Eg: There is no sense is operating BRTS exclusive lanes with bus every 10mins. Which makes MTL user feel underutilization of roadway. Also, more headway discourages commuters on waiting time.
Companies to act like companies than extended arm of municipal corporation
UMTA – Unified Metropolitan Development Authority
CONNECTKaro 2015 - Session 10A - BRT - Challenges for Sustainable Transport System
CHALLENGES FOR SUSTAINABLE
Mr. Deepak Trivedi
General Manager, Ahmedabad Janmarg Limited,
Ahmedabad Municipal Corporation, Ahmedabad.
Corridor: 89 km
(Phase I & II)
Corridor : 96 Km
(with connection of End
Period 15th August 2014 – 14th September 2014 15th January 2015 – 14th February 2015
Network Length 82 Km 96 Km (Connect with End Nodes)
Number of Stations 127 149 (Cabin - 16 )
Operations Timing 6:00 AM to 11:00 PM 6:00 AM to 11:00 PM
Peak Hours 8:00 AM – 11:00 AM ; 5:00 PM – 8:30 PM 8:00 AM – 11:00 AM ; 5:00 PM – 8:30 PM
Buses Operated 143 (Weekdays) , 135 (Sunday/Holiday) 209 (Weekdays) , 200 (Sunday/Holiday)
Average Daily Round Trips 896 1108
Average Daily Passenger 111899 121160
Average Daily Collection 1467698 1579272
Average Daily Kilometres
Operated (including dead):35161
Operated (including dead): 48560
Average Daily Passenger
Per kilometer: 3.18
Per bus: 782
Per kilometer: 2.50
Per bus: 579
Average Daily Income
Per passenger: Rs. 13.1
Per bus: Rs. 10269
Per trip: Rs. 820
Per passenger: Rs. 13.03
Per bus: Rs. 7545
Per trip: Rs. 713
Bus Rapid Transit is high-quality, customer-orientated transit that
delivers fast, comfortable and low-cost urban mobility.
• Segregated bus ways
• Rapid boarding and alighting
• Efficient fare collection
• Comfortable shelters and
• Clean bus & modern
• Sophisticated marketing identity
• Excellence in customer service
WHAT IS BUS RAPID TRANSIT (BRT) SYSTEM?
BRT - A METRO EXPERIENCE ON ROAD THROUGH TECHNOLOGY
INNOVATIONS AT 1/20th THE COST
Centre of Excellence in Urban Transport, CEPT University, Ahmedabad
High Quality Transport at Affordable Costs
• Janmarg focused corridor utilization with economic viability.
• Janmarg has focused to keep atleast two routes on each corridor
to regulate cumulative frequency (i.e. corridor utilization) thus
keeping corridor busy.
• Busiest corridor in Janmarg has 48 buses per hour per direction
in peak hour.
1. Maintaining Corridor Exclusivity
• Creating a BRTS Identity
• An idle corridor creates a
negative image for MV Lane
users, hence maintaining
frequency is challenge.
• Currently Traffic
Management for BRTS
Junctions are handed over
to Traffic Police. While due
to over burden on
expanding services with
limited Human Resource
junction management has
been an issue.
2. Regulatory Challenges
• Janmarg is finding an Alternate mechanism for managing exclusivity
of BRTS corridor through BPMC Act – 208 & Penalty for violation
through BPMC Act – 393 applicable under municipal corporation.
• Indian society is fare sensitive.
• There is a market competition existing with
private services and informal transit
systems such as IPT which have low fares.
• Equivalent competitions is with 2-Wheelers
• Janmarg has developed Fare Regulatory
Mechanism, a formula approved by state
which allows annual updating of fare based
on WPI and Fuel price variation.
• Janmarg is also exploring strategic fare
such as adopting reduced fare for low
3. Fare Management
• BRTS is more about Operations
& Management than just
• Reducing Dead km have been
challenge and therefore Depot
locations are identified closer to
terminal points in different zones.
Still rationalizing dead km with
limitations for land availability in
urban context is a challenge.
4. Bus Operations
• Janmarg has flexible scheduling depending of weekday, festivals
(like navratri) and seasons.
• Janmarg has also abided all operations under labour laws
• Though it is difficult to satisfy expectations individual commuters
(received through regular user feedback) though Janmarg has
responded to suggestion from society to deliver the best practice.
• Janmarg has continuously achieved a rating of 8.7 to 9.2 out of
10 in all monthly surveys.
• To avoid fair leakages, Janmarg has a policy for staff rotation on
5. Operation Monitoring
• Janmarg has kept a
closer look on
regular service levels
• Smart Management through ITMS has
resolved many regulatory issues for
• Janmarg uses PIS, AVLS, Afc, O&M and
Scheduling through IT management.
• While IT industry is continuously
developing it is a challenge to maintain
skill resources and deliver diverse task as
• Hardware have 9yr lifecycle while
Software have perpetual life.
Continuously changing its compatibility
• For delivering the desired services
regular maintenance is equally
• Regular maintenance of IT-hardware
and Civil works are monitored
weekly directly by Janmarg.
• Janmarg deliver all its services
through contracts, hence contract
management monitoring has been
key strength of Janmarg for
achieving service levels.
7. Maintenance Issues
Rutting in Pavement
• The Roadway infrastructure is
designed with a concept of
COMPLETE STREET. Utilising
RoW for Mobility.
• The utilization of roadway edges
has limited the designed capacity
for MV lane.
8. Managing Road Edge
• Parking and Encroachments has
reduced upon MV lane capacity.
• Enforcement of corridor
utilization is with corporation and
efforts are being made on same.
Footpath & Curbing
• Lack of Technical Human Resource both expertise as well as
• With AFC and ATC adding new dimensions in decision
• Skill requirements are modifying with regular up-gradation of
IT and its utility in PT Services
• Need for extensive Training and Development Programme in
field of Transport Operation and Management
• Janmarg is enrolling in events like leaders program by SUTP
and other technical capacity building programme
• Also Janmarg gives advisory support to other organizations
and sharing experience.
9. Capacity Building
Need of Cultural Change
• Companies to Take Ownership
• Not to depend on Subsidies
• Address Market Competition
• Identify Non-fare box revenue resources
• Achieve Sustainability in Operation-Management
10. Companies to Act like Companies
• Maintaining Identity of System
• Multimodal integration (physical, fare, institutional)
• Janmarg exploring opportunities for AMTS-BRTS
integration (pilot started with sharing 35CNG buses with
right side door to 5-AMTS routes)
• Last Mile Connectivity (Feeder services) – Janmarg
exploring impacts of extended routes to 6-locations
(AMTS terminals) within a km from corridor.
• Development of UMTA
• Exploring TOD is in process with AUDA announcing
higher FSI along BRTS corridor.
GOING BEYOND BRTS