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Why the problem of Financial Sustainability ? The last decade of twentieth century witnessed revolutionary change in the global economic scenario Results, The Public Sector Undertakings were opened to competition from protection and monopoly Pressure to generate internal resources for sustainability No investment support for technological up gradation Cry for privatisation Employment insecurity among employees
BTS / BMTC continuously incurred operational losses until 02-03, except 01-02. (-3.71 crores in 0203).
1992-93
0 -5 -10 -15 -20 -25 -30 -35 -40 -45 -50(Rs.
1993-94
1994-95
1995-96
1996-97
1997-98
-7.82
-29.89 -34.26
Crores)
-29.50 -36.97
-32.43
The Board was persuaded to agree to operational reengineering: Board was persuaded to approve fleet expansion, expansion of depots, workshop and personnel to operationlise the fleet expansion plan. Assurance was given and blue print was prepared to make operational profit, maximize gross revenue and minimize cost of operations. Administrative reforms were introduced in the areas of procurement through tendering (chassis, diesel, security services, and house-keeping), Public Private Partnership (bus body building, hiring of buses), and introduction of prompt payment discount.
Management Challenges:
Extensive use of IT solutions to manage costs. Innovative borrowing at low interest rates: FCNR loans, mega city funds, substitution of high cost loans, access to government project and infrastructure funds. Lower bus staff ratio with a prudent shift mix Interest income from deposits. Competitive tendering on e-platform. Consultancy services Utilization of empty space in depots during day time for coaching and training. Procurement of lands for future infrastructure. Surplus was maximized by augmenting commercial revenue in many fronts.
Employee skill development programme. (establishment of HRD department, skill development programmes for employee, management development programme for officers, involvement of NGOs (Rotary, Lions), RTO, Police and Judiciary in skill development, music and magic nights in depots to improve unity of purpose, strengthening existing talents of employees.). Compulsory visit to Singapore by each officer. HRD through inclusion of families of the employees. Free tuition to deceased employee dependants, publication of in house magazine, summer camp for employees and their spouse, job fairs for unemployed dependants of employees, free legal assistance for family problems.) Creation of Peer Group in depots for grievance resolution and check corruption in administrative matters. Decentralization of disciplinary powers from one Head of the Department to all for cutting down on delay. Appointment of a Chairperson from outside to deal with sexual harassment in workplace.
Commuter friendly initiatives and technology applications. Women specials, hospital special, pass special, and mall special buses. Expansion of sub urban services to help rural population to access to urban centre for children education and market for agriculture products. Enhanced access to slum dwellers through change in bus routes and providing bus stops near slums. More night services to help call centre workers and floating travelers. Introduction of daily, weekly and monthly passes with rain bow benefits on monthly passes. (any bus,, any time, any language) Constitution of Commuter Comfort Task Force to interact with traveling public and residents associations for timely feedback. Establishment of call centre. Publication of citizens charter, time tables and service pamphlets. Hosting of web site and home page, with printable time and route chart for each schedule.
Net worth went up from Rs 86.26 crores to 810.80 crores. Year end bank balance increased from Rs32 crores to Rs257 crores. Loan amount came down from Rs 47.79 crores to Rs 14.45 crores. Ridership went up from 26.75 lakh commuter trips per day to 38.50 lakhs commuter trips per day. Fares were kept lower than what Government had permitted. Wide spread popularization of passes made 50 % of traffic revenue come from the passes in the beginning of the month and there was no pilferage by anyone. Money also came in the beginning of the month. This was politically a win-win situation for the government. Land holding of the Corporation went up from 78.23 acres to 1344.15 acres. BMTC became one of the best performing Transport Corporation in the world, recognised by WB, ADB, EU, and UNCRD.
2006-07
Rs. In Crores
Ahmedabad
DTC
BEST
Chennai BMTC
13
Fleet increased from 3036 to 5282, highest among the cities in terms of publicly owned buses. Average age of buses came down from 5.11 years to 4.38 years, making it the youngest fleet in India. Smoke emission checks went up from 28,589 checks to 44,641 checks. Daily passes and monthly passes enabled commuters to travel in any bus, any time with out having problems with conductors or crowded buses. Commuters not knowing Kannada did not have problems of interacting with the conductor. Travel in Autos and maxi cabs came down as the Commuters with passes preferred to go by bus. New Vajra and Vayu Vajra buses signalled class and style in bus travel, resulting in 71 % per cent of these commuters giving up two wheelers and cars. 310 semi-low floor, AC, Euro III Volvo buses will be running in the city by this year end, which is the largest of its kind in the entire country. Accident rate came down from 0.22 to 0.15 for each lakh Km., lowest among the cities in India. Public complaints came down by 33 %, 0.03 to 0.02 per one lakh passengers.
Privatization stopped. Employment generation: Employees strength in BMTC went up from 14356 to 25542 between 2003 to 2011 (net addition: 16,186) Morale went up. Payments of salary and dues were regular and through ECS.
Group Life Insurance scheme coverage of Rs.3.00 lakh at the minimum premium of Rs.70/- per month, for the first time in the state and in the country. No financial implication for BMTC. Medically Incapacitated and Welfare scheme with security net benefit (Corpus of 18 corers): an alternative to earlier dismissals. Agreement with 35 leading hospitals to extend in-patient medical treatment to the employees with cashless facility: Employees loved it. Cut down red-tapism. Reduced absenteeism. Brought down cancellations. Compulsory medical check up for employees above 45 years.
Present Status
Daily (Nov- 2011)
We own We operate We perform We make We earn We carry 6104 buses 5896 bus schedules 13.00 lakhs service kms 79082 bus trips Rs 3.60 crore over 45.00 lakhs passengers
Infrastructure Bus Depots 35 Bus stations 47 Man power deployment: 33260 Bus staff ratio: 5.4
19 9 7- 9 8 8 0 43 . 0 0
Vestibule
Parisaravahini
Swaraj Mazda
Swaraj Mazda(A/C)
Bangalore Rounds
Vajra (Volvo)
Suvarna PHS
Vayu Vajra
BIG-10 Bus
Atal Sarige
Jn NURM buses
Marcopolo buses
6 7 5 .5 6
4 6 0 .1 2
2 6 1 .1 3
1 7 2 .0 7
1999-00
2000-01
2001-02
1 4 .6 7
0
- 1 2 .0 2 - 3 6 .4 4
200203
200304
200405
200506
200607
200708
200809
200910
201011
-1 0 0 -2 0 0
- 7 4 .4 3
Net Worth
(As on 31st March)
1100
(Rs. Crores)
1 0 7 1 .7 7 9 5 1 .6 6 8 9 2 .4 3 8 1 0 .8 0 6 8 3 .3 1
900
700
500
3 9 1 .0 9
300
2 6 1 .5 2 1 6 7 .3 9
100
3 1 .9 9 4 .0 6 1999-00
200001
5 8 .0 3
200102
8 6 .2 6
-1 0 0
200203
200304
200405
200506
200607
200708
200809
200910
201011
50.00
44.50 40.27
47.50
40.00
34.78 32.07 30.35
37.75
38.59
30.00
26.75 25.75 26.25 25.50 24.50 25.00
20.00
'97-98 '98-99 '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 '06-07 '07--08 '08-09 '09-10 '10-11 *
Quality of Services
No. of breakdowns
8000
7241
7111 6132
0.55
0.49 0.44
3520 3403 2854 2335 2948 2813 2952 2761 2204 1865
0.36
0.19
1000 0
0.15
0.12
0.12
0.12
0.09
0.08
0.07
0.05
97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11
Quality of Services
No of accidents
600
Rate per lakh kms
475 447 444 417 414 472 467 446 578
Numbers
637 565
556
500
456
400
0.32
302
0.29 0.26 0.26 0.23 0.22 0.22 0.18 0.16 0.14 0.15 0.15
300
200
'9798*
0.12
'98-99 '99-00 '00-01 '01-02 '02-03 '03-04 '04-05 '05-06 '06-07 '07-08 '08-09 '09-10 '10-11
Bus Day is being observed on 4th of every month from 2010 for the citizens of Bangalore to leave their private vehicles at home and use public transportation for commuting. Traffic congestion reduced on the day. There has been a drop in the pollution levels on the day.
Procurement of buses under JnNURM Details of Funding GoI, GoK and BMTC
(Amount in Rs.Crores)
Particulars Purchase of 1000 buses Total Grants 303.07 GoI share (35%) 106.07 GoK share (15%) 45.46 BMTC share (50%) 151.53
(Amount in Rs.Crores)
No. of buses received Approve d cost (Rs. in crore) GoI share (35%) (Rs. in crore) GoK share (15%) (Rs. in crore) Released Amount (Rs. in crore) GoI 83.33 GoK 35.71 Balance Amount (Rs. in crore) GoI 22.74 GoK 9.75
25
1000
1000
303.07
106.07
45.46
Traffic and Transit Management Centres (TTMCs) Under JNNURM Scheme BMTC is the first urban transport organization to get
JNNURM funding for a national pilot project for an innovative idea called TTMC
Construction of 10 Traffic and Transit Management centers was taken up. 9 out of 10 TTMCs have been commissioned and 10th TTMC will be commissioned shortly .
1 2 3 4 5 6 7 8 9 10
Jayanagar Kengeri Bannerghatta Shanthinagar Vijaynagar Koramangala Domlur Whitefield Banashankari Yeshwanthpur Total (In Crore)
8.90 21.13 3.92 84.68 38.12 50.58 15.50 26.56 22.24 61.32 332.95
14.80 40.00 5.50 108.50 58.10 71.90 19.35 37.30 32.25 91.90 479.60
4.45 10.57 1.96 42.34 19.06 25.29 7.75 13.28 11.12 30.66 166.48
10.35 29.43 3.54 66.16 39.04 46.61 11.60 24.02 21.13 61.24 313.12
Aug-09 Jun-10 Jun-10 Aug-10 Aug-10 Sep-10 Sep-10 Oct-10 Oct-10 Nov-10
Jayanagar
Kengeri
Shanthinagar
Yeshavanthapur
Koramanagala
Vijayanagar
Financial Innovations
Cost Cutting Measures adopted:
Swapping of high cost loans and Foreign Currency Non Resident loans Introduction of Prompt payment Discount for chassis and other suppliers Introduction of e-tendering Tendering of chassis procurement Tendering of Diesel procurement Consultancy and recruitment for other departments. Price negotiations Auctioning of vehicles on running condition
(1997-98 to 2010-11)
Rs. In crore
97-98*
PAC appreciated efforts to reach out to the slums through rerouting and creation of more bus stops and branding.
The Third Citizens Report Card on Bangalores Public Service brought out by Public Affairs Centre rates BMTC on the top with 96% Overall Citizens Satisfaction
Sl. No. 1 2 3 4 5 6 7 8 9 10 11 12
21 22
2005-06 2005-06
23
2006-07
24 25 26 27 28 29 30
Tyre Performance Award for Highest Performance (Winner-City Services) for the year 2004-05 International Gold Star Millennium Award, Bangkok Award for vehicle productivity (Urban Services) for the year 2005-06 Award for Fuel Efficiency (Urban Services) for the year 2005-06 Citizen Extraordinaire Award 2008 Prime Minister Civil Service Excellence Award 2009 Transport Minister Trophy for the State Road Transport Undertakings with Lowest Accident Rate for the year 2005-06 (Winner-Urban category) Transport Minister Trophy for the State Road Transport Undertakings with Lowest Accident Rate for the year 2006-07(Winner-Urban category) Winner of Minimum Operational Cost Award for 2006-07 by ASRTU Winner of Minimum Operational Cost(Without the Element of Tax) Award for 2007-08 by ASRTU Chief Ministers Annual Ratna Award International UITP-ITF award for outstanding innovations in Public 36 Transport for the year 2009-10
31 32 33 34 35
36
2010-11
Safety Convention Award 2010 by Institute of Engineers (India) for innovative safety measures
37
Transport Minister Trophy for the State Road Transport 2010-11 Undertakings with Lowest Accident Rate for the year 200708(Winner-Urban category) 2010-11 Urban Mobility Award 2010-Award for Excellence by Ministry of Urban Development on 5-12-2010
38
39
Best Practices Award 2010 by City Managers Association 2010-11 Karnataka (C-MAK) for Commuter Beneficial Schemes and Pass System on 1-2-2011 2010-11 Namma Bangaluru Award 2010 for Outstanding contribution to Bangalore city on 9-2-2011
40
41
UITP- Asia Pacific First Regional Service improvement Award2010-11 2011 in the field of Public Transport in Bangalore Metropolitan area.
37
Thank You
38