBS, HR, IPTs)
► Transparent process which will ensure competition and satisfactory level of services for urban
commuters
11.10.2 CREATION OF URBAN TRANSPORT FUND
As per the NUPT, levy of dedicated taxes should be credited to an urban transport fund (UTF) and used
exclusively to meet UT needs. Such dedicated taxes could be in the form of a supplement to the petrol and
diesel taxes, betterment levy on land owners or even an employment tax on employers. In fact, revenues from
a betterment levy along new high capacity PT corridors would be included as a component of the financing
plan for such new PT modes. Such funds should be set up at all three levels, i.e. Centre, State and city.
The objectives of creating an UTF are based on the requirement for instituting a city‐level efficient urban
transport system to all urban area, which is commensurate with growth in population, area and economic
activities. Budgetary allocations from Central and State Governments on public transport are limited hence;
this source of funding may not be sufficient and sustainable to address the funding requirements for PT so
creating a corpus specifically for PT is desirable.
11.10.3 CAPACITY BUILDING
The responsibility for planning and implementation of UT systems rests with the State governments and the
municipal bodies. However, since the problems associated with UT are of relatively recent origin in India,
having surfaced only from the early 1990s, the ability to fully understand and deal with these problems is yet
to fully mature. This calls for concerted efforts at strengthening capabilities at the State and city level to
address these issues and undertake the task of developing sustainable UT services and infrastructure. Capacity
building would have to be addressed at two levels – institutional and individual.
► Institutional capacity would primarily involve creating a pool of knowledge and a knowledge
management centre that would sustain and enhance expertise as well as facilitate more informed
planning. It would also sponsor regular research to help formulate the right mitigation strategies,
without merely adopting what other countries have tried. The Institute of Urban Transport (India)
IUT an existing institute under the purview of the MoHUA has been suitably strengthened to
discharge this responsibility. It serves as a national level facility to provide continuous advice and
guidance on the principles of good UT planning as emerges from its research. Advice on new
technologies is also regularly available to implementing agencies from this institute.
► Individual capacity building will include training and skill development of the public officials and
other public functionaries to make such officials aware of the nuances of UT planning and the
specific issues involved in managing city transport. This would be targeted at personnel belonging


to the State transport departments, municipal corporations, metropolitan development
authorities, traffic police, environmental authorities, State Transport Corporations, Public Works
Departments, etc.
As part of the exercise of skill development, academic programs in UT, especially at the post‐graduate level,
would be strengthened so that a nucleus of qualified UT professionals becomes available in the country.
Suitable collaborations, with leading institutes abroad, should be established to offer expertise to such
programs in the initial years.
► Regular update of the database both from primary and secondary sources and information
should be one of the important tasks.
11.10.4 NEED FOR PUBLIC AWARENESS AND COOPERATION
Intensive awareness campaigns may be launched to educate people on the ill effects of the growing UT
problems in urban areas ‐ especially on their health and well‐being. The campaigns should seek their support
for initiatives like greater use of PT and non‐motorized modes, proper maintenance of their vehicles, safe
driving practices, etc. Such campaigns would encourage individuals, families and communities to adopt “Green
Travel Habits” that would make travel less polluting and damaging. Some of the initiatives could be: i.
Preparing communications strategy for successful implementation of UT projects and programs. ii. Organizing
regular Painting and Essay Completion amongst students from schools, colleges, and academic institutions. iii.
Organizing PT Day, Car Pool Day and Bicycle Day to promote use of Bus, Urban Rail, Metro Rail, Shared Auto
Rickshaws & Taxis, and Bicycle amongst public, students, Government and private organizations.

12 CONCLUSIONS AND WAY FORWARD
12.1 CONCLUSIONS
Considering details discussed in various chapters, it is concluded that PT services are urgently required to be
introduced to provide connectivity to / from Faridabad. In the short‐term however, Metro feeder services on
ten routes covering a feeder network of about sixty nine kms and intra‐city PT services on nine major corridors
of 97 kms total route length offering connectivity amongst residential sectors, from residential sectors to
commercial, industrial, employment, educational, social, and health services locations besides to / from main
bus terminals, railway stations, etc.
For above operations, 40 and 50 midi, air‐conditioned and Non AC, CNG fuelled buses, for feeder and intra‐city
PT services respectively are proposed to be inducted on PPP basis. Similarly, revenue collection would also be
undertaken on PPP model.
In the short term phase the Authority would make available need based basic infrastructure in the form of two
depots and terminals each and control rooms; set service quality, physical and financial performance
standards/ benchmarks, prescribe bus specifications, monitor and control delivery of services using ITS.
Authority would also develop bus stands on PPP basis.
An estimated amount of Rs. 8 crores for providing hard standing, boundary wall, and temporary sheds,
maintenance pits and other minimum facilities at the rate of 2.5 Crores per depot and Rs 1.5 Crores per
terminal would be required in the short term.
The income assessed from user charges, from advertisements on buses, the infrastructure and the revenue
collecting medium meets the operational and other expenses.
12.2 BENEFITS OF CITY BUS OPERATIONS
This project is likely to accrue benefits for city authorities, bus operators and overall city environment as
discussed below:
 Benefits to the city as a whole:
 Better environment – lower pollution levels.
 Improved safety to road users.
 Benefits to bus users.
 Less travel time.
 Lowering of travel cost
 Convenient, comfortable and safe and faster journeys
 Benefits to other road users:
 Increased commercial speeds.
 Opportunity to use other modes as feeder services to bus
 Benefits to the city authorities
 More organized road traffic, hence ease of regulation.
 Well‐planned transport system facilitates further growth of city.
 Advertising revenue.
 Benefits to the bus operators


 Revenues from the fare box.
 Revenue from advertising on buses.
12.3 WAY FORWARD
The suggested way forward towards implementation, promotion and strengthening of CBS for the FSCL is as
listed below:
 Set up an SPV to manage bus services using PPP models for PT operations & revenue collection, etc
 Following approval of Detailed Project Report, commence preparations for the under mentioned tasks
simultaneously to economise on time:
 Procedurals for takeover of land parcels for depots / terminals from government agencies – two each,
required, in short term, prepare for providing minimum facilities such as hard standing, boundary
walls, temporary sheds, washing system, maintenance pits etc simultaneously developing full‐fledged
depots, terminals and other assets;
 Prepare BQS designs & specifications. Prepare RFP documents for development of BQS at authority’s
cost.
 Prepare requirements etc for Control Rooms – 1 at each depot and one at SPV office, duly integrating
the same with ICCC being developed by FSCL
 Prepare bus Specifications, RFP documents for engaging Private Operator for acquisition of buses, their
operations and maintenance, Key Statement Block:
 Prepare ETVM Specifications, RFP documents for engaging Revenue Collector for acquisition of ETVMs,
their operations and maintenance, and for revenue collection or acquisition of a manpower supplying
agency and an ETVM supplying and maintenance agency on hiring charges basis.
 Workout route network for feeder and intra‐city bus services along with tentative operational plans for
each route
 Prepare for acquiring route permits and obtaining necessary clearances from different agencies,
 Coordinate with CNG suppliers for developing CNG stations at the proposed depots
 Set up an Urban Transport Fund.
 Use of ITS and integration of multi‐modal systems with ICCC
 Prepare plans for Bus prioritisation at intersections, dedicated/demarcated lanes for buses
 Designate a nodal department for urban transport
 Formulate a policy on parking and its implementation plan
 Formulate a policy on advertising and its implementation plan
 Undertake implementation of Transit Oriented Development
 Set up a Traffic Information and Management Centre
 Institute a study for preparation of CMP for providing over all mobility plans to / from Faridabad for up to
horizon year of 2038.
 Acquire Programme Management Services (PMS) for monitoring and management of CBS in Faridabad
during the initial period of operation of CBS. Services of PMS engaged by GMCBL may be extended to
Faridabad CBS as well for obtaining economies of scale and cut down on the gestation period of acquiring
another PMS.
Further following actions broadly summarize the Way Forward for Initiating City Bus Operations:


 Approval of the DPR.
 Undertake the following activities for setting up of a SPV to manage bus services:
o Incorporation of SPV named Faridabad City Transport Services Ltd. (FCTSL);
o Constitution of Board of Directors (similar to GMCBL);
o Approval of authorized and subscribed share capital of Rs. 100 Crores and distribute it
amongst MCF (40%), HSVP (30%) and HSIIDC (30%); release of required fund to the above
named agencies to acquire shares of the SPV; and approval for use of thus acquired share
capital for development of infrastructural facilities and other expenses as per details
available in Table 3 (Capex by Authority) in the Base year and Phase 1 (FY 2019‐21);
o Approval of Organizational setup of SPV;
o Approval of Acquisition of Programme Management Services provider (extension of services
of PMS obtaining in GMCBL)
o Staff Induction.
o Declaration of FTCSL as State Transport Undertaking for providing road transport services in
its jurisdictions as per provisions contained in sub‐section (2) of section 42 of Motor Vehicle
Act,1988 at par with GMCBL (Ref orders dated 14th June, 2018).
o Constitution of MCF as Regional Transport Authority within its Jurisdiction to exercise the
powers and discharge the duties to specify the routes/ areas for the grant of stage carriage
permits, issue / grant of stage carriage permits, deciding and issuance of time tables, working
hours of the crew and parking places with respect to the CBS operated by FCTSL at par with
those obtaining in GMDA

 Development of Infrastructural facilities:
o Transferring of identified land parcels (details at Table‐2) for depots / terminals from
government agencies to FCTSL on the same pattern as land transfer to GMCBL;
o Construction of two depots, two terminals, three control rooms (1 at each depot and one at
SPV office, duly integrating the same with ICCC being developed by FSCL) and 310 Bus Q
shelters complete with necessary facilities in base year (FY 2018‐19) and 2 depots, 2
terminals, 50 BQS in first year of Phase 1 (FY 2019‐20) at Authority’s cost and the remaining
in other phases,
SPV would seek permission of the concerned road owning agencies to construct Bus Q
shelters within the RoW (Right of Way).

 Acquisition of following service providers(under PPP policy of GoH):
o Bus Operators;
o Revenue Collector (man power and ETVM supplying agencies) or a revenue collector for
providing integrated services
o IT and ITS operator (off board)
 Fuel Supplier: may acquired at same rates, terms and conditions as undertaken by GMCBL
 Obtaining of permits, licenses and approvals of for the following from concerned agencies by the SPV:
o Area Permits, from MCF (when Constituted as Regional Transport Authority (RTA) at par with
GMDA ‐‐ notified vide order no. 13/1/2018‐3T(I),dated 26th April,2018 for GMDA) for
operation of CBS in Faridabad, Tariff setting/ structuring/revision;
o Licenses/ Permissions for establishing infrastructure facilities;
o License for installation and operation of fuel stations at depots;
o Registration with regulatory agencies such as ESIC, EPF etc;
Setting up of Urban Transport Fund (UTF) to meet future funding requirement of CBS

Figure 12‐1 presents the Implementation schedule of the activities from the approval of DPR to
commencement of bus operations.


Sl. No. Activity/Description Jun‐18 Jul‐18 Aug‐18 Sep‐18 Oct‐18 Nov‐18 Dec‐18 Jan‐19 Feb‐19 Mar‐19 Apr‐19 May‐19 Jun‐19 Jul‐19 Aug‐19 Sep‐19 Oct‐19 Nov‐19 Dec‐19 Jan‐20 Feb‐20
A ADMINISTRATION RELATED APPROVALS Responsible Agency
1 Approval of DPR including SPV structure
2 Designate a Nodal Department/Officials of FSCL for Urban Transport
3 Meeting with Partners in the SPV and approval of AOA and MoA
4 Incorporation of SPV/ FCTSL
5 Disbursal of Rs 100 lakhs of funds for incorporation of SPV and Start up/ Gestation Period Expenses
6 Hiring of FCTSL Office Space
7 Induction of Key Personnel in the SPV
8 Power to allocate Bus Operation Permit to MCF (similar to Gurugram)
9 Power to fix, Structure and Revise User Tariffs to MCF (similar to Gurugram)
10 Disbursal of Shareholder's Equity
11 Any other Required Legal and Regulatory Clearances: Labour wages, EPF, ESIC, Factories Act, Consent to Establish from CPCB
12 Transfer of Land for Depots (4nos), Terminals (4nos) and Bus‐Q Shelters
13 Permission to Erect Bus‐Q Shelters along Route Network
14 Acquisition of Auxilary Vehicles
15 Release of Fund for Infrastruture Creation
B INFRASTRUCTURE Responsible Agency
1 Possession of Land for Depots (4nos), Terminals (4nos) and Bus‐Q Shelters
2 Preparation and Approval of Conceptual Design for Bus Depots
3 Preparation and Approval of Conceptual Design for Bus Terminals
4 Preparation and Approval of Detailed Design for Bus Q Shelters
5 Preparation and Approval of Tender Documents (Design, Built & Transfer) for Construction of Bus Depots
6 Preparation and Approval of Tender Documents (Design, Built & Transfer) for Construction of Bus Terminals
7 Preparation and Approval of Tender Documents for Construction of Bus Q Shelters
8 Issue of Tender and Selection of Contractor for Construction of Bus Depots (2nos)
9 Issue of Tender and Selection of Contractor for Construction of Bus Terminals (2nos)
10 Issue of Tender and Selection of Contractor for Construction of Bus Q Shelters
11 Construction of Bus Depots
a Architectural Design and Approval
b Structutal Design and Approval
c Utilities Design and Approval
d
First Stage: Boundary wall, Hard Standing, Basic Utilities
e Second Stage: Full Fledged Depot
12 Construction of Bus Terminals
Architectural Design and Approval
Structutal Design and Approval benefit our client’s project and what differentiates us.
Utilities Design and Approval
Full Fledged Terminal
13 Construction of Bus Q Shelters
Fabrication, Installation and Commissioning
14 Acquisition of Advertisement Agency
a Preparation and Approval of Tender Documents
b Issue of Tender and Selection of Agency
C OPERATIONS RELATED
1 Finalisation of Bus Specifications including Specifications for OnBoard ITS Hardware and Software
2 Acquisition of Private Operator
b Issue of Tender and Selection of Operator
c Award of Tender
3 Framing of Service Level Agreements and Handing Over of Bus Depot to Private Operators
4 Acquisition of Plant and Equipment, Installation and Commissioning
Acquisition, Installation and Commissioning of CNG Fueling Station (On same basis as acquired by Haryana
5 Roadways for their Faridabad Depot)
6 Environmental Clearances, Fire and Safety Clearances
7 ESIC, Factories Act, Wage Related Clearances
8 Acquisition of Banking Agencies to Establish Extension Counters in Depots
a Preparation and Approval of Specification for ETVMs
9 Acquisition of Revenue Collector
b Issue of Tender and Selection of Revenue Collector
c Award of Tender
10 Preparation and Approval of Specification for ITMS
11 ITMS
b Issue of Tender and Selection of ITMS Vendor
c Acquisition of All Required Hardware and Software
d Installation and Commission
12 Route Network Planning and Operation Scheduling
13 Preparation of SoPs for Monitoring and Control of CBS
D COMMENCEMENT OF OPERATIONS
Figure 12‐1: Implementation Schedule

Detailed Project Report For City Bus Services in Faridabad

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Detailed Project Report For City Bus Services in Faridabad

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Sr. Description Base Yr. Phase I FY 2019 to 21 Phase II FY Phase III FY

1 Midi buses requirement at Fleet during Fleet during

1.1 Metro Feeder services – This is a key statement block. This is an opportunity to answer “Why LEA.” How will LEA

1.2 Intra‐city services – Non

Total fleet requirement of 90 297(207) 297 446(149)** 595(149)**

3 FCTSL Incorporation 100 100 0 100

FCTSL Incorporation 100 0 0 0 100 100 100

With the adoption of National Urban Transport Policy

2 EXISTING TRAVEL CHARACTERISTICS AND DEMAND

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

Sl. Total No. of Boarding / Alighting Morning Peak Evening Peak

Sl. No Date Held Operated

Route No. Bus Route Operational Status

City Population Mass IPT Two

LEA Associates South Asia Pvt. Ltd. P a g e | 2 ‐10

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Markets & Markets & Terminals Terminals

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Sl. Markets/Malls Markets/Malls Terminals Terminals

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Sl. Markets/Malls Markets/Malls Terminals Terminals

Sl. Markets/Malls Markets/Malls Terminals Terminals

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

Route No. From To Via Distance (km)

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S. Description Base Yr. FY Phase I Phase II FY Phase III FY

Route No. of Headway Mins.

Route No. of Headway Mins.

Sr. Description Base Phase I FY 2019 to 21 Phase II FY Phase III FY

1 Midi buses requirement at Fleet during Fleet during

1.1 Metro Feeder services –

1.2 Intra‐city services – Non

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

S. No Specifications Characters

Nature of Contract Duration Nature of Service

Easy to introduce ‐ Simple proposition Allows public agencies with limited staff and technical

Size of Size of Phase wise requirement

12 Contingency (5% Of Above) 625

Sl. No. Equipment Section

Sl. No. Equipment Section

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Sl. No. Facilities Area (Sq. mt)

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ITS in city bus systems helps PT agencies in

S. No. ITS Solutions Details

6.5.1.5 Smart Card Management Key Statement Block:

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6.7.6 DCS SECURITY Key Statement Block:

Total fleet requirement of 90 297(207) 297 446(149) 595(149)