Structuring and Financing Options for Urban Transport Projects

Foundation

Structuring and Financing Options for Urban Transport Project

Case Studies on

Connecting Urban Agglomerates by Trains Providing Reliable City Bus Service Promoting Non-motorized Transport

Regional Rapid Transit System Delhi Sonepat Panipat Corridor

Entire NCR is an Urban Agglomeration (62%)

Population (in Lakhs) Year NCR Delhi Haryana 86.87 110.38 Rajasthan 29.92 36.72 U.P. 115.70 145.84

Total Area: 33,578 sqkm Population: 4.6 Crs (2011)

2001 2011

371.00 138.50 460.47 167.53

Background of RRTS
National Capital Region Planning Board prepared Transportation Plan for NCR 2032 a Integrated

Findings Indicated that more than 11 lakh vehicles cross Delhi Borders every day (year 2007)

External-External (EE)
22.9%

22.9% (both O & D outside NCTD)

36.7%

GNCTD

Internal-External (IE)

38.4%

36.7% (Origin within NCTD) External-Internal (EI) :

38.4% (Destination within NCTD)

TO

KAR NH NA 1 L

Integrated Transportation Plan for NCR-2032: Road Network & Airports

AMLI

NARAH

PANIPAT

NHUZAFFARNA 58 G AR

YAMUNA RIVER

10

AN SI

EAST YA

MUN

TO

71

A CA NAL

TO M

TO

JI ND

GOHANA

NH A 71

TO SH

EXPRESSWAYS ALREADY PROPOSED

KMP (Western Peripheral) Expressway KGP (Eastern Peripheral) Expressway

HINDAN RIVER

SONEPAT BAGHPAT

TO BHIWANI

ROHTAK

KUNDLI

MEERUT

GANGA RIVER

Ghaziabad-Meerut (GM) Expressway Yamuna Expressway Ganga Expressway

NH 71

BAHADURGARH

JHAJJAR
South-West

GHAZIABAD

NH24
HAPUR GULAOTHI TO MURADABAD

DELHI
NOIDA

TRANSPORT PLAN PROPOSALS

New Expressways Up-gradation of Major Highways Up-gradation of Other Highways

TO

MA H

HARYANA
EN D RA GA RH

GURGAON FARIDABAD

UTTAR PRADESH
BULANDSHAHR
AGRA CANAL

TO NA

L R NAU

REWARI

NH 71B
BHIWADI PALWAL

BALLABGARH

GAUTAMBUDH NAGAR KHURJA

AIRPORTS
International Airport-Existing International Airport-Proposed Already 4-lane Highways

SAHIBI

RIV ER

TO ALIGARH

NH 91

NHAIPU 8 R

HODAL

TO

TO MA RA TH U

NH

ALWAR

RAJASTHAN

TO JAIPUR

Vision of RRTS
hi-speed, high quality system, seated accommodation non-stop journey : 45- 50 mins interchange with the existing Metro Broad gauge track and coaches

Travel demand forecast

Demand forecast used for feasibility analysis based on following

parameters: Travel time Delhi Panipat 74mins (estimated from technical analysis) Travel cost Delhi Panipat Rs 100 (estimated from willingness to pay) Frequency of trains 5 mins Concessional monthly pass: at 75% of actual fare Impact of TOD zones

Year 2016 2021 2031 2041

Total daily ridership (in lakhs)

(Including feeder, Transit Oriented Development)

3.77 5.47 7.79 9.83

Proposed Alignment - Contours

Total length of 111.2 kms including spur length of 10.6 kms at Gannaur Depot.
Elevated: 100.7km Underground: 2.7km At grade: 7.8km
Sr. No 1 2 3 4 5 6 7 8 9 10 11 12 Stations Station location Underground Elevated Elevated Elevated Elevated Elevated Elevated At Grade Elevated Elevated Elevated At Grade 13.8 8.8 5.8 7.9 1.9 9.8 7.5 14.5 9.6 17.8 9.1 38.20 48.00 106.5 62.50 72.10 89.90 99.00 4.70 111.2 13.80 22.60 28.40 36.30 KM from Previous station Total KM Kashmere Gate Terminus Mukarba Chowk Narela MMTC Kundli Border KMP Expressway interchange Rajeev Gandhi Education City (Rai) Murthal (Sonepat) Gannaur Depot (along the spur)* Gannaur (at NH1)* Samalkha Panipat City IOCL Panipat Additional Length at ends Total Length
* Distance from Murthal

2 depots : Main Depot at IOCL Panipat and an intermediate depot at Gannaur

Proposed Stations & Development Zones

Proposed Alignment
Panipat IOCL Pnt Samalkha Gannuar Terminus & Depot Gannuar KMP Intr

Narela Mukarba Chowk

Murthal RGEU

Kundl i

Kashmere Gate

Snapshot of Technical Parameters Rolling stock

Parameter Peak Hour System Capacity, PHPDT Operational Headway, minutes Required Train Passenger Capacity Nominal Car Length, metres Nominal Car Width, metres Rail Gauge, mm Seating Layout Style of Seat Layout Seat Pitch, mm Density of Standing Passengers in Normal Service, /m2 Number of Cars per Train Train Length, metres (formed from 3-car units) Number of Doorways per Bodyside Nominal Width of the Bodyside Doors, metres Number of Luggage Stacks per Driving Car Number of Luggage Stacks per Middle Car Number of Wheelchair Positions per Driving Car Number of Wheelchair Positions per Middle Car Toilets, catering on the Trains Train Type Train Configuration At Opening System At Ultimate System Capacity Capacity 16,281 27,683 4.5 3.5 1,252 1,628 24 24 3.7 3.7 1,676 1,676 2+3 2+3 Airline Airline 800 800 3 3 6 9 152 228 3 3 1.5 1.5 1 1 2 2 1 1 0 0 No No 25 kV EMU 25 kV EMU Fixed formation of 3-car Fixed formation of 3-car units and 6-car units units and 6-car units

Financial Feasibility Assumptions and Boundary Conditions

S. No. 1 2 3 4 5 6 Particulars Base year for cost estimation Award of contract Years of construction Commercial operation date (COD) Concession period/model period End of concession period/model Value 2011 October 2012 4 1st October 2016 30 years 30th Sept. 2046

Financial Feasibility Sources of project revenue

Project revenue estimated from 2 broad categories:

Fare Box revenue Other Sources of Revenue

Revenue from Rentals (inside the Stations); Revenue from sale of Advertisement Rights; and Property Transaction Cess on Transit Oriented Development area

Financial Feasibility Farebox revenue

Parameters for deciding Fare Structure Comparison with fares of various modes of public transport that are currently available between Delhi Panipat section Passenger willingness to shift
Sr. No. 1 2 3 4 5 6 Mode Delhi Panipat fare (in Rs.) Journey Time

EMU Passenger Rs 15 2-2.5hrs Kalka Shatabdi (AC Chair Car) Rs 285 (actual); Rs151 70-80 mins (Prorated based on distance) Jan Shatabdi (AC Chair Car) State Transport bus (Non AC) State Transport AC Volvo Bus RRTS Rs 210 Rs. 65 (approx) Rs. 200 (approx) 100 85 mins 1.5 2 hrs 1.5 hrs 74 mins.

Financial Feasibility Suggested Fare Structure

One way full fare from Delhi to Panipat city Rs 100 Delhi to IOCL Panipat Rs 110 extrapolation based on distance Telescopic fare structure Minimum fare 25% of full fare (Rs 25) Fare based on distance beyond minimum fare Monthly pass fare A rebate of 25% of full fare between any 2 destinations given on monthly pass

Financial Feasibility Revenue from commercial areas at stations

Factors considered for development of commercial area at stations location of station commercial potential type of stations elevated and underground area at concourse level land availability Current rental values in the city and rent escalation potential State/ district development plans Suitable values for occupancy rate and increase in rental values per annum (assumed 5%) etc., have been taken to have a realistic estimate of the revenue potential Revenue from Advertisement The revenue from advertisement has been kept at 1% of the farebox revenue for each respective year.

Financial Feasibility Capital Cost Summary

Sr. No. 1 2 3 Components Total Base Project Cost including land (without Taxes) Total Base Project Cost including land (with central and State Taxes) Total Project cost including escalation and IDC (with central and State Taxes) Amount in Rs. Crs 14,638 16,552 18,755

Financial Feasibility Project Structuring & Viability Case Studies

Projects Length Project Cost /km GOI + Soft Loan (km) Cost GOS (%) (%) km Rs. Crore Rs. Cr./ km (%) (%) Pvt. Sector (%)

DMRC Phase I Phase 2 Phase 3 Delhi Airpt Lnk Bangalore Chennai Kolkata Mumbai L1 Mumbai L2 Hyderabad Panipat RRTS Meerut RRTS Alwar RRTS

65 124.3 103.5 22.7 42.3 45 14.7 11 32 71.6 111 90 180

10,571 18,894 35,242 3,869 11,609 14,600 4,874 2,356 8,250 12,132 14,638 16,592 24,595

163 152 341 170 274 324 332 214 258 170 130 182 137

40 40 60 54 55 40.8 55 28.1 19.8 12 30 30 30

60 46 40 Nil 45 59.2 45 Nil Nil Nil 40 40 40

Nil Nil Nil 46 Nil Nil Nil 71.9 80.9 88 3010 3010 3010

TOD zones
Three potential TOD sites have been in vicinity of IOCL Panipat, Samalkha and Gannaur Depot Stations.

TOD zones

TOD zones

Financial Feasibility

Area Statement of TOD zones

Sr. TOD Zones No Potential Area marked on Map (Ha)(subject to change after discussions with state Govt.) 1090 525 1085 2700 Area taken for analysis in Business Plan (Ha) 600 300 600 1500 Proposed Land use

1 2 3

IOCL Panipat Depot Samalkha Gannaur Depot Total

Mixed Mixed Mixed

Sr. No. 1 2 a b c d

Description Total Area Developed Area Residential Commercial Office Green Area Roads/Common /others

% 1500 ha 60% 30% 10% 20% 40%

Developed Area

FAR

Built-up Area

/ area

450 Ha 150 Ha 300 Ha 600 Ha

3 3 4 -

1350 Ha 450 Ha 1200 ha -

Financial Feasibility

Transaction Cess
In addition to commercial development at stations additional resources by

way of cess on each property transaction in the identified zones/ TOD zones

Total Cess = Unit cess X Total TOD area X velocity of transaction Cess collected during construction: Used for Govt Equity & rehabilitation grant Cess collected during Operations: Used for Repayment of soft loan and rehabilitation grant
Sr. No. 1 2 Description Land /Site/Plot Developed Area a Residential b Commercial c Office Unit Per sq.m / transaction Per sq.m/ transaction Per sq.m/ transaction Per sq.m/ transaction Rate Rupees 1,000 1,000 2,000 1,500

Financial Feasibility

Estimation of TOD Cess during Construction

Sr. No. Year Velocity of Transaction % 1 2 3 4 2012 2013 2014 2015 Total 5% 10% 20% 20% 3000 ha 3000 ha 3000 ha 3000 ha Built up Area Total Cess Rs. Million 750 1500 3000 3000 8250

It is assumed that the state government would come out with development plan for TOD area within next six months itself. Total Cess for the year = per unit cess X Total TOD area X velocity of transaction for the corresponding year.

Cess collected during construction of the project could be utilized towards state governments equity contribution for the project.

Financial Feasibility Total Project Revenue

Sr. No. 1 2 Revenue Stream FY2018 FY2022 FY2032 FY2042

3 4

Fare box 7,575 Revenues from 987 station commercial Revenue from 76 advertisement Transaction Cess on TOD post construction 6,075 Total Project 14,713 Revenue

Rs. Million /Year 13,929 31,307 2,101 3,422

63,835 5,575

139

313

638

5,670 21,839

4,232 39,275

2,534 72,582

GoI (MOUD + MoR + NCRPB)

50%

NCRTC

Project Structure
Repayment Lenders JICA/WB/ ADB

State Govts. Initial Equity & Loan Repayment TOD Cess Civil works, Pway, Traction and etc

50% Shareholders Agreement Debt Agreement

Infraco

Private Sector
Rolling Procurement, Signaling, construction of elevated stations and O&M

Shareholders Agreement

~10% Equity Stake

Rollco

Turnkey Contractor(s) Civil Contract Civil Contractor E&M Contract E&M Contractor

Bid Criteria for selection of Private Sector

Contractor/ Operator

Revenue Streams

Civil Maintenance sub-contract Rolling Stock, E&M Maintenance sub-contract

Civil Maintainer

E&M Maintainer

Project Structuring Roles and Responsibility

Infraco ( or say NCRTC) Responsible for civil works, Land, R&R, Pway, Traction etc Multi-lateral funding Rollco Responsible for Rolling stock, signalling, elevated stations etc. O&M, replacement and future capex

Revenue source: Cess

from ToD Loan repayment from ToD Cess Surplus cess retained by Infraco

Revenue Source: fare box,

rentals at stations and commercial areas & ads.

In order to obtain a reasonable level of control, it is suggested that 10% equity of Rollco is held by Infraco

Financial Feasibility Project Structuring Equity Participation (Infraco)

MoU with participating states governments and GoI (MoUD & NCRPB) for equity participation in NCRTC. NCRTC is expected to be the holding company of all RRTS project and to have an initial corpus of Rs. 100 crores shared in the following manner:
Name of the Entity Govt of India (MOUD + NCRPB+ Rly) Govt. of National Territory of Delhi State Govt. of Uttar Pradesh State Govt. of Haryana State Govt. of Rajasthan Total Share in NCRTC (%) 50 12.5 12.5 12.5 12.5 100

Financial Feasibility: Project Structuring Equity sharing amongst State Govts

Financial Contribution among participating state governments can be shared based on following 2 models: Based on Length of the corridor in the respective states % for State A = (length of corridor in state A/ total length of corridor)X Total cost of the Corridor Based on Investment in the corridor in the respective states % for State A = Cost of corridor in state A/ Total Cost of corridor

Financial Contribution by State and Central Govts.

Name of Entity Govt Funding GoI (MOUD + NCRPB) GNCTD Govt of Haryana Total funding by Govt Loan - Soft loan, bonds, sub-debt from central & state govt Investment by PPP partner Total investment Route Length % Rs. Crores Investment % Rs. Crores

15.00% 3.65% 11.35% 30.00% 40.00% 30.00% 100%

2,814 684 2129 5,627 7,502 5,627 18,755

15.00% 3.30% 11.70% 30.00% 40.00% 30.00% 100%

2,814 619 2,194 5,627 7,502 5,627 18,755

Source of Revenue for Infraco

Cess on each property transaction in the identified TOD zones
Total Cess = Unit cess X Total TOD area X velocity of transaction Cess collected during construction: Used for Govt Equity & rehabilitation grant Cess collected during Operations: Used for Repayment of soft loan and rehabilitation grant How to apply Cess and Where to apply Cess

Strategy for Cess : How to apply Cess

Option 1 Basis of Cess Cess Rate Fixed Rate on sqm basis Construction Period : Rs. 1000/sqm Operations Period : Residential : Rs1000/sqm Commercial : Rs 2000/sqm Office : Rs 1500/sqm Option 2 % of circle rate Construction Period : 5% Operations Period : Residential : 5 % Commercial : 10% Office : 7.5% Potential to capture higher upside of future With lower base rates, initial years could be tough, and increasing rates in future would be difficult

Features Captures upfront values linked to higher speculations in the initial years and slows down when the system stabilizes With inflation, the real cess rate comes down, however, loan repayment remains protected

Easy to explain to lenders , who can Difficult to monitor see a clear estimation of loan Lower realization vis--vis repayments actual market prices Easy to monitor higher compliance The rates could also be made telescopic

Strategy for Cess : Where to apply Cess

Option A Area On identified Zones earmarked as Greenfield TOD Zones with new station Option B At all stations including all existing developed areas Option C All along the corridor

Area in Ha

~ 1500 ha (at 3 to 4 4500 ha ( say 300 ha @ 10,000 ha ( say locations) each station) 500 m on each side)

Features Captures upfront May lead to issues related to existing values linked to municipal bodies higher speculations Demand for higher FSI norms (leading to concerns from urban planners, revised master plan preparation etc.) Easy to monitor higher compliance Low success rate potential Many locations development plans have been prepared, an investors have put in their investments

Funding Reqd. from Infraco Lifecycle cost

Particulars During construction Period By way of Equity Contributions (@ 30% of project cost) Rehabilitation grant (@1% of land cost per annum) TOTAL DURING CONSTRUCTION (1) During Operations Period Repayment of Soft Loan (20 yrs) Payment of Interest on soft loan Payment of Rehabilitation grant (@1% of land cost per annum) TOTAL DURING OPERATIONS (2) (Rs Crs)

5,627 114 5,841 7,511 1502 2772 11786

Cess: Covering Life Cycle Cost

Funds Required from Government Construction Phase Operations Phase Rs Crs 5,841 11,786

Geographical Area Identified TOD zones ~ 1500ha (Option A) All stations ~ 4500ha (Option B) Along the corridor ~ 10000ha(Option C)

Fixed Rs/sqm (weighted Avg.) 1300 430 200

% of circle rate of Rs 8000/sqm 9% 3% 1.4%

Delhi Panipat Infraco Cashflow

Infraco : Cash Inflows Cess During construction Cess During Operations Debt from Finacial Institutions Equity infusion from Government Total Cash Inflow Infraco : Cash Outflows Project Construction cost Repayment of soft loan Payment of Interest Rehab grant in construction Rehab Grant during operations Cash Support to Rollco (Outcome of bidding) Total Cash outflow Net Cashflow for Infraco

Profit & Loss for Delhi Panipat Rollco

Financial Feasibility: Project IRR & Economic IRR

Description Project IRR (post Tax) Economic IRR Delhi Panipat 5.78% 22.31%

Comparison with DMRC Phase III Project IRR 4.3% Economic IRR 21.73%

Operation of Private Stage Carriages in Delhi

History Of Private Sector Bus Operation In Delhi

S. No 1 2 3 4 5 6 7 8 9 10 11 Particulars Pre 1950 stage carriage operation Old scheme Ex-servicemen scheme Graduate scheme Scheme for SC/ST Point to point scheme (Asiad) Luxury (White line scheme) Red line/Blue line scheme Suvidha New scheme for CNG buses Erstwhile KM scheme
Contract carriage

Year 1940-50 1971 1973-74 1975 1981 1982 1991 1992 1993 2002 2002 (April)

Number of Permits 108 permits 100 mini buses 120 mini buses 100 mini buses 68 permits 300 permits 100 permits 3000 permits 609 permits 637 permits 2,772 permits
City 2,957 2,144 3,106# 3,849 986 Interstate 2,727 1,421 338 .. ..

Type of Bus Before Modernization of DTC and Cluster Buses

17 terminals, 6,400 Bus stops in Delhi.

Light Contract carriage DTC (Stage Carriage) Private Stage Carriages (Blueline) DMRC and other mini buses
#

Includes 213 CNG buses plying in National Capital Region Source: STA as of 25 October 2007 and DTC Operational Statistics

Analysis of Problems and Reform Model Essentials

Reducing accidents and traffic violations. Need to segregate traffic. Reducing undesirable driving practices. Monitoring through Intelligent Transport Systems. Driver training, certification and verification. Contractual practices. Vehicle choice and maintenance. Reduction in waiting anxiety. Service provisions on non-profitable routes. Ensuring network benefits. Preventing predation by incumbents or cartelization. Reducing multiplicity of permit conditions. Introducing suitable incentives and disincentives. Financial support for public transport.

Promoters

political

economic

Bidders Financiers Government Agencies

Understanding risks+rewards

technical

social

Operators Developers

Strategic Objectives
Effective, economic, efficient and safe
Duty to provide a high quality, affordable public transport Mitigate safety risk competition for the market, not in the market Minimum scale required to ensure appropriate management skills Clear contractual obligations and responsibilities Maintain service levels on existing routes, extend coverage

Ensure flexibility for the future

Current route network is not rationalised or optimised Need scope to redeploy resources to respond to shifts in demand Ability to respond to demographic changes and economic growth Capability to accommodate changes in regulatory policy (eg fares)

Bid Parameters
Cost to operate a defined schedule for a set of services = base bid Specified outputs:
Bus-kms Bus hours Minimum peak buses in service

Long term marginal rate for service changes increasing output:

i Rs per extra bus/day + j Rs per extra bus hour + k Rs per extra buskm (by bus type)
Short term marginal rate for additional resources:

x Rs per extra bus/day + y Rs per extra bus hour + z Rs per extra buskm (by bus type)

Gross Cost
Resource contract with fare collection on behalf of Government Tender for defined package of service schedules and functional specifications Define costs per bus-km by type of bus for base bid Defined rates for marginal service increments

+ + + + +

Flexibility to add routes, change frequency, redeploy resources (metro, BRT, LRT) Fares and ticketing policy revised at will (incremental % incr. In fare) Full acceptance of all ticket types including concession fares/passes Payments related to type of bus (quality of service) provided Reduced cost of finance due to secure income stream (from Government)

- No incentive to maximise patronage (or pick up)

Address by passenger volume incentive (up to 10% of fare revenue)

- No incentive for revenue protection

But may be element of service quality incentive regime

Variant bid option facility to offer premium service at own commercial risk if lower base bid cost

Concession Period
Concession will be based on current permit legislation = 5 year term Motor Vehicle Act means permit allocated to vehicle owner rather than operator Requirement to procure CNG buses with limited market outside Delhi means costs

must be recovered within concession period Concession term therefore set at 10 years close to expected bus life

Payment for basic service output

100%

Non-Operated Mileage

Deduction for service not operated due to factors within operator control

-%

Elements at Risk
Proportional to mileage not run or service standards below minimum specifications Cap at -10%

Cleanliness /Condition

Deduction for proportion of service operated by vehicles meeting set standards

-%

Basic Reliability

Deduction for service failing to meet minimum performance standards

-%

Punctuality

Payment for service exceeding minimum performance standards

+15%

Break up of Price for Year One Fees Calculation

Capital Charge 1 Bid (annual basis)

No. of Buses A 200 Service Kms per Year D 18,000,000 Service Hours per year G 1,000,000

Rs. / Bus B

Total (Rs.) C = A*B

Total (Rs.) Rs. / Service Km. E F = D *E

Consumables 2 Bid (annual basis)

Manpower and Overheads Charge 3 Bid (annual basis)

Rs. / Service Hour H

Total (Rs.) I= G*H

Bid (annual basis) Total

Results of Bidding Process for Cluster No. 1 to 9

Description Cluster No. 1 Cluster No. 2 Cluster No. 3 Cluster No. 4 Cluster No. 5 Cluster No. 6 Cluster No. 7 Cluster No. 8 Cluster No. 9 No. of Buses 231 232 182 148 120 279 358 497 418 2,465 Remarks Low Floor 80:20 (Stad. Floor Non A/C and AC)

Composition of CYOF for Cluster No. 1 to 9

Cost Estimates Variations from Mean for Cluster No. 2 to 9

Consumables Year Capital Charges CNG (70%) Others (30%) T o t a l Cost per km 4.00 4.42 4.88 5.40 5.96 6.59 7.28 8.04 8.89 9.82 T o t a l Manpower Total Payment

Payment in PV terms

Cost per km 1 2 3 4 5 6 7 8 9 10 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Assumptions : CPI CNG Disc Rate 7% 5% 10% 24 24 24 24 24 24 24 24 24 24

Cost per km 9.33 9.80 10.29 10.80 11.34 11.91 12.50 13.13 13.79 14.48

Cost per km 10 11 11 12 13 14 15 16 17 18 47.46 49.04 50.74 52.56 54.51 56.61 58.87 61.30 63.92 66.73 47 45 42 39 37 35 33 31 30 28 369

Planned Cycle Sharing Scheme in Delhi University

Cycle Sharing Scheme - Concept

The key to any good urban transportation system is connectivity the ability to shuffle from one transit mode to another without great delay or distance. Provide commuters an option to use cycles for connectivity
Food /Tuition centers
M / B etro us

Metro / Bus
M / B etro us

Residence

Potential use of cycles

College

Cycle Sharing Scheme - Concept

Key Elements : Needs to be user friendly enough (original ids hassle) how to do away with id (original document submission), without a COST/ Fixed deposit Needs to be flexible to cater to user requirements Pick and drop Value delivered is up market feel (Nano vs 800) Pride Value delivered PLUS delivery (we love discounts!)

Cycle Sharing Scheme - Concept

Key Elements : Market aggressively FM, TV (advertorials !!), hoardings, internet Women friendly Through design and usage Weather Is a constraint Exclusive management with high domain interest, with capacity to expand quickly, and adapt to different types of solutions

Key Features

Comfortable, Light weight cycles with advanced Technology Unisex cycles with unique color combination Station to have 10 cycles for rental in a stand and extra 5-10 spaces for cycle parking own cycles of users Brand Name for Cycle Services : Cyclo City / City Bike / Smart Bike Rental charges- Rs. 5/- per Hour Sufficient Inventory to be maintained by ferrying cycles in a Mini Van Timings - 0700 to 1900 Hrs

Operating System

All stands to be equipped with hand held Computer Tabs Pick and drop at any cycle station No need for depositing original ID by user - The computer Tab to capture the Photograph of the ID document of the user at the time of issue of cycle, the same to be verified at the time of depositing the cycle at any location. Station A Effectively DIMTS shall be the Program Manager responsible for success of the scheme in partnerships with various set of stakeholders
Station B

Central Server Managed by DIMTS

Station D

Station C

Business Model

Revenue Sources Advertisemen t

Cycle Rental

DIMTS

MCD Revenue
IT Developmen t and Management Cost

Manpower

Expenses Capex Amortization O&M Expense

Cycle + Structure Maint.

Manpower

IT+ Electricity

Transport+ Misc.

Business Model

- DIMTS Role - Project Planning and implementation - Inventory Management - Marketing and popularizing cycle sharing scheme through Public awareness campaigns in all media - Corporate Tie ups and Cross Promotions - Form a cycling club to promote Green Transport - Integration with Bus and Metro Tickets in future. -MCD share @ 50% on MCD Road and 25% on Non - MCD Roads -- Agreement Period - 20 Years

Residential
Outram Lines GTB Nagar Batra Cinema

Residential
Vijay Nagar Roop Nagar Maurice Nagar Patel Chest

Campus

Bunglow Road Kamla Nagar

Commerci al

Campus Statistics

Category Total Colleges in North Campus Total Departments in North Campus Total Non-Formal Cells Total Total Number of Students in colleges in departments (partly correspondence) in Non formal cells (correspondence courses) Total Total College Hostels Total Strength Total University Hostels Total Strength Total

Number 11 46 2 59 31121 44676 240492 316289 10 1948 14 1627 3575

Primary Data Collection

Carried out Opinion Surveys of 100 college students Distributed survey formats

Main questions asked: a) Mode taken to college b) Intermediate trip area c) Mode used in intermediate trip d) Willing to take cycle or not e) Suggest convenient location

Survey Analysis & Results

Metro Station to College

32% 60 % 8% Rickshaw Walk Others (+) (+) 63% 37%

Metro Station

Source: Primary Survey SRCC

Residence to College
20% 34% Residenc e 46% Rickshaw Walk Others (+) (+) 80 % 40%

Source: Primary Survey SRCC

Survey Analysis & Results

Intermediate Trips from College

27% 24% College 7% Rickshaw Walk Others

(+) (+)

25% 57%

Intermediate Percentag Trip Area e (%) Hudson Lane GTB nagar Kamla Nagar Patel Chest Shakti Nagar Vijay Nagar Suggested Locations Hudson Lane Kamla Nagar Patel Chest SRCC metro 8.62 3.45 29.31 5.17 6.90 3.45 Percentage (%) 6.90 8.62 6.90 10.34 24.14

Source: Primary Survey SRCC

Intermediate Trip Mode Choice and Suggested Locations

Identified Locations 1.Hudson Lane 2.GTB Nagar Metro Station 3.Kamla Nagar 4.Patel Chest/SRCC 5.Vishwa Vidyalya Metro Station 6.Bunglow Road

Survey Analysis & Results

Overall Willingness to Shift on Cycle

57% 43%
Opinion Survey - conclusions
Higher tendency to shift to cycles may be evident in : Students at present using Cycle rickshaw Residences within 2km

Proposed Cycle Station Locations

12 10 9 11 7 8

Delhi University
1.Faculty of Management Studies 2.Bunglow Road 3.Kamla Nagar 4.Hindu College 5.Central Library 6.SRCC/Patel Chest 7.Hudson Lane 8.Vishwa Vidyalaya Metro 9.GTB Metro 10.Hakikat Nagar 11. Khalsa College 12.Batra Cinema 3 2 6

5 4 1

Proposed Cycle Station Locations

BRT Corridor
1.Moolchand 2.Entry Defence colony 3.Defence Colony Petrol Pump 4.Near Jungpura Metro Station 5.Opp. Jungpura Metro Station 6.Near Petrol Pump Sanchar Bhawan 7.Near Blind School, Lodhi Road Flyover 8.Near Jheel Purana Qila 9.Pragati Maidan, Near Gate No. 9

Additional Cycle Stands Free of Cost to be provided by DIMTS 1.Delhi Zoological Park- 2 No.
2.Inside Pragati Maidan- 2 No.

Exisiting five locations shall also be integrated into this project.

Proposed Design

Future Scope

-In Future Areas to be covered on successful completion and implementation of this model - JNU Campus - Delhi University South Campus - CGO/ Lodhi Road -Jamia university