The document discusses setting up Special Purpose Vehicles (SPVs) to oversee city bus services through public-private partnerships. It provides the example of Indore, India, where an SPV called Indore City Transport Services Limited was formed by the municipal corporation and development authority to contract private operators to run bus routes. The SPV selected routes, color-coded buses, implemented a smart card ticketing system and GPS tracking to coordinate the unified bus system. Setting up professionally managed SPVs is presented as an effective model for planning and operating integrated city bus networks.
brief history of road developments in India; present status of roads development Programme in the country in India including different programmes being executed by various agencies.
Urban transportation system meaning ,travel demand functions with factors, design approaches & modeling , types of mass transit system with advantages -disadvantages or limitations , opportunities in mass transport , integrated approach for transit -transportation system
In today’s world with the ever increasing traffic it is inherent that we immediately find an optimum solution for it so that we can move on from being a developing nation to a super power.
There is a great need to resolve our transportation issues at the earliest as connectivity is of grave importance. Finding a systematic and organized way around the current situation is only going to benefit us in the long run. Better connectivity reduces transportation costs immensely and saves time in traveling.
brief history of road developments in India; present status of roads development Programme in the country in India including different programmes being executed by various agencies.
Urban transportation system meaning ,travel demand functions with factors, design approaches & modeling , types of mass transit system with advantages -disadvantages or limitations , opportunities in mass transport , integrated approach for transit -transportation system
In today’s world with the ever increasing traffic it is inherent that we immediately find an optimum solution for it so that we can move on from being a developing nation to a super power.
There is a great need to resolve our transportation issues at the earliest as connectivity is of grave importance. Finding a systematic and organized way around the current situation is only going to benefit us in the long run. Better connectivity reduces transportation costs immensely and saves time in traveling.
“ Para-transit vehicles are a for-hire flexible passenger transportation that does not necessarily follow fixed routes and schedules. They provide two types of services: one involving trips along a more or less defined route with stops to pick up or discharge passengers on request. The other is a demand-responsive transport which can offer a door-to-door service from any origin to any destination in a service area”
Smart City Mission is an urban renewal and retrofitting program by the Government of India under Prime Minister Narendra Modi’s vision.
In my opinion, this PDF doesn't need too much of a description, the PDF itself is full of information collected from the Authentic Government Site of Smart City Mission http://smartcities.gov.in/
Public-Private Partnership in Urban TransportJaspal Singh
The presentation highlights the different aspects of Public Private Partnership in Urban Transport. It highlights the investment required in this sector and what are the challenges faced by private investors.
“ Para-transit vehicles are a for-hire flexible passenger transportation that does not necessarily follow fixed routes and schedules. They provide two types of services: one involving trips along a more or less defined route with stops to pick up or discharge passengers on request. The other is a demand-responsive transport which can offer a door-to-door service from any origin to any destination in a service area”
Smart City Mission is an urban renewal and retrofitting program by the Government of India under Prime Minister Narendra Modi’s vision.
In my opinion, this PDF doesn't need too much of a description, the PDF itself is full of information collected from the Authentic Government Site of Smart City Mission http://smartcities.gov.in/
Public-Private Partnership in Urban TransportJaspal Singh
The presentation highlights the different aspects of Public Private Partnership in Urban Transport. It highlights the investment required in this sector and what are the challenges faced by private investors.
Ppp for solving public transport woes in indiaAmit Jain
The public transport in most of the cities are dependent on buses, auto rikshaws, cycle rikshaws which are not able to meet the demand, prone to accidents, delays & traffic jams. The cities need to create an efficient and affordable public transport services. The private sector may be invited through PPP to develop an integrated public transport system in a city. The private sector may charge an appropriate user fee (fare) from the users and earn revenue from commercial activities like advertising, renting & leasing of commercial spaces etc to cover his capital and recurring cost.
JnNURM Bus Financing - Delhi ExperienceJaspal Singh
This presentation describes the scheme of Bus Financing launched by Ministry of Urban Development and share the experience of Delhi.
A deep insight into the requirement of JnNURM funding requirement.
This paper is purely a data compilation of Unified Metropolitan Transport Authority (UMTA) among various cities in India. It describes and compares UMTA of five different Indian cities including Hyderabad, Chennai, Indore, Pune and Jaipur. UMTA acts as an umbrella body that already co-ordinates the entire transport activities of the city are expected to cover more areas under the public transport system. This paper also studies how cities that have constituted UMTA ensures a comprehensive public transport system.
CPPR in collaboration with the U.S. Consulate General in Chennai, organised a two-day international conference on ‘Indo-U.S. Relations: Change, Continuity and Transformation’ in Kochi on April 19-20, 2022, with a view to advancing the conversations in Indo-U.S. foreign policy cooperation. This is a publication of five research articles from the conference proceedings in five chapters.
The Centre for Public Policy Research (CPPR), Kochi, India and Monash University, Melbourne, Australia decided to come together to pool their academic and policy research capacities to build a robust research agenda on the Indo-Pacific. In March 2022, CPPR and Monash University hosted ‘Dialogue on Indo-Pacific Oceans Initiative (IPOI): Strengthening International Cooperation’ in a hybrid (physical-digital) format. Scholars from ASEAN, Australia, India and Japan were invited to discuss the various pillars of the IPOI and accelerated long-term growth in the Indo-Pacific region. The Dialogue was supported by the Department of Foreign Trade (DFAT), Government of Australia.
എന്തുകൊണ്ട് സ്വാതന്ത്ര്യം (Why Liberty) is the Malayalam translation of the book “Why Liberty” which was edited by Dr Tom G Palmer. The ideas presented in this book are about an alternative view of politics: a politics, not of force, but of persuasion, of live-and-let-live, of rejecting both subjugation and domination. Being a libertarian means not only refraining from harming the rights of other people, but also equipping yourself mentally to understand what it means for people to have rights, how rights create the foundation for peaceful social cooperation, and how voluntary societies work. This book is an invitation to think about important problems in new ways.
The book ‘India and Australia: Strengthening International Cooperation Through The Indo-Pacific Oceans Initiative’ is a compilation of research papers written by scholars from India, ASEAN countries, and Australia on strengthening international cooperation in the Indo-Pacific. The book is divided into three parts, based on the three key sessions of the Australia-India Indo-Pacific Oceans Initiative Partnership (AIIPOIP) Conference held in Kochi, in April 2022. The three themes of discussion include maritime security, tackling the issue of marine debris and litter in the Bay of Bengal, and the importance of smart ports.
The book 'Maritime Security Complexes of the Indo-Pacific Region' seeks to provide a net assessment of regional challenges and opportunities in this study of the Indo-Pacific region’s security dynamics viewed through the ‘maritime variant’ of the Regional Security Complex Theory. This volume aims to ascertain the regional security dynamics and assess securitization as a driving force. It infers the scope of traditional, non-traditional, and transnational security issues and their regional impact
“സ്വയംനിയന്ത്രണമോ ബാഹ്യ(രാഷ്ട്ര)നിയന്ത്രണമോ നിങ്ങൾക്ക് തീരുമാനിക്കാം” an e-book published by CPPR is the Malayalam translation of “Self Control or State Control? You Decide”, edited by Tom G. Palmer
The book “Self Control or State Control? You Decide” is a conglomerate of essays by John Tierney, Lisa Conyers, Jeffrey Miron, and several more that delve into the relationship between freedom and responsibility, their philosophical and scientific underpinnings, and the practical value of self-control. It further tries to provide its readers a sense of understanding of what Self-Control is and how exactly it is connected with one’s freedom. The book is both theoretical and practical, trying to make the readers understand how if one living in a society can follow self-control with utmost dedication can curb the restrictions placed by a state (governing figure) and enjoy one’s freedom to the core.
‘Muthalalitha Vyavasthithiyude Dhaarmikatha’ an e-book published by CPPR is the first Malayalam translation of “The Morality of Capitalism: What Your Professors Won’t Tell You”, edited by Tom G. Palmer
The second in the “What Your Professors Won’t Tell You” series of essays on political economy, this collection includes thirteen essays. Authors include Nobel Prize winners Mario Vargas Llosa and Vernon Smith, Whole Foods Market CEO and founder John Mackey, and scholars from across the globe.
Kerala is one of the few states in the country considered to have taken serious efforts in transferring powers to Local Self Government (LSG) institutions for strengthening the decentralisation process. The high rate of urbanisation in the state calls for powerful LSG institutions in urban areas. More than 47 per cent of the state’s population live in urban areas. In such a scenario, institutions such as municipalities and corporations have an important role to play, as most of the urban issues can be best handled at the local level.
Even though the Kerala Municipality Act, 1994 entrusts the municipalities and corporations in the state with a list of functions, the institutions are not able to execute them efficiently. The Act, while laying down the provisions, gives the State Government overriding powers over LSG institutions. The operations of para-statal agencies in the domains of work parallel to LSG institutions lead to overlapping of powers, weakening the decentralisation process in the state.
The financial position of the municipalities and corporations in the state is very weak; they are highly reliant on grants from the Central and State Governments. The own revenue has only a meagre share in the total receipts of these institutions. While there is a large scope to increase the own revenue, the provisions in the Kerala Municipality Act giving excessive power to the State Government hinder its growth.
The municipalities and corporations in Kerala are functioning in a restrictive setting. The result is that they are unable to exercise the powers that are transferred to them. The paper aims at analysing the above issues and suggests measures to strengthen the process of decentralisation in Kerala.
This study was conducted by Deepthi Mary Mathew (Research Associate, CPPR) and D Dhanuraj (Chairman, CPPR)
India’s labour reforms have seldom been more than confrontations with the ghosts from the past. Instead of being proactive by identifying the challenges ahead, labour reforms of the country have largely remained reactive in nature.
Swaathanthryathinte Saambathikashaastram
‘Swaathanthryathinte Saambathikashaastram’, an e-book published by CPPR is the first Malayalam translation of ‘The Economics of Freedom: What Your Professor won’t Tell You’. This seminal work by Frederic Bastiat, a 19th-century French political economist, employs logic and humour to explain the fallacies on which government intervention in the economy rests. This little book will be a brief introduction to ‘the most brilliant economic journalist who ever lived’.
The sheer size of the electorate in the most populous state of the country which chooses candidates over 403 constituencies makes the election in Uttar Pradesh the most closely fought and closely watched. The almost month long political battle was a triangular contest. The ruling Samajwadi Party forged an alliance with the Congress and entered in a seat sharing arrangement. While the BJP hopes to sustain the Modi wave which helped them win 71 out of the 80 Lok Sabha seats in 2014 elections, Mayawati would be hoping to get her caste- community arithmetic right, which had helped her seize power in 2007.
Here, an attempt by Ms Anupama Ghosh to understand the emerging trends in UP elections by compiling and analyzing the past data from the elections in 2007, 2012 and 2014.
This ppt is a analysis of the Punjab Assembly Election 2017 based on the outcome of previous Assembly elections of 2007 and 2012.
This study is done by Centre for Public Policy Research , Compiled by Anupama Gosh and the Graphics by Spandan Ghose Chowdhury.
When evaluating mass transit options for Indian cities, metro rail systems are given preference over surface systems due to the belief that road-based bus systems cannot cater to the capacity requirement as much as metro systems can. In addition, metro rails are perceived to have higher levels of comfort, speed, and efficiency than bus systems.
The primary objective of this paper is to study gold and consumer behavior. The respondents were consumers from various selected gold jewellery outlets in Cochin and Delhi. During the course of this study, the researcher tries to find the various incentives that encourage people to invest in general, and also the level of awareness and the general attitude of consumers towards gold as an investment. It also studies the consumer behavior of how people choose to buy gold, when they do and the various reasons for it. From the study it is found out that the demand for gold as an investment is gaining momentum among consumers, especially in Cochin and Delhi. The study also makes it clear that gold is price sensitive at low prices but it is insensitive to price increase, especially in Kerala. This finding has a lot of implications when Authorities formulate policies to curb consumption of gold.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
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2. BACKGROUND:
Presently cities and towns contribute to more than
60%, approximately two third of the total‘gross
domestic product’ of India. By 2030, this figure is
estimated to grow to about 70%. Inadequate
infrastructure was recognised in the Eleventh Plan as a
major constraint on rapid growth. The Plan had,
therefore, emphasized the need for massive expansion
in investment in urban infrastructure based on a
combination of public and private investment, the
latter through various forms of public-private
partnerships.
3. Therefore the total investment in infrastructure which
includes roads, railways, ports, airports, electricity,
telecommunications, oil gas pipelines and irrigation has
increased from
5.7% of the gdp
in the base year
of the 11th five
year plan
8% of the gdp in
the last year of
the plan
8.37% of the gdp
in the base year
of the 12th plan
4. ROADS AND ROADWAYS:
• Rapid growth needs to be supported by an efficient,
reliable and safe transport system.
• Requirements of transport services are likely to grow
significantly faster than overall GDP growth. Road
traffic volumes, as measured by the consumption of
automotive fuel, have grown by about the same rate as
overall GDP.
• The expansion of urban centres has triggered an
enormous demand for dependable urban mass transit.
From 28% population in urban areas in 2001, it is
projected that by 2031 about 40% population i.e. about
600 million people would be living in urban areas. To
meet these expanding demands large investments was
needed in roads and roadways.
5. 12th Five Year Plan
• According to the recommendations of the working
group of the 12th Five year plan, the investment
expenditure on buses will be RS. 13759 cr. And on bus
infrastructure will be 8760 cr.
FUNDING:
• Buses 50% by GoI, 30% by State
Govt./ULB/Parastatal, 20% by private investment
• Bus Infrastructure (Depots, Terminals,
Workshops)50% by State Govt. and 50% by PPP
6. JNNURM
GoI, on 03.01.2009 announced that as part of the second
stimulus package, funding for buses for urban
transport would be given under the JnNURM as an
incentive to cities and states across the country to
implement bus based public transport systems. Under
this:
City Total fleet
sanctioned
900/850
mm buses
650 mm
buses
400 mm
buses
Mini/ midi
KOCHI 200 120 - 50 30
THIRUVANT
HAPURAM
150 - 120 30 -
7. PROPOSED REFORMS UNDER JNNURM:
State level:
i. Setting up of a city-level Unified Metropolitan Transport Authority
(UMTA) for all one million plus cities, duly backed by a legislation to
facilitate coordinated planning and implementation of projects
relating to urban transport and their integrated management.
ii. Setting up of a Dedicated Urban Transport Fund at the State level
iii. Change in bye-laws and Master Plan of cities to integrate land-use
and transport by densification along with the MRTs corridors and
areas around the stations.
iv. Nominating a single department at the State level to deal with all
urban transport issues as against different departments at present.
v. Setting up of a regulatory/ institutional mechanism to periodically
revise fares of all public and intermediate public transport systems.
vi. The State government and ULB waiving off / reimbursing its taxes
on urban buses & city bus service/BRTs.
8. City level:
• i. Setting up of a Dedicated Urban Transport Fund at the city-level.
• ii. An advertisement policy which taps advertisement revenue on
public transport, intermediate public transport and public utilities
for public purposes subject to relevant legislations.
• iii. Parking policy wherein parking fee represents the true value of
land of the land occupied which is used to make public transport
more attractive banning of parking on arterial/ring roads, multi-
level parking centres in the city centre with park-and-ride facility
etc.
• iv. A well organized and efficient city bus system by using ITS
through city specific SPV preferably on PPP, under well structured
contracts.
• v. Multimodal integration including urban railways (by involving
MoR) to provide network-connectivity in the region and single
ticketing to provide seamless travel.
• vi. Setting up of a Traffic Information Management Control Centre
for effective monitoring and enforcement of traffic as well as data
generation and data-collection for future planning.
9. SPVS:
Wherever the bus services are introduced on public
private partnership basis, it should be in the form of
setting up of professional umbrella public bodies that
have the capacity to make scientific assessment of the
demand on various routes and contract services that
can be properly monitored. These umbrella public
bodies should also manage common facilities like bus
stations, bus depots, terminals, Central office and
control center etc. and provide for the maintenance
facilities which the private players can use on
payment basis. Such umbrella bodies should have
representation from all the major operators and stake
holders including traffic police.
10. Examples:
• Indore took the lead of setting up a Special Purpose Vehicle, for city bus
operations, encompassing the Municipal Corporation, Development
Authority and franchising bus operations to private partners.. A unique
partnership thus emerged which ensured good quality, high efficiency and
sustained public services. Other cities like Bhopal, Jabalpur, Ujjain and
Raipur also followed the Indore model by setting up city specific SPVs for
operating bus services in each of the cities.
• Billed as India's first privately run metro service, the DELHI METRO was
built under a public private partnership scheme by a special purpose
vehicle (SPV) known as DAMEPL.
The SPV consists of Delhi Metro Rail Corporation (DMRC) and a
consortium of Reliance Infrastructure (95%) and Spain-based train
manufacturer Construcciones y Auxiliar de Ferrocarriles. The project cost
was shared equally between DMRC and the consortium.
11. SPECIAL PURPOSE VEHICLE:
A Special Purpose Vehicle may be necessary to oversee the
planning and operation of city bus and BRT services. This should
represent all stakeholders (transport related). The SPV may be
headed by the City Mayor and could have the following as
members:
• Collector (Vice Chairman)
• Chief Executive of the City Development/Planning Authority.
• Commissioner of the City Corporation.
• Representative of the Police.
• Representative of Commuters’/Citizens’ Associations.
• Transportation Planning Expert.
• Representative of a Government Transport Organisation.
• Chief Executive of the SPV.
Initially, the SPV can be set up with an Executive Order, but when it
enters into contracts it should be given a corporate status. This
could be done by registering it as a Government Company. The
function of the SPV would be to assess the public transport
requirement in the city, to plan the transport system and to contract
with bus operators for services. It would have to be authorized for
this purpose by the State Government. The bus operators could be
private entities or a government company.
12. Should the proposed SPV be entirely govt. funded or on a
PPP basis?
Expansion and improvement of bus fleets or services can
be done in a number of ways depending on the role of
the public sector and the potential of private sector
involvement in the current environment. The
government could procure and operate buses directly, or
let the private sector introduce or expand all of the city
bus services. There are several intermediate options.
13. INDORE
• Contracting Authority: Indore City Transport Services
Limited (ICTSL) which is an SPV : formed between
Indore Municipal Corporation (IMC) and Indore
Development Authority (IDA)
• The SPV manages 3 sets of private operators:
1. Bus Operators: Dayajeet Nimay Logistics Private
Limited, Rama Jyoti Travels, Anam Travels,
Priyadarshani Transport Service - each operating on
designated routes
2. Pass Issuing Agency: R Square Systems and Solutions
3. Advertising Agency: Giriraj Advertising and Marketing
Services
14. Indore City Transport Services Limited (ICTSL) was
constituted in 2005 as an SPV with equal contributions
from IMC and IDA. Management was entrusted to a
Board of Directors, with the District Collector as the
Executive Director. The SPV was a thinly capitalized
entity - expected to lead private operators under a unified
bus system for the city.
15. Key features of the proposed reforms:
Key features of the proposed system
were:
1. Standardized and colour coded ultra modern buses
plying along select high traffic routes of the city
2. Improved compliance with schedules due to real time
tracking of vehicles, through a Global Positioning
System (GPS) based On Line Bus Tracking System
(OLBTS) managed from a central control point
3. Computerized ticketing and Pass Vending (allowing
user unlimited travel on any route for a month)
4. GPS based Passenger Information System for
displaying arrival times and other information
through LED displays installed at bus stops
16. Implementation
1.Background studies included analysis of financial
feasibility, and surveys to finalize bus routes which
would provide maximum passenger traffic. 18 routes
were finalized in consultation with the Road and
Transport Authority (RTA)
2. A movement system was designed as a hub-spoke
pattern to cover both personal and workplace
commuting requirements. Bus routes and buses were
to be colour coded for ease of identification.
3. Ultramodern low-floor TATA buses were selected as
the standard model to be procured by operators.
17. Procurement Procedure
1. Competitive bidding process for selection of bus operators
was held in December 2005 for each of the bus routes. The
following companies: Dayajeet Nimay Logistics Private
Limited, Rama Jyoti Travels, Anam Travels, Priyadarshani
Transport Service were selected for operating on
designated routes, based on the quotes for highest
monthly premium to be paid to ICTSL.
2. Competitive bidding process for pass issuance agency was
held in January 2005. Square Systems and Solutions was
selected on the basis of their quote for cost per pass.
3. Competitive bidding process for advertising agency was
held in January 2005. Giriraj Advertising and Marketing
Services was selected on the basis of its quote for highest
revenue offered per bus per month.
18. Obligations of ICTSL
1. Act as a regulator for the entire system, administer tariff
fixation/revision, monitor quality and standard of
services, and undertake planning and route
management
2. Provide and maintain allied infrastructure such as bus
stops (through IMC), GPS based passenger information
system and common ticketing facilities
3. Manage the revenue sharing arrangement between
operators
20. Project Financials
1) All investments towards procurement and operation of buses, setting up of pass
vending systems and advertising media were to be made by the respective private
parties.
2) Investments for allied infrastructure (except bus stops developed by the IMC) were
made by ICTSL
3) The following revenue streams and revenue-sharing mechanisms were envisioned as
part of the project:
a) Revenue from fare-box collections: accrued entirely to Bus Operators for the
specified bus routes
b) Revenue from passes: was shared on 80-20 basis between Bus Operators and
ICTSL. ICTSL would retain 12.2% of its share in case of a new pass and 17% in case
of a renewed pass and the remaining was given back to the pass issuance agency
c) Revenue from in-bus advertisement: accrued to the advertising agency and a
fixed sum of Rs.25,000 was to be paid to ICTSL per bus per month. 60% of such
advertisement revenue was shared by ICTSL with the Bus Operators
d) Revenue from advertisement at bus stops: and through ICTSL installed LEDs for
displaying public information was shared between ICTSL and IMC
e) A monthly premium (bid amount) was paid by bus operators to ICTSL
21. Project Risks and allocation
The operators bore the investment and revenue risk since travel
demand is variable and the Concessioning Authority did not
guarantee fixed minimum payment to any of the Concessionaires.
The risk was mitigated in part for the bus operators through the
revenue sharing arrangements
22. Project outcomes:
1. The SPV operates 110 ultramodern buses through private operators
in Indore. Success of the bus initiative has prompted ICTSL to
expand into new systems such as a Bus Rapid Transit (BRT) System
and a network of CNG call cabs.
2. Users have benefitted through direct benefits such as better facilities,
increased reliability and ease of accessibility. The project has also
brought in allied benefits such as time and cost savings (for people
using private transport previously) and improvement in quality of
services offered by competing mini buses and auto rickshaws
3. The project has generated high and steady revenues for ICTSL with
minimal asset holding in the system
4. Bus operators have also gained advantages since there is no
competition on the routes they operate.
5. The model has been replicated in all major cities in the State such as
Bhopal, Gwalior and Ujjain as well as in other cities/States such as
Raipur and Bilaspur (Chhattisgarh) and Ludhiana and Jalandhar
(Punjab).
23. Project shortcomings:
1. The contract did not prescribe any particular formula
(indexing or otherwise) for calculating periodic increases
in bus fares. Decisions on fare revisions are the mandate
of the ICTSL Board of Directors and its acceptance is
subject to mutual understanding between the two
parties.
2. The existing bus system is focused on high capacity
arterial routes of the city. The system does not service all
areas of the city and expansion through the same model
may be difficult due to smaller roads, problems of
congestion and possible lack of enthusiasm from private
parties due to lesser profits.
24. Lessons learnt:
1. The current case illustrates that PPP arrangements can be employed even in sectors
such as city bus transport, which are typically seen as loss-making public services.
2. Robust institutional structuring and risk distribution has been the key to the success
of the Indore Bus Concessions. ICTSL as an overall regulatory body assesses
demands, plans routes, regulates tariffs, and monitors daily performance through a
permanent team appointed for the purpose. This has allowed the system to achieve
optimum functional distribution and run efficiently, despite the presence of a
number of different private operators within the arrangement.
3. The project is also an excellent illustration of the manner in which all possible
revenue streams (bus operation, advertising etc.) have been tapped and captured
under a single system, with a revenue sharing mechanism that allows all private
operators to get adequate returns.
4. Indore city started with a ‘clean slate’ since a State Transport Corporation was not
already operational. In cities where such corporations do exist, extensive financial
and manpower investment is already ‘sunk in’ and such an arrangement may be
infeasible. Many such corporations are also hampered by not having the freedom
to fix fares. Only those corporations, such as Bangalore Metropolitan Transport
Corporation (BMTC) at Bengaluru, which have a reasonably better fare regime,
manage to show profits in operations. As such replicability of the model in other
cities may largely depend upon availability of such enabling preconditions.
25. How are urban buses generally organized in Indian cities?
Are there any good examples?
There are many cities where there is NO urban bus
service, although there are inter-city buses
regulated/operated by the state governments in some of
these cities. These buses, however, primarily serve inter-
city travelers and their routes, stops, terminals and
schedules are not suitable for inner-city traffic.
Experience with urban buses is mixed, but there are
good examples, such as Bangalore (public sector) and
Indore (SPV and private sector).
26. Questions that need to be addressed by SPV
• Our city does not have any urban buses, what can be
done to develop new bus services?
In a city where services are not available, the planning
process requires additional steps, such as changing the
regulatory framework, establishing a regulatory body
and public or private bus operators.
27. What types of fare structure are available and how can we select
the most appropriate option?
Choice of fare structure is a very important part of bus
planning. It directly influences operators’ revenue. Options
such as flat fare, distance-based fare, zone-based fare etc.,
together with guidelines on their advantages and
disadvantages. SPVs could investigate the potential to reduce
administrative costs and to increase revenue by examining the
options in detail.
However, in India fare structure is set at state government
level and this aspect needs to be taken into consideration.
Fares should also be reviewed annually, so that variations in
costs of bus operation are reflected. Fares should address
social objectives :
1)Disadvantaged groups are not excluded from public transport.
2) Giving incentive to the middle class and upper middle class to
take up public transport than using private vehicles.
28. Existing bus services are not performing well. Is there
any way to improve services?
Recommended to analyze the existing situation carefully,
set goals and objectives for improvement, examine
available options, select most appropriate measures, and
implement them carefully. As the decisions may affect
the interest of a variety of stakeholders, it is particularly
important to involve them at appropriate stages in the
planning process.
29. What are the options to involve the private sector in
providing urban bus services?
It is widely recognized that the private sector is suited to
the operation of transport services, but there is always a
possibility that the private sector is unable to optimize
services from the user/community points of view alone.
The public sector can in such a case function as regulator
and licensor or franchise the provision of bus services,
by route or by area, but infrastructure such as bus
terminals and maintenance depots may have to be
provided by the public sector in Indian cities. Merits and
demerits of various options and the process of involving
the private sector are to be explored.
30. What can we do to increase non-fare revenue from urban
bus operations?
Although the main source of revenue for public transport
organizations is from trip fares, there are other sources
that can be explored: from property development and
advertising, land monetization etc