Promoting Entrepreneurship in India's Auto-Rickshaw and Taxi Services - Akshay Mani

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SESSION 4A - ‘Role of Rickshaws/Taxi in Sustainable Transport’

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Promoting Entrepreneurship in India's Auto-Rickshaw and Taxi Services - Akshay Mani

  1. 1. Promoting Entrepreneurship in India’sAuto-rickshaw and Taxi ServicesAkshay Mani, Program Manager, Integrated UrbanTransport, EMBARQ India
  2. 2. Characterization of Intermediate PublicTransport (IPT)
  3. 3. Why is it important to focus on IPT?
  4. 4. Significant Market Size
  5. 5. Significant Mode Shares
  6. 6. Policy Vision for the IPT Sector in India Daily Commute Trips Non-Commute Trips Short Long Short Long distance distance distance distance Non- Non-motorized Public IPT (door-to-door Public motorized transport transport service) transport transport IPT as feeder IPT as feeder mode mode
  7. 7. What are the challenges? Drivers City Passengers
  8. 8. EMBARQ India’s Activities City Research and Demonstration Policy/regulation Entrepreneurship Publications Projects Identification Literature Rajkot IPT policy of review partnership opportunities Role of Auto- rickshaws in Replicating in Permits and Supporting sustainable other cities fares entrepreneurs transport Case studies – Creation of Mumbai, Rajk platforms for ot knowledge exchange (blogs, events)
  9. 9. Entrepreneurship Opportunities Vehicles and engines Technology based Organized information and services location services Advertising Ridesharing
  10. 10. Organized auto-rickshaw services havebeen initiated in many cities They are Need to operating at a understand why small scale, and they did not need to scale-up Organized auto- succeed. Policy to provide benefits rickshaw services barriers, finance? Three Wheels Radio Tuk G-Auto Autowale Rickshawale United Tuk, Gurgaon Ahmedabad Pune Bangalore Mumbai Rajkot Bangalore
  11. 11. Implementation of Fleet auto-rickshaw Service in Rajkot
  12. 12. Implementation Process Development of Selection of type Selection of service of service partners characteristics Development of Partnership implementation Launch agreement schedule Scaling up of Monitoring and service evaluation
  13. 13. Selection of Type of Fleet Service •Non-profit organizational model Organizational •Drivers as members and operating under a Model brand (such as G-Auto) •Vehicle ownership with drivers •Driver benefits (insurance, uniform) •Vehicle improvements Costs •Administrative expenses (staff salaries, travel, telephone, office) •Grants Revenues •Service fees (stands, dial-a-rickshaw) •Advertising
  14. 14. Selection of Key Service Characteristics Dial-a-Rickshaw •Call-auto service at centralized number Service (24-hrs) •Metered auto-rickshaw service at railway Fleet Service at key station and ST bus stand transit hubs •Booth facility with receipts •Meter-based fares based on government Fare system regulations Driver •Licensed and trained drivers, with uniforms characteristics Vehicle •Vehicles with environmental and safety performance certifications
  15. 15. Selection of Strategic Partner Tender Notice – • Tender notice inviting technical Invitation for bids for fleet auto-rickshaw Technical Bids service – November 2011 • Strategic partner (Nirmal Selection of Foundation) selected based on Strategic Partner tender applications – December 2011
  16. 16. Partnership Agreement – May 2012 Rajkot Municipal Corporation Nirmal EMBARQ India Foundation
  17. 17. Partner roles and responsibilities Partners Roles/Responsibilities Rajkot Municipal • Initial funding support Corporation (RMC) • Provision of office infrastructure • Public outreach • Stakeholder management Strategic Partner • Implementation of fleet auto-rickshaw service, (Nirmal with minimum service requirements such as Foundation) branded service, dial-a-rickshaw, meter-based fares, licensed drivers, social welfare to drivers, and minimum size of fleet (500 in 1 year) EMBARQ India • Technical advice to partners for addressing (technical any challenges, and improving quality of partner/advisor) service • Monitoring and evaluation of service at frequent intervals • Measuring and reporting the benefits of service to Rajkot and its citizens
  18. 18. Key Implementation Activities • Public outreach to bring visibility for service Public outreach to citizens through media channels •Initial fleet of 50 auto-rickshaws launched on Launch of service July 13th, 2012 •Fleet size: scale-up fleet size to more than 500 within one year of operation Scale-up of Service •Location: scale-up service to various locations across Rajkot (railway station, ST bus stand) •Documenting the benefits of fleet auto- Documenting and rickshaw service to the citizens of Rajkot, to monitoring benefits drivers, and Rajkot city
  19. 19. Benefits of fleet organization Brand image and public perception Elimination of refusals Formal meter-based fares Dial-a-rickshaw service Operational efficiencies – reduction in empty trips Reduction in operating and maintenance costs due to fleet management Higher earnings for drivers Environmental benefits due to operational efficiencies and cleaner vehicles
  20. 20. What can other cities learn from Rajkot City government can play a leadership role in bringing reforms Stakeholder involvement and management is essential during the project Understanding the role of auto-rickshaws and key challenges upfront is important to identify reform initiatives Public private partnership (PPP) can be viable to bring reforms City government can bring visibility to the initiative through active public outreach, and representation at various forums
  21. 21. Key issues Finance Infrastructure Regulation Marketing and public Institutional issues awareness Mentorship, business development

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