Chairman’s Report of

National Transport Commission

7th May 2010

Size of the Transport & Logistics Sector

• Value of Turnover- 15% of GDP – Rs 500 bn

• Proportion of Jobs – 1.5 million (85% informal)

• People Moved– 10 m trips daily (99% on land)

• Vehicles : Bicycles - 3 million

• Motorized Vehicles 2.5 million

• Buses 25,000

• Deaths : 1 in 50 deaths

• Pollution: estimated 5,000 pre mature deaths

• Cost of Accidents : Rs 30 billion

• Cost of Congestion: Rs 35 billion

• Cost of Lost Time in Public Transport: Rs 20 billion

Challenges• Unsatisfied Customers:

– Urban & Rural

– Individual & Corporate

– Private & Public

– Goods & Passenger

• Modal Shift • Modal Shift

– In 2000 SL had 20,000 buses in 1 million vehicle fleet

– In 2010 SL has 25,000 buses in 3 million vehicle fleet

– In 2020 SL should have over 5 million vehicles

– Public Transport 80% in 1990 now 65%

– Inability to retain ‘non captive passenger” in Public Transport due to

lack of quality improvement

Table 1: Transport

Modal Shares: Sri

Lanka (2007)

ModeVehicle km Operated Passenger km Carried Ton km Carried

km (mn.) % Passenger Km(mn.) % Ton km(mn.) %

Bus 1,326 6.9 46,396 61.0

Railways 8 0.0 4,767 6.3 134.8 2.0

Private Vehicles 11,972 62.6 18,536 24.4

Para-Transit 2,123 11.1 4,492 5.9

Goods/Land

Vehicles 3,678 19.2 1,839 2.4 6,436 97.5

Water Transport 3 0.0 0.0 32 0.5

Total 19,109 100.0 76,031 100.0 6,603 100.0

Summary of Modal Share

2007 2001

Public Bus 61 68

Railway 6 5

Private 24 24

Para-Transit 6 2

Goods/Land veh. 2 1

100 100100 100

Railway

Para Transit

Private Vehicles

Public Bus

0

10

20

30

40

50

60

70

80

19751980

19921996

2003

% S

ha

re

State Share

(Passenger)

Railway -6.3%

SLTB – 18.7

Total - 25%

Major Issues • Confinement of Ministry efforts on managing State agencies to carry 25%

of passenger share and 2% of goods share. Overall contribution in Transport & Logistics Sector – value addition around 5%.

• Lack of policy, development planning and regulatory interventions in other modes of transport such as goods, taxis, three wheelers, trucks or on issues such as accidents, congestion, quality of public transport or pollution.

• Not guiding transport sector Investments strategically.

• No developments in management of transport agencies .

• No development of institional capacity to make a change .

• No new technology, modes, introduced

Role of NTC

The Change Agency

• Policy Formulation

• Planning – Transport (National)

• Regulation – Buses

• Operational – Inter provincial

Policy • Policy Doc – Ready for tabling in Parliament:

Priority for Public Transport/SLTB share/management of traffic growth/subidised services

• Inclusion of items in Mahinda Chinthanaya: Pettah Transport Centre/BRT/ Sisu Saeriya/Gami Saeriya/Nisi Saeriya/Time Tables/Urban Transport/RefleetingSaeriya/Time Tables/Urban Transport/Refleeting

• NTC Act – Inclusion of Transport Planning/ Urban Transport Strategic Plans/ Recognisation of Management Companies/ Revision of Fares/Minimum Qualifications & Standards

Planning • Urban Transport

• Car Pooling

• Park and Ride

Utility

14%

Buses

56%

Train

10% Car/Saloon

11%

Motor Cycle

5% 3wheeler

4%

• Park and Ride

• 750,000 people arrive to the city by road.

• They arrive in 200,000 vehicles made up as. – 11,000 buses

– 15,000 goods vehicles and

– 175,000 private vehicles

• Presently 15% of the road space is utilized for buses and vans even though they transport 80% of the road passengers.

Planning: Colombo

though they transport 80% of the road passengers.

• On the other hand, 65% of the road space is used by private and hired vehicles which in sum total carry only 38% of the passengers.

• The balance 20% are for goods vehicles.

• In addition to the vehicles entering the city, there are a further 250,000 vehicles registered within the Colombo Municipal Area.

Present Transport Situation in ColomboTotal Vehicle Flow(Smoothened)

200

400

600

800

1000

1200

1400

1600

Flo

w/3

0 m

init

s

To Colombo

From Colombo

Corridor: A1sp,Parliament Road Location:Rajagiriya Link No:A000-130 Date:04/03/04

0

200

7.0

0-7

.30

7.3

0-8

.00

8.0

0-8

.30

8.3

0-9

.00

9.0

0-9

.30

9.3

0-1

0.0

0

10

.00

-10

.30

10

.30

-11

.00

11

.00

-11

.30

11

.30

-12

.00

12

.00

-12

.30

12

.30

-13

.00

13

.00

-13

.30

13

.30

-14

.00

14

.00

-14

.30

14

.30

-15

.00

15

.00

-15

.30

15

.30

-16

.00

16

.00

-16

.30

16

.30

-17

.00

17

.00

-17

.30

17

.30

-18

.00

18

.00

-18

.30

18

.30

-19

.00

Time

Percentages of passenger vehicles entering to colombo daily

Motor Cycle

18%

(5% of pax)

3wheeler

19%

(4% of Pax)

Car/saloon

29%

(11% of Pax)

Utility

28%

(14% of Pax)

Mini Bus

2%

Large Bus

4%

(56% Pax

incl.mini bus)

Planning:CitylinerCityliner - Income & Expenses from Sep'09- Apr'10

Month Total Expenses Total Income %

Sep'09 1,297,737.00 118,400.00 9.12

Oct'09 915,408.00 248,400.00 27.14

Nov'09 1,015,321.00 281,200.00 27.70

Dec'09 962,655.00 279,200.00 29.00

Jan'10 898,340.00 332,400.00 37.00

Feb'10 943,842.00 321,350.00 34.05

Mar'10 668,430.00 405,700.00 60.69

Am

ou

nt

Month

Cityliner - Income & Expenses Analysis

Expenses

Income

Passenger Survey in March 2010

Passegers who were former PV users -82%

Passengers who are satisfied with service – 88%

Urban Transport: Proposed BRT Network

• Proposed network

o Kadawatha to Fort

o Battaramulla to Fort

o Network Integration Link: Orugodawatta

to Borella junction

• Route Length 28km• Route Length 28km

• Estimated cost Rs. 403 Million per km.

• Total cost Rs. 11.3 Billion

• EIRR 24%

• NPV Rs 8,410 Mn ( @ 12% discount rate)

(Evaluation period 20yrs)

-BRT systems have emerged as a cost-effective

alternative with very good results in developing

countries, including China, Indonesia and Latin

American countries.

Recommended Boundary of Restricted Area for ERP in Colombo

• Restricted Area 8 sq km.

• 13 contral points

• Vehicles to be charged per pass

• Time of operation 7.30 am – 9.30 am

• Affected Vehicles - cars, taxis, goods

vehicles, 3 wheelers, motorcycles,

coaches (exemptions for public buses,

non-motorised vehicles and emergency non-motorised vehicles and emergency

vehicles)

• Total Capital Cost Rs. 3842 Mn

• EIRR 14.7 %

• NPV Rs. 415.2 Mn(@12% discount

rate)

(Evaluation Period 15 yrs)

US

PA

SS

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OLCOTT MAWATHA

UNAUTHORIZED CONSTRUCTION

BUS TERMINAL

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ARIEL VIEW

BASTIAN MAWATHADEPARTURE BAYS

OVERLOAD PARKING

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VIEW FROM OLCOTT MAWATHA

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VIEW FROM OLCOTT MAWATHA

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VIEW FROM BASTIAN MAWATHA

Regulation: Issue of New Permits

Currently Most Routes Over Supplied

Cabinet approved process in place to issue new permits

Traffic Survey� Time Table � New routes/slots offered to SLTB first � Tender

�Annual Value � Bids over AV � Grant for 5 Years (renewable)

Long Term this will be discontnued to a system where regulatory fee would

be placed at 1% of estimated revenue.

Year No. Of New Permit No. of Tender

Permits

No. of Non Tender

Permits

Annual Revenue Received

From Tender Permits

2003 112 112

2004 426 426

2005 07 7

2006 28 28

2007 11 4 7

2008 33 33

2009 29 29 19,493,700.00

2010 10 10

Total 656 76 580

be placed at 1% of estimated revenue.

Regulation: Time Table •Equity based system now accepted by

most operators

•Timetabling Process approved by Cabinet

of Ministers

•Cannot introduce new buses w/o

changing timetable.

•SLTB given a % higher than existing •SLTB given a % higher than existing

operations

•Future slots can be reserved and offered

to SLTB as first choice

•Currently 47% of NTC buses in Integrated

Time Table

Regulation: Sisu Seriya

Sisu Seriya Performance Data

CTB PVT TOTAL

No of Service Operated 100% 294 124 418

No of Service Operated 99% -

90% 84 6 90

Average % Operated 92% 99.80%

No of Schools Served - 1,880

Dedicated Bus,

Subsidy of Rs 35 per km

Payment only if 90% operated

Certification by School Committee

Half price tickets No of Students Carried 75,680

No of Requeste

400 400

180 210 253

492

688

0

200

400

600

800

2005 2006 2007 2008 2009

SISU SERIYA GROWTH- ANNUALLY

SISU SERIYA GROWTH-

ANNUALLY

Half price tickets

Regulation: Gami Seriya

Dedicated Bus,

Subsidy of Rs 17.50 per km paid for max 150 kms

Payment only if 90% operated

Certification by Village Committee

Three Year award

No. of villages served = 1014

No. of Gamiseriya Services Processed = 479 (SLTB) +29 (Pr)

No.of Gamiseriya awaitingr deployment -

Southern = 12

Sabaragamuwa = 58

North Central = 25

Central = 16

Eastern = 43

154

Regulation: Nisi Seriya

• Last trip subsidised with 50% of diesel cost paid.

• Currently 24 service only to SLTB

• Plan to increase to around 200 in suburban areas

Regulatory Reform: Management Companies

• Six Pilot Companies set up, request for many more

• Permit holders become share holders

• Director Board elected at AGM

• NTC provides supervisory control , capacity building, initial

financial assistance for 6 months

• Company assumes responsibility for timetable, crew conduct, • Company assumes responsibility for timetable, crew conduct,

public complaints, flying squad, safety…..

� �යාකා� ද�ශක

වයඹ ෙ�. .එ� බ��ල මාතර

අ�බල�ෙග�ඩ කතරගම ර�න�ර

ගාස්� එක� �ම 100% 94% 100% 67% 100%

ෙස�වකය ක�ඩාය� �ළ ඇ�ම48% 0% 0% 0% 0%

ෙස�වක ක�ඩාය� ���ව100% 100% 80% 88% 69%

EPF/ETF සඳහා දායක�වය0% 4% 7% 3% 7%

ෙප�� ෙත�ර�" බස් රථය ඇ�ලත & රද'ශනය කර *ෙ+ද?

24

& රද'ශනය කර *ෙ+ද?100% 100% 100% 100% 100%

ෙස�වක ,�,ක�33% 83% 67% 100% 67% 67%

-�� වා'ථා ස�.'ණ �ම67% 100% 67% 67% 33% 33%

සමාගෙ� ෙක�ටස් 1ල2 ෙගන ඇ* ෙක�ටස් 31ය4 සං6 යාව

60% 100% 71% 72% 31% 27%

කාළ සටහ4 අ89ලතාව N/A 95% 98% 90% 70% N/A

56% 75% 65% 65% 53%

• Safety

• Public Complaints -2 595 555

• Lost and Found – 2 333222

• Cancellation (2009) – 73 (63 confirmed by MoT)

Flying Squad

A Future Bus..(ICT Perspective)

GPSGPRS

•Location/map Info

•Time Table

Compliance

•Route Compliance

•Real-time Schedules

•Automatic Log Sheets

•Investigate public

•Facilitate communication between many devices and Operations Centre

•Issue tickets

• Receive fare revisions automatically

• Send ticket sales data to owner/bank/NTC

CCTV

Video/Audio

Systems

Smart Card

Reader

Ticket

Machine

EM

Controller/s

•Investigate public complains immediately

• Random Monitoring of buses

• Remote Quality Checking of Buses

• Trace passenger/crew misbehaviors

owner/bank/NTC

•

• Measure Speed, Fuel, AC etc and other mechanical conditions

•Door controls

•Immobilise buses that do not comply warnings.

• In-bus entertainment

•Announcements

•Advertising

•

• Pay for tickets using pre-paid cards

•Reload cards

•Recognise Drivers/Conductors to run the bus

•

Bastian Mw• Process 1500 buses, 40,000 pax departures per day

• New Year period processed 600,000 in 8 days

• Took over in July 2009, improvements almost completed

• All inter-provincial operations in one place

Capacity Building - Staff

Chairman & CommissionChairman & Commission

Director

General

Director

General

Director O &

M Post (01)Director P

Post (01)

Director F &

P Post (01)(01)*Director &

&\Director QA

*Director QA

&ER Post

(01)*Director &

&\Director QA

*Director P

Director P

*Director P

Director P

&\Director QA

&ER A

&\Director QA

&ER AD. Director.

Post(01)

Asst. Director

post(01)

Grade III Officers. Post(25)

Grade IV Officers. Post(57)

Clerical & Allied. Post(63)

Int. Auditor

Int. Auditor Post

(01)

Int. Auditor

*AD (L) / Board

Secretary-Post (1)

D

D. Director.

Post (01)

D D

D. Director. Post (01)

D

D. Director.

Post(01)

Capacity Building: New Office

• 2009: Possession of Land

• 2010: Construction of

New Building

Institutional Capacity:

Financial Independance

30.00

40.00

50.00

60.00

70.00

80.00

Treasury Receipts

NTC Revenue

Recurrent (2005-2009)

0.00

10.00

20.00

30.00

2005 2006 2007 2008 2009

Capacity Building:Other

• Training Programs

• ICT Backbone : 90/150 PCs, 13 softwares

• Permanent Exhibition

• Service Orientation: ISO9001/Customer Service Area

Re-design/Service Oriented Culture

• Transport Database & Annual Publication

SWOT

Strengths

• Young & Motivated Staff

• Policy Orientation

• Transparent

• Professional

• Institutional Capacity being

Opportunities

• Equipped to lead Change

• Most operators understand

changes for their benefit

• Able to assist governments

rapid development program• Institutional Capacity being

built up

Weaknesses

• Vacancies in middle

management cadre

• Vulnerable to political

marginalisation

rapid development program

Threats

• Some Provincial RPTAs see

change as a threat

• Operators with vested interest

see as a threat