Detailed Project Report - Intelligent Transport System ... - KSRTC

Detailed Project Report - Intelligent Transport 

System & Ethanol Diesel - KSRTC, Mysore 

Creating globally 

competitive 

technologies and 

managerial solutions to 

serve public road 

transport industry 

Bhosari, Pune – 411 026 

Phone: +91 20 2712 5177 

www.cirtindia.com 

eGestalt Technologies Pvt Ltd 

730, 1 st Floor, Behind BDA Complex, 

3 rd Block, Koramangala – 5600034 

Phone: +91 80 25504285 

www.eGestalt.com

Detailed Project Report – Intelligent Transport System and ethanol Diesel 

2 

Project Team 

Team Leader 

Team Members 

Support Consultants 

N. Ramasaamy, Faculty & Head - ITS 

G. Subhashini, Associate Faculty 

M.M. Pathak, Scientist 

Sharath Hangal, Sekar R, Principal Consultants, 

eGestalt Technologies Pvt Ltd 

- 

- 

Page 2 of 152


3 

Content index 

Project Team..................................................................................................................................2 

Content index ...............................................................................................................................3 

Document History .........................................................................................................................8 

Metadata.......................................................................................................................................9 

Executive Summary....................................................................................................................10 

B: Intelligent Transport System (ITS) & Environmental Project ............................. 15 

B-1. Overview of the project.......................................................................................................... 15 

B-2. About Karnataka State Road Transport Corporation (KSRTC) ........................................ 16 

B-3. Why Mysore City for the ITS project....................................................................................... 18 

B-4. A backdrop of Mysore............................................................................................................. 20 

B-4.1. General / Historical background......................................................................................... 20 

B-4.2. Operational Characteristics of KSRTC in Mysore City...................................................... 22 

B-4.3. Current Transport Scenario in Mysore................................................................................. 23 

B-4.4. Stakeholder analysis............................................................................................................... 26 

B-4.5. Existing urban transportation scenario and facilities available in the use of urban 

transport – issues & challenges ............................................................................................ 28 

B-4.6. User demand forecast........................................................................................................... 30 

B-4.7. Integrated urban land use and transport planning ........................................................ 34 

B-5. Worldwide experience of Real Time Passenger Information Systems............................ 42 

B-5.1. International Literature survey of ITS studies and benefits .............................................. 42 

B-5.2. Review of information services ............................................................................................ 44 

B-5.3. Surveys and Experience ........................................................................................................ 45 

C: Intelligent Transport System ................................................................................. 50 

C-1. Solution framework................................................................................................................... 50 

C-1.1. Use of AVL to Improve Public Transport Service, Operations and Management ..... 50 

C-1.2. New scenario with the induction of technology.............................................................. 53 

C-2. Technical specifications.......................................................................................................... 54 

C-2.1. Mapping product availability and their technical features with the functional 

requirements............................................................................................................................ 54 

C-2.2. Automatic Vehicle Location (AVL) & Tracking System................................................... 54 

C-2.3. Features of Proposed Solution (CCS).................................................................................. 58 

C-2.4. Communication Sub-System................................................................................................ 61 

C-2.5. Integration of ITS Components ............................................................................................ 63 

C-2.6. Sample Reports....................................................................................................................... 66 

C-2.7. Scaling plans ........................................................................................................................... 67 

C-3. Project Impact analysis ........................................................................................................... 67 

C-3.1. Environmental Impacts.......................................................................................................... 67 

C-3.2. Social Impacts......................................................................................................................... 68 

C-3.3. Measures by KSRTC for providing more efficient and less polluting Public Transport:70 

Page 3 of 152


4 

C-3.4. Expected measurable outcomes of the project ............................................................. 70 

D: Bio-Diesel ................................................................................................................ 74 

D-1. Need of the Project.................................................................................................................. 74 

D-1.1. Energy Efficiency & Climate Change Considerations .................................................... 74 

D-2. Mysore City environmental Scenario.................................................................................... 76 

D-3. Ethanol & Diesel Blends: An Overview.................................................................................. 77 

D-3.1. Ethanol- Diesel Blends............................................................................................................ 78 

D-3.2. Benefits ..................................................................................................................................... 78 

D-3.3. Engine Efficiency / Performance......................................................................................... 79 

D-3.4. Engine & Materials Compatibility ........................................................................................ 79 

D-3.5. Fuel Properties ......................................................................................................................... 79 

D-4. Studies using E-Diesel across the world ................................................................................ 80 

D-5. Social, environmental & economical Benefits.................................................................... 80 

D-5.1. Safety Aspects in Ethanol-Diesel Blends:............................................................................ 81 

D-5.2. Environmental Impact Assessment ..................................................................................... 82 

D-5.3. Emission Benefits...................................................................................................................... 82 

D-6. Ethanol: Supply Scenario in India .......................................................................................... 83 

D-7. Ethanol Diesel – Solution Framework .................................................................................... 85 

D-7.1. Life Cycle Analysis (LCA)....................................................................................................... 86 

D-7.2. Functional Specification of Stores ....................................................................................... 86 

D-7.3. Environment Management .................................................................................................. 87 

D-8. Cost Estimates & Funding Plans ............................................................................................. 87 

D-9. Fund Flow Pattern:.................................................................................................................... 88 

D-10. Economic and Financial Analysis.......................................................................................... 89 

D-11. Procurement Plan and implementation process............................................................... 92 

D-12. Environment & Social Issues.................................................................................................... 93 

E: Overall Project Economic & Financial analysis ................................................ 94 

E-1. Summarized Fund Flow Statement for ITS & e-Diesel......................................................... 94 

E-1.1. Fund Flow ................................................................................................................................. 94 

E-2. Analysis Objectives................................................................................................................... 95 

E-3. Framework of analysis.............................................................................................................. 95 

E-3.1. Cost of the Project.................................................................................................................. 96 

E-3.2. Benefits of the Project............................................................................................................ 97 

E-3.3. EIRR & Scenario Analysis, and Conclusions on Project Viability .................................... 97 

E-4. Data used and Assumptions in the EIRR Analysis ............................................................... 98 

E-4.1. General Assumptions ............................................................................................................. 98 

E-4.2. Data from KSRTC................................................................................................................... 102 

E-4.3. Survey Data ........................................................................................................................... 103 

E-5. Costs and Benefits of the Project ........................................................................................ 106 

E-5.1. Capital Costs ......................................................................................................................... 106 

E-5.2. Operating Costs.................................................................................................................... 107 

E-5.3. Benefits Calculations............................................................................................................ 107 

E-5.4. Advertisement Revenues .................................................................................................... 109 

Page 4 of 152


5 

E-5.5. Advertisements in Bus Stops and Bus Terminus ............................................................... 110 

E-5.6. Total Benefits.......................................................................................................................... 111 

E-6. Rate of Return for the Project .............................................................................................. 112 

E-6.1. Over all Project Viability ...................................................................................................... 113 

E-7. Non-quantifiable Benefits of ITS ........................................................................................... 114 

F: Procurement Plan ............................................................................................... 117 

F-1.2. ITS Implementation agency ............................................................................................... 117 

F-1.3. Project Management Agency .......................................................................................... 117 

F-1.4. Bio-Diesel supply ................................................................................................................... 118 

F-1.5. Finalization of Contracts...................................................................................................... 119 

G: Project implementation plan ............................................................................ 120 

G-1.1. Internal management plan for ITS ............................................................................ 120 

G-1.2. Project Implementation Unit (PIU) ............................................................................. 121 

G-1.3. Project Management Agency (PMA) ...................................................................... 121 

G-1.4. Project Deliverables Management........................................................................... 127 

G-1.5. Project progress measurement and control ........................................................... 128 

G-1.6. Project Implementation Vendor (PIV) ...................................................................... 129 

G-1.7. Project Plan - Schedule, Milestone & Work Breakdown........................................ 130 

G-1.8. Deliverables ................................................................................................................... 131 

H: ITS Operational Plans .......................................................................................... 134 

H-1.1. Service Metrics ...................................................................................................................... 134 

H-1.2. Maintenance Plan................................................................................................................ 135 

I: Notes on queries raised...................................................................................... 137 

I-1. Intelligent Transport System ............................................................................................................. 137 

I-1.1. Additional Comments from the Meeting on 16 December 2008 ............................... 141 

I-2. Ethanol blended Diesel.................................................................................................................... 142 

J: About CIRT, the consultants to KSRTC on the ITS and e-diesel project ...... 143 

J-1.1. Brief Profile.............................................................................................................................. 143 

J-1.2. Areas of specialization ........................................................................................................ 143 

K: Annexes................................................................................................................ 145 

K-1. Annex -1 – Survey Questionnaire of CIRT (July 4, 2008)................................................... 145 

K-2. Annex 2: Budgetary Costs (quote of HP vide Section E-3 of the DPR)........................ 146 

K-2.1. Capital Costs ......................................................................................................................... 146 

K-2.2. Operating Costs.................................................................................................................... 148 

K-3. Annex -3 – Draft EOI for Project Management Agency ................................................. 149 

K-4. Annex -4 - Draft Functional/Technical Specifications ..................................................... 149 

K-5. Annex – 5 - Bio-Diesel Tender ............................................................................................... 149 

K-6. Annex 6 – Ethanol Diesel systems ........................................................................................ 150 

Page 5 of 152


6 

List of Figures 

Figure 1: Cultural capital of Karnataka - Mysore ............................................................................................. 20 

Figure 2: Modal distribution of road users ........................................................................................................... 1 

Figure 3: Population details - Mysore Dist 2001 census .................................................................................... 31 

Figure 4: Mysore Road map ................................................................................................................................. 1 

Figure 5: Mysore City Wards as of 2007 ............................................................................................................... 1 

Figure 6: Mysore City Land use map 2011 .......................................................................................................... 1 

Figure 7: ITS solution overview ............................................................................................................................ 50 

Figure 8: Bus Stop after introduction of ITS ........................................................................................................ 53 

Figure 10: Central Bus Terminal after introduction of ITS.................................................................................. 53 

Figure 11: Regulated traffic after implementation of ITS................................................................................. 54 

Figure 12: Logical components of ITS................................................................................................................ 56 

Figure 13: ITS - Schematic model ....................................................................................................................... 58 

Figure 14: Floor plan for Central Control Station - ITS Mysore............................................................................ 1 

Figure 15: Display panel........................................................................................................................................ 1 

Figure 16: Communication & Data Exchange................................................................................................... 1 

Figure 17: sub-system communication link ....................................................................................................... 64 

Figure 18: Drop in PM emissions with the use of Ethanol ................................................................................. 75 

Figure 19: Onsite tank to be installed at depots & computerized blending equipment............................. 86 

Figure 20 EIRR framework ................................................................................................................................... 96 

Figure 21 Vehicular Population in Mysore....................................................................................................... 103 

Figure 22 Sample Size in the CIRT Survey ........................................................................................................ 104 

Figure 23: Target Population for Modal Shift................................................................................................... 105 

Figure 24: Net benefits of the project.................................................................................................................. 1 

Figure 25: PM - right sizing of project personnel ................................................................................................. 1 

Figure 26: PMA appointment ............................................................................................................................... 1 

Figure 27: Project preparation ............................................................................................................................. 1 

Figure 28: PM - Core and facilitating processes................................................................................................. 1 

Figure 29: Project Plan execution ........................................................................................................................ 1 

Figure 30: PM measurement & control................................................................................................................ 1 

Figure 31 : Assembled Cast Filler Neck with Flame Arrestor .......................................................................... 150 

Figure 32 : Assembled Cast Filler Neck With Flame Arrestor.......................................................................... 150 

Figure 33 : Assembled Rolled Filler Neck with Flame Arrestor ....................................................................... 151 

Figure 34 : Assembled Rolled Filler Neck With Flame Arrestor....................................................................... 151 

List of Tables 

Table 1: Document History ................................................................................................................................... 8 

Table 2: Document metadata............................................................................................................................. 9 

Table 3 Summary of project costs - ITS & bio-Diesel......................................................................................... 13 

Table 4: Activities and Roles in bus transport at Mysore.................................................................................. 23 

Table 5: Ward Numbers & Corridors in Mysore ................................................................................................. 23 

Table 6: Vehicular growth in Mysore ................................................................................................................. 24 

Table 7: Average Trip length of vehicles........................................................................................................... 25 

Table 8: Extent of willingness to shift to public transport.................................................................................. 25 

Table 9: Major Roads in Mysore ......................................................................................................................... 28 

Table 10: Percapita trip per day........................................................................................................................ 30 

Table 11: Nature of trips...................................................................................................................................... 30 

Table 12: Operational performance of KSRTC during 2004-08 ....................................................................... 31 

Table 13: User demand forecast - 2011 ............................................................................................................ 32 

Table 14: Growth projection of vehicle population in Mysore by 2011 ......................................................... 32 

Table 15: Land use pattern in Mysore ............................................................................................................... 34 

Table 16: Feature index for commuters ............................................................................................................ 42 

Page 6 of 152


7 

Table 17: GSM/GPRS specifications................................................................................................................... 54 

Table 18: GPS specifications .............................................................................................................................. 55 

Table 19: Environmental specifications............................................................................................................. 55 

Table 20: Servers and accessories ..................................................................................................................... 59 

Table 21: Sample Daily report ............................................................................................................................ 66 

Table 22: Sample Bus stops skipped report....................................................................................................... 66 

Table 23: Daily speed violation report............................................................................................................... 66 

Table 24: Daily Driver Duty Performance report............................................................................................... 66 

Table 25: Daily out-shedding deviation report................................................................................................. 67 

Table 26: Daily improper stopping report ......................................................................................................... 67 

Table 27: Daily Missed Trips report ..................................................................................................................... 67 

Table 28: Measurable outcomes for project evaluation................................................................................. 71 

Table 29: Measures of effectiveness within each goal area .......................................................................... 72 

Table 30: Comparative analysis of various parameters for CNG & e-Diesel................................................. 78 

Table 31: Emission factors ................................................................................................................................... 83 

Table 32: Deterioration factors ........................................................................................................................... 83 

Table 33: Working emission inventory................................................................................................................ 83 

Table 34: 1 - Assumptions for working out the EIRR .......................................................................................... 88 

Table 35 Emissions load from Bus without the Project...................................................................................... 88 

Table 36 Emissions Load from bus with the Ethanol mix .................................................................................. 88 

Table 37 Accessories that are to be Placed on Vehicles ............................................................................... 88 

Table 38: Schedule for financial contribution and sources for eDiesel.......................................................... 88 

Table 39 Base Rolling Stock used for the EIRR................................................................................................... 89 

Table 40 Cost of Diesel Without the Project...................................................................................................... 89 

Table 41 Savings with the use of Bio Diesel....................................................................................................... 91 

Table 42 Savings Due to Reductions in Pollution load..................................................................................... 92 

Table 43 Capital and Capex Replacement..................................................................................................... 92 

Table 44: Extent of World Bank grant ................................................................................................................ 94 

Table 45: Capital flow for ITS and environmental project ............................................................................... 95 

Table 46: Overview of capital and operating costs ........................................................................................ 98 

Table 47 Overall Infrastructure at KSRTC relevant to the project ................................................................. 102 

Table 48 Break-up of urban and Suburban Operating Data ....................................................................... 102 

Table 49 Vehicular Population of Mysore ....................................................................................................... 103 

Table 50 Survey Data - Mode of Transport of Non-Commuters in Mysore .................................................. 103 

Table 51 Percentage of Two Wheelers who would be willing to shift.......................................................... 104 

Table 52 Total target population for shifting to ITS bus .................................................................................. 105 

Table 53 Assumed shift pattern of prospective target customers................................................................ 105 

Table 54 - Number of Increased Buses, Bus stops and Bus Terminus in the 1, 2 & 3 year ........................... 106 

Table 55: Capital and Capital Replacement costs for the Project (in Rs. Lakhs) ....................................... 106 

Table 57: Revenues from Modal Shift 2 Wheelers in Rs. Lakhs....................................................................... 108 

Table 58: Revenues from Modal Shift 3 Wheelers .......................................................................................... 108 

Table 59: Revenues from Modal Shift 4 Wheelers .......................................................................................... 109 

Table 61 Bus Capacity Split, Advertisement Rates and Actual Number of Buses ...................................... 109 

Table 62 Capacity Utilization of Buses for advertisements............................................................................ 110 

Table 63: Revenue from In-Bus Advertisement (in Rs. Lakhs) ........................................................................ 110 

Table 64 Advertisement Rates at Bus stops and Terminus............................................................................. 111 

Table 65: Revenues from Advertisement in Bus Stop and Bus Terminus (in Rs. Lakhs) ................................ 111 

Table 66: Total Benefits from the ITS project (in Rs. Lakhs)............................................................................. 111 

Table 67: Net Benefits of the Project (in Rs. Lakhs)......................................................................................... 112 

Table 68 EIRR and NPV of the project ............................................................................................................. 113 

Table 69: Potential benefits from technology infusion................................................................................... 115 

Table 70: 6-Q Framework.................................................................................................................................. 122 

Table 71: Project Plan ....................................................................................................................................... 130 

Page 7 of 152


8 

Table 72: Project Plan - Gantt chart ................................................................................................................ 130 

Table 73: Service Metrics .................................................................................................................................. 134 

Table 74: Project Data ...................................................................................................................................... 137 

Table 75: BoM - Central Station ....................................................................................................................... 146 

Table 76: BoM - VMU & SW ............................................................................................................................... 147 

Table 77: BoM - Display Units ............................................................................................................................ 147 

Table 78: GIS specifications.............................................................................................................................. 147 

Table 79: Depot infrastructure requirements .................................................................................................. 148 

Table 80: Opex - Communication ................................................................................................................... 148 

Table 81: Communication costs of data links at the central station ........................................................... 148 

Table 82: Facilities management costs & AMC ............................................................................................. 148 

Table 83: Maintenance of depot infrastructure costs ................................................................................... 149 

Document History 

Table 1: Document History 

Date Version Description Authors 

15-Jul-2008 1.0.0 ITS – Detailed Project Report Ramasaamy N, Subhashini G 

CIRT 

14-Dec-2008 2.0.0 ITS – Detailed Project Report Ramamurthy, KSRTC 

Sharath Hangal, Sekar R, eGestalt Technologies 

Pvt Ltd, Bangalore 

Pathak, CIRT 

02-Jan-09 3.0.0 ITS – Detailed Project Report Ramamurthy, KSRTC 

Sharath Hangal, Sekar R, eGestalt Technologies 

Pvt Ltd, Bangalore 

Page 8 of 152


9 

Metadata 

Table 2: Document metadata 

Title 

Subject & 

Keywords 

Source 

Description 

Coverage 

Type 

Relation 

Creator 

Contributor 

Publisher 

Rights 

Language 

Detailed Project Report for implementing Intelligent Transportation System (ITS) 

and ethanol diesel– KSRTC, Mysore 

DPR - Intelligent Transport System (ITS), Issues, options, challenges & 

recommendations, project implementation Technical specifications and solution 

mapping, Automatic Vehicle Location (AVL), Vehicle Mounted Unit, Passenger 

Information System, GPS, Central Command Station, KSRTC, In-vehicle services, 

display units, Technology roadmap and scaling plans, ethanol diesel, financial 

analysis, project viability, budgets, capital and operational costs, Project 

implementation plan, operational plans 

KSRTC, CIRT, eGestalt 

This document is a detailed Project Report for developing and implementing 

Intelligent Transport System and ethanol diesel at Mysore. 

Mysore region 

Detailed Project Report 

RFP / procurement documents 

CIRT / eGestalt 

KSRTC, eGestalt Technologies 

CIRT 

Private until published by CIRT 

English 

Format MS word 2007 

Date 2009-01-28 

Identifier 

CIRT/ITS-eDiesel-Mysore/2009/4.0.0 

Page 9 of 152


10 

Executive Summary 

Public transport should always be the hallmark of a good transportation system for a city, 

especially for a city like Mysore, which is earmarked as the “Heritage City”, as it provides 

good impetus to the tourist population. The role of public transport is vital, particularly to 

reduce the use of personalized transport. The Karnataka State Road Transport Corporation 

(KSRTC) is the major inter-city and intra-city service provider in Mysore. KSRTC provides 

services to about 179,000 commuters per day by city services and about 128,000 by mofussil 

services. 

This document is a Detailed Project Report that will facilitate KSRTC Management to take the 

next steps in finalizing the Request for Proposal specifications covering the functional, 

technical, operational specifications including detailed definition of various service level 

metrics. This Detailed Project Report also covers the estimated cost of implementing the 

system with scope for expansion as the number of buses, routes and commuters increases. 

This project addresses two critical components: 

a) Intelligent Transport system (ITS) 

Building intelligence into the transport system brings in the convergence of 

technologies providing a synergetic transformation in the commuter experience. ITS 

provides benefits in terms of Reduce waiting time and uncertainty, Increase the 

accessibility of the system, Increase the safety of users, Reduce the fuel consumption 

and emissions, Reduce the operational costs, Improve traffic efficiency, Reduce traffic 

congestion, Improve environmental quality and energy efficiency, Improve economic 

productivity. 

The proposed ITS project implementation will include core components such as: 

Vehicle Tracking System, Real Time Passenger Information System and Central Control 

Station. Core technologies include Geographical Positioning System (GPS), Electronic 

Display Systems, and Information & Communication Technologies. 

b) Ethanol blended diesel (e-diesel) 

Ethanol blended diesel (e-diesel) is a cleaner burning alternative to regular diesel for 

heavy-duty (HD) compression ignition (CI) engines used in buses. The introduction of 

use of alternative fuel such as E-diesel for the fleet of Karnataka SRTC buses plying in 

Mysore region would certainly result in fewer emissions. Use of renewable fuel 

(Ethanol) will also help to reduce fossil energy consumption and achieve the energy 

savings. 

Intelligent Transport System 

The Intelligent Transport System Project to be implemented at Mysore addresses the critical 

issue of road congestion by offering state-of-art technologies and attractive, convenient, 

comfortable, value added services to encourage the usage of bus services against individual 

personal vehicles. Mysore has been chosen since it is a potent place given its historical 

background, tourist activities, and a high growth rate in traffic density, medium city size 

making the project affordable, and a projected 70% increase in the land use profile. Also, 

Mysore city, with all the modern infrastructural amenities, offers several opportunities to 

Page 10 of 152


11 

the people to earn their livelihood thus attracting several people from other states for 

employment thus increasing the population of the city manifold in the near future. 

KSRTC currently operates about 4217 trips in Mysore through 282 schedules from 2 depots 

on 185 routes with a fleet strength of 258 resulting in 1.79 lakh passenger trips per day with 

a load factor of 72.8% and 5’55,475 effective kilometres per day. The modal split figures for 

Mysore city indicate that the share of trips performed by public transport is only 13%, which 

can still be increased, as the proportion of walk and two-wheeler trips is high. 

Significant modal shift is needed to deliver national and international sustainable 

development aims for a strong economy, an inclusive society and a clean environment. A 

significant trend amongst many urban road users is a willingness to use the public transport 

in the face of increasing traffic congestion and increasing ‘road-rage’ behaviour on the 

roads. With the rising cost of fuel, many would shift to the public transport on cost 

considerations. For some, time is of the essence and a modal shift will occur only if the new 

mode offers time improvements, while for others it is mostly a matter of costs. KSRTC aims 

to bring about this modal shift in the city of Mysore by improving the perceived image of 

KSRTC services. 

From results of the stated preference survey conducted by the consultants, it was found 

that almost 89% of the sample population was willing to shift to public transport provided 

KSRTC operates reliable services through the introduction of ITS. This further translates to 

17.66% of the two-wheeler users for transport shifting to the use of buses. 

The requirements of various stakeholders have been factored into the study driving the 

recommendations contained in this report. 

The overall scope of the implementation will consist of design, development, testing, 

installation, commissioning, training, operations, and management of facilities for a period 

of three years by the winning bidder. This project is planned to cover 500 Buses, 80 Bus 

Stops and 2 Bus Terminals having the components of Vehicle Tracking System, Central 

Control Station, Passenger Information Management System, Communication Sub System, 

Travel Demand Management, Incident and Emergency Management System, Operational and 

Maintenance Specification and Fleet Management System. 

ITS will cover core systems such as Vehicle Tracking System, Real Time Passenger 

Information System and Central Control Station. Core technologies include Geographical 

Positioning System (GPS), Electronic Display Systems, and Information & Communication 

Technologies. 

It is expected to recover the total project cost within a span of three years. Additional 

revenue sources such as Advertising on the Bus body, inside the buses, Online Advertising, 

Subscriptions have also been identified. The costs of the Project is Rs.19.13crores that 

covers the capital costs and three years’ operating costs with a project contingency of 5% 

Innovative Environment Project 

Promoting clean environment with the usage of low emission buses for Public transport and 

reducing the use of fossil fuels to achieve energy savings have gained utmost importance in 

the recent years. The introduction of KSRTC buses operating on Diesel blended with ethanol 

Page 11 of 152


12 

fuel for Mysore (Innovative environmental project for Mysore City) would certainly be a vital 

step towards this endeavour. 

Green House Gas (GHG) emissions across the globe are increasing most rapidly in the 

transportation sector. A major issue of global concern at present is the increasing 

contribution of the transport sector to carbon dioxide (CO 2 )—the main greenhouse gas 

(GHG) produced from the use of fossil fuels—and its consequences on global warming and 

climate change. The use of Diesel blended with ethanol fuel would not only reduce GHG 

(CO 2 ) emissions but would also significantly reduce levels of other harmful pollutants 

emitted by Diesel Buses. 

The technical troubles observed during the initial years with regard to ethanol-diesel blends 

can now be overcome by using a solubiliser for blends and flame arrestors in diesel tanks of 

buses. The blending of Ethanol and Diesel by an electronic on-site blending equipment and 

innovative additive technology is now possible. This creates a stable clear solution of 

ethanol and diesel ready for use in diesel engines. The necessary infrastructure changes 

such as installation of Ethanol storage tanks & Computerized Blending Equipments at Depots 

at Mysore and fitment of Flame Arrestors for Diesel Tanks of Buses would require to be 

carried out. 

For reasons of fuel efficiency, emissions performance, and economics, a 7.7 vol% fuel 

ethanol blend can be utilized for maximum benefits. The advantages of usage of Ethanol 

diesel blends with solubiliser also include Enhanced lubricity, Added Cetane, Improved 

corrosion resistance, excellent response and power, increased life of engine and other 

components and increased life of engine oil. The development of bio fuels (Ethanol) is also 

likely to have significant social impacts, including job creation (quality and permanence), 

social responsibility and social equity, including issues such as wealth distribution to rural 

communities. The rural poor in India who are mainly farmers involved with agricultural 

production are likely to gain from the development of Ethanol fuel. 

The Economic gains associated with the introduction of Ethanol-Diesel blends for buses 

would also be significant. The total savings across fleet of Mysore / annum would be to the 

tune Rs 27.10 million at current prices over a three year period with the total project cost 

of Rs. 35.7 lakhs. 

Project implementation 

KSRTC has set up an apex level Programme Implementation Unit (PIU) to ensure the 

overall progress of the project and to interface with the World Bank in submitting periodic 

progress report. Vice-Chairman and Managing Director, KSRTC should nominate the 

Chairman of the Committee. This committee needs to have Finance, Stores, Engineering, 

Civil & Electrical and IT department representatives to ensure that decisions are taken in 

consultation with the key departments, which would in turn be influenced by the new 

system in the work processes. 

To ensure professional management of the project it is recommended that the Project 

management be outsourced to a professional agency identified by KSRTC (Project 

Management Agency – PMA) in order to manage integration, scope, time, cost, quality, 

human resources, communications, risk and procurement covering the key project phases of 

initiating, planning, executing, controlling, and closing. 

Page 12 of 152


13 

A Project Evaluation Agency (PEA) selected as an external third party agency should 

undertake pre-and post-implementation studies to monitor the impact of the project socio, 

economic, environmental perspective as this project would be a good opportunity for 

assessing the benefits of implementing an innovative project such as the ITS, a pioneering 

kind to state. 

In addition to the Project Management Agency (PMA) being set up, the Project 

Implementation Vendor also needs to set up their own project monitoring mechanisms and 

report to the Project Monitoring Agency for which the PMA should provide the necessary 

templates. 

Procurement 

KSRTC will float tenders for global participation based on World Bank guidelines. The bid 

process including the Functional, Technical, general instructions & commercial details and 

the legal contracts have been detailed in the Request for Proposal (RFP). The tender 

procurement norms furnished in the RFP are to be adopted for the selection of vendor for 

implementation of the project and as well as Operations & Maintenance of the project. 

Project Cost Summary 

KSRTC plans to source funds from the MoUD, GoI under the GEF SUTP to implement ITS and 

E-Diesel projects, in consistent with the GEF SUTP objectives. The total cost of the project 

for the introduction of real time passenger information system and the use of e-diesel 

(Ethanol-diesel blend) for Karnataka SRTC buses plying in Mysore is around Rs. 22.7 crores. 

Of the total project cost, 35% is to be borne by GEF Funding and 52% is to be borne by the 

Government of India. The State Government of Karnataka and Karnataka State Road 

Transport Corporation are to equally bear the balance 13%. 

The fund flow statement prepared accordingly stipulates that around 73% of the total 

project cost is to be released during the first year, 9% in the second year and 18% in third 

year. The summarised project cost for ITS and Innovative Environment Project for KSRTC, 

Mysore is tabulated below: 

From EIRR perspective there is an estimated 24% return in 15 years, 22% in 10 years and 18% 

in six years. 

Table 3 Summary of project costs - ITS & bio-Diesel 

Project Item Year 1 Year 2 Year 3 Total 

With 

Contingency 

of 5% 

ITS Procurement 

Capital Costs 1,006.92 26.07 29.89 1,062.88 

Operating Costs 249.74 252.85 256.46 759.05 

Subtotal ITS Year wise 1,256.66 278.92 286.35 1,821.93 1913 

Bio Fuel Procurement 

Capital Costs 296.02 20.95 23.05 340.02 

Operating costs 0.00 0.00 0.00 

Total Costs Year wise 296.02 20.95 23.05 340.02 357 

Total of Both Projects 2,161.95 2270 

Page 13 of 152


14 

Acknowledgement: CIRT & their support consultant eGestalt wish to thank KSRTC officials 

who have furnished data for this report, and to a number of persons within CIRT and outside 

who have helped in developing this Detailed Project Report. 

 

Page 14 of 152


15 

B: Intelligent Transport System (ITS) & Environmental 

Project 

B-1. 

Overview of the project 

Public transport should always be the hallmark of a good transportation system for a city, 

especially for a city like Mysore, which is earmarked as the “Heritage City”, as it provides 

good impetus to the tourist population. The role of public transport is vital, particularly to 

reduce the use of personalized transport. The Karnataka State Road Transport Corporation 

(KSRTC) is the major inter-city and intra-city service provider in Mysore. KSRTC provides 

services to about 179,000 commuters per day by city services and about 128,000 by mofussil 

services. 

This project addresses two critical components: 

a) Intelligent Transport system (ITS) 

Building intelligence into the transport system brings in the convergence of 

technologies providing a synergetic transformation in the commuter experience. ITS 

provides benefits in terms of Reduce waiting time and uncertainty, Increase the 

accessibility of the system, Increase the safety of users, Reduce the fuel consumption 

and emissions, Reduce the operational costs, Improve traffic efficiency, Reduce traffic 

congestion, Improve environmental quality and energy efficiency, Improve economic 

productivity. 

The ITS will encourage use of public transport and reduce the use of personal vehicles. 

This significantly contributes to saving the environment from heavy vehicle pollution 

and reducing congestion on city roads. 

The number of sub-systems under ITS covers vehicle-to-vehicle communications, 

collision avoidance and crash detection system, monitoring traffic and controlling 

signal lights, electronic and speed limit signs, reversible lanes and other road safety 

components. ITS technology framework includes wireless communication, sensing 

technologies, inductive loop detection, video vehicle detection and electronic toll 

collection. The possibilities are enormous, KSRTC proposes to lay the foundation by 

implementing ITS to provide dynamic information of the bus routes, ETA/ETD, improve 

efficiency in transport management, and lower the pollution levels. 

The proposed ITS project implementation will include core components such as: 

Vehicle Tracking System, Real Time Passenger Information System and Central Control 

Station. Core technologies include Geographical Positioning System (GPS), Electronic 

Display Systems, and Information & Communication Technologies. 

b) Ethanol blended diesel (e-diesel) 

Ethanol blended diesel (e-diesel) is a cleaner burning alternative to regular diesel for 

heavy-duty (HD) compression ignition (CI) engines used in buses. The introduction of 

use of alternative fuel such as E-diesel for the fleet of Karnataka SRTC buses plying in 

Mysore region would certainly result in fewer emissions. Use of renewable fuel 

(Ethanol) will also help to reduce fossil energy consumption and achieve the energy 

savings. 

Page 15 of 152


16 

One of the most daunting problems faced by the cities in the country is that urban transport 

failed to provide facilities thus increasing travel time and cost both for passenger and goods 

traffic. 

It is now well accepted that lack of adequate public transport offering comfort and 

convenience, has resulted in steep increase in the ownership of private vehicles particularly 

two wheelers with subsequent effects on pollution, both noise and air. In most cities two 

wheelers comprise more than 70% of total motor vehicles. 

KSRTC plans to source funds from the MoUD, GoI under the GEF SUTP to implement ITS 

project, in consistent with the GFE SUTP objectives. As a first step, preparation of a Detailed 

Project Report (DPR) on ITS for KSRTC Mysore limits its scope primarily to Passenger 

Information System and including certain core components has been assigned to CIRT, Pune, 

who will act as consultant to the project. 

This document is a detailed Project Report (DPR) for implementing an Intelligent Transport 

System and increased use of e-diesel (Ethanol-diesel blend) for Karnataka SRTC buses plying 

in Mysore. 

A Detailed Project Report will facilitate KSRTC Management to take the next steps of 

developing the Request for Proposal specifications covering the functional, technical, 

operational specifications including detailed definition of various service level metrics. This 

DPR also covers the estimated cost of implementing the system with scope for expansion as 

the number of buses, routes and commuters increases. 

KSRTC proposes to implement the system through established bid process following the World 

Bank guidelines for identification and deployment through a system integrator. 

B-2. 

About Karnataka State Road Transport Corporation (KSRTC) 

Karnataka State Road Transport Corporation (KSRTC), the implementing agency, was 

established in August 1961 under the provisions of the Road Transport Corporation Act 1950 

with the objective of providing “adequate, efficient, economic and properly coordinated road 

transport services”. Three Corporations viz., BMTC, Bangalore from 15-08-1997, NWKRTC, 

Hubli from 01-11-1997 and NEKRTC, Gulbarga from 01-10-2000 were formed out, on a 

regional basis, with KSRTC doing operations covering Southern Karnataka and interstate 

areas. 

KSRTC operates its services to all villages in the State, which have motorable roads. 92% of 

the villages in monopoly area (6743 out of 7298) and 44% in non-monopoly area (5158 out of 

11789) have been provided with transport facility by KSRTC. At present it has one corporate 

office, 13 divisional offices, 62 depots, 114 bus stations, 2 bus bodybuilding workshops,1 

printing press, 3 training Institutes and 1 hospital. It operates 6189 schedules with 6830 

vehicles (including 103 hired private vehicles) covering 21.86 lakh Kms. and carries on an 

average 24.5 lakh passengers daily. About 30,318 employees are working in the Corporation. 

The ITS Project is proposed to be implemented at Mysore; the city located in the southern 

part of Deccan Plateau is a potent place, given its historical background and a salubrious 

climate for tourism. KSRTC services in Mysore cater to the population of the city which is 

over 2.2 million. 

Page 16 of 152


17 

The total area of Mysore city as per MUDA is expected to increase from 9221 hectares (2001) 

to 15,669 hectares by 2011, representing a significant increase of around 70%. It is observed 

that the number of vehicles increased almost 25 times to 145,000 in 1996 from around 6,000 

in 1970. 

The network of roads and streets in Mysore follows a hub and spoke mechanism with arterial 

roads originating from the centre of the city. Arterial roads start from the Palace area and 

run radially leading to towns and cities outside. This arrangement also means that all 

commercial activities converge to the centre of the city causing congestion. 

It is estimated that about 5.7 lakh passenger trips are generated each day within the urban 

limits, with home-based trips (to & fro) constituting nearly 50%, followed by home-to-work 

which is 23.2% and home to educational institutions factoring 19.5%. 

1. Vision of KSRTC 

KSRTC proposes to improve its capability in managing the entire public transport system in 

Mysore more efficiently, safely and be more Commuter and environmental friendly. This can 

be achieved by introducing real time communication interlinked with buses, passengers (invehicle, 

bus stations and bus-stands) and KSRTC Management by implementing intelligent 

transport system. 

The core objectives include: 

a) Providing effective, safe, environmental and commuter friendly solutions to 

the travelling public who use KSRTC buses. 

b) Track and monitor the movement of buses on real time basis to enable 

communication of the arrival timings of buses at the bus stops through state of 

the art GPS/GPRS technologies. 

c) Inform commuters about the bus routes and arrival timings of buses at the bus 

stops/terminals through LED Display systems. 

d) Effective management through a Decision Support system by collecting, 

collating and storing information on real time basis about the transport system 

and its effectiveness using communication technology. 

e) Instant access to information related to bus schedules, ETA, ETD, annunciating 

bust stop names, fare details, etc at bus stops, bus terminals and within the 

buses and through SMS, Internet and IVRS. 

f) Issuing of Passes Daily, Weekly, Monthly for commuters and examine e-purse 

facilities through Smart Cards for introduction later 

g) Facilitate timely management of Incidents/Accidents 

h) Establish meaningful instant two-way interaction facility between Driver – and 

central control station. 

i) Obtaining on-line real time information on bus operations and management 

j) Effective monitoring of break downs and the related information 

k) Effective diversion of traffic in case of emergency 

l) Monitoring accidents and the related aspects 

Page 17 of 152


18 

B-3. 

Why Mysore City for the ITS project 

Worldwide there have been significant efforts in the development of efficient, transparent 

and environmental friendly public Transport solutions resulting in growth of economies and 

transport. 

In India we are just beginning to understand the need for ITS solution and we do not have a 

working model which can be used for case study. KSRTC initiative will be one of the first in 

the country. Hence this project has been undertaken as a pilot project to become a model / 

case study for other projects. 

There are challenges in implementing an effective and Intelligent Transport System – 

a) Sustainable transport is not just a case of increasing the infrastructure 

available; it is also a question of maximizing the use of existing infrastructure 

and of maximizing the efficiency and interoperability of all transport assets. 

b) Implementing ITS solutions gets more and more complex based on the size of 

the transport network to be addressed and the size of the city and intricacies 

of traffic conditions. Changing the traditional ground transportation scheme to 

a fully automated and intelligent transportation network is a substantial 

upgrade of the scheme. Apparently the main problems that are hampering this 

upgrading to materialize are not just technological limits, but cultural, 

conceptual, social, emotional, political and economical hurdles. The bigger 

the city the more complex this becomes. 

c) The cost of implementing ITS solution is primarily related to the size of the 

city. Hence a smaller city with a smaller fleet of public transport is ideal for a 

pilot project. 

Considering these challenges, Mysore city offers us the best option for the following reasons: 

It is easier to evaluate a project of smaller size city due to lesser complexities in the 

project parameters. Other cities like Bangalore are very large in size with a lot of 

limitations and will require networking with many agencies which will render the project 

unviable for the time being. The cost of implementing ITS project in Bangalore will be 

substantially higher. It is assumed to be wiser to implement a project at Mysore and learn 

lessons coming out of the project successfully implemented. 

Mysore is a tourist centre and needs to be a model city to provide international standard 

facilities for local public transport. This will improve the inflow of tourist and also give a 

good image of our state. 

The city is a medium sized city thereby making the investments to be made for pilot 

project affordable. The city is experiencing a high rate of growth in traffic density. 

The city located in the southern part of Deccan Plateau is potent place, given its 

historical background and a salubrious climate. KSRTC services in Mysore cater to the 

population of the city which is over 2.2 million. 

It is estimated that about 5.7 Lakhs passenger trips are generated each day within the 

urban limits, with home-based trips (to & fro) constituting nearly 50% , followed by 

Home-to-work which is 23.2% and home to educational institutions factoring in 19.5%. 

Page 18 of 152


19 

It is observed that the number of vehicles increased almost 25 times to 145,000 in 1996 

from around 6,000 in 1970. 

The total area for Mysore city as per MUDA is expected to increase from 9221 hectares 

(2001) to 15,669 hectares by 2011, representing a significant increase of around 70 %. 

There is a lot of other concurrent projects being undertaken /proposed for Mysore city in 

terms of road up-gradation, new road networks, ring roads etc which will necessitate new 

Public Transport Support thereby increasing the Transport network and schedules. 

The funds available for the project will match the project cost for implementation in a 

city of the size and infrastructure availability such as Mysore. 

Mysore as location for ITS implementation “Enhancing the glory of Mysore, and enabling 

it to forge ahead as the cultural, tourism, educational, and wellness hub” is the vision of 

Mysore. The Principal Secretary, Department of Industries and Commerce, has said that 

Mysore is all set to witness rapid industrialization with the Government sanctioning 55 

medium- and large-scale industries, which will create 60,000 jobs over the next few 

years. 

The Government of Karnataka is promoting Mysore as an alternative destination for the 

Information Technology (IT) industry and developing it as a counter magnet city to 

Bangalore. As a result the city has become a new haven for the IT and Information 

Technology Enabled Services (ITeS) industry and is poised to play bigger role in the 

economy of the city. This is apparent from the fact that the software exports from the 

city grew at 26.8% to reach Rs.392 crores, in the year 2005-06. As the divisional 

headquarters of Mysore Division and as the Railway Junction, railways are the other 

major employer in Mysore. 

The Government has cleared 55 industries under the single-window agency scheme for 

Mysore. This envisages an investment of Rs. 9,462 crores. 

With the State Government marketing Mysore as a potential destination for investment in 

the manufacturing and services sector, the Karnataka Industrial Area Development Board 

(KIADB) is in the process of acquiring 3,872 acres of land to open 1,000 industrial units in 

and around Mysore. 

Besides, the 154 acres of land being acquired for the airport at Mandakalli near here, 

KIADB is also acquiring 257 acres of land for a textile park at Kadakola, 658 acres of land 

at Hootagalli, 500 acres of land at Anchya, besides 1,500 acres of land at Thandya in 

Nanjangud. 

Improvements in infrastructure, like doubling of Railway tracks, completion of the four 

lane State-highway, the Bangalore - Mysore Infrastructure Corridor (BMIC) between 

Mysore and Bangalore, up gradation and expansion of the Mysore Airport will bring 

significant growth to the economy of Mysore. The congestion in Bangalore, as well as its 

proximity, is having a ‘push effect’ on IT/ITeS industry to Mysore. The city’s share in the 

State GDP at 7.09% (1996-97), has exhibited a marginal increase over the figure of 6.63 % 

(1980- 81). However, with the IT companies establishing their bases in Mysore in the 

recent years, the city’s share in the state GDP is expected to improve. The population of 

Mysore, which was around 8 Lakhs in 2000, is projected to touch 25 Lakh by 2030. 

Page 19 of 152


20 

Learning from the examples of other cities where traffic congestion has been a major 

factor, Mysore proposes to build on these learning, while the economy is poised to grow 

significantly, through proactive planning and providing state of the art infrastructure that 

would attract citizens to adopt the public transport system as the first choice of travel, 

helping to reduce the use of personal vehicles commuting to work, pleasure, social visit, 

or for commerce. 

B-4. 

B-4.1. 

A backdrop of Mysore 

General / Historical background 

Cultural capital of Karnataka, Mysore is a majestic, mysterious and mesmerising city. It has 

inherited all Indian traditions with modernity. Mysore has a number of historical and heritage 

buildings. 

Figure 1: Cultural capital of Karnataka - Mysore 

The earliest mention of Mysore can be traced back to the days of King Ashok, back in time 

around 245 B.C. However, it is only from the 10 th Century that a proper and consistent line of 

history of Mysore can be traced. History of Mysore points out that it was in 1399 A.D that the 

Yadu dynasty came to power in Mysore. From the year 1761 to 1799 Mysore was ruled by 

Hyder Ali and his son Tippu Sultan. Mysore remained the second most important city till the 

death of Tippu Sultan. As Mysore went under the control of the Britishers, they placed a 

Prince Krishnaraja Wodeyar on the throne of Mysore and Mysore was once again made the 

capital in the year 1881. The city started to grow from time to time. Chamarajendra 

Wodeyar was the next king who ruled for 13 long years. 

The civic administration of the city is managed by the Mysore City Corporation, which was 

established as a municipality in 1888 and later converted into a corporation in 1977. The 

corporation oversees the engineering works, health, sanitation, water supply, administration 

and taxation in the city. It is headed by a mayor who is assisted by commissioners and council 

members. The city is divided into 65 wards and the council members (Corporations) are 

elected by the citizens of Mysore every five years. The council members in turn elect the 

mayor. 

The growth and expansion of the city is managed by the Mysore Urban Development Authority 

(MUDA), which is headed by a commissioner. Its activities include developing new layouts and 

roads, town planning and land acquisition. One of the major projects recently undertaken by 

MUDA is the creation of an Outer Ring Road in Mysore, which is expected to ease traffic 

congestion. 

1. Location, Climate, physical setting, regional linkages 

Page 20 of 152


21 

Mysore city is geographically located between 12° 18'' 26 North Latitude and 76° 38' 59'' East 

Longitude. It is located at an altitude of 2,427 feet. It encompasses an area of 6,268 sq. km. 

It enjoys a pleasant climate, the temperature varying between 19º C and 30º C. The weather 

of Mysore is pleasant throughout the year. As Mysore city is located in the tropics, it enjoys a 

moderate climate. 

Mysore city is located in the southern part of the Deccan Plateau. It is a beautiful land 

bordered by luxuriant forests. It is located 140 Kms from the city of gardens, Bangalore. 

Mysore is an important railway junction for the district. It is connected to Bangalore, which 

lies to its northeast via Mandya, the rail junction at Hassan is situated to the northwest, and 

Chamarajanagar via Nanjangud to the southeast. Infrastructure of Mysore comprises of a wide 

gamut of civic amenities such as sanitation, solid waste management, water supply as well as 

transport network. The governing authorities of Mysore are taking major initiatives to further 

develop the state of infrastructural facilities in the city. 

Bangalore is the nearest airport of Mysore. Mandakalli is the proposed place where the 

airport with two runways is to be built in Mysore. As per the government declaration, the 

airport of Mysore will start functioning by the year 2009. The road infrastructure of Mysore is 

quite developed and links the place with Bangalore. Since Bangalore is one of the popular and 

easily reachable cities of India one can conveniently reach Mysore. The frequency of buses 

that ply from Bangalore to Mysore is quite good and tourists can also enjoy the scenic 

pleasures of the surroundings while taking a bus ride. 

The railway infrastructure of Mysore provides regular train services from Bangalore to the 

place and vice versa. The closest airport to Mysore is in Bangalore which is at a distance of 

around 140 km. In recent times Mysore has been transformed into a pioneer of wireless 

communication technology through the Wi-Fi system. Today, not only tourists but also IT 

professionals visit Mysore in large numbers. The advent of Wi-Fi in Mysore has literally 

transformed the city into one of the advanced IT zones of the world. As a result of the Wi-Fi 

revolution in Mysore, the city gained a complete infrastructure of wireless communication 

system. A company called WiFi Net installed three towers in Mysore city with a total 

investment of 60 Lakhs. This in turn led to the activation of the wireless process in Mysore. 

Ever since the Wi-Fi technology came into Mysore various corporate organizations and 

individuals are opting for its facilities. There is no denying the fact that Wi-Fi in Mysore has 

provided a major boost to the complete IT industry of Karnataka as a whole. 

2. Demographic and socio economic profile: 

The total population of Mysore is about 2.28 million. There are people from various cultural 

backgrounds gathering in the city due to the recent development of flourishing IT industry. 

Thus the population of Mysore is a combination of traditional locals and modern tech savvy 

youth gathering here for work from different corners of India. Most commonly, the people of 

Mysore speak both Kannada and English. Tamil and Hindi are the other two popular languages 

in Mysore. 

The Population of Mysore city comprises of 7.8 lakh urbanites. One of the prominent cities of 

Karnataka, Mysore is a burgeoning industrial center and tourism hub of South India. Mysore 

has a total male population of 399,904 and female population of 385,896 as per the census 

data of 2001. The gender ratio of Mysore is 965 females per 1000 males. The urban 

Page 21 of 152


22 

population of Mysore comprises of mostly literates who are engaged in important government 

and private commercial establishments and administrative offices. 

The population density of Mysore is 6223.55 persons per square kilometre. The literacy rate 

of the city is 82.8%, which is much higher than the state's average of 67%. Nineteen percent 

of the population in Mysore live below the poverty line and 8.95% of the population live in 

slums. Though 35.7% of the population living in urban areas of Karnataka are workers, only 

33.3% of the population in Mysore city belong to the working class. People belonging to 

Scheduled Castes and Scheduled tribes contribute to 15.1% of the population. 

Mysore city is with all the modern infrastructural amenities, and it offers several 

opportunities to the people to earn their livelihood. The city of Mysore is sub divided into 

Mysore South and Mysore North for the convenience of administration. Being an important 

industrial centre of the state of Karnataka, Mysore attracts several people from other states 

for employment thus increasing the population of the city. 

3. Growth, economy, spatial structure and trends 

Traditionally, Mysore has been home to industries such as weaving, sandalwood carving, 

bronze work and production of lime and salt. The planned industrial growth of the city was 

first envisaged in the Mysore economic conference, held in 1911. This led to the 

establishment of industries such as the Mysore Sandalwood Oil Factory in 1917 and the Sri 

Krishnarajendra Mills in 1920. 

In a survey conducted by Business Today in 2001, the business arm of India Today, Mysore was 

ranked as the 5 th best city in India for business. Mysore has emerged as the hub of tourism 

industry in Karnataka, attracting about 2.5 million tourists in 2006. For the industrial 

development of the city, the Karnataka Industrial Areas Development Board (KIADB) has 

established four industrial areas in and around Mysore, located in Belagola, Belawadi, Hebbal 

(Electronic City) and Hootagalli areas. The major industries in Mysore include BEML, J. K. 

Tyres, Wipro, Falcon Tyres, L & T and Infosys. 

Since 2003, information technology companies have been creating bases in Mysore, with the 

city contributing Rs. 760 crores (US$190 million) to Karnataka's Rs. 48,700 crores 

($12.175 billion) IT exports in the financial year 2006–2007. Infosys has established one of the 

largest technical training centres in the world and Wipro has established its Global Service 

Management Center (GSMC) at Mysore. Non-IT related services have been outsourced from 

other countries to companies in Mysore. 

B-4.2. 

Operational Characteristics of KSRTC in Mysore City 

As on 31st March 2008, KSRTC operated 237 schedules under the city services with a fleet 

strength of 258. The city services were running with a load factor of 72.8% and 555,475 

effective kilometres per day. 

1. Bus Network Density 

KSRTC operates about 4217 trips through 282 schedules from 2 depots on 185 routes making 

around 1.79 lakh passenger trips per day. The total number of bus stops in the city is about 

484. The average revenue per passenger is about Rs. 8.20 through a fare of 34.76 paise per 

Page 22 of 152


23 

kilometre and an average distance of 8.38 kilometres per passenger. The average waiting at 

the bus stops is found to be around 15 minutes. 

2. Activities involved and role of agencies in Bus Transport in Mysore 

The main activities involved in transport management and the role of various agencies is 

presented in the table below: 

Table 4: Activities and Roles in bus transport at Mysore 

Roles MCC MUDA PWD KSRTC 

Mysore 

Police 

Transport Planning 

̌ 

Road Construction ̌ ̌ ̌ 

Road Maintenance ̌ ̌ ̌ 

Traffic Enforcement 

̌ 

Traffic Devices – Signs, Signals, etc. ̌ ̌ 

Parking 

̌ 

Road Safety ̌ ̌ 

Bus Operations, including route planning 

̌ 

Utilities 

CHESCOM, 

KUWSDS 

̌ 

3. Ward-wise Population Details 

The entire city of Mysore has been sub-divided into 65 Municipal Wards for the purpose of 

municipal functions. According to the 2001 Census, a population of 757,379 resides in the 65 

wards of Mysore city under the Municipal Corporation limits. The DPR for BRTS in Mysore City 

prepared by RITES in 2008 identifies four important corridors for public transport services. 

Two corridors cut across the city in the North-South direction and two in the East-West 

direction. These four corridors pass through 38 wards of the 65 wards in the city catering to 

around 57.56% of the total population. A list of the wards that the individual corridors cater 

to is given below. 

Table 5: Ward Numbers & Corridors in Mysore 

Corridor Ward Numbers 

C1 56, 57, 58, 63, 62, 64, 65, 1, 2, 36, 19, 20, 23, 24 

C2 12, 11, 5, 4, 1, 36, 37, 41, 42, 44, 45, 35 

C3 22, 24, 23, 20, 19, 36, 2, 1, 64, 37, 41, 51, 61, 52, 54, 53 

C4 45, 46, 44, 42, 41, 37, 1, 2, 3, 6, 7, 9, 10, 11, 12, 13, 14 

B-4.3. 

Current Transport Scenario in Mysore 

Mysore City road traffic is heterogeneous in character. It is a mixture of fast moving motor 

traffic and extremely slow traffic such as animal drawn vehicles. Motor traffic consists of 

mainly cars, light vans, light commercial vehicles, jeeps, different kinds of mopeds, scooters 

and motor cycles, different kinds of commercial vehicles, buses, auto rickshaws etc. In 

addition to these, there are a considerable percentage of cycles plying on the city roads. 

Pedestrian traffic is found to be very heavy in the CBD areas of the city due to high 

commercial activities and tourist movement. The wide variety of traffic units with their 

great disparity of size and speed creates a number of problems viz., delay, congestion, 

accidents and areas of conflict. 

Page 23 of 152


24 

Due to the mixing up of different classes of vehicles, the journey speed is considerably 

reduced and the capacity of the roads is adversely affected and severe congestion has been 

found to be occurring 

frequently in the CBD 

area. Constant 

stoppages, 

acceleration and 

deceleration and 

movement in low 

gears increase 

operational costs and 

wear and tear of 

vehicles. The 

conflict, confusion 

and irritation caused 

by mixed traffic also 

results in accidents. 

The number of motor 

vehicles has 

increased by about 25 times in the Mysore City between 1970 and 1996. The road carrying 

capacity in older parts of the city however has remained the same while the quantum of 

traffic has increased significantly. 

The total number of vehicles, which was about 6000 in 1970, increased to 1.45 lakhs in 1996 

and the current vehicle population is 3.55 lakhs. The number of vehicles registered in Mysore 

up to 30.11.2006 is 3.55 lakhs of which 2.86 lakhs is 2-wheelers constituting 80.56% of the 

total vehicle population. Based on the vehicle growth during the last few years, it is observed 

that the vehicle growth in Mysore city is about 8 to 9% p.a. 

Table 6: Vehicular growth in Mysore 

Types of vehicles 1986 1989 1996 2006 

4-wheeler 4,829 57 17 11,291 3,2431 

2-wheeler 45,125 68,060 1283,36 28,6079 

Truck 2,145 2310 3,712 5,937 

Bus 1021 1318 1,955 2,693 

Total 53,120 77,405 1442,94 355,014 

It may be observed that 22% of trips are performed by two-wheelers followed by 33% by walk. 

IPT and Cycles too have considerable share as nearly 14% and 17% of the trips are performed 

by these modes respectively. The share of trips performed by public transport is 13%, which 

can still be increased, as the portion of walk and two-wheeler trips is high. 

1. Average Trip Length 

Trip pattern of the urban area residents reveals a considerable proportion 33% of the overall 

trips made within study area to be walk trips. Average trip length works out to be 3.36 km. 

per capita trip rate. The average trip length of individual modes of transport is given in the 

following table. 

Page 24 of 152 

Figure 2: Modal distribution of road users


25 

Table 7: Average Trip length of vehicles 

Mode 

Average Trip 

Length(km) 

2 Wheeler 3.7 

Car 6 

Bus 4.5 

Cycle & Other 1.9 

Walk 0.7 

2. Modal Shift 

Significant modal shift is needed to deliver national and international sustainable 

development aims for a strong economy, an inclusive society and a clean environment. 

A modal shift occurs when one mode has a comparative advantage in a similar market over 

the other. Comparative advantages can take various forms, such as costs, capacity, time, 

flexibility and reliability. 

A significant trend amongst many urban road users is a willingness to use the public transport 

in the face of increasing traffic congestion and increasing ‘road-rage’ behaviour on the roads. 

With the spiralling crude prices in the international market and the rising cost of fuel, many 

would shift to the public transport on cost considerations. For some, time is of the essence 

and a modal shift will occur only if the new mode offers time improvements, while for others 

it is mostly a matter of costs. 

KSRTC aims to bring about this modal shift in the city of Mysore by improving the perceived 

image of KSRTC services. The current project aims to improve the reliability of KSRTC city 

services through effective Travel Demand Management measures and Emergency Management 

System and reduction in the waiting time of its passengers. 

Therefore given the critical success factors of availability, reliability, accessibility, security, 

low costs and comfort (acceptance), the increase in the use of public transport is definite to 

occur. ITS with its state-of-art technology and convergence of different technologies such as 

the network, GPS, display systems and Information systems will contribute to meeting the 

critical success factors in the Intelligent Transport system. 

3. Stated Preference Survey 

The consultants conducted a survey on the 04th July 2008 to assess the impact and predict 

the modal shift to public transport system after the introduction of Real Time Passenger 

Information Systems through Intelligent Transportation Systems. The survey format is given in 

Annex 1. 

It is very interesting to note that from the stated preference survey conducted by the 

consultants, it has been found that almost 89% of the sample population is willing to shift to 

public transport provided KSRTC operates reliable services through the introduction of ITS. 

Table 8: Extent of willingness to shift to public transport 

Mode of Transport 

Sample 

size 

Willingness 

to shift 

% Share 

Cars 160 150 93.75 

3 Wheeler 110 110 100.00 

Page 25 of 152


26 


Sample 

size 

Willingness 

to shift 

% Share 

2 Wheeler 1290 1160 89.92 

Cycle 300 240 80.00 

Total 1860 1660 - 

% of Total Sample 1000 89.25 - 

Though this is the perceived opinion of the general public, the proportion of people actually 

shifting to public transport could be much lesser in reality. On having focus group discussion 

with the experts in the public transport domain it was concluded that the modal shift would 

be to the tune of 30% for cars, 50% for 3 wheelers, 10% for cycles and 70% for 2 wheelers. 

This actually translates to 24.4% of the users of other modes of transport shifting to the 

use of buses. At a conservative year on year growth of 10%, this could reach 35% in the 

next five years. 

B-4.4. 

Stakeholder analysis 

An Intelligent Transport System must meet the different needs of stakeholders to increase 

their patronage towards the public transport system. The system must meet the essential 

criteria such as: (a) Availability; (b) Accessibility; (c) Assessment; and (d) Acceptance to 

assure KSRTC the acceptance of ITS system by different stakeholders. 

The key stakeholders are the travelling public, the operative staff of KSRTC involved in 

efficiently running the buses as per schedule with well maintained buses and meeting the 

quality of international standards, the management of KSRTC and various eco-system partners 

such as suppliers of various resources and components required for efficient running of the 

KSRTC services, insurance companies, environmentalists and other transport users in the city 

as two-wheeler / four wheeler users etc. 

Amongst the citizens, special provisions must be made for the physically challenged, senior 

persons, women and children who may have difficulties in accessing the services of KSRTC 

easily. 

The range of interventions to meet the stakeholders’ expectations could cover: 

Redesigning bus stops on-line display of bus arrivals 

Creation of suitable infrastructure at bus stops and bus stations for on-line real-time 

passenger information system. 

Fitment of onward electronic devices in the bus to support GPS and GPRS/GSM systems. 

Special seat allocation for old-aged, physically challenged, women and children and 

prioritizing their entry into and Exit from the buses before others. 

Instant access to real time update of the status of the bus schedules. 

Electronic ticket sale machine and fare collection system. 

Analytical data (both video and text based) for the top management to support effective 

management of the services of KSRTC. 

Real time communication with the drivers for incident / emergency management. 

Page 26 of 152


27 

Schedule and bus stop announcements through visual displays and voice based. 

1. Travelers at the bus stops / stations 

Information availability on Bus routes (Bus Numbers: Starting – Destination Point – enroute 

stops), Schedule of the buses – ETA / ETD, Seat availability, approximate travel time in at 

least two languages – English and Kannada , point to point bus fares, types of buses – AC / 

Non-AC / Non-stop routes etc; accessibility to such information should be both visual and 

audio enabled. 

Redesigning bus stops for easy boarding at the bus stops (such as elevated bus stops, 

where the floor of the bus stand is at the same level as the entrance to the bus). 

2. In-vehicle services for Passengers 

In-vehicle announcements through visual displays and audio system regarding next bus 

stop arrival and other related information. 

Special seat allocation for old-aged, physically challenged, women and children and 

prioritizing their entry into and exit from the buses before others. 

3. Vehicle Drivers 

Two-way communication system between the driver and central control station for 

emergency /incident management. 

Passenger announcement system inside the bus. 

Vehicle Information System to keep the drivers informed of the quality of various 

components and timely servicing / repairs of the vehicle components. 

4. Operational Managers 

Facilitate operation managers to manage the entire fleet operations more efficiently 

through on-line remote access to vehicle positions, speed, breakdown, accident/ 

incident, etc 

Preparation of standard reports and charts to support all level of management in decision 

making. 

Two-way communication facility for instant contact with drivers in case of emergency 

incident /accident management/ diversions / traffic jams and warning of any traffic 

violations in real-time. 

Instant access to information such as: missed trips, late trips on different routes, break 

downs and its duration, vehicles offline, accidents – types, impact, losses etc, route-wise 

stop times for different trips at bus stops, average speed point to point, travel time 

analysis, improper stops at bus stops, driver behavior, deviation in routes, speed 

violations, at different locations and at different points of time 

5. KSTRC Management 

Analytical data (video, text and numerical data) for the top management to support 

effective management of the services of KSRTC 

Cater to requirements of dynamic and context based specific reports graphs and charts 

and other standard Management Information System reports to give a snapshot view to 

the KSRTC management on daily, monthly, quarterly, half-yearly and yearly performance. 

6. Eco-system partners 

Page 27 of 152


28 

Recorded / immediate access to information on various incidents and accidents to 

process insurance claims on buses / passengers; keeping track of the extent of pollution 

caused by KSRTC buses and initiate action on progressively bringing in less polluting fuel 

into the system; encouragement of two wheelers and car users to start using the public 

transport system to bring down traffic congestion and to keep the environment green and 

healthy 

B-4.5. 

Existing urban transportation scenario and facilities available in 

the use of urban transport – issues & challenges 

a) Existing Scenario 

The road pattern in Mysore is a combination of radial and grid pattern with arterial roads 

originating from the city centre. The Palace is the focal point from where the roads run 

radially leading to outer areas of the city. State Highways 17, 33, 86 & 88 pass through the 

city. 

(1) SH-17 connects Mysore to Bangalore 

(2) SH-33 to Manantavady 

(3) SH-86 to Bangalore via Kanakapura 

(4) SH-88 to Bantwal 

In addition to these, the city has a number of arterial roads (within the jurisdiction of Mysore 

City Corporation (MCC), Mysore Urban Development Authority (MUDA) and Public Works 

Department (PWD)). 

The main radial roads, which originate from the Palace, are Hunsur Road, KRS Road, 

Bangalore Road, Mahadevapura Road, Bannur Road, Ooty Road, H.D. Kote Road and Bogadi 

Road. The other major roads in Mysore include: 

Table 9: Major Roads in Mysore 

M.G. Road Dhanvantari Road Mirza Road 

Vani Vilas Road Ramanuja Road Radhakrishna Avenue 

Jhansi Rani Lakshmi Bai Road 

(JLB) 

Sayyaji Rao Road 

Seshadri Iyer Road 

Chamaraja Double Road Ashoka Road Ramavilas Road 

Devaraja Urs Road New Sayyaji Rao Road Adichunchanagiri Road 

Kantharaja Urs Road Irwin Road Sawday Road 

Lokaranjan Mahal Road Karanki Tank Bund Road Lalith Mahal Road 

Maharana Pratap Simhaji 

Road 

Dr. B.R. Ambedkar Road 

Chamundi Hill Road 

T. Narasipura Road Race Course Road Madhavachari Road 

Vinoba Road 

A.V. Road 

In addition to the above roads, Outer Ring Road (ORR) on the periphery of the city has been 

constructed by MUDA. At present, 42 Kms of the ORR has been completed and the balance 

length of road connecting Bannur Road to H.D.Kote Road is yet to be taken up. 

Page 28 of 152


29 

Details about the existing features of some of the important roads are highlighted in the 

subsequent paragraphs: 

b) Hunsur Road 

This is one of the major radial roads located on the North-West side of the city. The road is 

mainly undivided carriageway. The carriageway width varies from 7m at intersection of ORR 

to 9m at CFTRI. The land use is mainly commercial with some stretches being residential. The 

terrain is mostly flat and at some location, it is rolling. There are no service roads along this 

stretch. Footpaths are not available. Hunsur road intersects ORR near Vijayanagar area, 

which is at present four lane divided carriageway. The road from intersection of ORR extends 

up to CFTRI campus near Jaladarshini. Along this entire stretch, there are two major 

junctions’ viz., Paduvarahalli Junction and Hunsur Road – Temple Road Junction. Near 

Paduvarahalli Junction, Manasagangotri campus is located Kukkarahalli Tank. 

c) Bannur Road 

Bannur Road is one of the main arterial roads of Mysore city which is an undivided 

carriageway. The carriageway width varies from 4.5 m to 9.3 m. The land use is mainly 

commercial. Bannur Road intersects ORR near Alanahalli layout. Beyond ORR towards Bannur 

side, Vidya Vikas Engineering College is located. Towards the city from intersection of ORR 

and Bannur Road, Teresian College is located near Siddartha Layout. Beyond Siddartha 

Layout, T. Narasipura Road extends up to Nazarbad Circle and reaches Hardinge Circle via 

Nazarbad Road. The carriageway width between T. Narasipura Road and Nazarbad Road 

varies between 5.5m and 9m. Karanji Tank is located near Siddartha Layout adjacent to T. 

Narasipura Road. Footpath is unpaved. From the intersection with ORR, there is one major 

junction viz., Nazarbad Circle; Nazarbad to Hardinge Circle, the road is one way. 

d) K R S Road 

This is an arterial cum radial road of Mysore city which connects the city to KRS dam. The 

road is two lane undivided carriageway, with varying carriageway width. The land use is a 

combination of residential and government offices/buildings. The road is not characterized 

with the presence of footpath. KRS Road intersects ORR near Meatball. The existing road 

width is proposed to be widened to 30m. The road intersects the railway line (going towards 

Arasikere at grade. 

e) Bangalore Road 

This is an important radial road of Mysore city attracting heavy traffic, both personalized, 

buses a well as HTVs. The road is two lane undivided carriageway. 

Footpath is partly paved and partly unpaved. The land use is semi commercial and partly 

residential. The New Bangalore – Mysore Road insects the old Bangalore – Mysore road near 

old check post junction, from where there is the deviation of Bangalore road. Beyond old 

check post junction, the road towards the city is characterized by the presence of two 

junctions, viz., Millennium circle and Tippu circle. 

f) Mahadevapura Road 

Page 29 of 152


30 

The road is a main arterial road, which is four lane-divided carriageways. Footpath is about 

1m and is unpaved. The land use along the road is either residential or commercial on one 

side while on other side, it is open space / Agricultural land. The road intersects ORR near 

Sathgally II stage. Along this road, near K.N. Pura, Udayagiri Circle exists. The road is 

proposed to be widened to 30m. 

This road connects Mysore city to the famous pilgrimage Town centre of Nanjangud. The road 

is a two lane undivided carriageway. The land use is residential up to city limits and beyond 

that, it is open and agricultural land. 

Footpath is unpaved and width of footpath is only 0.9m. On one side of the road, beyond JSS 

College, Sri Ganapathi Sachidananda Ashram is located, which attracts tourist population. 

The road is undivided two-lane. The land use around this road is either residential or 

commercial. 

The road runs almost parallel to the Mysore – Chamarajanagar meter gauge railway line up to 

certain distance and near Nachanahalli Palya the railway line passes over the road. 

CSTRI campus is located near Srirampuram village on the outskirts of the city and close to 

ORR. 

B-4.6. 

User demand forecast 

A survey by Transport Operation Planning and Informatics Centre, Bangalore has the following 

findings on Mysore city travel characteristics: 

a) The vehicular and passenger traffic volumes are very heavy on the following 

roads during peak hours: 

(1) Visweswaraya circle in Sayyaji Road 

(2) Corporation Circle in Sayyaji Road 

(3) Srinivasa Circle in Mananthody Road 

b) About 25% of households have no vehicles, 28% cycles, 48% have two wheelers 

and cars are limited to 4%. 

c) The mobility of household members increased with the ownership of motorized 

vehicles. The household trip rates increased to 9.4 per day among the 

households which have all the three modes of transport. 

d) The per capita trip per day 

Table 10: Percapita trip per day 

Age group (yrs) Up to 15 15-24 24-58 Above 58 

Males 1.53 1.66 1.87 0.87 

Females 1.48 0.81 0.36 0.09 

e) It is estimated that about 5.7 Lakh passenger trips are generated each day 

within urban limits. 

f) Nature of trips: 

Table 11: Nature of trips 

Home to work 23.2% 

Home to Educational institutions 19.5% 

Home to Shopping 2% 

Page 30 of 152


31 

Home based trips – to & fro 49.9% 

Non-home based trips 5.4% 

g) Survey indicates that 21.72% of intercity trips are conducted by motorized two 

wheelers followed by 16.42% by cycle and other slow vehicle owners and 

12.72% by bus. Intercity passenger trips indicate nearly two thirds of travellers 

on a work trip, while tourist and recreation trips constitute 12%. Nearly 36, 

000 tourists travel in and out of the city each day. 

Figure 3: Population details - Mysore Dist 2001 census 

KSRTC has conducted various kinds of study and surveys to determine the demand for existing 

facilities and forecast the likely demand in future. The table below illustrates the operational 

performance of KSRTC in Mysore City during 2004-08. 

Table 12: Operational performance of KSRTC during 2004-08 

Sl No Factors 2004-05 2005-06 2006-07 2007-08 Upto 

Jun-08 

% 

increase 

1 Schedules 211 216 232 237 249 18.01 

2 Fleet held 219 223 254 258 278 26.94 

3 Effective Kilometers/Day 51643 52687 53974 55475 69327 34.24 

4 Load Factor(%) 69.1 69.5 70.4 72.8 81 17.22 

5 Traffic Revenue (In lakhs) 8.13 8.45 9.14 9.56 14.94 83.76 

6 Total Cost (In lakhs) 9.7 9.92 10.2 10.55 13.3 37.11 

7 Margin on Gross Revenue (In 

lakhs) 

8 EPKM on Traffic Revenue (In 

Ps) 

-1.37 -1.27 -0.21 0.7 11.3 -924.82 

1586.6 1603.8 1693.4 1723.3 2155 35.83 

9 EPKM on Gross Revenue (In Ps) 1625.6 1634.2 1850.9 2027.9 2201.2 35.41 

10 CPKM (In Ps) 1878.3 1882.3 1890 1901.1 1918.4 2.13 

Page 31 of 152


32 

Sl No Factors 2004-05 2005-06 2006-07 2007-08 Upto 

Jun-08 

% 

increase 

11 Average Carrying Capacity 63 63 63 63 63 0.00 

12 Average Seating Capacity 43 43 43 43 43 0.00 

The table below illustrates the data as on 2008 and the likely demand in 2011: 

User Demand Particulars 

Table 13: User demand forecast - 2011 

Existing- 

2008 

Future- 

2011 

Land Use(in Hectares) 9,221 15,670 

Total Land Area 

Current Population of Mysore city 

(In Lakhs) 

128.42 km² 

9.13 lakhs 

9.63 

lakhs 

Assumptions/ 

Comments 

Based on growth rate of 20.5% observed 

during 1991 to 2001 

City Depot / Terminals 2 3 

Bus Schedules 237 267 Based on trend observed during 2004-08 

data 

Distance Operated per Day (In Km) 55,475 62,595 Assuming similar vehicle utilization 

observed in 2007-08 

Total Trips Per Day 4,217 4,751 Trip per day is 17.71 times the Bus 

schedules in 2008 data. Same is applied 

to 2011 

No. of passengers carried per day 179,000 361,260 Based on estimated passenger 

kilometers in 2011 and passenger lead at 

par with 2007-08 i.e. 8.38 kms 

Average Load Factor (%) 72.8 76.8 

Based on annual growth rate observed 

during 2004-08 i.e. 1.78% 

Number of Bus Stops 484 521 Growth rate 2001-2008 2.5 per annum 

Number of Bus Depots 2 3 Around 100 buses/depot 

Statistics on vehicular growth 

The time series data from 1986 to 2006 for Mysore city on various categories of vehicle is 

given in the Table below: 

Type of 

vehicles 

Table 14: Growth projection of vehicle population in Mysore by 2011 

1986 1989 1996 2006 

Composi 

tion of 

Vehicles 

- 2006 

% of Increase 

in Vehicle 

Population 

between 

1996-2006 

Average 

growth 

per year 

Expected 

population 

of vehicles 

in 2011 

4-wheeler 4,829 5,717 11,291 32,431 9.85% 187.23 19 77,392 

2-wheeler 2,602 8,219 128,336 286,079 86.92% 122.91 12 504,169 

Truck 866 1,161 3,712 5,937 1.80% 59.94 6 7,945 

Bus 499 651 955 2,693 0.82% 181.99 18 6,161 

Total 10,782 15,748 146,290 329,146 99.39% 125.00 12 595,667 

An approximate estimate of the likely number of vehicles in 2011 has been calculated in the 

above table on the basis of the incremental average growth for different categories of 

vehicles between 1996 & 2006. 

Page 32 of 152


33 

Based on this calculation, the total vehicles plying on the roads of Mysore is around six lakhs. 

However this figure may be controlled by improving public transport system and attracting 

private vehicle users to embrace public transport. 

Future plans for Roads 

Road and related infrastructure (including storm water drainage) include the following 

components: 

Artery Roads, Rings Roads and other important roads, 

Foot-paths, 

Street lighting, 

Traffic management, including signaling. 

A feasibility study would be conducted on MRTS, Metro, and extension of chord surface rail 

for commuters travelling within the city. The study would also include feasibility of providing 

MRTS/Metro along the alignment of Peripheral road, outer ring road and radial roads. MCC/ 

MUDA have identified corridors for road improvement along with related infrastructure. 

These corridors and the remaining roads would be improved in coordination with other utility 

operators to provide comfortable pedestrian and vehicular movement. The proposed 

activities include the following: 

Completion and expansion of ring road in phases: 

Completing the two lanes, expansion to four lanes, and more 

As the City grows in the Vision horizon, more outer rings may need to be developed 

Strengthening/ improvement of the roads including resurfacing 

Maintaining the roads and related infrastructure to prescribed standards 

Construction and/or widening of road bridges/ culverts etc 

Construction and maintenance of radial roads & inner ring road 

Construction and maintenance of footpaths 

Construction and maintenance of storm water drains 

Maintenance (erection of streetlights as required) of street lights to prescribed 

specifications 

Junction improvements and installation of road markings and signage Provision of vehicle 

parking facilities at bus stand and railway station and provision for auto stands etc. 

MCC/ MUDA would endeavor to: 

Select the road stretches for prioritization on a clear basis, and focus on a life-cycle 

maintenance, rather than mere expansion/ repair; 

Cause minimum delay or inconvenience to users of the road facility; 

Ensure that all roads are maintained to the prescribed standards; 

Ensure that drains, lane marking, street lighting, and signage are maintained at 

prescribed standards; 

Page 33 of 152


34 

While most of the financing of the capital and recurring expenses are proposed to be met 

out of city or government agency budgets and grants, the activities would be 

implemented, where feasible, with private sector participation. The modes of 

implementation could be in various formats, but would focus on asset maintenance over 

the life-cycle. 

B-4.7. 

Integrated urban land use and transport planning 

1. Mysore City Urban Land Use 

The total area for Mysore city as per MUDA has shown an increase to 9221 hectares in 2001 

from 7569 hectares in 1995, representing a growth of 22%. As per MUDA, the total area is 

further expected to increase to 15669 hectares by 2011, representing a significant increase of 

around 70 % over the total area in 2001. The city’s growth in the recent years has been 

skewed towards southern Mysore i.e the industrial areas located in Nanjangud. MUDA/ private 

developers have developed new layouts in the areas of Vijayanagar and J.P. Nagar. Besides, 

the residential layouts, private developers also have lined up an array of proposals to develop 

malls, convention centres and golf course. MUDA has also proposed to develop few 

residential layouts in the north east part of Mysore towards Bannur / T.Narsipura like Shastri 

Nagar. The following table illustrates the land use pattern of Mysore city from 1995 to 2011: 

Table 15: Land use pattern in Mysore 

Category 1995 2001 2011 

Area in 

Hectares 

% Area Area in 

Hectares 

% Area Area in 

Hectares 

% Area 

Residential 3,057.30 40.4 2,849.91 39.9 6,097.87 43.45 

Commercial 182.23 2.41 215.95 3.02 344.07 2.45 

Industrial 1,021.01 13.4 962.61 13.48 1855.05 13.22 

Parks & Open Spaces 415.77 5.49 981.7 13.74 1055.05 7.52 

Public & Semi-public 856.45 11.32 639.69 8.96 1,180.78 8.41 

Traffic & Transportation 1,530.73 20.22 1,150.27 16.1 2,380.56 16.96 

Public Utility 285.34 3.73 36.48 0.51 43.35 0.31 

Water Sheet 182.68 2.41 143.99 2.02 178.95 1.27 

Agricultural 285.34 3.73 162.33 2.27 898.99 6.41 

Nehru Loka 2,078.14 1,634.82 - 

Total 7,568.77 100 9,221.07 100 15,669.49 100 

Page 34 of 152


35 

Figure 4: Mysore Road map 

The total area demarcated for parks, open spaces and Nehru Loka (green spaces) is expected 

to decrease marginally to 2690 hectares (2011) as per the proposed land use pattern for the 

year 2011. Currently, this is around 3060 hectares (2001). The area allocated to Nehru Loka 

is expected to help preserve the green spaces around the Chamundi Hills area. The total area 

demarcated for residential purpose is expected to increase as new residential layouts are 

coming up. The residential area is estimated to be 6098 hectares in the proposed land use 

pattern for 2011. This would represent an increase of almost 114% over the area of 2850 

hectares in the land use 

pattern for 2001. 

The percentage of land for 

agricultural purpose is also 

expected to increase from 

2.27% (162 hectares) in 

2001 to 6.41% (899 

hectares) in 2011. 

However, the percentage 

of area for commercial, 

industrial 

and 

traffic/transportation 

purpose has not varied 

over the three periods, as 

illustrated in the land use 

table above. 

Figure 5: Mysore City Wards as of 2007 

Page 35 of 152


36 

2. Transport Planning integrating land use 

Figure 6: Mysore City Land use map 2011 

a) Introduction 

There is a need to clearly define transportation policy for a city, especially one which has 

been showing tremendous increase in its population as well as vehicle growth. The 

conventional way of dealing with transportation problems will have to be dispensed and a 

comprehensive policy is required to frame a vision. The catastrophic failures of transport 

policies on many fronts have led the cities to revolutionalise their current positions and adopt 

radically new policies. 

This re-orientation in thinking has not gained momentum in India while the same is being duly 

advocated abroad by traffic and transportation planners, with spectacular results. Hence, 

there is a need to formulate “TRANSPORTATION POLICY” for Mysore to ensure an effective 

and efficient transportation system in the city. 

b) Need 

Over the next few years, Mysore city which has been a centre of tourist attraction is likely to 

develop into a major IT hub of the State. With such growth and development of the city, 

Mysoreans should be able to enjoy a good quality of life. Towards this end, the city should be 

planned and the challenges and problems faces the city should be met with utmost care. 

Although, some measures have been initiated by MUDA with the construction of Outer Ring 

Road (ORR) in the city, there is a need to provide more road infrastructure facilities. The 

time is now ripe for planners to become visionaries. The ideas or proposals should not be 

brushed aside as invalid or impractical. There will be many obstacles and difficulties - fiscal, 

political and practical but instead of excuses, the planners need to face reality and become 

Page 36 of 152


37 

more solution centred. This may lead to making decisions which may not be acceptable 

initially. 

Planners and decision makers of the city must ensure that the public do not spend hours in 

traffic snarls. It is necessary to preserve the heritage, culture, history and landmarks of the 

city. The science of traffic and transportation underlies social, economic and environmental 

issues concerning every citizen. The vision for the city is directly related to the issue of 

mobility and the manner in which it is addressed. 

c) Problem Identification 

The most visible problems Mysore faces are: 

(1) Congestion, with ever increasing commuting times and delay 

(2) Degraded air quality which threatens the health of citizens 

(3) Lack of proper parking facilities 

(4) Lack of proper pedestrian facilities to ensure safety of pedestrians 

This has happened due to the lack of efficient public transport system in the city. The 

increase in vehicle population has also given rise to high accident rate in the city. It is thus 

clearly evident that the ever increasing number of vehicles not only accelerates pollution but 

also leads to increased frustration and traffic violations by the road users. 

d) Framework for Solution 

For urban areas to be able to support the required level of economic activity, facilities must 

be provided for easy and sustainable flow of goods and people. Unfortunately, such a flow of 

goods and people has been facing several problems, most prominent among them being: 

(1) Billions of man hours lost with people struck in traffic. The primary reason 

for this being the explosive growth of vehicular traffic coupled with 

limitation on road space availability. 

(2) Cost of travel has increased considerably. This is largely because of the 

use of non-motorized vehicles like cycles and walking has become 

extremely risky as these modes have to share the same ROW with 

motorized vehicles. 

(3) Travel in city has become risky with more accidents. 

(4) Rapid motor vehicle growth has led to severe air pollution, adversely 

affecting the health of people and quality of life. 

Unless the above problems are tackled in the right earnest, poor mobility can become a 

major dampener to the economic growth and deteriorate the quality of life. Thus, a policy is 

needed to deal with this rapidly growing problem and also offer a clear direction and 

framework for future action. 

Thus, the vision of the Transportation Policy should be able to make the city liveable and 

enable them to become the “ENGINES OF ECONOMIC GROWTH” allowing our cities to evolve 

into an urban form that is best suited for the unique geography and support the main social 

and economic activities that take place in the city. 

e) Objectives of Transport Policy 

Page 37 of 152


38 

The objective of transport policy is to ensure safe, affordable, quick, comfortable, reliable 

and sustainable access for the growing number of city residents to jobs, education, 

recreation and other needs within the city. This is to be achieved by: 

(1) Incorporating urban transportation as an important parameter at the 

planning stage 

(2) Encouraging integrated land use and transport planning so that travel 

distances are minimized. 

(3) Bringing about an equitable allocation of road space with people and 

vehicles, as its main focus 

(4) Investing in transport systems that encourage greater use of public 

transport and non-motorized vehicles rather than personalized motor 

vehicles 

(5) Establishing regulatory mechanism to allow a level playing field for all 

operators of transport services 

(6) Introducing Intelligent Transport System for traffic management and 

increasing effectiveness of regulatory and enforcement mechanisms 

(7) Addressing concern for road safety and reducing pollution levels through 

changes in travelling practices, better enforcement, stricter norms, 

technological improvements etc. 

(8) Promoting use of cleaner technologies 

(9) Associating private sector in activities where their strengths can be 

tapped beneficially 

Thus, the responsibility for management of urban areas and urban transport rests with the 

State Government. The transport policies to be formulated being compliant with the National 

Urban Transport Policy (NUTP). 

f) Realizing Policy Objectives 

The objectives of the transport policy should be achieved through multi-pronged approach. 

This can be achieved by: 

(1) Integrating land use and transport planning 

(2) Equitable allocation of road space 

(3) Priority to use of public transport 

(4) Priority to non-motorized transport 

(5) Discouraging use of personalized motor vehicles 

(6) Providing parking facilities 

(7) Providing facilities for freight traffic 

(8) Coordinating planning and management of city transport 

(9) Using cleaner technologies 

(10) Innovative financing mechanism using land as a resource 

(11) Association of private sector 

(12) Creating public awareness and co-operation 

g) Integrating Land use and Transport Planning 

The transport system of the city depends on population, area, urban form, topography, 

economic activities, income levels, growth constraints etc. Transport planning is intrinsically 

linked to land use planning and both need to be developed together to serve the entire 

population and minimize travel needs. Due attention need to be paid to channel the future 

Page 38 of 152


39 

growth of the city around pre-planned network rather than developing a transport system 

after uncontrolled growth. Hence, transport plans should enable the city to take an urban 

form that best suits the geographical constraints of its location. It is therefore imperative to 

promote development of integrated land use transport plans. Thus, MUDA in association with 

MCC and other transport authorities should set up a “TRANSPORT AUTHORITY”, which would 

exclusively look after the transport requirements of the city. The authority shall develop the 

land use and transport planning parameters. 

To this effect, assistance up to 50% would be provided by the central government. Hence, the 

city should be encouraged to identify potential corridors for future development and then 

establish a transport system that would encourage growth around itself. Radial corridors 

emerging from the city and extending up to 20 – 30 Km count be reserved for future 

development. To this effect, MUDA has initiated action by constructing Outer Ring Road 

(ORR) on the periphery of Mysore city, which is about 6 Km (avg.) from the city centre. In the 

next few years, the areas around ORR would develop and transport authorities can plan to 

provide services to these areas. It is however very essential for MUDA to ensure that these 

areas are protected from encroachment by putting up physical barriers. 

Central Government provides partial financial support for traffic and transport studies in such 

cities. Mysore can utilize the facilities under this scheme of central government so that broad 

based studies could be undertaken to integrate transport planning with land use planning, 

keeping projected populations in mind. 

h) Commercial Developments 

The city has been witnessing a spate of commercial developments. This has resulted in 

generation of high volume of traffic, especially during peak hours. Access from and to these 

commercial establishments is creating traffic snarls with impact on other traffic. It is 

important that the local administration viz., MCC & MUDA take an active role while 

sanctioning construction of commercial establishments. 

i) Traffic Demand Management Measures 

It is a known fact that with the growth in economy people tend to become more affluent 

resulting in an increase in ownership of personalized vehicles. To cope with the increase in 

personalized vehicle, efforts should be made by the concerned local administration to 

improve the road infrastructure facility. This is the general tendency witnessed in almost all 

cities in India and Mysore is no exception to this rule. The growth in the vehicular population 

outstrips the advantage from the improved infrastructure. Hence, it is very essential and 

critical to limit the number of vehicles on roads. The only prerogative to achieve this is to 

improve the public transport system thereby attracting more people to use the services. 

j) Parking 

Land is a valuable asset in urban areas. Parking lots occupy large portion of such land. Hence, 

such land should be recognized in determining the principles for allocation of parking space. 

As the number of vehicles in the city explode, the demand for parking lots increases resulting 

in utilisation of available spaces meant for other road users as well as creating a demand for 

all available open spaces to be turned into parking lots. This trend has already begun in most 

of the cities in our country. 

Page 39 of 152


40 

There is an urgent need to formulate policy for parking. Rather than having a reactive 

parking policy which constantly changes with ever increasing number of vehicles, the policy 

should aim at reduction in the need for parking. 

k) Formulation of Parking Policy 

The following guidelines are recommended for creating a comprehensive parking policy for 

Mysore City. 

(1) Limit availability of parking space and levy high parking fee in order to 

curb the use of personalized vehicles. 

(2) Preference in allocation of parking space for public transport vehicles 

(3) Introduction of graded scale of parking fee that covers the economic cost 

of land used in such parking lots; this would help in persuading people to 

use public transport to reach city centres and restrict the use of 

personalized vehicles to city centres 

(4) Multi-level parking complexes should be made mandatory in city centres 

that have high-rise commercial complexes. 

(5) Parking complexes should come up with PPP so as to limit the impact on 

public budget. 

(6) Parking complexes should also go in for electronic metering so that there 

is better realization of parking fee. 

(7) Provisions should be made by appropriate legislation to prevent use of 

ROW on road systems for parking purposes. 

When large share of trips are met by public transport system, the IPT modes become 

important to fill the gaps left by public transport. No space is earmarked for parking of these 

modes resulting in parking of these vehicles on roads creating major obstruction to traffic. 

Hence, necessary measures should be taken to ensure that sufficient space is allocated to the 

IPT mode, especially at railway stations and bus terminals. 

l) Freight Traffic 

With the city’s expansion and population growth, substantial amount of freight traffic would 

be generated. The timely and smooth movement of freight is crucial for the economic 

activities undertaken by the residents of the city. With limited road capacity available, it is 

essential that passenger and freight traffic are so staggered to make optimum use of 

transport infrastructure. Thus the off-peak passenger travel time can be used for freight 

movement. The entry of HTV should be banned during daytime. Already a truck terminal has 

been constructed on Ooty Road near RMC yard. On completion of the ORR, arrangements 

should be made to construct more terminals along the ORR so that the entry of freight traffic 

to the city can be minimised. 

3. Modal Shift to more efficient and less polluting forms of Public 

Transport 

a) Priority to Public Transport Services 

Public transport generally occupies less road space and causes less pollution per passengerkm 

than personalized vehicles. Public transport is a more sustainable form of transport. 

Hence, local authorities should promote investments in public transport and make its use 

more attractive than personalized vehicles. Towards this end, the central government also 

Page 40 of 152


41 

encourages each city with a population of more than 4 million to plan for Mass Transit System 

that would best suit the city requirements in the next 20 to 30 years. 

b) Technologies for Public Transport 

There is a wide spectrum of public transport technologies. High capacity, high cost 

technologies like metro systems and low capacity bus systems running on shared ROW are the 

two extreme options available as of now. Within these two extremes, there is a range of 

intermediate possibilities like buses on dedicated ROW, elevated sky bus, monorail, Electrical 

Trolley buses etc. 

Improvement to existing bus system in the city is achieved by: 

(1) Improving / enhancing the current fleet. This means more buses and 

better-maintained buses, well-maintained bus terminals. 

(2) Providing better training and management to staff so as to improve their 

ability and morale 

(3) Introducing hierarchical system, which consists of buses with different 

levels like express buses, peak hour service buses (akin to the system 

prevailing in Bangalore), limited stops buses. 

(4) The improvement to bus fleet will improve commute time, comfort and 

reliability for current users. This will reduce the pollution risk to 

commuters and non-commuters. Hence, these measures must be 

undertaken immediately. 

c) Use of Cleaner Technology 

Petroleum based fuels are the most commonly used products for vehicular traffic. New Delhi 

has adopted CNG while some other cities have also switched over to CNG. However, the 

pollution level at Mysore has still not reached alarming proportion. “Prevention is better than 

cure” is the famous adage and the same principle can be applied to Mysore in the current 

scenario. 

Rather than taking action after sufficient damage is done to the environment, it is always 

better to take preventive measures before the situation goes out of control. Towards this 

effect, cleaner technologies need to be encouraged so that the problem of vehicular 

pollution can be more effectively tackled. Thus, the public transport system in Mysore should 

be augmented in the right earnest so that the usage of personalized vehicles can be 

minimized. 

4. Provision and encouragement of non-motorized transport 

a) Priority to Non-Motorized Transport 

Non-motorized transport has lost its importance due to the increasing sprawl and rising 

income levels. It is seen that the share of bicycles on an average in Mysore is about 11% 

(average) of the total volume of traffic. Longer trip lengths and sharing of a common ROW 

with motorized vehicles have made the usage of bicycles more risky and difficult. However, 

the non-motorized vehicles are environment friendly and have to be given their due share in 

the transport system of Mysore city 

b) Discourage use of Personalized Vehicles 

Page 41 of 152


42 

The measures to be taken to discourage use of personalized vehicles should go hand in hand 

with the measures that seek to encourage use of public transport. Towards this end, the 

State Government / MCC / MUDA should encourage people to use public transport or nonmotorized 

transport (for shorter trip lengths) and limit the use of personalized vehicles. 

This could be achieved by: 

(1) Providing efficient and effective public transport services covering all the 

areas and localities of the city 

(2) Improving road infrastructure like widening roads, strengthening the 

pavements 

(3) Providing facilities at bus terminals and bus stops which would encourage 

more usage of public transport system 

(4) Reducing the waiting time for public transport 

B-5. 

B-5.1. 

Worldwide experience of Real Time Passenger Information 

Systems 

International Literature survey of ITS studies and benefits 

Various studies taken up internationally and researched on the Internet indicate the broad set 

of benefits that ITS was able to realize. These studies relate to ‘before’ and ‘after’ the 

project implementation. These are captured in a summary form in the following list: 

Blacksburg Transit March (1998) 7Chap.pdf 

• Rescheduling 

• Efficiency and utilization 

98 B-Line bus Rapid Transit Evaluation Study (Sep 2003) 

• Travel time savings (~by 20%) compared to previous services 

• Modal Shift 23% 

• Reduce travel time variability 

• Reduction in 8 Million personal Vehicle Kilometers 

• Reduction in Vehicle hours 25% 

• Benefits estimated to be 30% higher than costs 

Wisconsin community (1999) 

• Different Perceptions of Commuters and their weights (page 9) 

• Users Perceive that waiting time is 2.62 more valuable than travel times 

• Wait Times sensitive to Benefits 

• Benefits of Modal over a period 

• Weighted importance index of various features – riders’ perceptions {The most important 

ranking is scored 1 and the least important ranking is scored 5} 

Variable 

Table 16: Feature index for commuters 

Weighted 

Importance 

score 

Bus is on-time 1.48 

Page 42 of 152


43 

Variable 

Weighted 

Importance 

score 

Real time information 1.55 

Low fares 1.62 

Replacement on breakdown 1.66 

Emergency response 1.68 

Exact Delay time 1.78 

Availability of seat 1.91 

Latest Technology 2.01 

Display Next stop 2.39 

Calling out stop 2.82 

Passenger Wait Time Perceptions at Bus Stops (Chicago) 

• Quantification of Perception of Wait times 

• Statistically significant between Perceptions and Actual Wait times 

• Eliminate the Exaggerated perception of Wait times 

Regional Bus Study (Washington (Sept 2003) 

• Scheduled Arrival 49% 

• Signage of Arrival 9% 

• Non Riders - Better Information of Services 

• Non Riders - Allured by Premium Service Buses for Modal Shift 

Transport Cooperative Research Program Washington 2003 Chapter 5 

• Passenger Valued arrival Information at 31 Cents 

• 90% passengers at least once looked at the Display 

• 65% felt that they have waited for less time 

• Real-time information at locations where key travel decisions are made (e.g., office 

buildings) would be used and considered useful by a majority of transit passengers. 

• people travelling late at night now have the confidence that a bus is not far away 

• Value of Display as very high 4.5 on 5 point scale 

• Display by itself is not likely to increase Overall satisfaction 

• Use of the bus services more often from modal shift toward public transportation 

• Increase in ridership and revenue 

• Lessons learned 

o Finding an appropriate system could be tailored to the agency’s operational needs and 

future requirements 

o Testing and implementation issues including institutional and organizational issues such 

as: 

getting power to the bus shelter for the electronic signs, 

adequate communication coverage in the service area for communicating AVL data 

and related data to real-time bus arrival signs, 

reliability and stability of the underlying AVL data, prediction algorithm, system 

hardware and control centre software, 

Installation on on-board equipment (where on-board the equipment should be 

placed), 

Page 43 of 152


44 

predicting how the system would function if more buses and signs were added, 

changes in project scope owning to a variety of circumstances, 

moving buses through the installation phase, 

system customization, 

providing adequate number of buses for the pilot phase, 

training needs, 

funding the project at the right times, 

maintenance issues 

Real time at-stop information is probably the one, which best meets user expectations. Atstop 

displays usually display waiting times. Also, the location of the arriving vehicle can be 

shown. The knowledge of waiting time greatly improves the conditions of the trip in two main 

ways: (i) by removing uncertainty (When will the bus arrive & has the bus already passed) (ii) 

by minimising waiting time (passenger is enabled to do shopping, etc). 

B-5.2. 

Review of information services 

Most of the at-stop displays surveyed here were bus stop displays. In addition, there were 

some metro platform and train station display systems surveyed, but the conclusions mostly 

concentrate on bus stop displays. 

Existing at-stop displays provide real-time information on the arrival of the next vehicles. The 

content of the given information is usually the same: route number, destination of the 

arriving vehicle and waiting time. Some displays show the location of the arriving vehicle on a 

linear map. About half the systems give information on service disruptions. The Metro 

platform displays in Helsinki give information about the vehicle: they use a symbol to display 

the length of the train. The most common additional information is current time, some 

displays can give free text messages. 

1. Review of ergonomic aspects 

Almost all the bus stop displays are situated in the direction of the arriving vehicle. In those 

cases the vertical position of displays varies between 170 and 250 cm above ground. The 

vertical position is limited by the height of the bus shelter. 

The way to give the same information (on waiting time) varies among systems. Most bus stop 

displays show the next 1 - 5 lines / vehicles at a time one below the other. The number of 

lines shown can be varied: the bottom row can scroll or all text can scroll on the display. On 

some displays the route number is static information and so all the lines passing a certain 

stop are displayed continuously. VIDEOBUS in Le Havre, France, has a diagrammatic 

representation: the waiting time can be seen in the same screen as the progress of the 

arriving bus. 

The use of LED and LCD displays is about the same. The height of text in the different 

systems varies from 2.9 to 7.5 cm. Font type is usually undefined (though in some systems it 

is arial.) 

The needs of elderly and disabled people have been taken into account in about 25% of the 

systems surveyed. The most common way of catering for the needs of elderly people is to 

transform the text information into audio information. This can be done, for example, with 

key fobs that have been issued to blind persons. With a key fob, audio messages giving the 

Page 44 of 152


45 

same information as the sign, can be activated. At some stops there is also a button that a 

blind person can push to request information from the Control Centre by radio. Other 

features used are larger letters and contrasting colours for the signs. 

Two portable information devices for blind or partially-sighted people are currently under 

test in the UK, which offer the potential for improving the specificity of information provision 

in-trip for disabled or elderly people. One is the REACT way finder system, currently under 

test at Golders Green Underground station, London. The user carries a small device that 

triggers speech from a beacon when the user comes into range, and the system is automatic 

and does not need to be activated by the user: it uses radio technology. 

The second experimental system is Pathfinder, using infra-red technology. This requires the 

user to point the device at the receiving beacon, and it then triggers a message to the user 

through an earpiece. A trial of the Pathfinder system is currently being undertaken at 

Hammersmith Underground and Bus Interchange, in London. 

All the displays have been protected against vandalism somehow: with strong metal cases, 

poly-carbonate fronts and anti-graffiti coatings. 

2. Data technology 

Data communication between the vehicles and the control centre is handled by radio in all 

the systems on which the information was available, except in STOPWATCH (UK) where a 

radio paging system is used. Data communication between the control centre and the signs 

mostly uses radio, although pager, wire and telephone are also used. Vehicle positioning uses 

beacons, GPS, DGPS, dead-reckoning, track circuits, odometer and different combinations of 

these technologies. 

B-5.3. 

Surveys and Experience 

Surveys have been carried out, among other places, in Brussels, Glasgow, Birmingham, 

London, Bologna and Paris. Feedback has also been received in other cities, and the overall 

customer response has been very positive. 

a) Surveys in Brussels show user satisfaction on PHOEBUS to be 90 %; the systems are 

regarded as being very user-friendly, and display readability is felt to be excellent. The 

Brussels experience is that the use of public transport on the lines equipped with 

these displays has increased by 6 %. 

b) In Glasgow (BUSTIME) user feedback in surveys has been extremely positive. 

There is 98% acceptance, and 46% of users say that they would be encouraged 

to use the bus service more often because of the system. 

c) In Birmingham (CENTRO) household surveys asked what measures were 

required to get people on to buses and out of cars. Real-time information on 

PT was considered the best, more important than, say, improved bus shelters 

or low floor vehicles. Passenger numbers have gone up 30 % after the 

introduction of combination of measures on a demonstration route (including 

CENTRO displays). 

d) In London a pilot survey has been carried out on one COUNTDOWN route, and 

gave very positive results. The main findings were that: 

Page 45 of 152


46 

(1) Waiting itself is more acceptable (89% of passengers) 

(2) Passengers found that time seemed to pass more quickly when they knew 

how long their wait would be (83% of passengers) 

(3) Passengers perceive a shorter waiting time (65% felt this was so) 

(4) The service is perceived as more reliable 

(5) Of those passengers travelling, waiting at night is perceived as safer 

(6) General feelings improve towards bus travel (68%), the particular operator 

(54%) and London Transport (45%) 

(7) 96% of passengers say that Countdown information is clear and easy to 

see, and have no problem of any kind with the system 

(8) About 70% of passengers refer to the display when they arrive at the stop, 

and about 90% look at the sign while they wait. About 60% say they look at 

the sign at least once a minute. 

(9) Passengers approve of the 3 essential pieces of information provided 

(route number, destination and waiting time). However, some base-line 

messages sent out by Countdown controllers were not so well understood. 

(10) There is strong overall customer support for the system 

(11) Countdown has been found to generate a minimum of 1.5% new revenue. 

e) A survey was also carried out on the Time-checker system in Liverpool (where 

the system itself has been funded under the European THERMIE and DRIVE II 

projects). The results, which were very positive, are as follows: 

(1) The Time-checker system has led to a 5% increase in patronage on routes 

where Time-checker had been installed. 

(2) 68% of passengers use Time-checker consistently 

(3) The system claims a 90% accuracy 

(4) 85% of users believe that the use of Time-checker makes waiting more 

acceptable 

(5) 87% feel that Time-checker gives a feeling of reassurance 

(6) 92% of respondents perceived real-time information to be either 'very 

accurate' or 'accurate' 

(7) 89% of respondents wanted to see an expansion in the provision of realtime 

information, with electronic displays provided at all bus stops 

(8) 73% of respondents found that the availability of real-time information 

enhanced their feeling of personal security when waiting for a bus after 

dark. 

(9) 71.5% of users believed that, in general, the SMART services improved 

when the electronic displays were installed. 

(10) 57% of respondents thought that the installation of real-time displays 

resulted in decreased waiting times at bus stops. 

f) In Espoo (Finland) a passenger survey has been carried out before and just 

after the installation of the displays. Passengers' views on the system are 

mainly positive and the system is more widely accepted after than before the 

implementation. The main findings from the survey made soon after the 

implementation are: 

(1) 78 % of the passengers interviewed consider the system good or very good, 

just 5 % are of opposite opinion. A total of 78 % support the expansion of 

the system, 22 % object to it. 

(2) The displays are already now used more than paper schedules. Fewer 

people find out the departure time of the bus beforehand (compared with 

the study made before implementation). 

Page 46 of 152


47 

(3) Critical feedback on the system was mainly focused on unreliable waiting 

times shown on the displays. The result was expected at this stage, 

because 90 % of the waiting times shown on displays are based on driving 

times from 1995. 

(4) 91 % of the passengers interviewed understood correctly the times shown 

in display. The bus symbol was understood by 62 % of the passengers. The 

square symbol was understood by 38 % of passengers. (There are posters at 

the stops to explain the display characters.). 

g) Other Experience 

The general experience of the systems is that they work very well and are very useful and 

successful. However the implementation stages of some systems have had difficulties. There 

have been problems with installations and deliveries have been delayed. 

Installation of COUNTDOWN (London) has been dependent on installation of AVL (Automatic 

Vehicle Location), which has been delayed due to, e.g. 

(1) Longer-than-anticipated integration of the various AVL system elements 

(2) Bus fleet 'churn' (moving buses between depots) 

(3) The change in scale required from project to programme working. 

(4) The one major operational problem with the AVL system is bus drivers not 

registering their vehicle onto the system properly. This is a major 

challenge to the perceived accuracy of COUNTDOWN, with up to 15% of 

vehicles not showing on the signs. 

(5) Several developments are being considered to enhance Countdown: e.g. 

(6) Linking the buses' radio to the Electronic Ticket Machine, to assist driver 

logging-in 

(7) Evaluating ISDN for landline communication to and from the stops 

(8) Initiatives to allow third-party dissemination of Countdown information 

h) In Southampton (STOPWATCH) there have been operational problems with 

waiting time predictions, while in London (COUNTDOWN) the accuracy of 

predictions is high: forecast errors in 1997 surveys were within + or - 30 

seconds for 40% of the time. On average, over all predictions, 75% of the time 

forecast errors are within + or - 2 minutes. On average 65% of 'clear downs' 

from the stop display are within + or - 30 seconds of the bus being at the stop, 

and 83% are within + or - 1 minute. 

i) Mersey travel (the co-ordinating agency in Liverpool) found that with high 

demand for radio channels from other users, obtaining suitable radio channels 

to operate the system was one of the biggest barriers to implementation of 

the Time checker system. 

Whilst it is relatively easy to make changes to the database of timetables and running boards, 

a major problem has been that with the system Time checker uses, each morning the bus 

operator must enter the fleet number and running board for each bus into the system, 

otherwise the system does not know what buses are on the route. It has not always been 

possible to obtain the manpower to do this, so that at times this has had a detrimental effect 

on the reliability of the system. 

j) In Hong Kong (PIDS) the stop display system (in use on the Metro network) is 

considered to enhance the safety of the underground environment by providing 

information efficiently and to be an effective tool in assisting crowd control. 

Page 47 of 152


48 

k) In Gothenburg there is a lot of experience on at stop displays. The GoTiC 

project has produced research reports on requirements and recommendations 

for real-time displays and design of information about disturbances in public 

transport. Some findings concerning the display type (GoTiC News 2/97, 

Research report of GoTiC project: Recommendations for real-time information 

on monitors and displays, 1995): 

(1) LED technology is especially well suited for locations where shelter roofs 

shield the displays from excessive sunlight. LCD technology provides good 

legibility, even in sunlight. 

(2) Binotype, a special binary typeface, has been developed to make message 

texts on binary interfaces (LED; LCD, bi-stable) as legible as possible. In 

the study the majority were of the opinion that the sign with red text on a 

black background was easiest to read. In order for a LED display in a 

shelter to function properly as a carrier of real time information, it must 

be able to display at least four lines of 35 characters per line. 

(3) An advantage of the monitor is that it has space to provide a good 

overview of available alternatives of the various lines passing the stop. 

The disadvantage is that the monitors are very light-sensitive. Outdoor 

monitors for real time information should be avoided. 

Users of monitors may have problems related to readability and outdoor positioning. Finnish 

Railways and display supplier have found a new solution to replace monitors with displays 

with a developed LCD technique. They are easy to place (the depth of the device is only 10- 

20 cm) and the readability is much better than with monitors in a daylight. They are also 

cheaper than outdoors monitors. Experience on use is however not yet available. 

l) Similar Project executed in Rome. 

The ITS Project in Mysore is modelled on many similar projects in operation world wide. 

Mysore project can be linked to its similarity to the ITS Solution for public transport in Rome. 

The latest system for Public Transport management implemented in the city of Rome is called 

the ‘Automatic vehicle monitoring’. This system serves the fundamental tool for managing all 

the processes in Public Transport Service, planning, control, passenger information and 

production control. 

The components of the System Architecture are the on board system, the depot system, 

electronic display system, communication system and central control system. All the data & 

information collected by the system can be used to support the different stages of the 

Service supply chain: 

Planning 

 

Estimated route journey time Vs real route journey time. 

Monitoring 

 

 

 

 

Real time mapping of buses on routes & information on the status of the vehicle. 

Real time information on vehicle’s Service details, location, speed etc 

Real time information on bus stop details such as missed bus stops. 

Passenger Information System 

Page 48 of 152


49 

 

Real time location of the buses with respect to bus stops and delays estimated on the 

arrival time at bus stops. 

Control room functions 

 

 

 

Linear representation of bus routes and bus stop details 

Visualization at the control center of the information delivered on the electronic 

displays 

Automatic record and reporting of data for operation and management personnel 

Page 49 of 152


50 

C: Intelligent Transport System 

C-1. 

Solution framework 

Intelligent Transport Systems (ITS) is an umbrella term for advanced automation in moving 

vehicles. It includes internal and vehicle-to-vehicle communication systems as well as 

collision avoidance and crash detection systems. ITS also covers systems that monitor traffic 

in order to control signal lights, electronic speed limit signs, reversible lanes and other 

highway safety components. One of the ultimate and futuristic manifestations of ITS is 

automatic vehicular guidance, which steers a car by sensors in the road. 

Figure 7: ITS solution overview 

C-1.1. 

Use of AVL to Improve Public Transport Service, Operations and 

Management 

The intended use of the AVL system is to improve the quality of passenger information and to 

assist staff in performing better route supervision and control to assure bus schedule 

adherence. Another important use of such systems is to develop a data warehouse to support 

a number of operating and strategic decisions for the transit system. 

Page 50 of 152


51 

1. Using Vehicle Location Data 1 

The solution proposes use of IT tools which can 

a) Assess the frequency distribution of actual transit travel times produced by 

the AVL system and provide guidance on establishing running times for use in 

preparing passenger, vehicle and crew schedules, 

b) Enable transit operators to visualize graphically patterns poor on-time 

performance in order to take corrective actions 

c) Enable the measurement of between day arrival time of trips at specific time 

points to determine the reliability of service from a customer perspective and 

address problem locations 

d) Perform an analysis of end of line layovers to determine their role in on-time 

terminal departures – a key determinant of on-time performance along a 

route. 

Given the long headways of most routes in Indore, schedule adherence is very important 

since it greatly affects customer waiting time. While this is a clear issue for late buses, if 

buses occasionally run early, customers either miss their bus and wait for the following one or 

compensate for this over time by arriving earlier at the stop. 

2. Running Time 

The development of tools will assist transit managers in establishing scheduled running times. 

These times are essential for proper transit management and operation. Running times which 

are in excess of what is required to maintain schedules result in higher than necessary 

operating costs. Excessively tight running times, on the other hand, result in late arrivals at 

time-points and reduced capacity. Inadequate times also cause delays in terminal departures 

on subsequent trips, a key factor in late arrivals at successive stops. By using actual running 

time data derived from the AVL system, transit managers can obtain the information 

necessary to establish proper running times, balancing the requirements for operating 

efficiency and requirement for sufficient layover time for schedule recovery and operator 

breaks. 

By using fairly simple statistical analyses, transit analysts would also be able to trade off 

efficiency with reliability by developing a curve showing the probability of subsequent ontime 

terminal departures as a function of the scheduled running time. For example, to assure 

that 99% of buses complete their trips prior to the scheduled departure time for the next trip 

may require far more buses than if this standard is relaxed to 95%. This is a case requiring 

considerable management judgment and experience. 

3. Reliability Assessment 

Reliability may be viewed as consistency of on time performance across days. Since most 

transit commuters take the same bus each day, reliability greatly influences customer wait 

time. Over time, arriving customers adapt to the historic bus arrival pattern. Service which 

wildly fluctuates over time (including early stop departures) causes customers to adapt by 

1 

These tools would help implement a body of research developed as part of TCRP Project 113 – Using 

Archived AVL-APC Data to Improve Transit Performance and Management. 

Page 51 of 152


52 

arriving sufficiently early at stops to assure with some high probability that the bus is not 

missed. Essentially, this is a risk management decision in which the commuter implicitly 

trades off the certainty of a higher wait time by early arrival against the possible wait time 

to the next bus in the schedule. Recent research has developed methods to estimate the 

wait time premium associated with poor reliability. 

Appropriate tools need to be developed / deployed to measure deviations from published 

schedule for a particular time point to permit at least the identification of problematic route 

segments and time periods so strategies to fix the problems can be developed. 

4. Terminal Departure and Layover Analysis 

A large proportion of the total “late minutes” along the trajectory of a trip are due to late 

departure from the terminal – poor vehicle dispatching. This suggests that a good amount of 

the “lateness” can be controlled by better on-time departures from terminals. This is a 

matter of both supervisory discipline as well as assuring that arriving trips have sufficient 

schedule time to enable an on time departure on the subsequent trip. 

Two tools will facilitate this. The first is a histogram of the difference between scheduled 

and actual departure times for trips from specific terminals stops. Ideally, this should be 

zero for all trips. The second is the development a layover analysis tool to determine if poor 

on-time performance is the result of schedule deficiencies (insufficient running time) or 

problems of schedule discipline at terminals which can be controlled by better on-street 

supervision. 

5. Traffic Signal priority 

Though not proposed for implementation by KSRTC, but which could be considered by the 

Mysore City Corporation for which World Bank assistance could be available include the 

following: 

a) Introduction of sidewalks/bicycle paths on arterial streets: At present, a 

good amount of general traffic capacity is used by pedestrians, bicyclists and 

people who haul carts since there is no dedicated, safe place to walk on the 

side of the road. This problem is exacerbated by several individuals and 

businesses which appear to encroach on the road right-of-way. 

b) Improved police training and enforcement: Mission observed that it will be 

useful to train the police so that they could take specific action to improve 

public transport efficiency and performance. 

c) Targeted traffic improvements on critical links: Spot improvements in 

critical areas such as queue jumps with signal priority for departing buses are 

warranted. They should be planned and implemented if the AVL system is to 

produce its full measure of environmental and other benefits. 

6. Overall Scope of Service 

The overall scope of the implementation will consist of design, development, testing, 

installation, commissioning, training, operations, and management of facilities for a period of 

three years by the winning bidder. 

Page 52 of 152


53 

This project is planned to cover 500 Buses, 80 Bus Stops and 2 Bus Terminals. ITS is divided 

into the following eight components: 

a) Vehicle Tracking System 

b) Central Control Station 

c) Passenger Information Management System 

d) Communication Sub System 

e) Travel Demand Management 

f) Incident and Emergency Management System 

g) Operational and Maintenance Specification Fleet Management System 

C-1.2. 

New scenario with the induction of technology 

Figure 8: Bus Stop after introduction of ITS 

Figure 9: Central Bus Terminal after introduction of ITS 

Page 53 of 152


54 

Figure 10: Regulated traffic after implementation of ITS 

C-2. 

C-2.1. 

Technical specifications 

Mapping product availability and their technical features with 

the functional requirements 

This project is planned to cover 500 Buses, 80 Bus Stops and 2 Bus Terminals. ITS is divided 

into the following eight components: 

1. Vehicle Tracking System 

2. Central Control Station 

3. Passenger Information Management System 

4. Communication Sub System 

5. Travel Demand Management 

6. Incident and Emergency Management System 

7. Operational and Maintenance Specification Fleet Management System 

C-2.2. 

Automatic Vehicle Location (AVL) & Tracking System 

GSM / GPRS Specifications 

Table 17: GSM/GPRS specifications 

1 GSM Normal MS-SMS data 

2 Frequency 900/1800/1900 (dual band) Class 4 (2W) at 900 MHz (EGSM) 

Class 1 (1W) at 1800 MHz 

3 GPRS Type B class 10 

4 SIM 1.8V/3V 

5 Antenna Built in Antenna 

Page 54 of 152


55 

GPS Specifications 

Table 18: GPS specifications 

1 Frequency L1 (1575.42 MHz) frequency 

2 C/A code Standard Positioning Service 

3 Channels Minimum 16-Channels 

4 Sensitivity Minimum –158 dBm Acquisition without external 

assistance 

5 Accuracy Horizontal:


56 

Figure 11: Logical components of ITS 

The proposed architecture comprises of following broad technology components: 

Client Layer- The Client layer contains the devices that would interact with application 

layer. 

Browser – This is a traditional Internet browser that initiates requests to the Web Server and 

displays the results of requests. Users will be accessing the applications using Internet 

browsers. 

DMZ Zone Layer - This is the layer hosting the Load balancer, front-end Web Servers & 

Presentation Services. 

Load Balancer – This is the hardware/software load balancer that ensures that load is 

distributed evenly across all of the web server instances. 

Web Server - This is a traditional web server that serves the content or forwards requests to 

the Application Server. Web Server takes the request and recognizes that the requested 

resource is on the application server and, using the Web server plug-in, redirects the 

request to the Application Server Serve let and EJB container. 

Directory Services – The Directory services will be provided through Directory Server. 

Directory Server will hold the user credentials for all users including the internal authors & 

content publishers. 

Content Management - Content Manager manages all types of digitized content including 

HTML and XML Web content, document images, electronic office documents, printed 

output, audio and video. It supports replication to store and manage objects in multiple 

locations. It supports Linux and other Operating Systems. This will be used to store the 

audio/video content for streaming advertisements in buses/bus terminals/bus depots for 

Page 56 of 152


57 

KSRTC Mysore. A simple level sequential workflow can be set up for approval of the data to 

be streamed. 

Streaming Services – These would be the streaming servers, which will help stream the data 

stored in the content repository. 

Integration Services - The application integration services will provide a composite platform 

optimized for building service-oriented applications that extend and integrate the various 

applications like GPS, GIS, and PIS. 

Backup & Restore of Data: The infrastructure will use structured backup & restore solution 

to provide resilience to the entire infrastructure. It is a Web-based management, intelligent 

data move-and-store techniques and comprehensive policy-based automation working 

together to help increase data protection and potentially decrease time and administration 

costs. It operates on a progressive incremental methodology that backs up only new or 

changed versions of files, thereby greatly reducing data redundancy, network bandwidth 

and storage pool consumption as compared to traditional methodologies based on periodic 

full backups. 

Schematic Model 

Page 57 of 152


58 

Figure 12: ITS - Schematic model 

The above diagram illustrates possible component population. 

C-2.3. Features of Proposed Solution (CCS) 

Standards based solution 

Can be installed on multiple operating systems 

Support latest J2EE Standards 

Unified Portal Framework 

Page 58 of 152


59 

The proposed architecture provides access to different functional components and 

different applications via single unified portal framework. 

Provides componentized solutions that are designed for scalability and future growth 

Secure and reliable 

Using LDAP, the security is provided at the infrastructure layer, application layer and at 

the user authentication layer 

It also provides controlled access to portal based on privileges stored in LDAP. 

Web and Application servers can run on Linux which is an open-source and offers security 

features same as standard Linux platform 

Server Room 

A/c Plant 

A/c 

12 Feet 

Door 

Communication 

I/F 

Servers 

Distribution Bay 

Access Control 

Work Stations 

Printer 

D 

UPS 

28 Feet 

A/c 

Power 

Sup 

Figure 13: Floor plan for Central Control Station - ITS Mysore 

Servers and Accessories in CTCS 

Table 20: Servers and accessories 

Edge Server 

2 nos 

Web Server 

2 nos 

Database Servers 

2 nos 

Application Server 

2 nos 

Directory Server 

1 no 

GSM/GPRS Server 

1 no 

Reporting Server 

1 no 

Integration Server 

1 no 

Streaming Server 

1 no 

GIS Server 

1 no 

SAN Array – 2 Tb 

1 no 

Storage Manager Server 

2 nos 

Page 59 of 152


60 

Total no of Boxes 

17 Nos 

Power Supply for Data Centre 

o UPS Configuration 2 x 10 KVA 

o Parallel redundant based advanced digital technology 

o UPS system with 0.9 leading power factor loads with 15 Minutes backup. 

LCD Display Units 

Brief details of LCD 

Display unit is 

furnished below 

(LCD Display Panel- 

42” Typical) 

A 42” LCD Display 

unit can be installed 

for displaying details 

of Arrival and 

Departure 

information of the 

buses in Kannada and 

English. The 

information of the 

Figure 14: Display panel 

buses Such as Route 

Number, Bus Number, Terminal, Platform, Bay, Origin, Destination and Estimated Time of 

Arrival (ETA) & Estimated Time of Departure (ETD) will be displayed in both Kannada and 

English. The LCD unit operates in windows environment. The LCD units should be network 

capable with capability to configure the system remotely. LED based GPS enabled destination 

board can be fitted in the bus to inform the destination of the bus to the enroute waiting 

passengers. The size of the destination board can be 160 x 19 mm. 

Specifications for LED Display Units 

1. Display Type : LED, 5mm; diffused 

2. Color : RED or AMBER 

3. View Distance : 30 Meters 

4. Language : English & Local Language 

Functional Specifications 

1. Protocol : HTTP 

2. Wireless Interface : GPRS 

3. Data Format : Bit Map or Unicode 

4. Memory : Non Volatile to store 200 Display Frames 

5. Display Format : Fixed and Scrolling 

GPRS Interface 

1. Type : GSM & GPRS Class 10 

2. Air Interface : Dual Band; 900 MHz & 1800 MHz 

Page 60 of 152


61 

C-2.4. 

3. Max. Output Power : 2W @900 MHz & 1W @1800 MHz 

4. Antenna : Passive with 5M cable length 

Environmental Specifications 

1. Power Requirement : 90-240VAC; 50VA 

2. Operating Temperature : 0-55 DEG C 

3. Humidity : 95 % RH non-Condensing 

4. Enclosure : GI 

5. Mounting : Wall or Ceiling 

6. SIM CARD Holder : provided inside 

Online Updates available on Internet 

List of bus stops in city and urban areas 

Number. of schedules 

Vehicle positions of city services 

Route maps of Buses 

Bus timetable 

Details of city and sub urban routes 

Passenger Information regarding arrival times at bus stops 

Destination in Multilingual format 

Communication Sub-System 

Communication sub-System consists of the following: 

1. General Packet Radio Service (GPRS) 

2. Communication and Data Exchange 

3. Two-way Communication system 

General Packet Radio Service (GPRS) 

GPRS is a packet oriented Mobile Data Service available to users of Global System for Mobile 

Communications (GSM) and IS-136 mobile phones. It provides data rates from 56 up to 114 

Kbit/s. 

GPRS can be used for services such as Wireless Application Protocol (WAP) access, Short 

Message Service (SMS), Multimedia Messaging Service (MMS), and for Internet 

communication services such as email and World Wide Web access. GPRS is a best-effort 

packet switched service, as opposed to circuit switching, where a certain Quality of Service 

(QoS) is guaranteed during the connection for non-mobile users 

The information captured by the VMU is transmitted to the control station server through 

GPRS/GSM network creating a communication network between Bus drivers, Bus stops along 

the road route, and passengers through passenger information system. The communication 

network is connected to the internet for accessing information regarding bus arrival, routes 

etc. 

Page 61 of 152


62 

The requirements of the communication system are: 

a) The data communication channel requires exchanging data between the KSRTC Control 

Room and the bus fleet. 

b) Communication of data will be reliable without any loss of data. 

c) Each Base Transceiver Station (BTS) of offered service provider should have 

configuration to ensure required 10 Sec. update time for the vehicle position at all times 

in all BTS area. 

d) Identify specific areas of existing GPRS/GSM blackout zones and Police critical locations 

in Mysore and enhance number of BTS towers and their capacities, if required. 

e) The GPRS/GSM data connectivity would be seamless while moving from one BTS site to 

other BTS site in Mysore. 

f) Redundancy provided in VMU to ensure if GPRS fails due to unforeseen reason and then 

SMS facility is activated as a fall back mode. 

g) 24*7*365 system operation would require proactive monitoring, fault detection and 

management for reduced downtime and regular fine tuning of the communication links 

for best response time 

Communication and Data Exchange 

Figure 15: Communication & Data Exchange 

VMU: 

Page 62 of 152


63 

VMU will update the location information like Latitude and Longitude to the central server 

through GPRS. 

In Bus Display System 

The next arrival bus stop information and the current bus stop information will be displayed 

inside the bus for the passengers based on the location information collected by VMU. This 

information is sent via serial port to display system. The proposed approximate dimension of 

the In-Vehicle Display Unit is 220mm X 820mm X 150mm 

Driver Voice Communication 

Driver will be given a keypad interface for the voice communication. 

In Bus Voice System 

The next arrival bus stop information and other necessary information can be announced 

inside the bus. The data for the announcement will be sent from VMU to Voice system 

through serial port. This in bus voice system will be in turn connected to a speaker. 

Bus Stop LED display 

Expected time of arrival of the bus will be displayed in the bus stops. This information will 

be updated by central server through GPRS. 

Two-way Communication system 

Communication Headset will be provided to the driver to interact with Central Control 

Center. The driver will use the two-way communication facility made available to 

communicate with the central control center. The central control center can also contact 

any of bus drivers instantly to communicate messages. The driver can also use the audio 

system for announcing information regarding arrival of bus stations and incident 

management. 

Display System Standards Requirements 

Each of the Bus Stops will be fitted with electronic display systems measuring 

approximately 20 x 100 cms (minimum size) 

Fitment provision will have to be provided in the Bus Stops along with necessary power 

supply made available. The Display Unit will source power from here for its operation. 

Display will be located at a convenient height to have a clear view of the message of next 

arrival bus. 

C-2.5. 

Integration of ITS Components 

Page 63 of 152


64 

The following components of the ITS system will be integrated with appropriate interfaces 

to work in sync with each other seamlessly. 

1. GPS (VMU unit) 

Figure 16: sub-system communication link 

a) The tracking system /VMU (Vehicle mounted unit) fitted in the buses will 

calculate the positions from the GPS receiver and transfer the data to the 

Control Centre Server through GPRS interface for processing /prediction of 

arrival time of buses at different bus stops. The GPRS tracking unit fitted in 

the bus will also transfer the current LON/LAT data to the bus mounted 

display unit through RS 232 I/F for display /audio announcement of Bus Stops. 

2. Display units 

a) The Tracking system fitted in the buses will acquire the positional information 

(LON/LAT) from the GPS receiver and transfer the same to the Central Server 

(CS) through the GPRS interface. 

b) The BUS STOP DISPLAYS will periodically query the CS through HTTP request. 

c) The CS, which receives the current position of all the buses from the Tracking 

Unit, will disseminate the data received and transfer the relevant information 

like the Route No, Destination of the bus and the Expected Time of Arrival at 

that bus stop, to the bus stop display, which has requested for the data. 

d) The BUS STOP DISPLAY, which receives all such information, will display 

continuously until the next set of data is received. 

e) The Destination will be displayed in different languages at least in two 

languages i.e. English, and Kannada. 

Page 64 of 152


65 

f) The tracking units fitted in the bus will also transfer the current LON& LAT 

information to the BUS MOUNTED DISPLAY through the serial RS 232 C 

interface. 

g) Each BUS Mounted Display will have a database of 100 bus routes and 200 bus 

stops. This information would be acquired earlier and stored in the database. 

h) When this unit receives the current positional information from the tracking 

unit, it will then check with the nearest bus stop and displays the name of the 

bus stop, which is likely to arrive. This displayed information will be in English 

and Kannada. 

i) This unit will also have an inbuilt audio port with amplifier and connected to 

two powerful speakers mounted in the front and rear of the bus. 

j) Along with the visual display, the next bus stop will also be announced in 

English and Kannada. 

k) The BUS TERMINAL DISPLAYS, unlike the BUS STOP Displays will be connected 

through wired cable with the CS. 

l) The communication will use TCP/IP and HTTP protocol. 

m) This display will receive the details of the buses, which are about to leave the 

Bus terminal and display the Route Number, Destination and the Expected 

Time of Arrival and Departure. 

n) There will be at least four lines to indicate the status of different buses 

leaving the terminal. 

o) The destination will be displayed in English and Kannada one after the other. 

3. Central Control Station 

a) The Central Control station will be equipped with a cluster of servers. Servers 

process the data received from buses and compares the actual location of the 

bus at a given time with its scheduled location from the data received from 

the buses. Also the server calculates the time for the bus to reach all 

subsequent stops along the route taking into consideration bus speed & any 

deviations from the schedule. On processing, the Central Control Server 

transmits the data to the relevant bus stops for displaying predicted arrival 

time of the bus. 

b) The users (Passengers, Drivers, Depot Officials, and KSRTC Mysore Employees) 

visit the site from the internet and land on the front-end web server running 

HTTP Server which takes the request and recognizes that the requested 

resource is on the application server, and using the Web server plug-in, 

redirects the request to the Application Server. 

c) The Directory services running Directory Server holds the user credentials for 

all users. The authentication and authorization is done using the LDAP server 

for all services, like Website access, content publishing, content management 

access, database access etc. 

d) The Application Server will host all the applications to be developed for KSRTC 

Mysore like Passenger Information System, Reporting applications etc. 

Page 65 of 152


66 

C-2.6. 

e) The GPS and GIS system will be integrated so as to pass the inputs from the 

GPS system into the GIS application which will be accessed via website by the 

passengers to see the bus route maps etc. 

f) The VMU will fetch the bus position data from the GPS satellite and sends it to 

the central server. The application software will process and integrate with 

GIS data to display it on the map on a real time basis 

g) There will be third-party streaming servers used to stream advertisements 

onto the buses/bus stops etc. The ad files will be stored in the content 

management system. 

h) There will be local databases at the bus stops/terminals, which will be 

synchronized. 

i) The Backup & Restore service will be provided using Storage Manager. 

Sample Reports 

1. Daily Reports 

Table 21: Sample Daily report 

1 Bus stops skipped 

2 Speed violation 

3 Driver duty performance daily/weekly/monthly 

4 Daily out shedding deviation report 

5 Driver wise improper stopping 

6 Details of Missed trips 

2. Daily Bus Stops Skipped Report 

Table 22: Sample Bus stops skipped report 

Date Bus Stop Type : 

Sr. No. Time Bus 

No 

Total stops 

skipped 

Route 

No. 

Bus Stop 

No. 

Stage 

Name 

Depot 

Code 

Driver 

ID. 

Conductor 

ID 

3. Daily Speed Violation Report 

Table 23: Daily speed violation report 

Date : 

Duration mare than …… seconds 

Duty No: 

Bus registration No 

Sr. No Time Route No Location Driver 

No 

1 

2 

Duration 

(Sec) 

Speed 

(Kmh) 

4. Daily Driver Duty Performance 

Table 24: Daily Driver Duty Performance report 

Date: 

Sr. No Driver Name: Driver ID: MOR/EV Outshedded (Y/N) DUTY STATUS 

1 

2 

5. Daily Out shedding deviation report 

Page 66 of 152


67 

Table 25: Daily out-shedding deviation report 

Daily Out shedding deviation report 

Date: 

Shift: 

Sr. 

No. 

Duty 

No. 

Bus Reg. No. 

Scheduled 

Outshed Time 

Actual 

Outshed Time 

Deviation 

time(min) 

Reason 

6. Daily Improper Stopping Report 

Date: 

Sr. No. Time Route 

No 

1 

2 

Table 26: Daily improper stopping report 

Driver 

No 

Driver 

Name 

Bus Reg. No 

Conductor 

No 

Stage 

Name 

Date : 

Terminal 

Terminal 

Total 

Grand Total 

7. Daily Missed Trips Report 

Misse 

d Trips 

Break 

Down 

Table 27: Daily Missed Trips report 

Bus 

No 

Staff 

No 

Late Out 

Shedding 

Late 

Running 

Route 

Deviation 

Total 

Missed Trips 

C-2.7. 

Scaling plans 

Technology Road map with Mysore as a pilot across other cities for KSRTC 

“Universal currency” – Smart Cards – ticketing – expanding to interact with its eco-system – 

smart card usage for services in commercial stalls inside KSRTC bus stations / bus stops 

C-3. 

C-3.1. 

Project Impact analysis 

Environmental Impacts 

The ITS Project proposed by KSRTC at Mysore does not include any major construction work, 

widening of roads, felling of trees or other activities which contribute negative 

environmental impacts such as air pollution, water pollution, noise pollution, visual intrusion, 

community severance and impacts on vegetation / land degradation by the implementation 

of the ITS Project. 

In most cases, environmental benefits from a given project can only be estimated by analysis 

and simulation. The problems related to regional measurement include the small impact of 

individual projects and large numbers of exogenous variables including weather, 

contributions from non-mobile sources and the time evolving nature of ozone pollution. 

Small-scale studies, so far, generally show positive impacts for ITS on the environment. ITS 

Page 67 of 152


68 

will result smoother and more efficient flows in the traffic system. However, the 

environmental impact of travelers in the long term is not a cause for concern. 

With the implementation of ITS projects there will be only improvement in various 

environmental parameters. In view of the above, there will be no need to undertake 

mitigation measures to minimize negative impacts. Consequently detailed EIA/EMP, SIA and 

RAP have not be carried out as they are not applicable for this project. 

C-3.2. 

Social Impacts 

On ITS component, no significant environmental impacts are envisaged. With several of its 

facilities certified to ISO 14001, KSRTC is well positioned to manage the environmental issues 

related to the bio-fuel component. 

a) The implementation of the ITS Project has several social benefits as described 

below: 

(1) Safety improvements 

(2) Delay reduction, 

(3) Effective capacity improvements, 

(4) Greater commuter satisfaction 

(5) Energy and Environment-Positive and Negative Impacts: 

(6) Use of public transport by people instead of using own private vehicles 

(7) Reducing Travel Uncertainty 

(8) Reliability and Punctuality 

(9) Reduction in Traffic Congestion 

b) Safety improvements 

The objective of the transportation system is to improve seamless trip with safety of travel. 

Crashes and fatalities are undesirable occurrence of the transportation system. Intelligent 

Transportation System helps to minimize the risk of accident occurrence. Monitoring vehicle 

speed and its location will reduce the number of crashes and the probability of controlling 

number of fatality. 

c) Delay Reduction 

Delay reduction and travel time savings is a major goal of the ITS project. Benefits of this 

measure also include reducing the variability of time in transit and increasing the reliability 

of vehicle arrival time. 

d) Effective Capacity Improvements 

Many ITS services seek to optimize use of existing facilities and reducing the need for new 

investments. This is accomplished by increasing the effective capacity of the transportation 

system. Effective capacity is the maximum potential rate at which vehicles may traverse a 

network under a representative composite of roadway conditions. Increases in throughput are 

sometimes realizations of increases in effective capacity. Throughput is typically measured in 

terms of vehicles per unit time traversing a segment of roadway. 

e) Greater commuter satisfaction 

Page 68 of 152


69 

Commuter satisfaction indicates the degree to which transportation consumers are 

accommodated by ITS service offerings. Although satisfaction is difficult to measure directly, 

measures related to satisfaction can be observed including the amount of travel in various 

modes, mode options, and the quality of service as well as the number of complaints and/or 

compliments. Customer satisfaction is often measured by using surveys, questionnaires, or 

focus group interviews. 

f) Energy and Environment-Positive and Negative Impacts 

The majority of available references demonstrate positive benefits for ITS. This is true both 

for actual deployments and for analytical studies predicting future benefits. The number of 

cases reporting negative results has been very small. However, most of the systems that 

produce negative impacts are carried out primarily to obtain broader societal benefits, or 

contain other benefits or intangible effects that may not be measurable. It is also recognized 

that negative impacts of ITS project may be under-reported in the literature. Since ITS 

project enables to reduce vehicle congestion on roads, the per capita energy consumption for 

travel will be reduced and thereby reduction of vehicular pollution on city roads. 

g) Use of public transport vs private vehicles 

With the introduction of ITS Technology it has been made possible to provide real-time 

passenger information to the traveling public inside buses, at bus stops and at bus terminals. 

The information displayed informs the passengers about the details of the next arriving bus 

stop, route no, destination expected time of arrival/departure, which brings in lot of comfort 

to the traveling public. The ITS also helps in reducing travel time and reduction of congestion 

of roads. This increases the confidence of public to reach their destination on-time and also 

reduce travel uncertainty. Hence ITS will contribute for shifting people from using private 

vehicles to public transport. 

h) Reducing Travel Uncertainty 

One of the interesting insights realized by transportation planners in recent years is to 

provide greater reliability and predictability in transport, and not just to move people to 

their destinations faster. An unfortunate aspect of most current transportation systems is 

that the travel time varies widely from day to day. This can be due to weather, congestion, 

traffic incidents, or a large number of other external factors. This uncertainty means that 

travelers must allow extra time for their travel. ITS can help to reduce travel uncertainty by 

smoothing traffic and informing exact arrival of vehicles. ITS can also provide improved realtime 

and predictive information that allows travelers to plan their trips better. Public 

transport agencies can stay on schedule better and provide information about travel times 

and connections. In-vehicle navigation systems can incorporate real-time traffic information 

to dynamically adjust driving routes to optimize trips based on current information 

i) Reliability and punctuality 

Intelligent Transport System (ITS) generates real time data about vehicle performance, 

exceptional reports of MIS. These data are useful for the management to make informed 

decisions which will in turn lead to better management of the existing fleet, transport 

schedules and the number of trips and passengers carried. These management capabilities 

will result in better reliability and punctuality of vehicle operation. 

Page 69 of 152


70 

j) Reduction in Traffic Congestion 

Traffic congestion is a serious problem in all urban areas. The problem is growing faster in 

developing countries where urbanization and the use of motorized vehicles are increasing 

rapidly. Congestion causes delays and uncertainty, wastes fuel, results in greater air 

pollution, and produces a larger number of crashes. ITS can help to mitigate congestion by 

helping people plan travel better, by suggesting alternate routes and keeping travelers well 

informed. Reduction in traffic congestion enhances mobility at lesser per capita fuel. 

C-3.3. 

Measures by KSRTC for providing more efficient and less polluting 

Public Transport: 

C-3.4. 

The Karnataka State Road Transport Corporation (KSRTC) has 6,250 buses, of which 700 are 

old vehicles. The old buses will be scrapped in a phased manner. The KSRTC will add 1,639 

new buses to its fleet during the fiscal year 2007-08. Fifty of these buses will be Volvo B7R 

vehicles. The age of buses in the KSRTC fleet by the end of 2007-08 will be between one and 

five years. 

The KSRTC has taken up a drive to improve passenger facilities in its bus stands. Tenders 

have been floated in respect of 80 bus stops with provision for Passenger Information Display 

Systems. KSRTC has initiated stringent measures to control air pollution. Every bus is 

periodically subjected to emission check. KSRTC would pay Rs. 1,000 to anybody who spots 

one of its buses emitting smoke from its exhaust pipe. The KSRTC was the first State 

transport undertaking in the country to successfully experiment with the blending of ethanol 

and other forms of bio-fuels with diesel. Further advance emission control system and 

pollution measurement equipment will be installed at the terminals to constantly monitor 

emission levels and take remedial steps to meet Norms for clean air. 

By upgrading bus stops and implementing ITS, the efficiency of KSRTC will improve 

substantially and more number of buses can be operated with better punctuality of arrivals 

and departures of buses at terminals and bus stops. It will encourage more personalized 

transport users to embrace public transport resulting in lesser number of vehicles on the road 

and thereby lesser emissions. 

Expected measurable outcomes of the project 

1. Service Outcomes- Socio economic benefits 

With the introduction of Intelligent Transport System in Mysore City, the following clear 

factors would get established: 

2. Increase in productivity 

With intelligent display units inside the vehicle and at bus-stations / stands providing 

information on bus schedules and estimated time of arrival, citizens enhance their productive 

time without having to waste their time at bus stops / stands not knowing when the next bus 

would be arriving. 

3. Reduction in travel time 

With well established communication lines between the vehicle, central command control 

centre (64) and the bus stations, the C4 will be able to redirect the vehicles in the event of 

Page 70 of 152


71 

any emergencies Enroute saving the property of KSRTC (in such events riots Enroute) and 

help to reach the destination in pre-determined time. When Traffic Management System gets 

implemented across the city, these vehicles would get to have information on the traffic 

density and probable courses of action to reach the destination in time. 

4. Patronage of Public Transport System 

The introduction of ITS will result in more efficient and cleaner transport management, realtime 

dissemination of information to passengers regarding bus services at bus stops, bus 

terminals and inside Buses. This will enhance reliability of public transport services and 

encourage people using personal transport to use public transport system. This will result in 

minimizing traffic congestion and pollution levels. A modal shift of up to 5% to public 

transport is expected. 

5. Reduction in Congestion 

With state of the art and real time information dissemination of information possible for all 

stakeholders’ immediate corrective steps can be taken to avoid areas of accidents, high 

density of traffic and help ease congestion. Also, with increased modal shift from other 

personnel modes, the system is expected to ease traffic congestion on roads. 

6. Reduction in accidents 

With ITS improving the efficiency and management of transport across city, improved training 

and two way communication capability between driver and operations staff it is expected to 

reduce accidents with the use of incident management facility in ITS, it will be possible to 

ensure quick relief in case of accidents, hold ups, breakdowns etc. This will also minimize 

fatalities with immediate help coming from the right quarters. 

7. Reduction in emission levels 

While the transport network becomes highly efficient, punctual, passenger friendly it is 

bound to translate to citizens using own vehicles patronizing public transport. This will result 

in reduction of emission levels, as less number of vehicles will be using the roads. 

8. Increase in tourist satisfaction 

With various systems installed in the vehicle, bus-stations / stands, command and Control 

Centers, integration and coordination becomes a key factor for providing different 

experience to the citizens of Mysore. This is expected to increase the tourism flow into the 

city and their patronage. 

The outcome of ITS implementation could be translated into measurable parameters such as: 

Table 28: Measurable outcomes for project evaluation 

S. 

No 

Particulars of Outcomes 

Evaluation plan 

1. Increase in average passenger occupancy in 

buses as a result of access to on-line 

information through display systems, 

improved transport management. 

Obtain data on Occupancy Ratio from CCS. 

2. Reduction of personal vehicles use by Data from RTO on new vehicles registration. 

Page 71 of 152


72 

S. 

No 

Particulars of Outcomes 

commuters. 

Evaluation plan 

3. Reduction in emission from personal vehicles 

due to greater usage of public transport. 

4. Enhanced Air quality due to reduction in 

pollution levels. 

5. Increase in Commuter/Passenger Satisfaction 

level. 

6. Real-time punctuality monitoring of bus 

arrivals and departures. 

7. Effective Fleet Management and deployment 

of Buses. 

Data based on number of vehicles plying on 

the Road multiplied by average emissions per 

vehicles of different categories. 

By installing Air quality monitoring stations at 

appropriate locations 

Conducting surveys with different segment of 

population 

Reports generated at data center in CCS. 

Reports generated at data center in CCS. 

8. Increase in revenue for KSRTC. Balance sheet. 

The thresholds on these parameters will have to be determined by KSRTC and the targets set 

with the participation of different stakeholders of KSRTC. The parameters need to be 

monitored on a regular basis. The results will have to be made public that would provide 

scope for continuous improvement of the services of KSRTC. 

Specific Evaluation Reports are designed to assess, define goals described above and 

document how the goals were (or were not) achieved. The reports would be generated at the 

data center in CCS. 

Each of ITS goal areas can be associated with outcomes of deployment that lend themselves 

to measurement. These outcomes resulting from project deployment are identified as 

measures. The association of goal areas and measures is depicted as follows: 

Table 29: Measures of effectiveness within each goal area 

Goal Area 

Safety 

Mobility 

Efficiency 

Productivity 

Energy and 

Environment 

Measure 

• Reduction in the overall Rate of Crashes 

• Reduction in the Rate of Crashes Resulting in Fatalities 

• Reduction in the Rate of Crashes Resulting in Injuries 

• Reduction in uncertainty of waiting passengers 

• Reduction in Delay 

• Reduction in Transit Time Variability 

• Improvement in Customer Satisfaction 

• Increases in Highway and Arterial Throughput or Effective Capacity 

• Travel Time Savings 

• Increase in Economic Productivity 

• Decrease in Emissions Levels 

• Decrease in Energy Consumption 

Page 72 of 152


73 

The "few good measures" in the preceding table constitute the framework of benefits 

expected to result from deploying and integrating ITS technologies. Other projects may have 

goals that fall outside the traditional "few good measures", and may include the following: 

Deployment of infrastructure required to support ITS 

Creation of a regional architecture 

Creation of a system to archive data 

Goals need to be identified for each individual project based on the type of project being 

deployed. In cases where the traditional "few good measures" are not applicable, the 

evaluation should document how well the project met the goals. Potential areas for 

evaluation include the following: 

Implications of achieving consistency with the National ITS Architecture 

Standards implementation 

Consumer acceptance 

Others as appropriate to local considerations 

Institutional issues 

An area of special emphasis should be the non-technical factors influencing project 

performance. ITS projects have been profoundly influenced by considerations such as 

procurement practices, contracting policy, organizational structure, and relationships among 

major participants such as prime contractors and their subcontractors. The transportation 

community stands to reap significant benefit from understanding how the varied range of 

non-technical factors impacts directly on traditional project performance parameters, such 

as, cost, schedule, and final functionality. 

Page 73 of 152


74 

D: Bio-Diesel 

D-1. 

D-1.1. 

Need of the Project 

Energy Efficiency & Climate Change Considerations 

GHG emissions across the globe are increasing most rapidly in the transportation sector. A 

major issue of global concern at present is the increasing contribution of the transport sector 

to carbon dioxide (CO2)—the main greenhouse gas (GHG) produced from the use of fossil 

fuels—and its consequences on global warming and climate change. Even people with low 

incomes are meeting their need for mobility, and projected income growth over the next two 

decades suggests that many more will acquire personal modes of transportation. How this will 

affect the earth’s climate is a great concern. 

In India, roads have dominated land transport system since 1985, and it is clear that their 

dominance will continue, if not increase. In the last three decades, owing to easy 

accessibility, flexibility and reliability the share of both freight and passenger traffic has 

experienced a rapid shift from rail to road, however the capacity of the road has not been 

able to keep pace with the increasing demand. In terms of rail-road modal mixes, the freight 

traffic carried by road transport is estimated to have increased from roughly 35% in 1970/71 

to 70% in 2003/04 whereas the passenger traffic has increased from 67% to 85% during the 

same period. 

Current transportation activity is overwhelmingly driven by internal combustion engines 

powered by petroleum fuels. The total transport sector (which includes road, rail, aviation 

and water navigation) energy consumption in India was 31.14 million tones of oil equivalent 

(mtoe) in 2003/04 with share of petroleum fuels 98% and electricity 2% (MoPNG, 2005). Of the 

total petroleum products consumed, share of high-speed diesel (HSD) was the highest 71%, 

gasoline 27%, and all other fuels less than 1%. Demand for gasoline and HSD has grown at 7.4% 

and 5.7% per year respectively between 1980/81 and 2003/04. As a consequence, transport 

energy use and CO2 emissions closely track the growth of transportation activity. The total 

CO2 emissions from the transport sector in the country in 1994 were 79.88 million tonne (mt) 

(MoEF, 2004). The transport sector contributed around 12% of the country’s total CO2 

emissions as a part of its total energy activities (i.e., 679.47 mt of CO2 in 1994). Among the 

transport sub-sectors, road transport is the main source of CO2 emissions and accounts for 

nearly 90 per of the total transport sector emissions. 

Further, the rapid pace of urbanization and an even faster pace of motorization—measured as 

the growth in ownership and use of motor vehicles—have exerted heavy pressure on the urban 

transport system, especially in the metropolitan cities and second order cities like Mysore 

city. One noticeable feature about the growth of vehicles is the explosion in the number of 

two wheelers (namely, scooters, motor cycles, and mopeds), cars and auto rickshaws. The 

importance of transport energy use and emissions, within the overall energy scene, has grown 

substantially in recent decades in response to a series of public policy objectives such as 

energy security, human health, safety, local environment and climate change. 

There are policy and technology choices that could significantly lower the emissions growth 

rate while increasing mobility, improving air quality, reducing traffic congestion, and 

lowering transport and energy costs. These can be attenuated by sensitive design of new 

infrastructure and introduction of best practice operating technology. But technology is not 

Page 74 of 152


75 

enough, and measures are required to restrain road traffic growth by better-directed land use 

planning, stricter demand management, and greater use of public transport. 

In India, GHG emissions from the road transport sector are expected to soar . In 2000, nearly 

81.25 mt of CO2 was emitted from on road vehicles in India and in 2005 it went up to about 

130 mt. Similar to the fuel demand growth rate, total CO2 emissions is also likely to go up 

over nine-fold in the low GDP growth ( 6 % ) scenario (127.69 mt in 2005 to 1159.95 mt in 

2030) and about thirteen-fold (133.98 mt to 1698.82 mt) in the high GDP growth over the 

next 25 year period between 2005 and 2030. This increase has been fuelled by the rising 

demand for mobility, as economies would continue to grow. 

Despite the rapidly increasing contribution to CO2 emissions, likely to grow at an average 

annual rate of 9.2% with GDP growth at 6% and 10.7% with GDP growth at 8%, there has been 

no initiative so far in addressing cost-effective emission reduction strategies in India. 

Although with advancement of automobile and fuel technologies, the fuel efficiency of 

transport vehicles will continue to improve but these improvements will be more than offset 

by a combination of increases in the number of personal vehicles (with a shift towards 

vehicles with more powerful engines) and their increasing utilization levels. The more 

significant role of public transport and use of Alternative fuel such as Ethanol Blended Diesel 

will be needed in reducing the energy intensive path of the road transport sector in India. 

The mix and the growth in automobile population determine the contribution of auto 

emissions of local pollutants namely, CO, HC, NOx and PM in any city. The likely penetration 

of buses running on Ethanol – solubiliser blend Diesel is expected to bring a drop in the 

growth of energy demand and emissions of CO2 and also local criteria pollutants. 

Role of Public Transport providers such as KSRTC, therefore becomes significant both in terms 

of providing the public transport services and introduction of best practice technological 

aspects such as use of Ethanol blending to address the vital issues of GHG emissions and 

energy efficiency. The Ethanol –Solubiliser -Diesel blends reduce, GHG as well as particulate 

emissions and other criteria pollutant emission from Diesel vehicles. 

Figure 17: Drop in PM emissions with the use of Ethanol 

(Source: Office of Heavy Vehicle Technologies, ORNL State Partnerships Program) 

Page 75 of 152


76 

In the USA O2 diesel (Ethanol-Diesel fuel) fuel blend has been subjected to extensive 

independent laboratory and field testing under the auspices of federal, state, and local 

agencies. Testing has included tens of millions of miles and hundreds of thousands of hours of 

operation in a wide range of diesel powered equipment. Testing has been conducted in 

several countries and under variable conditions including hot and cold climate extremes. 

The testing of O2 diesel (Ethanol-Diesel fuel) was undertaken by California Air Resource Board 

(CARB) under its interim procedure for verification of Emissions Reductions for alternative 

diesel fuels. About 1.6 % reduction in oxides of Nitrogen Emissions and a 20 % reduction in 

particulate emissions and 25 % reduction in Hydrocarbon emissions were observed. The 

Department of Conservation and Natural Resources, Division of Environmental Protection, 

State of Nevada, US has also designated O2 diesel (Ethanol-Diesel fuel) as an Alternative fuel 

in Nevada’s Alternative Fueled Vehicles Fleet program. 

Diesel emissions’ contribution to poor urban air quality is the focus of Air Quality and 

Environmental Agencies around the world. Diesel emissions not only contribute to ozone 

depletion, but particulate matter (PM) from diesel exhaust has been linked to a number of 

health related issues. Many solutions proposed require large and expensive infrastructure 

investment. The time scale and cost of these approaches has led several countries to seek 

more immediate and less expensive solutions. In economies with large and ageing diesel 

fleets an oxygenated diesel fuel that provides immediate air quality benefits, is the most 

practical solution. If this solution can additionally cut oil imports and promote indigenously 

produced renewable fuel components it can make sense from both an environmental and 

economic standpoint. 

D-2. 

Mysore City environmental Scenario 

City of Mysore currently enjoys the favorable state of environment. However, rapid pace of 

socio-economic development and consequent growth in number of motor vehicles would pose 

significant pressure on urban and regional air quality particularly in the region of Mysore. 

Urban population in Mysore is growing faster. This is also leading to tremendous growth in 

number of motor vehicles in Mysore. Urban air quality is, therefore, likely to become major 

challenge the city would face in future. The current number of vehicles in Mysore city stand 

at 3.55 lakhs .For city of Mysore mode-wise, 2-Wheelers account for 80.56 % , followed by 4- 

Wheelers at 9.13 %, Trucks at 1.67 %, Buses at 0.8 %, with others vehicles at 7.85 %. 

As the city has grown up with increase in per capita income, the ownership of the vehicles 

has increased which causes intense land use and in turn generates more traffic. Although 

number of motor vehicles has increased multifold by about 25 times in the Mysore City 

between 1970 and 1996, the road capacity in older parts of the city remained same while the 

quantum of traffic has increased significantly. As a result the GHG emissions (CO2) & 

pollutants contributed by automobile exhaust are also likely to have increased. In future 

years, increased vehicle kilometers will consume more fuel and generate increased amount of 

GHG emission & criteria pollutants .To minimize the pollution loads in these cities, 

technological options will have to be explored in terms of eco-friendly alternative fuels as 

also efficient eco-friendly public transport systems in lieu of personal transport. 

Energy consumption in transport sector is also likely to increase in the coming years with the 

rapid increase in number of vehicles in Mysore city. Efforts are being made all over the globe 

to reduce the consumption of petroleum-based fuels and maximize the utilization of eco 

Page 76 of 152


77 

friendly energy sources and fuels for meeting transport energy needs. Diesel engines are 

major contributors of various types of air polluting exhaust gasses such as Particulate Matter 

(PM), Carbon monoxide (CO), Oxides of Nitrogen (NOx), Sulfur, and other harmful compounds 

besides GHG. It has been shown that formation of these air pollutants can be significantly 

reduced by blending oxygenates into the base diesel. Ethanol blended diesel (e-diesel) is a 

cleaner burning alternative to regular diesel for heavy-duty (HD) compression ignition (CI) 

engines used in buses. Although ethanol has been used as a fuel oxygenate to reduce tail-pipe 

emissions in gasoline, its use in diesel has not been possible due to technical limitations (i.e., 

blending). Commercially viable E-Diesel is now possible due to the development of additive 

systems. With the use of e –diesel significant reductions in the CO2 , PM, CO and NOx levels 

could be achieved. 

In Mysore city, demand for petroleum products for transport sector is estimated to increase 

over the next decades. In year 2007-2008 the diesel consumption of KSRTC buses in Mysore 

Division stood at 166 lakh liters, considering 10 % increase in the consumption based on the 

increased operations, this is likely to be the tune of 183 lakh liters for year 2008-2009. With 

the blending of ethanol & Solubalizer to the tune of 8.2 %, the consumption of diesel fuel 

would be reduced significantly. With the price differential between the prices of diesel and 

E-Diesel, significant savings could be achieved per annum. Therefore, Blending of Diesel with 

Ethanol for Karnataka SRTC Buses operating in Mysore region would address both the aspects 

of reducing air pollution as well as energy savings. The buses operating on a blend of 7.7% 

Ethanol, 0.5 % of Solubalizer and 91.8 % of diesel could well prove to be the solution for 

meeting both the energy as well as environmental needs. 

D-3. 

Ethanol & Diesel Blends: An Overview 

Ethanol is a clear, colorless, flammable oxygenated hydrocarbon, with the chemical formula 

C2 H5 OH. There is an important distinction between anhydrous and hydrous alcohol. 

Anhydrous alcohol is free of water and is at least 99% pure. Anhydrous ethanol is used in fuel 

blends. Hydrous alcohol contains some water and typically has a purity of 96%. In Brazil, 

hydrous ethanol is used as a 100% gasoline substitute in cars with dedicated engines. Ethyl 

alcohol as an automotive fuel replaces gasoline in dedicated internal combustion engines and 

is an effective octane enhancer when mixed with gasoline in blends of 5% to 30%. In this case 

no engine modifications are required. Ethanol easily blends with gasoline but not with diesel. 

Ethanol was initially the fuel of choice for early automobiles, but was rapidly displaced when 

low-cost gasoline was developed as a commercial automotive fuel. Ethanol made a comeback 

as an automotive fuel in the early 1980s, when the Brazilian government launched the 

Proálcool program to produce fuel ethanol from sugar cane on an unprecedented scale. 

As mentioned above, Ethanol blends are common in gasoline but it is technically more 

difficult to blend Ethanol with diesel and the mix is subject to various problems such as lack 

of stability of the blend, lower cetane values causing poor starting and operation, lower 

lubricity leading to increased component wear, increased corrosion of components, loss of 

power and lower fuel economy. 

These technical problems of using ethanol-diesel blends can be overcome in by using a 

solubiliser. The blending of Ethanol and Diesel by an electronic on-site blending equipment 

and innovative additive technology is now possible. This creates a stable clear solution of 

ethanol and diesel ready for use in diesel engines. For reasons of fuel efficiency, emissions 

Page 77 of 152


78 

performance, and economics, a 7.7 vol % fuel ethanol blend can be utilized for maximum 

benefits. 

D-3.1. 

Ethanol- Diesel Blends 

The emission and combustion benefits of oxygenating diesel fuel have been known for many 

years but until recently a commercially viable oxygenated diesel remained elusive. While 

ethanol has proven to be a technically and fiscally suitable gasoline oxygenate in numerous 

markets, it, despite many attempts, has not been suitable for diesel fuel blending. It is only 

recently, following the introduction of solubilizing additives that ethanol has seen widespread 

consideration as a diesel fuel oxygenate. 

Ethanol-diesel blended motor fuel (Ener Diesel) comprised of up to 7.7% fuel-grade ethanol 

with additive package that solubilizes ethanol in both diesel fuel, and standard on- or offroad 

diesel fuel. A solubiliser is essential for e-diesel because without it, extreme 

temperatures and condensation can cause the fuel components to phase-separate. 

It is virtually impossible to keep the diesel fuel distribution system free of water, which is 

one reason why ethanol diesel has not been commercially demonstrated as a viable fuel until 

recently. However, development of highly efficient cost-effective additive package has 

solved these concerns along with a novel method of blending the product outside of the oil 

companies. 

D-3.2. 

Benefits 

The table below gives the comparative analysis of various parameters for Compressed Natural 

Gas (CNG) and E-diesel. 

Performance 

Characteristic 

Greenhouse Gas 

Emissions 

Engine Efficiency 

(Mileage) 

Incremental Costs 

Lifecycle costs 

Table 30: Comparative analysis of various parameters for CNG & e-Diesel 

Infrastructure Costs 

Fuel Availability 

Compressed Natural Gas (Methane) 

100% Fossil Fuel (Methane has 

significantly higher negative impact 

on CO2) 

Requires Twice as Many Units of fuel 

(based on Btu content) 

Up to $0.34 per mile(Source: N.Y. 

Metropolitan Transit Administration) 

Substantially Higher Than Liquid 

Fuels 

Substantial, Requiring Large 

Government Subsidies 

Limited to Cities Near Natural Gas 

Pipeline Distribution 

E-Diesel (7.7% Ethanol in Diesel) 

Reduces CO2 Emissions by 7% or 

More – Greater if Ethanol is Biomass- 

Derived (Source: U.S. Dept. of 

Energy) 

Excellent -- Similar to Diesel 

Saving of up to 30 paise per litre 

compared to normal diesel. Saving 

dependent on ethanol price and 

diesel price. 

Similar to Diesel 

(Source: U.S. Dept. of Energy) 

Insignificant 

Universal 

In addition to environmental benefits, there are other various advantages of Ethanol-diesel 

blends such as: 

 

 

 

Enhanced lubricity 

Added Cetane 

Improved corrosion resistance 

Page 78 of 152


79 

 

 

 

 

 

 

 

Outstanding static properties 

Excellent response and power 

Maintains clean distribution system 

Maintains fuel economy 

No engine modifications required 

Increased life of engine and other components 

Increased life of engine oil 

D-3.3. 

Engine Efficiency / Performance 

Many millions of miles of fleet testing using ethanol diesel have been logged in Europe 

(Sweden, Ireland), Brazil, Australia, India (Bangalore) and the United States (Nevada, Illinois, 

Nebraska, Texas, and New York City). Sweden has tested a variant of e-diesel for many years 

in urban buses operating in Stockholm, with great success. Using Swedish Mark II diesel fuel, 

perhaps the cleanest in the world as the base, this ethanol blend has shown significantly 

improved emissions performance and reliable revenue service. 

Brazil has also pioneered the investigation of ethanol diesel since the late 1990s, 

demonstrating that a properly blended and formulated ethanol diesel can operate quite 

successfully in a very warm, humid climate. The results of U.S. e-diesel fleet testing to date 

have indicated that, a fuel with less than 8% ethanol in most applications, particularly in 

stop-and-go urban operations, has no adverse affect on fuel efficiency. 

However, e-diesel has a lower energy content (fuel ethanol has about 78,000 BTU’s of energy 

vs. “average” diesel fuel with ~128,000 BTU’s), so that the greater the concentration of 

ethanol in the fuel, the lower the energy content. The extra oxygenation from ethanol, and 

the outstanding lubricity, cetane, and detergency from the additives, help overcome fuel 

efficiency deficits. 

D-3.4. 

Engine & Materials Compatibility 

As part of an overall “no harm” testing program undertaken by several ethanol diesel product 

developers, several 1000-hr. engine durability tests on e-diesel have been undertaken in the 

U.S. since 1998. Durability is an important criterion for OEMs that require such data to 

determine the compatibility and durability of fuels in a given engine under heavy load 

conditions. Results of several of these tests to date have found that all fuel pumps, 

injectors, rods & bearings, and other components were “normal” and “no excessive wear was 

found” relative to the expected results using conventional diesel fuel. 

Through multiple field demonstrations and commercial fleet sales the e-diesel blend has 

accumulated many hundreds of thousands of hours of “real world” no harm data. Extensive 

materials compatibility tests were recently carried in Germany by a internationally 

recognized third party.. The tests showed that from a materials compatibility standpoint e- 

Diesel performed no worse than the base diesel. 

D-3.5. 

Fuel Properties 

E-Diesel exhibits a number of properties that are very desirable for fleet operators. Also, 

there are several looming issues associated with the required introduction of low sulfur diesel 

(LSD), with a sulfur content that cannot exceed 350 parts per million and (ultimately 50ppm 

by 2010 in Bharat stage IV for identified cities) can be addressed by e-diesel. One of which is 

Page 79 of 152


80 

fuel lubricity, which is degraded significantly in ULSD unless modified with additives. E- 

diesel more than solves this problem by imparting a substantial increase in lubricity without 

the need for additional additives. E-diesel blends have been shown to provide excellent 

corrosion protection, a factor that is crucially important to fleet operators such as Karnataka 

SRTC. This added degree of natural protection ensures that e-diesel can be classified legally 

as a “premium” diesel fuel in many markets. 

After years of development and technical achievement, ethanol-diesel blended motor fuels 

are beginning commercialization in developed and developing nations alike. All remaining 

technical challenges are being addressed on a global basis by some of the world’s most 

respected fuel and fuel additive manufacturers, developers, and suppliers. More than 

sufficient supplies of fuel ethanol, and the additive components would make it work as an 

effective diesel fuel component. E-diesel can immediately be employed as part of a 

comprehensive urban environmental strategy to reduce harmful emissions from a wide-range 

of diesel-powered equipment, both on- and off-road, in a cost-effective manner without fuel 

supply or equipment infrastructure modifications. In addition to environmental benefits, E- 

diesel provides nations another option for their energy portfolios, which will help diversify its 

sources of energy while modulating the impact of fluctuating world crude oil prices. Also, an 

effective renewable energy strategy that includes new bio-fuels (including ethanol) 

production provides nations with a means of stabilizing agriculture commodity prices, 

improving their manufacturing sector, and creating new employment opportunities. 

Industry specification of Denatured Anhydrous Ethanol based on IS: 15464:2004 is appended 

at Enclosure ‘2’. 

D-4. 

Studies using E-Diesel across the world 

a) Air Resource Board’s (ARB) , California, has reviewed the data submitted by 

O2 diesel Inc and verified the results in a 1.6 percent reduction in oxides of 

nitrogen emissions and 20 percent reduction in PM and 25 percent reduction in 

HC with no net increase in toxicity. Division of Environmental Protection, 

Department of Conservation and Natural Resources, State of Nevada has also 

reviewed the data and finds that O2 Diesel (Ethanol and Diesel fuel) meets the 

requirements of NAC 486 A.140. They have also designated the O2 diesel fuel 

as an alternative fuel. NAC 486 A.140 requires that to be designated as an 

alternative fuel, the fuel must reduce the emissions of one or more regulated 

pollutants compared to the emissions generated by the fuel being replaced 

and not to cause emissions that exceed the tailpipe emissions standards listed. 

b) Studies in Indian context: Karnataka SRTC is successfully operating 2100 buses 

at its 20 depots; on Ethanol-Diesel blends (8.2 % ). The results from operation 

of these buses are encouraging in terms of emission reductions added with 

environmental and social benefits. 

D-5. 

Social, environmental & economical Benefits 

Fossil fuel combustion in the transportation system is a major cause of outdoor air pollution. 

Air quality improvement requires additional policies and technological upgrades in fuels and 

vehicle engines. The project would simulate the environmental and social impacts resulting 

from the use of a stabilized diesel/ethanol mixture in the KSRTC bus fleet in its Mysore 

division. The evaluation will be carried out to show reductions in air pollutants, mainly PM10, 

Page 80 of 152


81 

which would help avert a number of disease events and deaths, as estimated through doseresponse 

functions of epidemiological studies on respiratory and cardiovascular diseases. 

Valuation of the impacts using an environmental cost-benefit analysis considering operational 

installation, job generation, potential carbon credits, and health costs and also adding the 

estimated qualitative benefits to the quantitative ones, the project's benefits would far 

outweigh the measured costs. Mysore region would benefit from ethanol use, producing 

environmental, health and socio-economic gains, the three pillars of sustainability. 

The development of bio fuels (Ethanol) is likely to have significant social impacts, including 

job creation (quality and permanence), social responsibility and social equity, including issues 

such as wealth distribution to rural communities. The rural poor in India who are mainly 

farmers are involved with agricultural production and are likely to gain from the development 

of Ethanol. 

During site visit to one of the 4 depots where the preparation of the diesel/bio-fuel mix is 

proposed, KSRTC informed that facilities are registered with the Pollution Control Board and 

operate with valid consents. On the issue of oil waste and vehicle washing waste, KSRTC also 

shared information about the facilities for recycling waste from the workshop and the 

disposal of washing area waste which is disposed of on approved sites. 

It is necessary for KSRTC to commit all its 4 depots in Mysore certified to ISO 14001 processes 

in set timelines so that this activity is completed in time for the operations to begin. On 

construction impacts, the relevant measures included in the ESMF for the entire project 

would be applied. On construction impacts, the relevant measures included in the ESMF for 

the entire project would be applied. 

D-5.1. 

Safety Aspects in Ethanol-Diesel Blends: 

Ethanol and diesel are typically immiscible fluids due to their high molecular weight 

difference and the polarity of ethanol’s alcohol group. As mentioned in earlier, fuel additives 

must be added to facilitate mixing of the two fuels. Though apparently miscible with the 

additives, the ethanol and diesel in the blends retain their own vapor-liquid equilibrium 

characteristics. Therefore, at ambient temperatures, mainly ethanol resides in the headspace 

of E-Diesel blends. This makes the diesel fuel a more flammable liquid when blended with 

ethanol. Therefore, the flammability properties of E-Diesel are a significant technical 

challenge from a safety standpoint. 

At typical ambient temperatures (70 - 72°F), the vapor pressure of E-Diesel is 0.925 - 0.988 

psi, which lies at ethanol’s stoichiometric concentration in ambient air (6.5%). The 

flammable temperature range for ethanol once it has reached equilibrium inside a closed 

container (e.g. fuel tank) is approximately 51° - 106°F, based on flammability limits and 

vapor pressure data. The flammable temperature range at equilibrium in a closed container 

for diesel is approximately 148° - 302°F, and for gasoline is approximately -40° - 0° F. This 

shows that ethanol, and therefore E-Diesel, is most flammable over a more significant range 

of temperatures, posing a greater safety hazard in a closed container. Although ignition of 

the diesel can easily occur at the mouth of the fill neck, it is virtually impossible for ignition 

to propagate down the fill pipe and into the fuel tank, since the fuel mixture is too rich (not 

enough oxygen). 

With ethanol fuel, however, ignition could easily propagate down a fill neck and into the fuel 

tank at typical ambient temperatures, causing the fuel tank to catastrophically fail. The low 

Page 81 of 152


82 

flash points of ethanol and vehicle tank vapor flammability are the most important aspects of 

e-diesel that needs to be addressed from the safety standpoints. 

E-diesel fuel blends pose a much larger hazard from a fire-safety standpoint than diesel or 

gasoline, due to the fact that their vapors are most explosive at typical ambient 

temperatures. Safe onboard storage poses a significant technical challenge. However, the use 

of properly sized flame arresters in fill necks help minimize these risks. The Annexure ‘A’ and 

Annexure ‘B’ depicts the details about Assembled Cast and Rolled Filler Neck with Flame 

Arrestor respectively. 

D-5.2. 

Environmental Impact Assessment 

The environmental benefits of Ethanol blended with diesel appear during the combustion in 

the engine itself. The use of ethanol would results in a closed carbon cycle, since the 

emitted amount of CO2 is as much as the plant absorbed during its vegetation. 

Due to the low or zero content of pollutants such as sulfur in ethanol, the pollutant (SO2 

etc.) emission is much lower than the emission of conventional fuels. 

The impacts of use of ethanol in diesel are enumerated below; 

 

 

 

 

Closed carbon cycle, reduced CO2 emissions. 

No sulfur content, no SO2 emission, very low NOx, CO, soot emission. 

Better energy balance than conventional fuels. 

Bio-fuel (Ethanol) is biological degradable. 

D-5.3. 

Emission Benefits 

The emission inventory has been worked out for without project and with project scenario for 

the four key pollutants namely CO, HC, NO x and PM. The reductions for these four pollutants 

are expected to the tune of 40%, 50%, 2% and 50 % respectively, with the implementation of 

project with the use of e-Diesel and Diesel Particulate Filter (DPF). 

Emission inventory in tonnes/ year is calculated on the basis of following formulae for CO, 

HC, NO X and PM. 

Emission = 

VKT x EF x DF 

= Vehicle Kms travelled per year x EF x DF 

Where, EF= Emission Factor , DF = Deterioration Factor 

Vehicle Kms traveled per annum are taken as 100,000 Kms for all the buses currently 

operating in Mysore Division. 

The ratio of the buses for 0-5 years & 5-10 years brackets on the basis of current bus 

population is taken as 85 % /15 %. 

The Emission Factors (EF) in Gms/ km and Deterioration Factors (DF) for both the age 

brackets has been prepared on the basis of ‘Transport Fuel Quality for year 2005” report by 

Central Pollution Control Board, New Delhi, is as given below 

Page 82 of 152


83 

Emission Factors: 

Table 31: Emission factors 

CO HC PM 

Age Bracket of Buses, 

years 

Emissions, Without 

Project, gms/km 

Emissions* With 

Project, gms/km 

0-5 5-10 0-5 5-10 0-5 5-10 0-5 5-10 

3.6 4.5 0.87 1.21 12 16.8 0.56 1.6 

2.16 2.7 0.43 0.60 11.76 16.46 0.28 0.8 

* The reductions for CO, HC, NO x and PM are assumed to the tune of 40%, 50%, 2% and 50 % respectively as mentioned above 

Deterioration Factors (DF): 

Sl 

.No. 

Table 32: Deterioration factors 

Age Bracket Pollutant DF 

1 0-5 years 

2 5-10 years 

PM 1.19 

CO 1.015 

HC & NOx 1 

PM 1.355 

CO 1.18 

HC & NOx 1 

Note: No change in DF is assumed for both with and without project scenario 

Based on the above working Emission Inventory has been worked out. 

depicts the details of same. 

The Table below 

Table 33: Working emission inventory 

Pollution 

Load 

Without 

the 

project 

With the 

project 

Differential 

Load With 


Type 

Year 

1 

Year 

2 

Year 

3 

Year 

4 

Year 

5 

Year 

6 

Year 

7 

Year 

8 

Year 

9 

Year 

10 

CO 102.7 113.0 124.3 136.7 150.4 165.4 182.0 200.2 220.2 242.2 

HC 25.3 27.9 30.6 33.7 37.1 40.8 44.9 49.4 54.3 59.7 

NOX 349.8 384.8 423.3 465.6 512.1 563.4 619.7 681.7 749.8 824.8 

PM 19.7 21.7 23.8 26.2 28.8 31.7 34.9 38.4 42.2 46.4 

CO 61.6 67.8 74.6 82.0 90.2 99.3 109.2 120.1 132.1 145.3 

HC 12.5 13.8 15.2 16.7 18.3 20.2 22.2 24.4 26.9 29.5 

NOX 342.8 377.1 414.8 456.3 501.9 552.1 607.3 668.0 734.8 808.3 

PM 9.8 10.8 11.9 13.1 14.4 15.9 17.4 19.2 21.1 23.2 

CO 41.1 45.2 49.7 54.7 60.2 66.2 72.8 80.1 88.1 96.9 

HC 12.8 14.1 15.5 17.0 18.7 20.6 22.7 24.9 27.4 30.2 

NOX 7.0 7.7 8.5 9.3 10.3 11.3 12.4 13.7 15.0 16.5 

PM 9.8 10.8 11.9 13.1 14.4 15.9 17.4 19.2 21.1 23.2 

As detailed above, there will be significant reductions for CO, HC and PM, with the use of e- 

Diesel and Diesel Particulate Filter (DPF), i.e. with project there will be significant 

reductions in overall pollution loads from the buses operating in Mysore region. There will be 

marginal reductions in NO x as well, as detailed above. 

D-6. 

Ethanol: Supply Scenario in India 

Page 83 of 152


84 

With 14.1 per cent growth (2007) in the manufacturing sector, 14 per cent (2006) in the 

service sector, and an agriculture sector that is beginning to finally look up, the Indian 

economy needs all the energy it can get to sustain the growth momentum. However, 

enshrouded in the figures of the galloping Indian economy is the precarious energy situation 

that the country faces. 

Coal comprised half of India's 15.734 EJ (exajoule)/ 325 mtoe (million tons of oil equivalents) 

primary energy consumption in 2004, used for running most of its power plants. Crude Oil and 

its products, which fuel the transport sector, contributed 36 per cent. Natural Gas, used 

mainly in the fertilizer sector, had a share of 8 per cent, while renewable energy (including 

Nuclear Energy) comprised a miniscule 4 per cent in the total energy mix. It is thus evident 

that India is primarily a coal-based economy. The second more worrisome aspect of India’s 

energy economy is the reliance on crude oil and its products. India imports 73 per cent of its 

crude oil requirement, and this is expected to reach 90 to 93 per cent by 2031-32. It is also 

worth noting that most of India’s oil imports come from the politically unstable countries of 

West Asia and Nigeria, rendering India’s supply security precarious. Further, as crude oil has 

crossed the US $125 a barrel mark, the import bill for crude oil imports will face some drastic 

upward revision. 

Evidently, any alternate to such an expensive and environmentally degrading energy mix with 

insecure supply options would be welcome. Among all sources of bio-energy, ethanol has the 

maximum global presence. The global production of alcohol in 2005 was 41 million kilolitres 

of which 70 per cent was used as fuel. Reeling under the pressure of the spike in 

international crude oil prices and the increasingly unstable political situation in West Asia, 

there has been an increased international momentum towards Ethanol. 

India is the fourth largest producer of ethanol in the world. Unlike Brazil, where ethanol is 

produced directly from sugar cane juice, and the United States, which uses corn for 

production, India produces ethanol from bagasse. Bagasse, or molasses, is the waste product 

after the extraction and refining of sugar from sugar cane. Ethanol production in India 

therefore has a marked advantage as its production could potentially leave sugar prices 

unaffected. Further, by blending diesel with 7.7 per cent ethanol for buses of Mysore division 

15 lakh litres of diesel could be saved annually by Karnataka SRTC. Apart from increasing 

India’s energy security, Ethanol production can also generate rural employment. 

The annual projected growth rate in the area under sugarcane at 1.5% per annum has doubled 

during the last five years. This is because it is considered to be an assured cash crop with 

good returns to the Farmers vis-à-vis other competing crops. 

Molasses production in India has increased. It is therefore evident that along with sugarcane 

production, phenomenal growth is also taking place in the production of molasses, the basic 

raw material for the production of ethanol from sugarcane. Of course, there are also other 

agro routes available to produce ethanol. The current availability of molasses and alcohol 

would be adequate to meet the requirement of usage of ethanol as a fuel after fully meeting 

the requirement of the chemical industry and potable sectors. 

Capacities for supply of ethanol in India are in the process of building up. About 11 factories 

in Uttar Pradesh will be adding facilities to produce about 75 million litres of anhydrous 

alcohol. Similarly about 7 units in Tamil Nadu (production capacity of 62.5 million litres of 

anhydrous alcohol); 8 in Karnataka (anhydrous alcohol production capacity of 66.5 million 

Page 84 of 152


85 

litres); and 4 units in Andhra Pradesh (capacity of over 40 million litres) are enhancing their 

capacities. Similar steps have also be taken up by the cooperative sector units in 

Maharashtra, Punjab and UP. 

There is considerable scope for further reduction in the cost of production of both sugarcane 

and sugar in India with liberalization of controls on the sugar industry with the resulting 

reduction in costs for ethanol. Consolidation of land holdings and corporate farming on the 

raw material side and expansion of capacity on the unit size are important developments and 

would lead to substantial improvements in productivity, thereby rendering India a costeffective 

producer of sugar and Ethanol in the world. 

The area under sugarcane is presently less than 2% of total cultivable area in the country and 

about 3% of the irrigated area. There is considerable scope for increasing the area under 

sugarcane considering the fact that it is more profitable compared to other crops. 

D-7. 

Ethanol Diesel – Solution Framework 

In Mysore, KSRTC is operating intercity as well as intra city services. The numbers of routes 

operated in the Mysore region are about 795. There has been a steady increase in the no. of 

passengers using the bus. This is primarily due to nearly constant fares over the years and 

increase in the bus routes as per the growing demand for the bus transport. 

Since 1994-95 onwards there has been a steady increase in the fleet. The average fleet held 

increased by 1.75% in the initial years to 3% in the recent years. The increase in the fleet is 

accompanied by the increased percentage fleet utilization. The average age of the fleet is 

approximately 4.35 years over the last decade. Overall picture of increased percentage 

utilization, acquisition of fleet and the average age resulted into increased reliability of 

services. 

As mentioned above, currently Mysore Division of Karnataka SRTC operates 795 buses. 

Majority of these vehicles are either EURO I or EURO II vehicles .The actual smoke level 

observed on these vehicles is well within the prescribed limit of 65 HSU, except few stray 

cases, which are sent for rectification and tested again for smoke levels. Out of 795 buses, 

about 750 buses will be run on the blend of Ethanol- Diesel. For the fuelling of the buses for 

ethanol-diesel blends, necessary infrastructure changes at four depots of Karnataka SRTC at 

Mysore will be undertaken. 

The blending of Ethanol and Diesel will be done by an external independent agency with 

capacity of proprietary electronic on-site blending equipment and innovative multi-patented 

additive technology. A stable clear solution of ethanol and diesel will be used for fuelling 750 

buses. To achieve maximum benefit in terms of fuel efficiency, emissions performance, and 

economics, a 7.7 vol% fuel ethanol blend will be utilized. The Specialized on-site ethanol 

storage tanks will be installed along with state-of-the-art computerized blending equipment, 

which will automatically blend diesel, ethanol and the patented additive into a clear stable 

solution prior to being dispensed into the tank of the vehicle. Delivering the solution in this 

manner will eliminate contamination of the fuel blend with water, which is normally found in 

the diesel storage tanks. 

Page 85 of 152


86 

The patented additive technology will offer enhanced fuel characteristics including 

substantially increased lubricity, conductivity and anti-corrosion properties. 

Figure 18: Onsite tank to be installed at depots & computerized blending equipment 

State- of- Art computerized blending Equipment 

Monitoring of all the buses for smoke levels will be carried out on monthly basis. Past data of 

smoke levels will be compared to establish the benefits in terms of emission reductions. 

Ethanol-diesel fuel, ignition could easily propagate down a fill neck and into the fuel tank at 

typical ambient temperatures, causing the fuel tank to catastrophically fail. To avoid any 

such eventuality, diesel tanks of all the vehicles will be fitted with flame arrestors. 

D-7.1. 

Life Cycle Analysis (LCA) 

D-7.2. 

For evaluating the natural resource requirements and environmental impacts from the whole 

life cycle of ethanol, LCA, an established technique will be used. Data on the life cycle of the 

Ethanol as well as the complete network of products and services used for its provision will 

be collected and analyzed. LCA analysis will focus on land use, primary energy and GHG 

emissions, and will provide a highly effective means of estimating total GHG emissions 

reductions and energy resource depletion associated with the production and utilization of 

Ethanol. These estimates will be calculated relative to the diesel fuel that ethanol would 

potentially replace. 

Functional Specification of Stores 

1. Specialized on–site Ethanol Storage Tanks 

a) The tanks shall be made from either of stainless steel or fiber glass (using 

resins compatible with ethanol). 

b) The tanks shall be fitted with conservation vents. It should be so configured to 

allow venting, in case the pressure in the tanks exceed 1-3 psi ( 7-21 kPa ) and 

when the vacuum in the tank exceeds 5-10 cm ( 2-4 in ). 

c) The tanks shall be provided with all the necessary accessories such as External 

emergency valve, Manual ball valve, solenoid valve, splitter valve, fuel 

dispenser, vapour recovery nozzle, dispensing pumps, fire suppression nozzle, 

and fuel pick up tube, drop tube filling port and gauges etc. 

Page 86 of 152


87 

d) The tank shall be of capacity of 1000 liters. 

2. Computerized Blending equipment 

a) Computerized blending equipment shall be of high accuracy. 

b) It must be able to carry out homogenous blending of all components, i.e. it 

should be able to automatically blend diesel, ethanol and the solubiliser into a 

clear stable solution prior to being dispensed into the tank of the vehicle. 

c) It should be able to eliminate contamination of the fuel blend with water. 

d) It must be fully automatic and shall operate without human intervention. 

3. Diesel particulate Filter (DPF) 

a) A DPF an innovative system for removing soot from the diesel exhaust 

b) DPF should control diesel particulate matter emissions by physically tapping 

the particles in its structure 

c) Buses fitted with the DPF should not provide any operational problems. Buses fitted with 

DPF in KSRTC have been a success. 

4. Flame Arrestor 

a) The Flame arrestor fitted on fuel tanks must be able to stop flame 

propagation. 

b) It should be made of suitable material such as carbon steel / aluminum so as 

to have superior mechanical Strength and corrosion resistance. 

D-7.3. 

Environment Management 

Karnataka SRTC is committed to make all its four depot at Mysore division ISO 14001 

certified. The process for ISO certification has been initiated and the four depots will be ISO 

14001 certified by March 2009. 

D-8. 

Cost Estimates & Funding Plans 

Total Project Cost: 357.00 Lakhs 

Item wise break-up of Project Costs: 

Items 

Cost in Rs. 

Lakhs 

Flame Arrestor 53.90 

DPF 201.00 

Tanks 60.00 

Consultancy 25.20 

Total Project Cost 340.10 

Contingency @ 5% 17.00 

Total 357.10 

Page 87 of 152


88 

Table 34: 1 - Assumptions for working out the EIRR 

Item Number Units 

Projected Growth in Buses 10% percent 

Kms Traversed per Bus 100,000 Kms/bus/year 

Cost of HSD 36.62 Rs/ litre 

Bio Ethanol Mix 

Percentages 

Diesel 91.8 percent 

Ethanol Mix 7.7 percent 

Solubalizer 0.5 percent 

Prices of components of 

Ethanol mix 

Diesel 36.62 Rs. Per Litre 

Ethanol Mix 22.66 Rs. Per Litre 

Solubalizer 151.00 Rs. Per Litre 

Actual Consumption in 

Mysore in July 2008 

16.60 

Data From 

KSRTC 

Table 35 Emissions load from Bus without the Project 

Emissions Gms/ Kms CO HC NO x PM 

New Bus 3.6 0.87 12 0.56 

Old Bus 4.5 1.21 16.8 1.6 

Table 36 Emissions Load from bus with the Ethanol mix 

Emissions Gms/ Kms CO HC NO x PM 

New Bus 2.16 0.43 11.76 0.28 

Old Bus 2.7 0.6 16.46 0.8 

Table 37 Accessories that are to be Placed on Vehicles 

Item 1 Flame Arrestor 5600 Rs. per Item Life 10 years 

Item 2 Diesel Particulate Filter 60000 per Item Life 7 years 

The basis of the unit rates is as given below: 

 

 

 

Specialized on-site ethanol storage tanks and State-of-the-art computerized blending 

equipment: On the basis of established units at Bangalore Central division, Bangalore, 

Karnataka SRTC. 

Solubiliser: The details are appended at Annexure ‘C’. 

Flame Arrestor: The quotation from M/s Energenics is appended at Annexure ‘C1’. 

D-9. 

Fund Flow Pattern: 

The funds for specialized on-site ethanol storage tanks and State-of-the-art computerized 

blending equipment and Flame Arrestors to be fitted on fuel tanks of buses will be required in 

the first quarter itself of Year 1 of the project (80.00 lakhs). For the supply of solubiliser a 

detailed schedule will be worked out depending on the requirement for the individual depots 

at Mysore city for the three years duration and the same will be incorporated in RFP. 

1. Schedule for Financial Contribution and Sources (in Rs. Lakhs) 

Table 38: Schedule for financial contribution and sources for eDiesel 

Sl. No. Source 

Year 1 

Quarter 1 Quarter 2 Quarter 3 Quarter 4 

Year 2 Year 3 Total 

Page 88 of 152


89 

Year 1 

1 GEF & GOI 20.02 69.64 21.76 21.76 88.79 88.79 310.76 

2 Government of Karnataka 1.49 5.18 1.62 1.62 6.61 6.61 23.12 

3 KSRTC 1.49 5.18 1.62 1.62 6.61 6.61 23.12 

Total 23.00 80.00 25.00 25.00 102.00 102.00 357.00 

D-10. Economic and Financial Analysis 

The Mysore region, in year 2007-2008 the diesel consumption of KSRTC buses in Mysore 

Division stood at 166 lakh liters, considering 10 % increase in the consumption based on the 

increased operations, this is likely to be the tune of 183 lakh liters for year 2008-2009. With 

the blending of ethanol & Solubiliser to the tune of 8.2 %, the consumption of diesel fuel 

would be reduced significantly. With the price differential between the prices of diesel and 

E-Diesel, significant savings could be achieved per annum. 

The detailed analysis of economical and financial gains by use of E-diesel is elaborated 

below: 

Cost 

Item 

Table 39 Base Rolling Stock used for the EIRR 

Buses in 

the year 

Flame 

Arrestors in 

the year 

Cumulative 

DPF 

Additional 

Buses in 

the year 

Kms 

Traversed 

millions 

Year1 795 795.0 275.0 0.0 79.5 

Year2 874 79.5 302.5 27.5 87.5 

Year3 962 87.5 332.8 30.3 96.2 

Year4 1058 96.2 366.0 33.3 105.8 

Year5 1164 105.8 402.6 36.6 116.4 

Year6 1280 116.4 442.9 40.3 128.0 

Year7 1408 128.0 487.2 44.3 140.8 

Year8 1549 140.8 535.9 48.7 154.9 

Year9 1704 154.9 589.5 53.6 170.4 

Year10 1874 170.4 648.4 58.9 187.5 

Year11 1875 0.4 0.0 0.0 187.5 

Year12 1875 0.0 0.0 0.0 187.5 

Year13 1875 0.0 0.0 0.0 187.5 

Year14 1875 0.0 0.0 0.0 187.5 

Year15 1875 0.0 0.0 0.0 187.5 

Table 40 Cost of Diesel Without the Project 

Period 

Diesel 

Consumption 

(mil litres) 

Cost Of Diesel 

(Rs.mil) 

Year 1 16.60 607.89 

Year 2 18.26 668.68 

Year 3 20.09 735.55 

Year 4 22.09 809.10 

Year 5 24.30 890.01 

Year 6 26.73 979.02 

Year 7 29.41 1076.92 

Year 8 32.35 1184.61 

Page 89 of 152


90 

Year 9 35.58 1303.07 

Year 10 39.14 1433.38 

Year 11 43.06 1576.72 

Year 12 47.36 1734.39 

Year 13 52.10 1907.83 

Year 14 57.31 2098.61 

Year 15 63.04 2308.47 

Page 90 of 152

Table 41 Savings with the use of Bio Diesel 

Without the Project With the Project 

Cost Of 

Diesel (Rs. 

mil) 

Diesel 

Consumption 

mil litres 

Bio Fuel - Consumption Cost of Bio Fuel Total Bio 

Fuel Cost 

Savings 

Rs. 

Million 

Period 

Diesel Ethanol Mix Solubalizer Diesel Ethanol Mix Solubalizer 

Year 1 16.60 607.89 15.24 1.28 0.08 558.04 28.96 12.53 599.54 8.35 

Year 2 18.26 668.68 16.76 1.41 0.09 613.85 31.86 13.79 659.50 9.19 

Year 3 20.09 735.55 18.44 1.55 0.10 675.23 35.05 15.16 725.45 10.10 

Year 4 22.09 809.10 20.28 1.70 0.11 742.76 38.55 16.68 797.99 11.11 

Year 5 24.30 890.01 22.31 1.87 0.12 817.03 42.41 18.35 877.79 12.23 

Year 6 26.73 979.02 24.54 2.06 0.13 898.74 46.65 20.18 965.57 13.45 

Year 7 29.41 1076.92 27.00 2.26 0.15 988.61 51.31 22.20 1062.12 14.79 

Year 8 32.35 1184.61 29.70 2.49 0.16 1087.47 56.44 24.42 1168.34 16.27 

Year 9 35.58 1303.07 32.67 2.74 0.18 1196.22 62.09 26.87 1285.17 17.90 

Year 10 39.14 1433.38 35.93 3.01 0.20 1315.84 68.30 29.55 1413.69 19.69 

Year 11 43.06 1576.72 39.53 3.32 0.22 1447.42 75.13 32.51 1555.06 21.66 

Year 12 47.36 1734.39 43.48 3.65 0.24 1592.17 82.64 35.76 1710.56 23.82 

Year 13 52.10 1907.83 47.83 4.01 0.26 1751.38 90.90 39.33 1881.62 26.21 

Year 14 57.31 2098.61 52.61 4.41 0.29 1926.52 99.99 43.27 2069.78 28.83 

Year 15 63.04 2308.47 57.87 4.85 0.32 2119.17 109.99 47.59 2276.76 31.71


92 

Table 42 Savings Due to Reductions in Pollution load 

CO HC NOX PM Total Benefits 

Rs. Millions 

Year 1 1.84 0.86 0.33 0.49 3.53 

Year 2 2.02 0.95 0.37 0.54 3.88 

Year 3 2.23 1.04 0.41 0.60 4.27 

Year 4 2.45 1.15 0.45 0.66 4.70 

Year 5 2.69 1.26 0.49 0.72 5.17 

Year 6 2.96 1.39 0.54 0.80 5.69 

Year 7 3.26 1.52 0.59 0.88 6.25 

Year 8 3.59 1.68 0.65 0.96 6.88 

Year 9 3.95 1.85 0.72 1.06 7.57 

Year 10 4.34 2.03 0.79 1.17 8.32 

Year 11 0.00 0.00 0.00 0.00 0.00 

Year 12 0.00 0.00 0.00 0.00 0.00 

Year 13 0.00 0.00 0.00 0.00 0.00 

Year 14 0.00 0.00 0.00 0.00 0.00 

Year 15 0.00 0.00 0.00 0.00 0.00 

Table 43 Capital and Capex Replacement 

On Vehicle Costs Rs. Millions 

Capex 

Replacement 

Flame 

Arrestor 

DPF Item 1 Flame 

Arrestor 

Item 2 

DPF 

Year1 4.45 16.50 

Year2 0.45 1.65 

Year3 0.49 1.82 

Year4 0.54 2.00 

Year5 0.59 2.20 

Year6 0.65 2.42 

Year7 0.72 2.66 

Year8 0.79 2.92 16.50 

Year9 0.87 3.22 1.65 

Year10 0.95 3.54 1.82 

Year11 0.00 0.00 4.45 2.00 

Year12 0.00 0.00 0.45 2.20 

Year13 0.00 0.00 0.49 2.42 

Year14 0.00 0.00 0.54 2.66 

Year15 0.00 0.00 0.59 2.92 

D-11. Procurement Plan and implementation process 

For supply of specialized on-site Ethanol Storage Tanks and State-of-the-art Computerized 

Blending Equipment, Flame Arrestors on fuel tanks of buses and Solubiliser for Blending of 

Ethanol and Diesel , A global tender shall be floated against the functional specification of 

individual stores as detailed below in E-4. The details of guidelines to tenders, terms and 

conditions of contract, the stores requirement are given at Annexure ‘D’. 

The actual receipt of stores for the project components would commence from the receipt of 

specialized on-site ethanol storage tanks and State-of-the-art computerized blending 

Page 92 of 152


93 

equipment. Simultaneously Flame arrestors would also be purchased and process of fitment 

of it on buses would commence. For the supply of solubiliser a detailed schedule would be 

provided to the contractor/s depending on the requirement for the individual depots at 

Mysore city. . The project would commence in August 2008 and would be completed by 

August 2011 (Three year Period). The procurement and implementation plan is given at 

Annexure ‘E’. 

D-12. Environment & Social Issues 

The project of ITS & Bio-fuel component for Mysore city is aimed to be implemented with the 

existing facilities. It will not involve additional requirement of land & consequently there will 

be no displacement in implementation of this project either at the time of implementation or 

in the future. 

This project has no negative issues with respect to environment & social impacts, it is 

expected to have more positive impact on environment of social issues. The implementation 

of this project will ensure the environment & social well being at the local, regional, national 

& global level. 

Page 93 of 152


94 

E: Overall Project Economic & Financial analysis 

The total capital cost of Intelligent Transport System and bio-fuel project works out Rs.14.33 

Crores and the Operating costs works out Rs. 7.97 Crores with a total outlay of Rs. 22.70 

crores spread over a three year period. This includes a contingency cost @ 5% of Rs. 1.08 

Crores. A quick overview of the Project outlay is provided below: 

Project Items -> 

Capital Costs (in Rs. 

Lakhs) 

Operating costs (in 

Rs. Lakhs) 

Year ITS Bio-Fuel ITS Bio-Fuel 

Year 1 1,006.92 296.02 249.74 - 

Year 2 26.07 20.95 252.85 - 

Year 3 29.89 23.05 256.46 - 

Total 1,062.88 340.02 759.05 - 

5% contingency 53.14 17.00 37.95 - 

1,116.02 357.02 797.00 - 

Total in 

Rs. 

Lakhs 

Total Capex / Opex 1473.05 797.00 2270.05 

Total ITS Project Outlay 1,913.03 

Total Bio-Fuel outlay 357.02 

Grand Total 2,270.05 

E-1. 

Summarized Fund Flow Statement for ITS & e-Diesel 

The overall project cost can be broadly divided into two categories. These categories include 

the material costs (procurement of material including software procurement) and service 

costs (deployment, installation and integration). The fund flow pattern identifies the 

necessary funds required at every stage of the project with respect to the activities 

identified in the Gantt chart. All the material costs have to be incurred against the purchase 

order raised. The service costs will be met according to the flow of activities identified in 

every quarter of the Gantt chart. In case the procurement and installation of an item occur 

simultaneously, the expenditure procedure will be similar to material costs. The cost of 

project monitoring and evaluation study will be met during the 3 rd year of the project. The 

Project Management consulting charges will be paid at 80% during the first year, 10% during 

the second year and the balance 10% during the third year. 

E-1.1. 

Fund Flow 

Towards this project, the World Bank would be providing a grant of Rs. 8 Crores and the 

balance of Rs.14.70 Crores is proposed to be shared in the following manner: 

Table 44: Extent of World Bank grant 

# Grants Rs. In Lakhs 

1 Total project outlay 2,270.05 

2 World Bank Grant 800.00 

3 Balance 1,4705.05 

Page 94 of 152


95 

Sl. 

No. 

Agency 

Table 45: Capital flow for ITS and environmental project 

Project Contribution 

Source 

Amount 

(Rs. Lakhs) 

% Share by 

Specific Source 

Balance to be shared by 1,4705.05 

1 GEF & GOI GEF + GOI Funding 1176.05 80% 

2 Government of Karnataka Grant towards its share 147.00 10% 

3 KSRTC Grant towards its share 147.00 10% 

4 Total 1470.05 100.00 

E-2. 

Analysis Objectives 

The analysis has three objectives: 

a) Addressing the Economic Internal Rate of Return on the ITS project 

b) Providing a gist of the non-quantifiable benefits of the project 

c) Response to the Questions from the project appraisal team on an earlier 

version of the Project report 

(1) Section A provides the Economic and Financial Analysis 

(2) Section B provides the Non- Quantifiable benefits 

(3) Section C provides the Response to the specific questions from project 

appraisal team 

Economic and Financial Analysis for the ITS project has been reworked based on the feedback 

received. The workings focus on the following: 

d) A.1: Framework of the analysis 

e) A.2: Data available and used for the analysis 

f) A.3: Cost and benefits of the project and associated assumptions 

g) A.4: EIRR and NPV of the project 

h) A.5: Scenario Analysis and conclusions on Project Viability 

E-3. 

Framework of analysis 

The framework of the EIRR analysis was finalized after going through papers of similar 

implementation globally. The literature survey was mainly focused on “before” and “after” 

studies as well as behavioural studies. A common thread across these papers revealed that 

there are significant benefits of ITS implementation. In fact, the intangible benefits 

outnumber the tangible (read “monetize-able”) benefits warranting a separate section B in 

this document. 

As a second element of the framework, identifying and mapping all the costs and benefits of 

the projects components were carried out. The broad categorization revealed, categorization 

of these costs and benefits, monetizing these costs in rupee terms over the project life cycle 

of 15 years. 

Page 95 of 152


96 

Figure 19 EIRR framework 

E-3.1. 

Cost of the Project 

The costs of the project are categorized as: 

1. The Costs of the project are based on the tentative Bill of Material and Quantities as 

indicated in the earlier version of the report. These costs are classified as Capital 

Expenditure for all initial investment. The estimated costs were obtained as budgetary 

quotes by KSRTC for the Detailed Project Report from Hewlett Packard. The other 

onetime costs viz, Pre project expense at 2% of the costs, and Project Management 

expenses at 6% of the costs were also capitalized. This summarizes the Capital 

Expenditure on the project. 

2. The operating costs of ITS infrastructure were taken into account and include, 

Maintenance, additional human resources required and categorized as Operating 

Expenses. The estimates for these were taken from the earlier version of the report 

that was arrived after detailed discussions with KSRTC. 

3. Considering that this project has significant technology components, and that 

technology changes are inevitable, there would be a requirement for the project to 

replace the capital equipment. The technology changes are rapid and progressive and 

project such as ITS for Mysore would need capital funds infusion to keep the services 

relevant through better technology components. Further, as has been the experience in 

the past, obsolete technology is more expensive to maintain than replacement of the 

components. Considering all these factors, Capital Replacement expenses are included 

into the project costs. 

4. The near future expansion plans and projections of KSRTC Mysore has been taken into 

the cost calculations and these capital costs have been added in the relevant year. 

Page 96 of 152


97 

E-3.2. 

Benefits of the Project 

E-3.3. 

The benefits of the project were classified as mainly three categories 

a) Additional revenue accruals to KSRTC due to modal shift from the existing 

population using other modes of transport; the data for this is taken from the 

Survey conducted by CIRT on July 4, 2008. These are termed as Additional 

revenues due to Modal Shift. 

b) A second aspect of this modal shift is that it is unlikely to happen in year 1 of 

the project and is spread-out over a 3-4 year period. Commuters would 

normally wait, see the effectiveness of the new system, and then make a 

gradual shift. 

c) The revenue accruals for the modal shift are taken at the margin. In other 

words, as the shift is primarily due to the ITS and its benefit accruals, the 

revenue increase is attributed to the project at the current marginal revenue 

per passenger. 

d) Revenues through Advertisements are yet another benefit from the Project. 

There are two type of advertisement revenues viz., Revenues from 

Advertisements in the buses, - termed Bus Advt Revenues and revenues from 

advertisements at the Bus stops, termed Bus Stop Advt Revenues) and 

revenues from Advertisements at Bus terminus (termed Bus Terminus Advt 

Revenues). 

e) In Arriving at the Bus Advt revenues, as is natural, the markets are classified 

into Premium, Standard and Others and a split is indicated. Premium buses are 

ideally on high traffic main routes, Volvo fleet buses and the like. The 

Standard category would form the off trunk routes, however covering the main 

residential and office avenues. The rest is categorized as others. 

f) In order to provide a realistic picture a Capacity Utilization of the Buses, Bus 

Stops and Bus terminus is taken for analysis. Thus Ramp-up of buses and the 

advertisement bookings estimated to be a factor of the capacity 

g) All benefits are taken at present prices viz., the current rates 

EIRR & Scenario Analysis, and Conclusions on Project Viability 

a) As is evident from the earlier studies, it is very difficult to quantify the 

entirety of benefits and monetize the same. Therefore, the EIRR calculations 

cover the costs and benefits as mentioned in the framework above. In 

addition, scenario analysis was carried out to investigate the sensitivity of 

EIRR of the project and confirm its viability or otherwise. 

b) On understanding the sensitivity, the parameters were fixed carefully with as 

realistic estimates as possible. The same was discussed with KSRTC and agreed 

upon. 

c) The results so obtained were discussed with KSRTC before finalization of the 

viability of the project 

Page 97 of 152


98 

The capital and operational costs are worked out and presented in Annex – 1 of this report. 

The worksheets for the same are attached in the MS Excel file 2 to this DPR. This annex details 

out the economic and financial internal rate of return. 

A complex transit technology project such as an AVL or AFC system has several sources of 

cost uncertainty. Among these are: 

(1) Changes in scope definition, features, functionality, Contractor 

requirements, etc 

(2) Changes in the quantities of items to be procured 

(3) Inflation and currency fluctuation 

At this point of the project since final scopes have not been established, an additional 

contingency estimate of 10% is provided for. When the final tender documents are 

developed, this has been lowered to 5%. 

An overview of the Capital and Operating costs for ITS and Bio-fuel) procurement are 

summarized in the following table: 

Table 46: Overview of capital and operating costs 

Project Item Year 1 Year 2 Year 3 Total 

With 

Contingency 

of 5% 

ITS Procurement 

Capital Costs 1,006.92 26.07 29.89 1,062.88 

Operating Costs 249.74 252.85 256.46 759.05 

Subtotal ITS Year wise 1,256.66 278.92 286.35 1,821.93 1,913 

Bio Fuel Procurement 

Capital Costs 296.02 20.95 23.05 340.02 

Operating costs 0.00 0.00 0.00 

Total Costs Year wise 296.02 20.95 23.05 340.02 357 

Total of Both Projects 2,161.95 2,270 

E-4. 

Data used and Assumptions in the EIRR Analysis 

Two data sources were used for the analysis. The first is the existing data from KSRTC 

operations MIS and the second was a survey conducted by CIRT. These are provided in the 

paragraphs below. 

E-4.1. 

General Assumptions 

Transportation needs of the city will depend on the city’s population and population 

growth; population growth of the city is assumed to be 2.5% p.a. 

In case the proposed ITS system is not implemented, existing (and prospective) users will 

gradually shift to personal transportation. There is no fare increase in the immediate term 

soon after the ITS is introduced. Fare increase over the longer term is taken as aggregated 

figure of about 10%. 

2 

Financial Analysis.xls 

Page 98 of 152


99 

Two wheeler riders traveling beyond 10 Kms distance per day are potential customers for 

KSRTC ITS buses. 

At least 25% of these potential customers will definitely switch over to KSRTC buses after 

implementation of the ITS project. 

The present two wheeler riders will use the ITS bus at least for 200 days in a year. The rate 

of trips per day is estimated at 2.01. 

1. Revenue Increase from different sources 

In addition to the primary source of income, there are always possibilities to utilize other 

sources of income in any business model. Many models can easily add one or two additional 

revenue streams without the need for extensive development, but merely by exploring 

existing possibilities from a fresh perspective. A large number of innovative and successful 

Businesses can be explored for the possibility of additional income from advertising or from 

merchandising. KSRTC, Mysore has multiple revenue sources, which comprises of not just 

regular tickets and passes, but also other sources such as advertisements. A few possibilities 

of additional revenue streams for KSRTC, Mysore have been explained below: 

a) Advertising on the Bus body 

KSRTC can earn additional revenue through advertising on the bus body. City buses generate 

advertising revenue by carrying advertisement banners or hoardings. A company hires a 

particular bus for displaying an advertisement for a specific period of time. Advertising rates 

are based upon the advertisement banner, time period of advertising, brand of bus being 

chosen and route quality. It is seen that BMTC generates an additional income of Rs. 62,000 

per month per bus through this scheme on its VOLVO services. 

b) Advertising inside the buses 

Another source of revenue for KSRTC is through advertisements by carrying small sized 

banners behind the seats. Also the in-vehicle display units inside the buses can be used to 

scroll advertisements for a pre-determined time period in between the bus-stops. The audio 

announcement system can also be used to announce products along a specific route and can 

be charges accordingly. 

c) Revenue from Online Advertising 

Advertising online offers impressive value compared to traditional media, and the possibilities 

for accurately tracking and measuring the response to a campaign is superb. Online 

advertising is certain to continue to provide an important source of income, and a potent 

revenue stream for all sorts of eCommerce ventures. Advertising Networks are an excellent 

source of website revenue generation, allowing the webmaster display and earn revenue from 

many different ads. Another service can be providing links to paid sites. 

d) Revenue from Subscriptions 

Subscription-based revenue stream is very vital to any ecommerce. Companies with all 

business models often seek to add a subscription based element to their offerings since 

subscriptions can be the most lucrative of all forms of revenue. People will only subscribe to 

something where they see the value and can find no suitable free alternative. This software 

typically comes with subscription-style licensing, information sites seek to offer subscription- 

Page 99 of 152


100 

only content, and Search Engine Optimization companies asking clients to subscribe. Since 

KSRTC will be catering to the needs a wide range of end-users, subscription-based income 

sources can prove to be lucrative. 

e) Reduction in Fuel Consumption 

In the earlier section, it has been estimated that around 1977.9 lakh kilometers of twowheeler-travel 

will be reduced as a result of the modal shift due to the introduction of ITS in 

Mysore City. Assuming an average mileage of 45kmpl for two wheeler vehicles, the estimated 

reduction in fuel consumption is to the tune of 43,977.8 litres of petrol per year. This will 

result in a net savings of Rs. 241,745,777 (Rs. 24 Crores) per year going by the current fuel 

prices. 

2. Social Benefits 

The economic IRR (EIRR) takes a much broader perspective of the fallouts of the proposed 

project. It considers several indirect benefits which are not readily quantifiable or reducible 

to financial measures. These fallouts which are measured in this category are classified as 

“economic returns”. A societal perspective is taken when calculating costs and benefits: that 

is, all the costs and benefits are considered without considering that who is the payer or the 

beneficiary. Annex -1 provides a complete report on the ITS EIRR 

A bus system with ITS can provide a number of benefits to a diverse set of local and global 

stakeholders, from reduced greenhouse gas (CHG) emissions to increasing social cohesion to 

providing more sustainable urban transport alternative. 

a) Social Benefits 

(1) Reduced uncertainty while waiting for bus 

(2) Reduced travel times / waiting time 

(3) Enhanced reliability of bus system 

(4) Increased economic productivity 

(5) Increased mobility at reduced travel cost 

(6) Improved travelling conditions 

(7) Overall reduction in adverse selection 

(8) More equitable access throughout the city 

(9) Reduced accidents and injuries 

(10) Increased civic pride and sense of community 

(11) Reduced emissions of air pollutants 

(12) Reduced noise 

(13) More sustainable urban form, including densification along major corridors 

(14) Reduced cost of urban travel 

b) Social Acceptance 

(1) The project should be accepted by the citizens of the city as they are the 

intended users and patrons of ITS. Their acceptance of the ITS is critical 

(2) Citizens should be educated about what they expect from the project and 

what are the end benefits of ITS. This should be done in earnest line 

educating public and quashing rumours is a time consuming task. 

c) Life Span of the Project 

Page 100 of 152


101 

The life span of the project is expected to be around 6 years. This period constitutes the 3 

year implementation period and an additional period of 3 years considering the life 

expectancy of LED display boards, 

units (GPS) and computer hardware. According to Written down Value (WDV) method, 16.25% 

of the goods procured for the project are the depreciation amount per year for replacing the 

assets. This will be achieved by the additional revenue (traffic and non-traffic) generated 

through the implementation of this project. 

d) 1. Rise in customers using ITS bus 

The CIRT survey conducted on 4th July 2008 revealed that 89% of the sample population is 

willing to shift to public transport of KSRTC IT buses. However, on having focus group 

discussion with the experts in the public transport domain, it 

is assumed that out of 89% of the preferred two wheeler 

riders, only 25% of them will actually shift towards the public 

transport system. There are 2.8 lakh two wheeler owners in 

Distance(km) 

0 - 5 

6 - 10 

% Share 

17.43 

11.93 

Mysore city. The following is the trip pattern and travel 11 - 15 15.60 

distance pattern of the two wheeler riders in Mysore city: 

16 - 20 19.27 

Generally, the two wheeler riders prefer to use their two 21 - 25 7.34 

wheelers for short distance travel. Considering this, it is 26 - 30 9.17 

assumed that in Mysore city, the two wheeler riders prefer to 31 - 35 0.92 

No. of Trips % Share use two wheelers up to a 

36 - 40 4.59 

1 6.42 travel distance of 10 Kms per 

41 - 45 0.92 

2 58.72 day. Based on these 

46 - 50 3.67 

assumptions, it is estimated 

3 5.50 

that 70.64% of the two > 50 9.17 

> 4 29.36 

wheeler riders are the 

prospective customers shifting towards ITS bus transport. As already indicated, 25% of 

70.64% of the two wheeler riders are pessimistically considered as the probable customers 

shifting towards the ITS bus. It is further assumed that they will travel in the bus for at 

least 200 days in a year. It is worked out that 1977.9 lakh kilometers of two wheeler travel 

will be reduced per year after the potential two wheeler riders shift to the ITS buses. It is 

estimated that the above mode shift will increase 49,448 passengers to KSRTC. This will 

increase the revenue of KSRTC to Rs. 343,762 per day. The total revenue increase due to 

the introduction of ITS in KSRTC services in Mysore is estimated at Rs. 6.87 crores per year. 

Thus the total project cost will be recovered within a span of 3 years even without a fare 

hike in KSRTC’s city services. From the above analysis, it is found that the revenue increase 

due to ITS implementation will be sufficient to sustain the ITS project in Mysore. 

e) Cost Assumptions 

Risk of cost inflation during the time of ITS implementation is already built into the 

estimates of the capital costs. 

There is a significant cost advantage arising out of purchase of high quality material for ITS 

project. In essence it is expected to decelerate the growth of cost of maintenance and 

operations. 

f) Project O & M IRR 

Page 101 of 152


102 

The project operations and maintenance (O&M) IRR considers the returns on the O&M 

part of the project. That is, it does not consider the capital costs incurred in getting 

the project up and running. Assuming that the capital costs are funded by grant/aid, 

the project O&M IRR reveals the overall sustainability of the project. 

E-4.2. 

Data from KSRTC 

KSRTC meticulously maintains operational data in a MIS and this was obtained from the Depot 

Manager Mysore. This data pertains to the existing infrastructure and the costs and revenues 

of operations. 

Data for the analysis was obtained from KSRTC and CIRT Survey carried out on July 4, 2008. 

The same is presented in the tables below 

Table 47 Overall Infrastructure at KSRTC relevant to the project 

Data Item Value Units 

Buses 258 Nos 

Schedules 282 Nos 

Routes 185 Nos 

Bus Depots 2 Nos 

Bus Terminus 2 Nos 

Bus Stops 484 Nos 

Advertisement rates 

Ordinary Bus 4,500 Rs./Month 

Volvo Bus 31,290 Rs./Month 

Table 48 Break-up of urban and Suburban Operating Data 

Data Item Urban Suburban Total Units 

Revenues 703,000 289,000 992,000 Rs. / Day 

Costs 791,000 389,000 1,180,000 Rs. / Day 

No. Of Buses 185 73 258 Nos 

Passengers 130,000 45,000 175,000 Nos 

Load Factor %age 78.8 74.2 77.50 Weighted Avg 

Total Kms /Day 37,000 18,000 55,000 Kms. 

Earnings Per KM 18.9 15.94 17.93 Rs. Weighted Avg 

Costs Per KM 22.17 20.32 21.56 Rs. Weighted Avg 

Avg Vehicle Utilization 232 261 240 Kms. Weighted Avg 

Derived from the above 

Total Passenger Kms 4,810,000,000 810,000,000 5,620,000,000 Total Psngr-Kms 

Safety Factor 0.8 0.8 

Average Rev/Psngr 4.33 5.14 5.67 Rs. Weighted Avg 

Note: The Average revenue per passenger is derived as Rs.4.33. 

The fares are assumed to go down over a period from the present tariff with the decrease in 

International oil Prices. However, this decrease is not likely to be more than the 80% on an 

average over the project life cycle. 

Assumption 1: The Overall decrease in average revenues per passenger is unlikely to be 

Page 102 of 152


103 

lesser than 80% over the next 15 years 

Assumption 2: The marginal revenues are assumed to be at Rs.4.33/ passenger over the 

project life cycle. 

Table 49 Vehicular Population of Mysore 

Type of vehicles 

1-Jan-06 

4 Wheeler 32,431 

3 Wheelers 1,6384 

2 Wheeler 286,079 

Truck 5,937 

Bus 2,693 

Total 329,146 

Figure 20 Vehicular Population in Mysore 

The above Table provides the vehicular population of Mysore. The population of Mysore 

increases by 2.5% annually. However, our considered opinion is that a project that turns 

viable based on the assumption of 2.5% increase in population is in fact non-viable. 

Assumption 3: The growth of Population of 2.5% does not significantly impact the project 

viability 

E-4.3. 

Survey Data 

A survey was conducted of 1860 commuters in Mysore on July 4, 2008. A questionnaire 

provided in Annexure 1 was administered to the respondents and details filled up. Two 

aspects were investigated in the survey. The respondents’ willingness to shift based on Mode 

of Transport which is given in the table below. 

Table 50 Survey Data - Mode of Transport of Non-Commuters in Mysore 

Mode of 

Transport 

Sample 

size 

Willingness 

to shift 

% Share 

Cars 160 150 93.75 

3 Wheeler 110 110 100 

2 Wheeler 1290 1160 89.92 

Cycle 300 240 80 

Total 1860 1660 - 

Average Weight time was found to be 15 minutes 

by the commuter 

Page 103 of 152


104 

Figure 21 Sample Size in the CIRT Survey 

A second aspect was investigated more closely based on the mode of transport of 2 wheelers. 

This assumes greater significance as there are 286,079 two wheelers in use and is the highest 

population of vehicles as provided in the table above. It was found that in the two wheelers 

segment, there was reluctance to shift to public transport for distances less than 10 Kms. A 

further analysis indicated that a total of 70.64% of two wheeler population commuted more 

than 10 Kms and these are the target population for the modal shift. This data is provided in 

Table below. 

Table 51 Percentage of Two Wheelers who would be willing to shift 

Distance 

(km) 

% Share 

Shifting 

to Bus 

0 - 5 17.43% 0 

5 - 10 11.93% 0 

10 - 15 15.60% 15.60% 

16 - 20 19.27% 19.27% 

21 - 25 7.34% 7.34% 

26 - 30 9.17% 9.17% 

31 - 35 0.92% 0.92% 

36 - 40 4.59% 4.59% 

41 - 45 0.92% 0.92% 

46 - 50 3.67% 3.67% 

> 50 9.17% 9.17% 

Total 70.65% 

As indicated in the version 1 of the report, (vide section B-2-h) “On having focus group 

discussion with the experts in the public transport domain it was concluded that the modal 

shift would be to the tune of 30% for cars, 50% for 3 wheelers, 10% for cycles and 70% for 2 

wheelers”. 

Again an expert panel felt that these figures were unrealistic from past experience and the 

rates of shift were scaled down to more realistic levels (vide section E-4-1)” 25% of 70.64% of 

the two wheeler riders are pessimistically considered as the probable customers shifting 

towards the ITS bus”. 

Therefore the target population who could shift to public transport of KSRTC buses are 

provided in the Table below. 

Page 104 of 152


105 


Table 52 Total target population for shifting to ITS bus 

% Shift 

Expected 

Total Vehicle. 

Population 

Prospective 

Customers 

2 Wheelers 17.66% 286079 50529 

3 Wheelers 12.50% 16384 2048 

4 Wheelers 7.50% 32431 2432 

Figure 22: Target Population for Modal Shift 

It is obvious that one of the success parameters in the ITS initiative surely rests with the two 

wheeler population migrating to ITS BUS mode of transport and becoming customers of 

KSRTC. These prospective customers will not immediately shift to the new mode of transport. 

Therefore, it is to be assumed that the shift is gradual and spans across 4 years. The Table 

below provides the assumed shift pattern over a period of 4 years. 

Assumption 4: The modal shift is attributable to ITS project and will happen gradually and 

over a period of 4 years. Once the prospective customers shift, the convenience of Bus 

transport will retain these customers over the Project life cycle. 

Table 53 Assumed shift pattern of prospective target customers 

Year %age 

As per the present plan of KSRTC, the number of buses over the next 

two years would increase from the present 258 to about 500. It is 

assumed that this expansion will occur uniformly over the first three 

years of the project. Similarly, the number of Bus stops on Public 

Private Partnership model is planned to be 100 to begin with and 

expand to 200 by the year 3. The number of bus terminus are planned 

Year 1 

Year 2 

Year 3 

Year 4 

Total 

10% 

20% 

30% 

40% 

100% 

to be 6 with additional 2 terminuses in the second and third year of the project. These 

assumptions are captured in the table below: 

Assumption 5: The number of buses would increase by 125 in the 2 nd and 3 rd year of the 

project. 

Page 105 of 152


106 

Assumption 6: The number of bus stops under the PPP model would increase by 50 each in 

2 nd and 3 rd year of the project 

Assumption 7: The number of Bus Terminus will increase from the present 2 to 6 with an 

additional 2 terminus added each in 2 nd and 3 rd years. 

Table 54 - Number of Increased Buses, Bus stops and Bus Terminus in the 1, 2 & 3 year 

Period Year 1 Year 2 Year 3 

Buses 

Bus Fitted in the year 250 37 43 

Total Buses 250 287 330 

Bus Stops 

PPP in the year 80 0 0 

Total PPP Stops 80 80 80 

Bus Terminus 

Terminals in Yr 2 1 1 

Total Terminals 2 3 4 

E-5. 

Costs and Benefits of the Project 

The cost and benefit workings of the project year wise based on the assumptions above are 

provided in this section. The costs are taken from the earlier version of the report and for 

the purpose of completeness are provided in annexure 2 to this document. 

E-5.1. 

Capital Costs 

The Capital Costs of the Project are provided in each category over a period of 15 years in 

Table below 

Table 55: Capital and Capital Replacement costs for the Project (in Rs. Lakhs) 

Capital 

Costs 

(in Rs. 

Lakhs) 

Bus 

Bus 

Stop 

Bus 

Terminus 

Central 

Station 

GIS 

Software 

Depot 

Infra 

Pre Op- 

Exp 

Capitalized 

@2% 


Monitoring 

Costs 


DPR 

etc 

Proj 

Mgmt 

Capitalized 

@6% 

Total 

Capital 

Costs 

Year 1 159.25 128.00 5.00 458.48 17.00 4.30 25.56 100.00 15.00 94.33 1,006.92 

Year 2 23.57 - 2.50 - - - - - - - 26.07 

Year 3 27.39 - 2.50 - - - - - - - 29.89 

Year 4 - - - - - - - - - - - 

Year 5 - - - - - - - - - - - 

Year 6 - - - - - - - - - - - 

Year 7 79.63 64.00 2.50 229.24 8.50 2.15 - - - - 386.02 

Year 8 11.78 - 1.25 - - - - - - - 13.03 

Year 9 13.70 - 1.25 - - - - - - - 14.95 

Year 10 - - - - - - - - - - - 

Year 11 - - - - - - - - - - - 

Year 12 79.63 64.00 2.50 229.24 8.50 2.15 - - - - 386.02 

Year 13 11.78 - 1.25 - - - - - - - 13.03 

Year 14 13.70 - 1.25 - - - - - - - 14.95 

Year 15 - - - - - - - - - - 

Page 106 of 152


107 

E-5.2. 

Operating Costs 

The Operating Costs for the Project are provided in the Table below. 

56: Operating Costs for ITS project (in Rs. Lakhs) 

Operating 

Costs 

Commn 

to 

Vehicles 

Bus Stop 

Display 

&Commn 

Commn 

Links to 

Central 

Stn 

Facilities 

and AMC 

Depot 

Infrastructure 

Total 

Opex 

Year 1 10.50 1.92 10.00 98.16 129.16 249.74 

Year 2 12.05 1.92 10.00 98.16 130.72 252.85 

Year 3 13.86 1.92 10.00 98.16 132.52 256.46 

Year 4 13.86 1.92 10.00 98.16 132.52 256.46 

Year 5 13.86 1.92 10.00 98.16 132.52 256.46 

Year 6 13.86 1.92 10.00 98.16 132.52 256.46 

Year 7 13.86 1.92 10.00 98.16 132.52 256.46 

Year 8 13.86 1.92 10.00 98.16 132.52 256.46 

Year 9 13.86 1.92 10.00 98.16 132.52 256.46 

Year 10 13.86 1.92 10.00 98.16 132.52 256.46 

Year 11 13.86 1.92 10.00 98.16 132.52 256.46 

Year 12 13.86 1.92 10.00 98.16 132.52 256.46 

Year 13 13.86 1.92 10.00 98.16 132.52 256.46 

Year 14 13.86 1.92 10.00 98.16 132.52 256.46 

Year 15 13.86 1.92 10.00 98.16 132.52 256.46 

E-5.3. 

Benefits Calculations 

The benefits of the project are mapped as three major revenue streams viz., Passenger Shift, 

Advertisement Revenues and Non Quantifiable Benefits 

Passenger Shift 

Passenger Shift calculations- The passenger shift data is from the CIRT survey carried out on 

July 4, 2008. From the previous section on Data Table 6 and Table 7 the additional number of 

Passengers is worked out. 

Additional Revenue – The shift in passengers is because of the ITS project (Assumption 4) and 

the revenues are at the average revenue per passenger of Rs. 4.33 (Assumption 1& 2) 

Total Revenues due to Modal Shift – The Total revenues are taken to be for an average 

operating year of 200 Days. 

The revenues due to modal shift from 2 Wheeler, 3 Wheeler, 4 Wheeler segments are in the 

following tables: 

Page 107 of 152


108 

Table 57: Revenues from Modal Shift 2 Wheelers in Rs. Lakhs 

Period 

Applying 

Shift 

Pattern 

Additional 

Passengers 

Additional 

Revenues 

For 200 

Days 

Year 1 0.10 0.10 0.25 50.93 

Year 2 0.15 0.25 0.64 127.33 

Year 3 0.15 0.40 1.02 203.73 

Year 4 0.10 0.51 1.27 254.66 

Year 5 - 0.51 1.27 254.66 

Year 6 - 0.51 1.27 254.66 

Year 7 - 0.51 1.27 254.66 

Year 8 - 0.51 1.27 254.66 

Year 9 - 0.51 1.27 254.66 

Year 10 - 0.51 1.27 254.66 

Year 11 - 0.51 1.27 254.66 

Year 12 - 0.51 1.27 254.66 

Year 13 - 0.51 1.27 254.66 

Year 14 - 0.51 1.27 254.66 

Year 15 - 0.51 1.27 254.66 

Table 58: Revenues from Modal Shift 3 Wheelers 

Period 

Applying 

Shift 

Pattern 

Additional 

Passengers 

Additional 

Revenues 

For 200 

Days (in 

Rs. Lakhs) 

Year 1 410 410 1032 2.06 

Year 2 614 1024 2580 5.16 

Year 3 614 1638 4129 8.26 

Year 4 410 2048 5161 10.32 

Year 5 0 2048 5161 10.32 

Year 6 0 2048 5161 10.32 

Year 7 0 2048 5161 10.32 

Year 8 0 2048 5161 10.32 

Year 9 0 2048 5161 10.32 

Year 10 0 2048 5161 10.32 

Year 11 0 2048 5161 10.32 

Year 12 0 2048 5161 10.32 

Year 13 0 2048 5161 10.32 

Year 14 0 2048 5161 10.32 

Year 15 0 2048 5161 10.32 

Page 108 of 152


109 

Period 

Table 59: Revenues from Modal Shift 4 Wheelers 

Applying 

Shift 

Pattern 

Additional 

Passengers 

Additional 

Revenues 

For 200 

Days (in 

Rs. 

Lakhs) 

Year 1 486 608 1,532 3.06 

Year 2 730 1,338 3,371 6.74 

Year 3 730 2,067 5,210 10.42 

Year 4 486 2,919 7,355 14.71 

Year 5 - 2,432 6,129 12.26 

Year 6 - 2,432 6,129 12.26 

Year 7 - 2,432 6,129 12.26 

Year 8 - 2,432 6,129 12.26 

Year 9 - 2,432 6,129 12.26 

Year 10 - 2,432 6,129 12.26 

Year 11 - 2,432 6,129 12.26 

Year 12 - 2,432 6,129 12.26 

Year 13 - 2,432 6,129 12.26 

Year 14 - 2,432 6,129 12.26 

Year 15 - 2,432 6,129 12.26 

E-5.4. 

Advertisement Revenues 

Advertisement revenues are split into Buses, Bus Stops and Bus terminus. It is assumed that 

the split of Buses for the purpose of advertisements is in three segments and the growth of 

these segments is gradual over a period of three years. The Premium segment would be Volvo 

services and Trunk routes, Standard Segments would be buses passing through dense routes 

and rest as others 

Assumption 8: Three segments are assumed for in-Bus Advertisements viz., Premium, 

Standard and Others. In addition, the growth of these segments is assumed to be gradual over 

a period of 3 years. Table 14 has the details 

Table 60 Bus Capacity Split, Advertisement Rates and Actual Number of Buses 


Bus Capacity Split and growth 

Premium Bus Capacity 10% 15% 20% 

Standard Bus Capacity 30% 30% 40% 

Others Bus Capacity 60% 55% 40% 

Premium Bus Advt 

Collections/ Day / Bus 

Advertisement Rates per day per bus 

2500 4,500 5,500 

Standard rate 1500 3,000 3,500 

Others 1000 2,200 2,500 

Total Number of Buses in each year 

Page 109 of 152


110 


Premium Bus 25 43 66 

Standard Bus 75 86 132 

Others Bus 150 158 132 

While the number of buses is calculated in Table 54, it is unreasonable to assume that the 

entire capacity is filled by the advertisements. Therefore capacity utilization is assumed as 

indicated below 

Assumption 9: Capacity utilization is assumed to be partial of the available and costs of 

obtaining advertisement is assumed to be 25% of the net revenues 

Table 61 Capacity Utilization of Buses for advertisements 

Bus Segment 

Capacity 

Utilization 

Premium 50% 

Standard 40% 

Others 20% 

The total revenue accruals from advertisements over a 15 year period are provided below in 

table 62: 

Table 62: Revenue from In-Bus Advertisement (in Rs. Lakhs) 

Segment Premium Standard Others Total 

Expenses 

of Advt 

@25% 

Year 1 3.75 5.40 3.60 12.75 3.19 

Year 2 11.62 12.40 8.33 32.36 8.09 

Year 3 21.78 22.18 7.92 51.88 12.97 

Year 4 21.78 22.18 7.92 51.88 12.97 

Year 5 21.78 22.18 7.92 51.88 12.97 

Year 6 21.78 22.18 7.92 51.88 12.97 

Year 7 21.78 22.18 7.92 51.88 12.97 

Year 8 21.78 22.18 7.92 51.88 12.97 

Year 9 21.78 22.18 7.92 51.88 12.97 

Year 10 21.78 22.18 7.92 51.88 12.97 

Year 11 21.78 22.18 7.92 51.88 12.97 

Year 12 21.78 22.18 7.92 51.88 12.97 

Year 13 21.78 22.18 7.92 51.88 12.97 

Year 14 21.78 22.18 7.92 51.88 12.97 

Year 15 21.78 22.18 7.92 51.88 12.97 

E-5.5. 

Advertisements in Bus Stops and Bus Terminus 

Page 110 of 152


111 

KSRTC has plans of reconstructing the Bus stops under a PPP model and the plan is to take up 

100 bus stops in the first year, and 50 each in the next two years. The number of Bus 

Terminus is planned to increase by another 4 to a total of 6 over the next two years. The 

revenues, capacity utilization estimates are provided below in Table 57, and, Table 18 

provides the total year wise revenues from advertisement. 

Table 63 Advertisement Rates at Bus stops and Terminus 

Revenue Source 

Revenues 

Rs./Day 

Costs 

% 

Net 

Revenue 

Capacity 

Utilization 

Days in 

Year 

Revenues at Bus stops 2500 25% 1875 40% 200 

Revenues at Bus 

terminus 

4000 25% 3000 70% 200 

Table 64: Revenues from Advertisement in Bus Stop and Bus Terminus (in Rs. Lakhs) 

Revenue 

Source 

Bus 

stops 

Bus 

terminus 

Advt Bus 

Stop 

Revenues 

Bus 

terminus 

Total 

revenues 

Year 1 80 2 120 11 131 

Year 2 80 3 120 16 136 

Year 3 80 4 120 21 141 

Year 4 80 4 120 21 141 

Year 5 80 4 120 21 141 

Year 6 80 4 120 21 141 

Year 7 80 4 120 21 141 

Year 8 80 4 120 21 141 

Year 9 80 4 120 21 141 

Year 10 80 4 120 21 141 

Year 11 80 4 120 21 141 

Year 12 80 4 120 21 141 

Year 13 80 4 120 21 141 

Year 14 80 4 120 21 141 

Year 15 80 4 120 21 141 

E-5.6. 

Total Benefits 

The total benefits from Modal shift and advertisements are provided below in this Table 

Table 65: Total Benefits from the ITS project (in Rs. Lakhs) 

Benefit( 

In Rs. 

Lakhs) 

Shift in 

2 

Whlrs 

Shift in 

3 Whlrs 

Shift 

in 4 

Whlrs 

Rev. 

Bus 

Advts 

Advt 

Rev 

Bus 

Stops 

Advt 

Rev 

Bus 

Stands 

Net 

Fuel 

Savings 

Reduced 

Pollution 

load 

Savings 

Internal 

Efficien 

cy 

Total 

Page 111 of 152


112 

Benefit( 

In Rs. 

Lakhs) 

Shift in 

2 

Whlrs 

Shift in 

3 Whlrs 

Shift 

in 4 

Whlrs 

Rev. 

Bus 

Advts 

Advt 

Rev 

Bus 

Stops 

Advt 

Rev 

Bus 

Stands 

Net 

Fuel 

Savings 

Reduced 

Pollution 

load 

Savings 

Internal 

Efficien 

cy 

Total 

Year 1 50.93 2.06 3.06 9.56 120.00 10.50 38.93 129.60 38.36 403.01 

Year 2 127.33 5.16 6.74 24.27 120.00 15.75 91.77 129.60 38.36 558.98 

Year 3 203.73 8.26 10.42 38.91 120.00 21.00 144.60 129.60 38.36 714.88 

Year 4 254.66 10.32 14.71 38.91 120.00 21.00 190.96 129.60 38.36 818.52 

Year 5 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23 

Year 6 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23 

Year 7 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23 

Year 8 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23 

Year 9 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23 

Year 10 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23 

Year 11 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23 

Year 12 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23 

Year 13 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23 

Year 14 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23 

Year 15 254.66 10.32 12.26 38.91 120.00 21.00 176.12 129.60 38.36 801.23 

E-6. 

Rate of Return for the Project 

Table 60 provides the IRR for the cash flows of ITS project with aggregated Costs and 

aggregated benefits 

Table 66: Net Benefits of the Project (in Rs. Lakhs) 

Period 

Total 

Costs 

Total 

Benefits 

Net 

Benefits 

Year 1 1,260.00 403.01 -850.00 

Year 2 278.92 558.98 280.06 

Year 3 286.35 714.88 428.53 

Year 4 256.46 818.52 562.06 

Year 5 256.46 801.23 544.77 

Year 6 256.46 801.23 544.77 

Year 7 642.48 801.23 158.75 

Year 8 269.49 801.23 531.74 

Year 9 271.41 801.23 529.82 

Year 10 256.46 801.23 544.77 

Year 11 256.46 801.23 544.77 

Year 12 642.48 801.23 158.75 

Year 13 269.49 801.23 531.74 

Year 14 271.41 801.23 529.82 

Year 15 256.46 801.23 544.77 

Page 112 of 152


113 

Figure 23: Net benefits of the project 

EIRR calculation and NPV at 12% discount rate is provided in table 61 below 

Table 67 EIRR and NPV of the project 

Project Period EIRR NPV @12% in Rs. 

15 years 48% 188,860,015 

10 Years 47% 13,144,390 

6 years 41% 70,841,177 

E-6.1. 

Over all Project Viability 

Page 113 of 152


114 

It is our considered opinion that the project such as ITS for Mysore is Viable given the 

assumptions and data. The returns are positive for periods above 10 years and cost 

escalations below 20%. 

A project such as this, surely has a time horizon of more than 10 years and is definitely 

timely and feasible for the City of Mysore 

E-7. 

Non-quantifiable Benefits of ITS 

The Ministry of Urban Development in its draft National Urban Transport Policy (NUTP) 

recognizing the increasing urban road congestion and its associated air pollution has 

recommended a strategy that “puts primary emphasis on the need to increase the efficiency 

of use of road space by favoring public transport and by the use of traffic management 

instruments to improve traffic performance and by restraining the growth of private vehicular 

traffic” 3 . Towards increasing the use of public as against personal transport, NUTP 

recommends, “Encourage and support investments in facilities which would wean people 

away from the use of personal vehicles rather than build facilities which would encourage 

greater use of personal motor vehicles”, introducing Intelligent Transport Systems, addressing 

concerns on road safety and trauma response, and reducing pollution levels. 

This would imply the need for investments in improving public transport” 4 . Its vision is “to 

make our cities the most livable in the world and enable them to become the ‘engines of 

economic growth’ that power India’s development in the 21 st Century”. Among the many 

objectives that the policy has enunciated, 

Dr Prem Pangotra and Somesh Sharma 5 observed that “the demand for transportation in 

urban centres is linked to the residential location choices that people make in relation to 

places of work, shopping, entertainment, schools and other important activities. As cities 

grow, they support more people and more dispersed settlement patterns. Increasing demand 

for transportation is an inevitable outcome of urban growth. A universal tread that has been 

observed is that as household incomes grow, people prefer personal transportation to public 

transport. The obvious and compelling reason for this is that personal transport maximizes 

individual mobility, freedom of choice and versatility that public transport systems cannot 

match. However, the experience of cities in many developed and developing countries show 

that an efficient and economic public transport system can reduce dependence on personal 

transportation.” 

Towards making the public transport more attractive, four essential principles need to be 

followed – Availability, Accessibility, Assessment, and Acceptance (4A Principle 6 ). Intelligent 

Transport Systems provide the needed information on the availability of buses / seats and the 

time of arrival / departure. Route optimization encourages point to point accessibility rather 

than the tradition hub-spoke routing assuring accessibility of Transport services to the public. 

3 

4 

5 

6 

“Towards a discussion of support to Urban Transport development in India”, Energy & Infrastructure Unit, 

South Asia Region, Document of the World Bank, March 2005 (p 2) 

Ibid (p 3) 

Prem Pangotra (Indian Institute of Management, Ahmedabad) and Somesh Sharma (Bhaskaracharya 

Institute for Space Application and Geo-informatics, Gandhinagar), Modeling Travel Demand in 

Metropolitan City, Case study of Bangalore, India), WP No. 2006-03-06, March 2006 

4A- principle developed at eGestalt to address convergence, synergy and transformation of systems 

Page 114 of 152


115 

The features that a transport offers get the commuters to assess the worthiness of the 

services, and if found conducive and functional, leads them to accept the services thereby 

contributing to a significant modal shift from personal transport. Maintaining the quality of 

services is imperative to sustained assessment and acceptance. 

“It is imperative that bus systems are planned such that they satisfy the requirements of 

users as well as service providers within the limited resource constraints. A flexible, 

comfortable, easily available and reliable bus service is expected to shift people from private 

vehicles to public transport…. Spatial and temporal availability, reliability, comfort and 

affordability are some of the important parameters that influence the usage pattern of bus 

services. If an extensive bus network, having high frequency, is available to commuters at 

affordable prices (often less than marginal cost of using a two wheeler), it is likely to attract 

large number of commuters…. Improvements in reliability, speeds, availability, cost reduction 

that can be brought out by improved scheduling, feeder systems, changes in road design, bus 

stop location, and signal system, have not been [fully] explored” 7 

KSRTC’s initiative in setting up ITS covering automatic Vehicle Location and tracking systems, 

display systems and a central command station addresses certain core components of ITS. 

Other components of the ITS such as cashless smart card based ticketing, automatic 

passenger counting, improved traffic management could be taken up in phases. 

The potential benefits of the kind of technologies proposed at Mysore far outweigh the 

negative impacts such technologies could bring in as summarized in the following list: 

Table 68: Potential benefits from technology infusion 

Parameters 

Benefits 

Planning 

Revenues 

• Enhanced Service Quality 

• Increased Reliability -Fix SLA and Meet them 

• Improve Frequency and travel time 

• Data for Demand Assessment 

• Scenario Analysis _ Traffic Routing / re routing 

• Assign Demand to Bus Stops 

• Rapid Bus Services - Vajra /Pushpak Concept ("I will wait for Vajra") 

• Increased Passengers and Better Revenues 

• Advertisements 

Operational 

efficiency 

• Dynamic Re routing 

• Fuel Economy 

• Real-time Query of Assets 

• Monitoring Performance 

• Reduction in Vehicle Hours of Operations 

• Incident Management 

o Breakdowns 

o Accidents 

7 

Mukti Advani and Geetam Tiwari, “Review of Capacity Improvement Strategies for Bus transit Service”, IIT 

Delhi, Oct-Dec 2006 

Page 115 of 152


116 

End User 

Society 

• Lesser Complaints 

• Improved Mobility 

• Premium Image 

• Aids Planning of schedules 

• Saves Anxiety 

• Reduce Travel time Variability 

• Next stop Announcements 

• Non Riders - Better Information of Services and thereby Modal Shift 

• Reduction in personal Vehicle Kilometers 

• Better Utilization of Public transport infra 

• Positioning as a Credible transport 

Page 116 of 152


117 

F: Procurement Plan 

In the procurement plan three items have been covered: 

a) ITS implementation agency – the system integrator who will provided all 

components envisaged in the ITS, integrate, test, roll-out and manage the ITS 

services for a period of three years. 

b) Selection of Project Management Agency to ensure that the ITS project is 

implemented according to specifications and timelines 

c) Bio-Diesel supply under the ethanol-diesel bio-fuel project 

As the nature of these supplies is different, the procurement plan will be appropriately 

worked out. 

F-1.2. 

ITS Implementation agency 

The procurement plan for the overall Intelligent Transport System is proposed to be based on 

the World Bank procurement guidelines for IT systems – “Standard Bidding Documents (SBD) – 

supply and installation of Information Systems – Single Stage Bidding, English Edition, The 

World Bank, December 2008”. This SBD for Supply and Installation of Information Systems 

(IS1STG-12-08-eng) is recommended for single-stage procurement of supply and installation of 

information systems. It may also be used for the procurement of sophisticated or large-scale 

IT, possibly including communications technology and services, of systems engineering 

services, and of other IT goods/services for which the SBD for Goods or the Request for 

Proposal (RFP) approach would be unsuitable. “IT procurement (as defined in the world bank 

guidelines) is the common term used to designate all procurements having to do with 

computing and communications technologies regardless of their hardware, software, supply or 

service components of whatever products or services the Purchaser requests, and extends to 

the provision of any other products or services required to make the facility perform to 

specifications”. 

As the Intelligent Transport System includes computer hardware including digital display units 

and software components, it is proposed to be brought under the SBD for supply and 

installation of information systems. 

The above mentioned SBD contains two types of documents: those which must be used 

unchanged and those that should be customized specifically. Sections II, V, VI & VIII of the 

SBD will be customized before the tender release and Section I, III & IV will be used 

unchanged as mandated. 

F-1.3. 

Project Management Agency 

As part of the procurement plan, to manage the ITS deployment an external Expert agency is 

needed as the skills do not exist within KSRTC. This will ensure that the objectives are met 

and the ITS deployment is supervised and managed by the experts who will advice the Project 

Implementation Unit at KSRTC. 

The selection of the Project Management Agency is on QCBS with a two stage process. An EOI 

to shortlist the firms and an RFP along with draft contracts for a National Competitive 

Bidding. 

Page 117 of 152


118 

The EOI and Draft Functional Specifications (TOR) are in Annexure 3 and 4 to this document. 

The Contractual and Procurement guidelines of the World Bank will be followed along with 

KSRTC procurement guidelines. 

The planned activities for the selection of the Project Management agency may be as under: 

Part 1 Appointing Project Management Agency and ITS System Integrator 

a) Publishing Expression of Interest 

(1) EOI for Project Management Agency 

(2) EOI for ITS System Integrator 

b) Evaluation of EOI 

(1) Based on parameters 

(2) Communication to the Shortlisted Vendors 

c) Release of RFP to the Shortlisted Vendors 

(1) Pre-bid Meeting and Technical Clarifications 

(2) Changes if any as per discussions in the pre- bid: This will ensure that all 

clarifications on the scope of work is provided. In addition, this will also 

ensure that there are no proprietary technologies / Vendor(s) bias in the 

final RFP 

d) Evaluation of the RFP Responses 

(1) Technical evaluation by the committee 

(2) Financial evaluation by the Committee 

(3) Internal Approvals 

e) Negotiations and Award of Contract 

(1) Financial negotiations 

(2) Contractual Review 

(3) Internal Approvals for placing Purchase Order 

f) Award of Contract 

F-1.4. 

Bio-Diesel supply 

As the third part of the procurement plan, the supply and installation of Ethanol based fuel is 

to be tendered out. This is an activity that KSRTC has carried out earlier in Karnataka and 

will manage the entire installation, Commissioning and Training process in house. Therefore, 

the procurement is similar to goods procurement. 

The draft tender document is in Annexure 5 to this document 

The planned activities for procurement of bio-diesel fuel equipment and installation may be 

as under: 

Part III Procurement of Bio Diesel Fuel Equipment and Installation 

a) RFP release 

(1) National Competitive Bidding Procurement 

Page 118 of 152


119 

b) Pre-bid meeting 

(1) RFP clarifications for the bidders 

(2) Ensuring that there is no vendor Bias in the RFP 

c) Evaluation of RFP responses 

(1) Technical Evaluation by the Committee 

(2) Financial Evaluation by the Committee 

d) Negotiations and Award of Contract 

(1) Financial negotiations 

(2) Contractual Review 

(3) Internal Approvals for placing Purchase Order 

(4) Award of Contract 

F-1.5. 

Finalization of Contracts 

On obtaining feedback on the draft RFP for procurement, KSRTC will finalize the contract 

formats and items based on World Bank Procurement format. This essentially involves the 

following 

a) Incorporation of the Terms of KSRTC procurement as per the regulations and 

processes of KSRTC - This would be incorporated into the “Special Conditions” 

of the World Bank contract Format 

b) Final Decision on the Timelines for procurement to accommodate the 

processing times for various activities 

Page 119 of 152


120 

G: Project implementation plan 

G-1.1. Internal management plan for ITS 8 

KSRTC has its own internal IT department headed by a Chief Systems Manager located at the 

KSRTC headquarters in Bangalore, reporting to the MD of KSRTC. The IT Department in 

consultation with the top management sets priorities and resource allocation for IT projects; 

it also sets a common framework in the adoption of Operating systems, computers, access 

control and regulating the use of the PC focused only for official use. 

The IT department maintains the IT infrastructure relating to system hardware, system 

software, various application software, communication systems, workflows, Data Centres, 

Security, and liaisoning with various vendors for keeping the systems updated. 

As part of the ITS implementation, it is proposed that the System Integrator (SI) undertakes a 

study of the existing operations before implementation of ITS, project clearly the objectives 

and goals to be achieved through ITS, and follow through with an evaluation on ITS postimplementation. 

This study will focus on key measurable and achievable parameters. 

The System Integrator will be expected to undertake the following activities: 

Task 1 – Review existing management systems and capabilities 

• Interview existing staff 

• Broad review of internal management practices 

• Identify information flows in critical cross-function areas including: 

• Schedule (timetable) development, customer information systems, dispatching 

operations 

• Dispatch operations, operator timekeeping, payroll, financial management 

Task 2 – Identify transit system information technology function requirements 

• Identify the activities necessary to support the project both during and after 

implementation. 

• Make recommendations on how to develop an information technology capability 

within the organization. 

• Provide recommendations concerning the role of central information technology 

functions and those of operating and staff functions. 

• Recommend how functions will be undertaken including using internal staff or 

outsourcing to specialty contractors 

Task 3- Develop operating procedures for information technology 

• Develop internal operating procedures (manuals) for transit system information 

technology strategy and operations 

Task 4 – Estimate resource requirements for continued operation of technology system 

8 

Source: Jack M Reilly by email on 11 th Dec 2008 

Page 120 of 152


121 

• Develop cost and personnel estimates for project implementation and continued 

operations. 

o 

o 

Internal staffing costs 

External vendor costs 

• Make recommendations on staff development and recruitment if necessary 

• Identify risks to implementation schedule due to expectations of staff availability 

for data development, acceptance testing, training, etc. 

Program management for complex technology projects includes both subject matter 

expertise as well as broad project management experience. It should be kept in mind that 

technology vendors have presumably considerable experience in installing such systems while 

transit system staff has relatively little. This imbalance of experience puts the transit system 

at a disadvantage in items such as acceptance testing, project schedule etc. 

Project Management is therefore critical that an agency to perform project 

management oversight is appointed by KSRTC. It is more important that this agency 

have an established track record in technology introduction rather than specific 

expertise in transit enterprises. It is critically important that this firm / agency have 

experience in technology acceptance testing and have the personal skills and depth 

of experience to manage inevitable disputes with technology contractors. 

Project Management will be a combined ownership of the KSRTC, the system 

integrator or implementation vendor and a third party agency specialized in Project 

management, where the third party PM agency will act as a bridge between the 

project team of the system implementation vendor and the management of KSRTC. 

The details and the mechanisms for effective project management are detailed 

below: 

G-1.2. 

Project Implementation Unit (PIU) 

KSRTC has set up a Project Implementation Unit (PIU) with the following composition for 

monitoring the implementation of the project. 

Sl. Officers Designation 

1 Sri. C.G.Anand, Chief Mechanical Engineer (Production) PIU - Head 

2 Sri. P.S.Anand Rao, Mechanical Engineer (Environment) Member 

3 Sri. K. Ramamurthy, Systems Analyst Member 

4 Divisional Controller, Mysore Urban Division Member 

5 

Sri. H.M.Ramesh, Dy.Works Manager, RWS, Bangalore 

(Co-ordinating officer for exclusively managing the project) 

Member 

6 

Sri. Inayat Bhagawan, DTO, Mysore Urban Division 

(Supporting officer at the implementation site) 

Member 

7 Sri. Umesh Babu, Dy. Controller of Stores and Purchases, Central Offices 

Member/ 

Procurement 

Specialist 

8 

Smt. Gayathri M.N, Dy. Chief Accounts Officer, 

Central Offices 

Member/ 

Financial Manager 

G-1.3. 

Project Management Agency (PMA) 

To ensure professional management of the project it is recommended that the Project 

implementation be outsourced to a professional agency identified by KSRTC. 

Page 121 of 152


122 

The Project management agency needs to address the following key functional dimensions: 

Integration Management 

Scope Management 

Time Management 

Cost Management 

Quality Management 

HRM 

Communications Management 

Risk Management 

Procurement Management 

The project management needs to cover the key project phases – (a) initiating, (b) planning, 

(c) executing, (d) controlling, and (e) closing as represented in the following figure: 

Figure 24: PM - right sizing of project personnel 

In each of the project phases covering – initiating, planning, executing, controlling and 

closing, application of the 6-Q framework will ensure that the tasks under each of the phases 

are carried out for a definite purpose using the best of techniques and methodologies 

covering all the stakeholders’ interest in a timely manner and at appropriate places. This is 

detailed in the following table: 

Table 69: 6-Q Framework 


Phases 

Why What How When Where Who / Which Whom 

Page 122 of 152


123 


Phases 

Initiating 

Why What How When Where Who / Which Whom 

Define 


outcomes 

Identify steps 

/ activities 

for Project 

approval 

Committing the 

organization 

Identify 

timelines for 

project 

completion 

Identify 

locations for 

project 

completion 

Resources – 

(4M) Men, 

machines, 

materials & 

money 

required 

Identify 

decision 

authorities 

whose approval 

is internally 

required 

Planning 

Establish 

goals 

Scope 

Planning 

Scope 

Definition 

Scope 

limitations 

(boundaries) 

Organization 

Planning 

Tools & 

techniques 

Cost estimating 

& budgeting 

Resource 

Planning 

Quality 

Planning 

Communication 

Planning 

Risk Planning – 

Identification, 

Quantification 

Legal 

implications 

Activity 

duration 

estimating 

Schedule 

Development 

Milestones 

definition 

Identify 

locations where 

action is to 

happen 

Identify the 

broad areas of 

responsibility 

and roles 

Identify 

resource 

requirements 

Procurement 

Planning 

Identify 

stakeholders 

who are 

affected by the 

project 

Executing 

Identify 

optimal 

activities 

Activity 

Definition 

Activity 

Sequencing 

Risk Response 

Development 

Dependency 

relationships 

Schedule 

Management 

Manage events 

at identified 

locations 

Source 

selection 

Resource 

acquisition 

Feedback from 

identified 

stakeholders 

Controlling 

Verify with 

quality 

benchmarks, 

parameters 

Scope 

verification 

Risk Response 

Control system 

Cost Control 

system 

Performance 

Reporting 

system 

Contract 

Change Control 

System 

Procurement 

audit 

Schedule 

Control 

Site inspections 

Who are 

authorized to 

inspect / test 

intermediate 

outputs? 

Authorized 

Decision points 

Feedback 

questionnaire 

Closing 

Contract 

Administratio 

n 

Contract 

Work Results 

Change 

Requests 

Seller 

invoices 

Manage 

interfaces 

amongst 

various 

providers 

Contract 

change control 

system 

Performance 


Payment 


Quality audit 

Where would 

the payment be 

made, the 

bankers and the 

form of 

payment 

Establish 

authorized 

signatories of 

the Contract 

Admin 

Contract closeout 

Identify 

authorized 

signatories to 

the contract 

closing – formal 

acceptance and 

closure 

Page 123 of 152


124 

The selection of the Project Management Agency (Consultant) and the key roles to be played 

by the PMA are indicated in the following diagrams which are illustrative of the overall scope 

and responsibility of the consultant appointed by CIRT on behalf of KSRTC. 

Phase – 1 PMA appointment 

Clearance received 

from funding 

agency on the DPR 

& RFP 

Preparation of 

EOI Notices 

Approval of EOI 

Notices 

Release of 

Advertisement in 

national 

newspapers 

Approval of bids 

by PSC 

Preparation of 

evaluation reports 

Bid opening & 

short-listing 

Figure 25: PMA appointment 

Last Date for bid 

submission / 

profiles by 

interested 

agencies 

Mobilization by 

the Consultant 

Kick-off meetings 

- PSC 

Review by the 

PSC 

Submission of 

inception report 

Approval of the 

Consultant’s 

reports 

State-1: n – 

Review by the 

PSC 

PSC workshop 

Figure 26: Project preparation 

Page 124 of 152


125 

Core Processes 

Scope 

Planning 

Scope 

Definition 

Activity 

Definition 

Activity 

Sequencing 

Activity 

Duration 

Estimating 

Schedule 

Development 

Cost 

Budgeting 

Resource 

Planning 

Cost 

Estimating 

Project Plan 

Development 

Facilitating Processes 

Quality 

Planning 

Communication 

Planning 

Risk 

Identification 

Risk 

Quantification 

Risk 

Development 

Organizational 

Planning 

Staff acquisition 

Procurement 

planning 

Solicitation 

Planning 

Figure 27: PM - Core and facilitating processes 

Project Plan Execution 


Information 

Distribution 

Team 

Development 

Quality 

Assurance 

Scope 

verification 

Solicitation 

Source Selection 

Contract 

Administration 

Figure 28: Project Plan execution 

In brief there will be three key processes in the overall implementation of the ITS Project: 

Page 125 of 152


126 

1. Program Management Process 

The processes related artifacts identified under this category include: 

Communication Matrix: The communication matrix defines the information requirements, 

distribution patterns, ownership of transmission, frequency of the event and format and 

media through which the information needs to be communicated. The matrix is 

comprehensive and encompasses all the project contacts to take care of inter project 

dependencies which are vital in this program. The template for Communication Matrix is 

enclosed as Appendix ‘A’. 

Issue Management: Every project and the program as a whole shall have issues propping up 

that directly affect schedule and indirectly cost. The issues are categorized depending on 

their likely impact and the resolution path is pre defined rather than evolve a path during the 

manifestation of an issue. An issue tracker is provisioned on the PMT website. Issues can be 

posted by any of the project stakeholders and the same would be tracked until resolution. 

Risk Management: The program as a whole and the projects there in would have associated 

with them a set of elements that would be perceived as a risk towards program/project 

failure. The idea here is to capture these risks and find mitigation avenues. This section does 

not yet provide a framework (where there are quite a few well known ones and one could be 

chosen or customized at a later stage) for risk mitigation but provides a template for 

capturing risks, a sort of a risk list. 

Project Dependency Matrix: All the projects under the current eGovernance initiative ambit 

have many dependencies, on external agencies as well as on each other. This matrix is 

targeted towards capturing these dependencies and documenting them, such that a uniform 

execution of the projects can be ensured and risk related to integration is mitigated. 

2. Project monitoring & control process 

The processes related artifacts identified under this category include: 

Change Management Plan: A typical project always encounters a need for change. This 

change could be in terms of scope, cost, quality and schedule. A Change Management Plan 

shall ensure that all changes to the project are reviewed and approved in advance; 

coordinated across the entire project and all stakeholders are notified of approved changes 

to the project. The Change Management Plan and the Change Request Format need to be 

furnished by the PMA to CIRT before commencing the project management activities. 

Project Fortnightly Status Reports: The projects have extensive interdependencies on each 

other in the form of application and data standards, deployment environment, and 

interlinked schedules. This situation demands the projects be reviewed as frequently as 

possible. A period of fifteen days has been decided with an assumption that an incremental 

change which would need appraisal as well as intervention at this periodicity. Once again to 

maintain consistency across the projects, the Fortnightly status report template need to be 

furnished by the PMA to CIRT before commencing the project management activities. 

Minutes of Meeting: Minutes of meetings are an important part of any project as well as the 

program as a whole. Major decisions and future directions are evolved from this. They are 

revisited often to compare and cross check. The MOMs are recorded in their simplest form 

Page 126 of 152


127 

highlighting the discussion points and decision and ownership for actionables (for individual 

project and program level). 

Procurement Forecast Plan: However, under this category, one process assumes 

significance. The development and deployment environment needs of each of the projects. 

Considering the fact that the procurement cycles are time consuming and also the delivery 

timelines for vendors, a process is defined to help accelerate decision making and support 

project schedules. 

Project Plan: By the time a project team arrives at the first milestone of delivering the 

Inception report, it is expected that the high level project plan has been evolved and 

included in the report. The project plan should conform to the following: 

It is mandatory that the project plan be in MS Project 

The project phases planned out should conform to the deliverables (high and medium 

level) committed to in the description of services to contract and the inception report 

submitted 

The project plan should be revised every fortnight in line with the status report 

submitted and reviewed. The conformance of milestones and activities should not be at 

variance for a period of more than one fortnightly review. Revision history should be 

strictly maintained 

The project plan should be uploaded onto the PMT website for access to all those 

authorized stakeholders. The responsibility to do so shall rest with the concerned project 

manager. 

Project Phase Plan in Detail: At the exit of each phase, the plan for next phase should be 

available in detail. It may be noted here that the project plan submitted as part of the 

inception report is a high level plan. Progressive elaboration of various factors is 

expected as the project moves into different phases. The phase plan should conform to 

the following requirements: 

Should be in MS Project 

Should be detailed, with clear breakdown of activities 

Activity notes should contain the resource assignment details 

The plan should be revised every fortnight similar to the master project plan 

Project manager shall ensure the availability of the plan on the PMT Website. 

G-1.4. 

Project Deliverables Management 

The high level deliverables common across projects have generally been identified as follows: 

Project Inception Report 

Software Requirements Specifications 

Architecture Document (Conceptual and Physical Architecture) 

High Level Design 

Detailed Design Document 

Application Development Plan, Pilot, Scope, Test Data required, Security, deployment 

and other infrastructure services for the project) 

Integration with existing Systems document 

Page 127 of 152


128 

User Acceptance Test Plan 

User Acceptance Test Report 

Pilot Implementation Plan 

Pilot Feedback Report 

Implementation Readiness Report 

Training Plan 

Training report 

Deployment Plan 

Deployment Readiness Report 

While the list is indicative, each of the deliverable comprises of components that include 

physical and electronic artifacts. Each of these deliverables will be submitted by the 

vendors. 

Program management involves a large variety of activities across different projects and 

varied stakeholders. The aim of putting in place a well defined process framework ensures 

conformity across the project and stakeholders. While the framework takes care of regular 

processes, clarity of approach and expectations, the project managers can dedicate their 

time better to ensuring the realization of the objectives and vision of KSRTC. 

As part of the overall program management, the Project management agency will also 

undertake validation tests of the implementation, quality audit on the system and coordinate 

with the implementing vendor to ensure that the system operating procedures are 

established, documented, tested, manpower trained, processes modified if necessary, 

obtaining acceptance for a period of six months from the date of the successful launch of the 

pilot. 

G-1.5. 

Project progress measurement and control 

lling 

Project Performance will be measured regularly to identify variances from the plan. A control 

mechanism will be set in place that would include taking preventive action in anticipation of 

possible problems. The controlling process 

will include the following elements: 

In addition, the project management 

process would set up the following 

management mechanism: 

Performance 


Overall Change 

Control 

Interdependency 

Management: 

Identification and management of 

interdependent items and variables across 

the different components of the project – 

communication, power, civil 

infrastructure, ITS components inside 

buses, bus stations and at bus stops 

Issue Management: Interactive and 

collaborative identification, management 

and disposition of issues (delays, failures, 

change in plan, change in specifications, 

Scope 

Change 

Control 

Quality 

Control 


Schedule 

Control 

Risk 

Response 

control 

Cost 

Control 

Resource 

Control 

Figure 29: PM measurement & control 

Page 128 of 152


129 

etc) across the different project elements, including definitive issue resolution closeout, 

documenting issue history etc 

Plan version control: documenting history files reflecting prior state and baseline plan 

Document Management: Full document storage and management including collaboration and 

document version control accessible to Project management team members 

Cascading: automated flow-through of project and task changes through inter-related and 

interdependent projects to determine the potential effect of delays and failures; effects of 

schedule changes and resource allocations in one component on other components of the 

project helping trace the original causes 

Metrics: Full array of management, financial and resources allocation / utilization indices. 

The project progress will be monitored based on fortnightly reports covering the following 

parameters: Accountability, skills, collaboration, reporting, alerting, quality control, 

escalation procedures. 

G-1.6. 

Project Implementation Vendor (PIV) 

In addition to the Project management unit being set up, the implementation vendor will 

have to set up their own project monitoring mechanisms and will report to the Project 

Monitoring Agency for which the PMA will provide the necessary templates. 

The implementation of the project will be undertaken by the winning bidder which can be 

individual bidder or a consortium. KSRTC will award the contract which will include 

implementation of the project meeting the requirements of the RFP. The contract 

awarded to winning bidder will also include the “Operation & Management of the ITS 

facilities setup for the project for a period of three years. Hence the same contractor who 

implements the project will also be responsible for the maintenance & operations of post 


Procurement Process Management 

KSRTC will float tenders for global participation on a two-bid system that consists of 

Technical bid and Commercial bid. The cost of bid document will be announced along with 

the last date of purchase of tender document/RFP and date and time of opening of bids. 

The bid process including the Functional, Technical, general instructions & commercial 

details and the legal contracts are detailed in the Request for Proposal (RFP). 

The tender procurement norms furnished in the RFP will be adopted for the selection of 

vendor for implementation of the project and as well as Operations & Maintenance of the 

project. 

Page 129 of 152


130 

G-1.7. Project Plan - Schedule, Milestone & Work Breakdown 

Table 70: Project Plan 

No. Delivery Areas Start Date 

(T0 + weeks) 

End Date 

(T0 + weeks) 

1. Date of Award of Contract T0 T0+1 

2. Procurement of hardware, Software licenses T0+1 T0+16 

3. Development of Application Software T0+1 T0+21 

4. System Integration T0+21 T0+25 

5. Procurement & Integration of GPS System T0+10 T0 + 16 

6. Development & Testing of Display System Prototype T0 + 4 T0 + 16 

7. Procurement & Installation of Display Systems for 100 Buses T0 + 16 T0 + 24 

8. Procurement & Installation of Display Systems for Bus Terminals T0 + 5 T0 + 23 

9. GPS/GPRS integration with all modules of ITS and Data Centre. T0 + 16 T0 + 26 

10. Integration of all modules T0 + 26 T0 + 30 

11. Acceptance Testing T0 + 30 T0 + 34 

12. Pilot run on 10 Buses and Performance testing, Acceptance T0 + 34 T0 + 38 

13. Deployment on 100 Buses T0 + 38 T0 + 46 

14. Deployment on remaining 390 Buses T0 + 46 T0 + 56 

Table 71: Project Plan - Gantt chart 

Sl 

No 

Track Name 

Durati 

on 

Month 

1 

Quarter 1 Quarter 2 Quarter 3 Quarter 4 

Month 

2 

Month 

3 

Month 

4 

Month 

5 

Month 

6 

Month 

7 

Month 

8 

Month 

9 

Month 

10 

Month 

11 

1 

Date of award of 

contract 

1 wk 

2 

Delivery of 

hardware to Data 

Centre 

15 wks 

3 

Application 

Development 

20 wks 

4 System integration 4 wks 

5 

6 

7 

8 

9 

10 

Procurement and 

integration of GPS/ 

Development and 

testing of prototype 

display systems of bus 

and stops 


installation of display 

systems for 300 buses 

initially 


installation of 

display systems in 

bus terminals 

GPRG/GPG 

integration with all 

modules and Data 

Centre 

Integration of all 

modules 

6 wks 

12 wks 

8 wks 

18 wks 

10 wks 

4 wks 

11 Aceptance Testing 4 wks 

12 Pilot run on 10 buses 4 wks 

13 

14 

Deployment on 100 

buses 

Deployment 

onremaining 100 

buses 

8 wks 

10 wks 

15 Training 2 wks 

Page 130 of 152


131 

Important Note: This project schedule does not account for delays that are not controllable 

directly. The above Schedule is subject to change depending upon the complexities of the 

project and variations in the requirements during the development and implementation 

phase. 

G-1.8. 

Deliverables 

Software Requirement Specification 

Project Plan 

User Acceptance Test Plan 

Test Plan 

System Architecture 

Information Architecture 

Visual Design 

System Design 

Test Case 

Coding standards 

Source code 

Test cases 

Test reports 

Release note 

User manual and Training Plan 

Support plan. Roles & Responsibilities of key stakeholders 

An overview of the roles and responsibilities of the four key stakeholders – KSRTC, CIRT, 

Implementation vendor and the Program Management Agency (Consultant) are outlined 

below. However during the finalization of the contract with the external agencies, the roles 

and responsibilities will be detailed out with corresponding liability clauses. 

1. KSRTC (PIU) 

a) Provide timely approvals at various stages of the progress of the project and 

release the funds in a phased manner based on the progress of the project and 

in terms of the commercial contract with the implementation vendor based on 

clearances and certifications by the Project Management Agency (Consultant) 

appointed by KSRTC. 

b) Arrange for necessary permissions for entry and exit of authorized personnel 

of the implementation vendor and their consortium partners if any, the 

Project management agency (Consultants) 

c) Provide an independent office suite to the PMA for the period of project 

execution at Mysore with communication facilities and other basic essentials 

d) Arrange for meetings with key officials of KSRTC as needed and to have the 

internal IT team of KSRTC for any integration of ITS with existing applications 

e) Provide necessary assistance as and when required for the implementation 

vendors and the Project Management Agency during the project execution 

phases 

f) Undertake effective strategies for brand building of the new Intelligent 

Transport system to encourage use of the KSRTC services in Mysore. 

Page 131 of 152


132 

g) Arrange for transfer of knowledge to a team of training instructors from the 

three training institutes of KSRTC to help ongoing training in the use of new 

ITS for Drivers, Conductors and other users within KSRTC 

2. Project management agency (PMA) 

a) Provide adequate support and assistance to KSRTC in the vendor selection 

process including bid process management, vendor evaluation, providing 

clarifications on various terms of reference 

b) Closely coordinate with the Project monitoring committee during various 

stages of the Project management phases as detailed below: 

(1) Ensure that the scope, time, cost, quality, people, communication, 

procurement, integration and risks are effectively managed to deliver the 

project as per the terms and conditions 

(2) Effectively liaison with the implementation vendor, various key 

stakeholders within KSRTC officials 

(3) Provide for adequate manpower to cater to various activities of the 

project management 

(4) Monitoring the project progress as per the project schedule and submit 

periodical reports to KSRTC. 

(5) Raise timely averts to critical events and slippages and coordinate with 

KSRTC for timely course corrections and approvals. 

(6) Develop appropriate templates for project monitoring and obtain 

clearance of the same from Project monitoring committee. 

3. Project Implementation Vendor (PIV) 

a) Responsible for complete implementation of the ITS project as stipulated 

under the terms and conditions on awarding the contract including meeting 

the project milestones, delivering the assured quality in the supply of 

products and services and effective integration of various components for a 

seamless interface. 

b) Ensure provisioning adequate staff during the operations phase to deliver 

quality services as per the contract and terms of reference 

c) Ensure that the service level metrics are adhered to and in the event of 

unforeseen events provide quick and necessary alerts to the nominated official 

of KSRTC. 

d) Offer training to selected set of users in KSRTC in the use of various devices 

and information in the Intelligent Transport System of KSRTC. 

e) As part of implementing the automatic vehicle location (AVL) system under 

ITS, the system integrator will ensure that with improved information quality 

and extensive data, will address and improve (1) On-time performance – 

through assessment based on data for each time-point and rating associated 

with each level of deviation from on-time; (2) Increasing the efficiency 

through proper scheduling of transit services; (3) Analyzing the sources of 

delay such as long waiting times at stops, intersection delays or street 

congestion, etc; (4) End of trip analysis – given the distribution of actual 

terminal to terminal running times, a transit analysis can develop overlay 

times which allow for schedule recovery and a reasonable break for drivers, 

supporting trade-off between reliability and efficiency based on good data; (5) 

Identification of bottlenecks in spacing out schedules; (6) Reliability analysis 

Page 132 of 152


133 

to ensure consistency in arrival and departure times and reducing the 

passenger waiting time. The success factors would include: 

(1) Development of appropriate tools to assist in making the decisions 

described in the previous section. These tools would include a graphic 

description of the operating environment. 

(2) Adapting these tools to common desktop software programs such as 

Microsoft Access and Microsoft Excel for use by transit analysts 

(3) A reassessment of existing data capture and analysis methods to identify 

redundancies in data entry or processing 

(4) Providing sufficient technical assistance to train users not only in the 

functional operation of the software but also how it might be applied to 

specific transit operations analyses. 

(5) Detailed requirements are provided in the RFP for the ITS. 

4. Project Evaluation Agency 

A Project Evaluation Agency (PEA) selected as an external third party agency shall: 

(1) Undertake pre-and post-implementation studies to monitor the impact of 

the project socio, economic, environmental perspectives. 

(2) Design appropriate questionnaires and take up sampling and data 

collection from key stakeholders including the commuters, financial 

parameters, value perception, time saved etc before and after the project 


(3) Submit a report to the PSC on Pre-project studies and parametric values 

(4) Submit a report to the PIU after six months of the launch of the project 

comparing the findings of the pre-post project effects. 

Page 133 of 152


134 

H: ITS Operational Plans 

Maintenance, upgrade, replenishments, Operations & financial monitoring mechanisms, roles 

and responsibilities, managing warranties and claims, review of business models. 

ITS must be effectively maintained and managed to ensure that all services are delivered 

without any break. The system needs to be covered with Service Level Guarantees as part of 

the Service Level Agreements (SLA) to be signed with the System implementation and 

integration vendor. 

H-1.1. 

Service Metrics 

The Quality of service metrics in respect of various sub-systems are indicated below: 

ITS Applications 

Table 72: Service Metrics 

Bench marks 

ITS Application Availability 99.00% 

Functional requirements upgrade 

< 60 days 

Computing accuracy 100% 

Customer Satisfaction level >80% 

DIT user satisfaction level >80% 

Hosting Centre 

Minimum concurrent connects to the Command 

Centre 

Availability of systems at Data Centre 99.00% 

Resumption of online ITS services 

500 

1 hr 

Data availability 100% 

Data accuracy 100% 

Capacity of the database server 

Capacity of the Application Server 

Handle 6000 service 

transactions /hr 

Handle 6000 service 

transactions /hr 

Availability of agreed services over the internet 100% 

Local Area Network at the Command centre 

Network availability 99% 

Network Latency Average of > 75 

milliseconds per month 

Uptime of Back Office Servers > 99% 

Time to restore back office servers from failure 

Client Access 

< 1 hr 

Page 134 of 152


135 

ITS Applications 

Grievance and Complaints settlement 

Bench marks 

< 7 days 

Customer Satisfaction measure > 75% 

support response 

Average time for service at the customer premises 

< 10 Sec 


136 

2. Software Maintenance Plan 

The vendor shall provide Software Updates, patches/fixes, new versions/releases of all the 

Application software and System software as and when it takes place. The Vendor on its own 

will also install and set these updates on all the components of the System. Troubleshooting 

and Customization of all the Application software will be part of this activity. The Vendor will 

provide a comprehensive maintenance support to the user for all the Hardware, Software and 

material taken by operator. 

Page 136 of 152


137 

I: Notes on queries raised 

I-1. 

Intelligent Transport System 

(1) The comments on economic and financial analysis are discussed in this supplementary 

report in detail. 

Inadequate information has been provided about the travel demand and characteristics of urban commuters 

within Mysore City. More specifically, baseline information about bus users and their characteristics is 

minimal. The consultants should compile the following information and present it in the report. 

• Number of bus routes 

• % of city road length having bus routes 

• Bus route network density 

• % of population within 500 meters of each bus route 

• Average trip length of passengers 

• Fare structure 

• Average operating cost per kilometer 

• Average revenue per passenger kilometer 

While these data are mentioned in the Detailed Project Report submitted by CIRT 9 in the 

summary as well as in the body of the document, we provide the updated data consolidated 

as given below: 

Table 73: Project Data 

# Data elements Urban Rural 

1 Number of buses 185 73 

2 Number of Passengers per day 1.30 Lakhs 0.45 Lakhs 

3 Load Factor 78.8% 74.2% 

4 Average Vehicle utilization per day per bus 232 Kms 261 Kms 

5 Number of bus stops 484 

6 Average Total length covered per day in Kms 37,000 18,000 

7 Costs incurred per day INR 7.91 Lakhs 2.89 Lakhs 

8 Revenue per day INR 7.30 Lakhs 3.89 Lakhs 

9 Earnings per kilometer 18.90 15.94 

10 Cost per kilometer 22.17 20.32 

11 Advertisement revenues per month (INR) Ordinary buses (4500 /month) 

Volvo buses (31,290 /month) 

12 Mysore District Population (census 2001) 2,641,027 

According to the census of 2001, Mysore city had a total population of 799,228 with 406,363 

males and 392,865 females, making it the second largest city in Karnataka. The gender ratio of 

the city is 967 females to every 1000 males and the population density is 6223.55 persons per 

km². Mysore has a total area of 128.42 km². Among the population, 76.76% are Hindus, 19% are 

Muslims, 2.84% are Christians and the remaining belongs to other religions. The city had a 

population growth of 20.5% in the decade 1991–2001. Nineteen percent of the population in 

9 Word document titled “Part_1_._Final_07.08.08.doc” dated 30 th September 2008 

Page 137 of 152


138 

Mysore lives below the poverty line and 8.95% of the population live in slums. 33.3% of the 

population in Mysore city belongs to the working class. People belonging to Scheduled Castes and 

Scheduled tribes contribute to 15.1% of the population 10 . The current population is over 2 

million and the details of the demographic distribution are not available. 

Mysore City has a total of 1093 Kms of Municipal Roads with 5 Kms of State level roads, a total 

number of 767 buses both from KSRTC and other Private buses; Private registered vehicles are 

289,278 11 . 

(2) Information on urban travel demand and characteristics has been provided based on a study conducted by 

M/s Transport Operations Planning and Informatics (page 36) but the year of study has not been 

mentioned. For instance, the TOPIC study mentions that of the 5.7 Lakh passenger trips generated pr day in 

Mysore city, 12.72% use buses. This which works out to 72,500 passenger trips per day. However, table in 

page 35 indicates that 1.79 lakh passengers use the buses each day. If the TOPIC study , it is more than 10 

years old, then the DPR consultants should undertake some supplementary studies to validate / update the 

old information and estimate the current travel demand and its characteristics. 

All the numbers indicated have been revised in this supplementary document under the 

financial analysis section. 

(3) An important component of the DPR is to establish the viability of the project through an economic and 

financial analysis. Costs, benefits, revenues and expenses need to be assessed to enable this analysis. As 

this has not been done, the DPR consultants should complete this analysis and present it in a separate 

chapter 

eGestalt technologies engaged by KSRTC to undertake the RFP preparation for the ITS project 

at Mysore, have undertaken this analysis on behalf of KSRTC and the required analysis is 

provided in the financial analysis section of this document. 

(4) There are many queries regarding the implementation Process (Ref pages 88 to 91). It is not clear whether 

the staff in Project Management Office (PMO) which is to be set up to implement the project will be from 

KSRTC or outsourced. If they are to be outsourced, then an appropriate procurement plan needs to be 

suggested for selecting individual / consortium of consultants. Would the PMO procure the equipment 

according to their specifications or according to the specifications mentioned in the DPR? Would the PMO 

be responsible for operations and maintenance as well? If so, what would be the duration of such a 

contract? 

As indicated in the DPR under reference, the Project Management Agency (PMA) (Section F- 

2[P 92]) will be selected through a separate tender process to ensure that the project 

implementation is managed professionally. A Project monitoring Committee has also been 

proposed at the apex level to represent the key stakeholders within KSRTC. The 

recommendation is set up this committee with the chairman being nominated by MD of KSRTC 

and would have representatives from Finance, stores, Engineering, Civil & Electrical and IT 

departments. 

The ITS project is proposed to be implemented through a two-stage process: EOI & RFP 

10 

11 

http://en.wikipedia.org/wiki/Mysore#Demographics 

Mysore City Development Plan under JNNURM Scheme, Mysore CDP.pdf, 28 Sep 2006, (P68), published on 

http://www.kuidfc.com/ 

Page 138 of 152


139 

(1) To release an expression of interest (EOI) to solicit key players in the field based on certain 

pre-qualifying criteria and to select the solution providers who meet these criteria. (A draft 

of the EOI is attached) 

(2) Based on discussions with the select list of EOI respondents, KSRTC would hold discussions 

with each of them to evaluate the core technology options keeping in view the state-of-art 

technologies, reliability etc. The RFP, revised based on the inputs from the solution 

providers, would be issued to the selected list of solution providers which will contain only 

the core functional requirements, and the operational, legal and commercial specifications. 

The technology architecture and design is proposed to be left to the choice of the solution 

providers. This is expected to bring out the best technology options which will first be 

evaluated. The commercial evaluation would be taken up after short listing the technically 

qualified solution providers and would be based on L-1. This would be in line with the 

guidelines provided by World Bank 

World Bank procurement guidelines recommend the Two-stage bidding 12 under section 2.6 – 

“In the case of turnkey contracts or contracts for large complex facilities or works of a 

special nature or complex information and communication technology, it may be undesirable 

or impractical to prepare complete technical specifications in advance. In such a case, a twostage 

bidding procedure may be used, under which first unpriced technical proposals on the 

basis of a conceptual design or performance specifications are invited, subject to technical as 

well as commercial clarifications and adjustments, to be followed by amended bidding 

documents 13 and the submission of final technical proposals and priced bids in the second 

stage”. 

Therefore, the procurement process will not include the technical specifications detailed in 

the DPR, but would follow these guidelines. The operations and maintenance of the ITS 

infrastructure will be on a build – operate model for a contractual period of 3 years, 

extendable based on performance of the solution provider measured on clear service level 

metrics and governed by a set of Service level agreements. 

(5) In the section on BOQ and Cost Estimates (page 96 to 101), the basis for the unit rates has not been 

mentioned. It would be useful to indicate the source from where these unit rates have been obtained 

(schedule of rates / catalogs / recent contracts / quotations etc) to provide some reliability to cost 

estimates. 

The estimates are based on information available on the net and in consultation with 

technology players. These estimates are likely to come down by choice of technology and the 

extent to which various features can be offered. 

(6) We were given to understand that the bust stop upgradation work amount to Rs. 480 Lakhs is to be 

implemented under a separate program. Please clarify whether this is to be included under this project or 

not. If this is to be included, then the typical design and specifications for a bus stop needs to be provided in 

the DPR. If there are other buildings or structures to be constructed as part of this project, the DPR will 

have to provide the design details and specifications for each of these as well. 

12 

World Bank Procurement Guidelines, ProcGuid-10-06-ev1.doc, published on http://web.worldbank.org/ 

13 In revising the bidding documents in the second stage the Borrower should respect the confidentiality of the 

bidders’ technical proposals used in the first stage, consistent with requirements of transparency and 

intellectual property rights. 

Page 139 of 152


140 

The bus stop upgradation is not a part of the project and is being handled separately. 

(7) The DPR has not addressed the Environmental and social issues and neither has an impact assessment 

been made. As was indicated in the generic TOR for preparation of DPR, there is a need to indentify 

environmentally and socially sensitive areas, assess the broad social and environmental effects due to the 

implementation of the project proposal – Identify all significant construction and operation phase activities 

that can lead to negative environmental impacts in terms of air and noise pollution, water pollution, visual 

intrusion, community severance, impacts on vegetation and land degradation. Suggest mitigation 

measures to minimize the negative impacts – undertake quantitative / qualitative assessment of 

environmental and social impacts to provide requisite understanding of such impacts to all stakeholders 

and identify environmental and social management measures that will restrict the negative impacts to 

acceptable levels. Detailed EIA / EMP, SIA and RAP shall be carried out in the later phase of the project 

depending on the quantum of the impacts. This needs to be incorporated in the DPR. 

An Environmental Impact Survey documents the physical, socio-economic, natural resource 

and cultural characteristics related to a project, allowing project leaders to choose a solution 

that best meets the needs of affected communities, residents and commuters while 

protecting the quality of the environment. Only then can final design and construction begin. 

The technology of Intelligent Transport System does not have environmental impact as the 

necessary electronic equipment will be installed inside the vehicles and electronic display 

screens located at bus stops and bus stations. 

The book “Transportation Infostructures” emphasizes the need for several human factors to 

be addressed when assessing ITS technology 14 . The human factors include the cultural 

characteristics. 

• The potential threat to privacy 

o 

o 

Privacy of Drivers affected when tracked and monitored on the automatic 

vehicle location and Tracking system, as they are answerable for route 

deviations, long hours of stoppage, reasons for skipping a bus stop, etc; but this 

is necessary to improve the operational efficiency of the fleet management 

Privacy of commuters affected when information on routes and buses are 

provided on SMS or cable TV broadcast; but SMS will only be sent to those who 

seek information and no advertisement content will be sent to the mobile 

phones. Similarly when broadcasting route related information through Cable 

TV, it will be ensured that such display does not affect the viewing pleasure of 

the users 

• The potential threat to mobility and changes to individual travel behavior 

o 

With dynamic passenger information being made available, there is less 

freedom for commuters to use their personal vehicles, which provide ample 

privacy for the choice of the routes and planning their schedules 

• The potential threat to local democracy 

14 Transportation Infostructures: The Development of Intelligent Transportation Systems, By Diebold Institute 

for Public Policy Studies, Published by Greenwood Publishing Group, 1995 

Page 140 of 152


141 

o 

With information being widely available, the Driver / Conductor may lose 

importance / control with the passengers 

• The high cost, and the possibility of giving privilege to wealthier individuals 

o 

Will investment in ITS result in increase in fares, thereby affecting the less 

affordable population in using the bus services? No hike is proposed by KSRTC an 

account of introducing the ITS enabled services, as these costs are proposed to 

be recovered through higher operational efficiency, increased load factor of the 

buses and through the potential of advertisement revenues 

• The loss of control over vehicle and route choices 

o 

Certain stakeholders within KSRTC – the drivers, conductors and scheduling staff 

may lose control due to dynamic schedule management facilitated by Automatic 

Vehicle location and Tracking system 

• The high level of training needed for people to use the system 

o 

Technology calls for new skills and could affect senior drivers and operational 

staff; Training has been addressed in the DPR as an intervention across different 

stakeholders and transfer of knowhow 

• The inability of people to cope with a constant flow of information 

o 

While the literate commuters may suffer from information overload, the 

illiterate commuters may have a serious issue in being able to read the display 

inside the bus, at the bus stops and at bus terminals; the literacy rate of urban 

Mysore is considerably higher than that of the state average, at 82.8% 15 . With 

the deep penetration of mobile phones in India, this is not perceived as a 

serious problems as people are use to information overload; in addition KSRTC 

would continue to use the services of the conductors in the buses to assist those 

who cannot make use of the display facilities, supported by voice 

announcements 

The benefits, some of which are not quantifiable are listed under the next section. 

I-1.1. Additional Comments from the Meeting on 16 December 2008 

a) Provisioning of Help Desk : in order to address the effectiveness of the ITS 

Service, it is proposed to include a Helpdesk at the central Control Room 

where the ITS facility is established. The purpose of this help desk is to 

(1) Provide a well publicized Telephone number and an email id for 

Registering complaints and suggestions from the citizens 

(2) 109 

(3) Provide a tracking number to the citizen on their complaints 

(4) Highlight the complaint to the right authority at KSRTC. 

(5) Follow-up and closure of the complaint or suggestion 

(6) Information to the citizen on the action taken 

15 

http://encyclopedia.stateuniversity.com/pages/15592/Mysore.html">Mysore - Origin of name, History, 

Climate, Government and Politics, Transport, Demographics, Education, Media, Sports, Sources 

http://encyclopedia.stateuniversity.com/pages/15592/Mysore.html 

Page 141 of 152


142 

b) Functioning of the help desk will be reviewed by the Mysore Head of KSRTC 

periodically and action taken report submitted to the Project Implementation 

Agency 

c) This addresses the need to follow-up on the citizen suggestions and complaints 

and will be incorporated in the RFP as one of the Functional / Technical 

requirements 

(1) Maintenance of the system beyond the stipulated 3 years – It is to be 

ensured that the system installed will survive beyond the first stage of 3 

years of the project. This can be attended by 

i. Providing a clear handover from the existing vendor to the next. 

RFP has the exit criteria incorporated. However, this needs to be 

strengthened in the Special Conditions to the Contract 

ii. A handover report from the existing vendor with “learning” thereof 

for smooth functioning. This shall incorporate a Systems Operating 

Procedure document that will be generated from the initial period 

and revised periodically as per the experience “on-the-ground” 

(2) The ESMF survey covering random selection of citizens highlight three 

core components (1) Implement the ITS project as quickly as possible, (2) 

physically Secure the Display units at the bus stands and stops against 

vandalism, and (3) display passenger information system in Kannada, 

Hindi, and English 

I-2. 

Ethanol blended Diesel 

(1) The DPR has not established the viability of the project through an economic and financial analysis. Costs, 

benefits, revenues and expenses need to be assessed to enable this analysis. As this has not been done, the 

DPR consultants should complete this analysis and present in a separate chapter 

The socio-economic benefits are addressed in Section C-6 of Part II of the DPR referenced in 

the footnote. The economic and financial analysis is detailed under Section F of Part II of the 

DPR referenced in the footnote 

(2) The DPR has not indicated the procurement plan and implementation process for this component of the 

project. The DPR consultants should prepare these and include in the DPR 

KSRTC would float a tender for the same and will follow the procurement guidelines 

(3) In the section on BOQ and Cost Estimate the basis for the unit rates has not been mentioned. It would be 

useful to indicate the source from where these unit rates have been obtained (schedule of rates / catalogs / 

recent contracts / quotations etc) to provide some reliability to the cost estimates 

Quote from a company is in annexure C of the DPR in part II reference in the footnote 

(4) The DPR consultants should provide functional specifications for the various equipment and fuel which is 

required to be procured as part of this component 

Functional specifications are listed under section E-4 of Part II of the DPR referenced in the 

footnote 

(5) The DPR has not addressed the environmental and social issues and neither has an impact assessment 

been made. This needs to be included in the DPR 

Environmental Impact Assessment is detailed in Section C-8 of Part II of the DPR referenced in 

the footnote. 

Page 142 of 152


143 

J: About CIRT, the consultants to KSRTC on the ITS 

and e-diesel project 

Having obtained the grant, KSRTC zeroed on Central Institute of Road Transport (CIRT) for 

preparing a detailed project report and appointed them as consultants for the project with 

the responsibility to prepare: 

♣ 

♣ 

♣ 

♣ 

♣ 

Detailed Project Report 

Tender documents, 

Prequalification documents 

Bill of Materials/System requirement specifications 

Floating of tenders and tender evaluation, selection of the contractor 

and award of contract will be under taken by the technical staff of 

KSRTC. 

J-1.1. 

Brief Profile 

CIRT was established in the year 1967 as a joint initiative of the then Ministry of Shipping and 

Transport, Government of India and Association of State Road Transport Undertakings, 

(ASRTU). 

CIRT campus occupies 84 acres of land and around 216 employees work here. The Faculty is 

composed of Doctorates, pursuing Doctorates and Post Graduate Engineers. 

J-1.2. 

Areas of specialization 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

♣ 

Traffic & Transportation Engineering 

Transportation Planning & Management 

Public Transportation 

Road Safety 

Transport Policy 

Intelligent Transportation Systems 

Mechanical Engineering 

Freight Transportation Futuristic Technologies 

Environmental Pollution 

Alternative Fuels 

International and National project assignments 

Petroleum India International, India for Al Mansoor Enterprises, Abu 

Dhabi 

Transport Research Laboratories (TRL), UK 

National Transport Corporation, Mauritius 

Council of Scientific & Industrial Research, South Africa 

Traffic Police (Bangalore, Pune, Mumbai, etc 

Ministry of Road Transport & Highways 

Motor Vehicle Department of various States 

State Transport Undertakings 

Urban Development Authorities, Municipal Corporations 

Page 143 of 152


144 

***** 

Page 144 of 152


145 

K: Annexes 

K-1. Annex -1 – Survey Questionnaire of CIRT (July 4, 2008) 

CENTRAL INSTITUTE OF ROAD TRANSPORT 

Pune 411 026 

1. Mode of transport currently being used: 

Please tick wherever applicable 

Walk Cycle 2 Wheeler 3 Wheeler Car / Jeep 

2. Would you be shifting to Public Transport if reliable services are provided 

through Intelligent Transportation System (ITS) 

Yes 

No 

3. Would you like to have Arrival / Departure information displayed 

Yes 

No 

4. Number of trips made in a day: __________________ 

5. Average distance travelled in a day: __________________ 

6. Expenditure on petrol / diesel: Rs. ___________ per day / week / month 

Date of survey: 

Signature: 

Page 145 of 152

146 

K-2. 

Annex 2: Budgetary Costs (quote of HP vide Section E-3 of the 

DPR) 

NOTE: The quotation and estimates of costs are used for the project calculations from this 

annexure for EIRR and FIRR for the projects. Actual costs used for the project are in Tables 

beginning Table 54 to 66. These tables provide the numbers that are actually required for the 

project. 

K-2.1. 

Capital Costs 

Central Station Bill of Material 

13 

Table 74: BoM - Central Station 

Description Unit Cost Qty Total (Rs.) 

1 Servers 17 boxes, Software License and Network costs : 

(i) Edge Server 175,000 2 350,000 

(ii) Web Server 175,000 2 350,000 

(iii) Database Server 1,700,000 2 3400,000 

(iv) Application Sever 720,000 2 1440,000 

(v) Directory Server 175,000 1 175,000 

(vi) GSM/GPRS Server 385,000 1 385,000 

(vii) Reporting Server 175,000 1 175,000 

(viii) Integration Server 720,000 1 720,000 

(ix) GIS Server 385,000 1 385,000 

(x) SAN Array 2 Tb 650,000 1 650,000 

(xi) Storage Manager 385,000 2 770,000 

(xii) VAT 4% on the above 352,000 

(xiii) Packaging & delivery charges 10,000 

(xiv) Software licenses 20000,000 

(xv) Network components 1650,000 

(xvi) Network Installation 67,000 

(xvii) 

Cost of design, sizing, system architecture 

installation, commissioning, testing 

13,616,000 

2 Access control facilities at server rooms 100,000 2 200,000 

3 Application Software for ITS 5,000,000 1 5,000,000 

4 Workstations/Computers 50,000 4 200,000 

5 Dot-matrix Printer 10,000 2 20,000 

6 Ink jet Printer/Scanner 30,000 1 30,000 

7 Plotter 40,000 1 40,000 

8 

UPS (servers and computers)-20KVA with 15 

minutes backup 

1,000,000 1 1,000,000 

9 System software for Computers 20,000 4 80,000 

10 Generators(30KVA) 900,000 1 900,000 

11 Window A/C -capacity 4 tons 75,000 4 300,000 

Page 146 of 152

147 

13 

Description Unit Cost Qty Total (Rs.) 

12 Power supply distribution (on actual ) 1,000,000 1 1,000,000 

13 

Cost of Project Management, Installation, 

Integration and testing 

5,000,000 1 5,000,000 

Total Central Control Station Cost ( B ) 49,465,000 

1. Vehicle Mounted Unit and Associated Software 

Sl 

N 

o. 

Description 

Table 75: BoM - VMU & SW 

Unit 

Cost(Rs. 

) 

Qty 

Total (Rs.) 

1 Supply and of Vehicle Mounted Unit 13,000 1 13,000 

2 Installation of Vehicle Mounted Unit 500 1 500 

3 

1 

2 

GPRS enabled Activated SIM cards for a 

GSM Service Provider 

GPS Software 

Supply, Installation and commissioning of 

Vehicle Tracking Software Application 

(License for a fleet size of 500 units) 

Integration with Application software of 

GIS road network dataset 

2. Bus, Bus stop and Bus terminal Display Units 

Sl 

N 

o. Description 

Table 76: BoM - Display Units 

200 1 200 

Total 13,700 

100,000 1 100,000 

100,000 1 100,000 

Total 200,000 

Unit Cost 

(R.) Qty Total (Rs.) 

1 Bus Mounted Display Panel 50,000 1 50,000 

2 Bus Stop Display Unit 200,000 1 200,000 

3 Bus Terminal Display Unit 350,000 1 350,000 

Total Display System Cost 600,000 

3. GIS Software and Components 

Table 77: GIS specifications 

Sl. 

No. Description Unit Price Licenses Total (Rs.) 

1 Integration of application software with 

GIS road network dataset of Mysore 

NA 

Built into 

GPS 


Built into 

GPS system 

2 MapXtreme Java Version 4.7.0 1,000,000 1,000,000 

3 Geo fencing of routes by physical 

survey and integration with the Geo 

Fencing module 

500,000 At 

Actuals 

500,000 

Total GIS Software Cost ( D ) 1,500,000 

Page 147 of 152

148 

4. Depot Infrastructure 

Table 78: Depot infrastructure requirements 

Sl. No. Description Unit Cost (Rs.) Qty Total 

1 Computers/ Workstation with 17 inches monitor 45,000 2 90,000 

2 Printer 15,000 2 30,000 

3 UPS 30,000 2 60,000 

4 A/C- capacity 25,000 2 50,000 

5 Application Software for Computers 100,000 2 200,000 

K-2.2. 

Operating Costs 

Total cost for 2 depots ( G ) 430,000 

Data Communication Costs for Central Station 

Table 79: Opex - Communication 

Sl NO Description Total (Rs.) 

1 

2 

3 

Data communication between GSM VMU & Central control 

station for 500 buses at Rs.200/- per month per bus for 1 years 

Two way voice communication between 500 buses and CCS at 

Rs.150/- month per bus for 1 years 

GPRS data communication for 584 display units at RS.200/- per 

unit per month for 1 yrs 

1,200,000 

,900,000 

1,401,667 

Total Central Control Station Cost ( B ) 3,501,667 

Communication Costs of Data Links at the Central Station 

Table 80: Communication costs of data links at the central station 

Sl. No. Description Unit Price Licenses Total (Rs.) 

1 

4 Mbps dedicated bandwidth 

(License Cost) 

1,500,000 1,500,000 

2 4 Mbps Redundant Line 1,500,000 1,500,000 

Sl. No. 

Total Communication Cost ( E ) 3,000,000 

Facilities Management Costs and AMC 

1 Manpower Cost 

Table 81: Facilities management costs & AMC 

Description 

Unit Cost 

(Rs.) p.a. 

(i) Computer/ Data entry Operator 120,000 4 

(ii) Database Administrator 300,000 2 

(iii) Software Programmer 480,000 2 

(iv) System Administrator 300,000 2 

(v) Project Manager 720,000 1 

Total Manpower Cost 19,20,000 

2 Consumables Cost 

38,40,000 

Qty 

Page 148 of 152

149 

Sl. No. 

Description 

Unit Cost 

(Rs.) p.a. 

(i) Computer Stationary 48,000 1 

(ii) Printer Cartridges (assuming two cartridge per month) 38,400 1 

Total Consumable Cost 86,400 

3 Maintenance Cost (AMC) 

(i) Maintenance cost of CCS H/w, S/w and N/w Components 750,000 1 

(ii) 

Maintenance cost of computers including service and 

spares (per year charges assuming AMC) 

Qty 

5,400 4 

(iii) Maintenance cost of VMU including spares per year 1,000 500 

(iv) Maintenance cost of generators including Diesel, per year 175,000 1 

(v) Maintenance cost of AC Units 7,500 4 

(vi) Maintenance cost of UPS 5,000 1 

(vii) 

Sl. No. 

1 

Provision of Spares for all above equipments 

Total Maintenance Cost 9,43,900 

4 Sub Total (1 + 2 + 3) 

Maintenance of Depot Infrastructure Costs 

Table 82: Maintenance of depot infrastructure costs 

Description 

Man Power for a period of 1 years (2 

Operators - 2 Shift) 

Unit Cost 

(Rs.) 

29,50,300 

Qty 

Total 

625,000 4 2,500,000 

2 Maintenance Cost 25,000 

Total cost for 2 depots ( G ) 2,525,000 

K-3. 

Annex -3 – Draft EOI for Project Management Agency 

Attached separately 

K-4. 

Annex -4 - Draft Functional/Technical Specifications 


K-5. 

Annex – 5 - Bio-Diesel Tender 


Page 149 of 152

150 

K-6. 

Annex 6 – Ethanol Diesel systems 

Flange Cast Pipe 

O-Ring 

Cast Filler Neck 

Figure 30 : Assembled Cast Filler Neck with Flame Arrestor 

Tamper Proof Bolts 

Flame Arrestor 

Gasket 

Assembled Flame 

Arrestor 

Arrestor 

Figure 31 : Assembled Cast Filler Neck With Flame Arrestor 

Page 150 of 152

151 

Flange Gasket 

Rolled Filler Neck 

Figure 32 : Assembled Rolled Filler Neck with Flame Arrestor 

Tamper Proof Bolts 

Flame Arrestor 

Gasket 

Assembled Flame Arrestor 

Figure 33 : Assembled Rolled Filler Neck With Flame Arrestor 

Page 151 of 152

Page 152 of 152 

152

153 

****** 

Page 153 of 152

Detailed Project Report - Intelligent Transport System ... - KSRTC

Create successful ePaper yourself

Delete template?

Save as template?