Policy Advocacy for Senior Managers

This document contains the following 6 deliverables

1. Delivery Presentation

2. Trainer Manual

3. Participant Manual

4. Pre-Training Questionnaire

5. Post-Training Questionnaire

6. Group Activity

Policy Advocacy for Senior Managers

P resentation title[To edit, c lick View > Slide Master > Slide Master]

©2019 Deloitte Shared Services India LLP 1

Delivery Presentation

EFFICIENT AND SUSTAINABLE CITY BUS SERVICES PROJECT (INDIA)EFFICIENT AND SUSTAINABLE CITY BUS SERVICES PROJECT (INDIA)

POLICY ADVOCACY FOR SENIOR MANAGERS

MINISTRY OF HOUSING AND URBAN AFFAIRS, GOVERNMENT OF INDIA

Consultancy Services for Design and Development of Training Programme for City Transport Professionals

December 2020

2

Preface

The Efficient and Sustainable City Bus Services (ESCBS) project was introduced to improve the efficiency and attractiveness of city

bus transport in India. ESCBS project has three major components which are National Capacity Building (NCB); Regulatory,

Institutional and Fiscal Analysis; and City Demonstration. This engagement falls under the purview of the NCB component of the

ESCBS project. The objective of the engagement is to design and develop training programme for city transport professionals. This

engagement also involves pilot testing, implementation, evaluation, and suitable modification of the training programme.

As a part of this engagement, eight training areas have been identified and prioritized by the Ministry of Housing and Urban Affairs

(MoHUA).

Policy Advocacy for

Senior Managers

Outsourcing for Senior

Managers

Monitoring and

Evaluation for Senior

Managers

Network Planning for

Middle Managers

Operations Planning for

Middle Managers

Outsourcing for Middle

Managers

Bus Operations for

Middle Managers

ITS and MIS for Middle

Managers

1 2 3 4

5 6 7 8

For each training areas, a total of three modules have been prepared:

A. Participant’s Notes: Detailed notes for participant’s reference containing links for more reading and is circulated before training

B. Trainer’s Notes: Detailed notes for trainer’s reference containing focus points, questions for discussion, etc.

C. Delivery PPT: Brief presentation containing various animation, videos, group activities, etc. and is displayed on screen

3

This training material on “Policy Advocacy for Senior Managers” aims in advocating in favor of the

policies that have been conceptualized. It enables the Senior Manager to advocate to the citizens, politicians,

and bureaucrats about ideas related to bus transport, and guidelines to formulate the same. In addition, the

training material formulates strategies for ensuring continuity of business through succession planning.

Another aim of Policy Advocacy is to outreach stakeholders, including policy-makers, to adopt policies/policy

changes that would strengthen a transit agency & facilitate the provisioning & use of (bus) transit service.

Marketing of bus services helps in creating awareness among the target audience regarding the existence

and benefits of the service. The strategy includes identifying and consulting various stakeholders; branding

the services using name, logo and tagline; and forming a marketing strategy using campaign and various

media options.

About the Module

4

1 Understanding why is there a need for Advocacy

2 Understanding whom is the advocacy meant for

3 Understanding what to advocate to the various stakeholders

4 Understanding the mechanism to advocate to the citizens (4P model for Policy Advocacy)

5 Understanding the mechanism to advocate to the Regulatory and Sanctioning Authority

6 Assessing business environment and citizen in order to advocate

Learning Objectives

7 Understanding the need to change internal environment after advocacy

8 Assessing the importance and mechanism for succession planning

9 Design and formulate branding and marketing strategy for outreach

5

Advocating to Citizens

A. Understanding Users and Non-Users

B. Overview – 4P Model for Policy Advocacy

C. First P – Product

D. Second P – Place

E. Third P – Price

F. Fourth P - Promotion

4

Introduction

A. Overview

B. Why advocate / what to advocate / whom to advocate to?

C. How to advocate?

1

Business Environment

A. Overview

B. External environment

C. Internal environment

2

Table of Contents

Understanding

Objectives

A. Citizen centric objectives

B. Essential elements of objectives3

6

Managing ChangeA. Managing change based on objectives set

B. Managing change based on customer feedback6

Business Continuity

Planning

A. Succession Planning

B. Transition Planning7

Table of Contents

Advocating to Regulatory

and Sanctioning

Authority

A. Overview

B. Advocating to Regulatory and Sanctioning Authority

C. Case Study

5

Marketing and Branding

A. Introduction

B. Stakeholder analysis

C. Branding strategy

D. Marketing strategy

8

7

Introduction

Overview – Key policy challenges/decisions

2. Business Environment

4. Advocating to Citizens

5. Advocating to Regulatory and

Sanctioning Authority

6. Managing Change

1. Introduction

7. Business Continuity Planning

3. Understanding Objectives

OverviewA

Advocate - Why / What / Whom ?B

How to advocate?C

8. Marketing and Branding

The Senior Manager should orient themselves on understanding the basic purpose of

running the buses and understand the key policy challenges they may encounter with.

1What role bus transport can play within city mobility system

• Feeder services, Main haul

• Strategy for integration with other modes of transport

2Which are potential business segments bus transport can target

• Based on Income, Occupation, Demographics

• Based on Social Equity (Gender, Senior citizen, etc.)

3What are appropriate type & level of service to serve business segment

• Type of Service (Premium, Regular, etc.)

• Level of Service (Frequency, priority lanes, expressway, etc.)

4What are my service delivery mechanism/business models

• In-House Operations

• Public-Private Partnership (GCC, NCC)

8

Introduction






6. Managing Change

1. Introduction



OverviewA


How to advocate?C


5Do I have required capacity/capability to plan and operate services

• Manpower Strength

• Manpower Skill

6How do I plan to ensure financial sustainability of business

• Fare fixation, revision, non-fare box revenue

• Support required from government (operational subsidy, capital investment, etc.)

7How to deal with external challenges

• Land required for supporting infrastructure (depot, terminal, bus stop)

• Securing permit/license & other approvals from relevant government agencies

To deal with the above challenges, you must understand the Market which comprises of the following:

CITIZENSINTERNAL BUSINESS

ENVIRONMENT

EXTERNAL BUSINESS

ENVIRONMENT

9

Introduction

Overview

Policy Advocacy aims to communicate the policies set by the organization to

achieve its objectives.

Policy Objectives

Customers Environment

Policy Formulation

Product

Market

Delivery

Advocacy





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


10

Introduction

Overview – Case study of Hubli Dharwad Bus Rapid Transit System (HDBRTS)

HDBRTS, India: Hubli Dharwad BRTS decided to provide BRT system in the city

Policy Objectives


Interviews with

commuters, drivers, and

other stakeholders to

identify needs and make

people aware

Analyzed the external and

internal business

environment factors

responsible for the BRT

system

Provide a BRT system for easy and fast transportation

Policy Formulation

High ridership observed as customers were already

aware of the BRT project and were eager to travel

Advocacy

Hubli Dharwad advocated the citizens and conducted

interviews to understand the requirements of

the citizens. HDBRTS was

able to communicate

the policies set by the

organization to relevant

stakeholders





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


11

Introduction

Overview – Case study of Shuttl

Shuttl, India: Luxury bus service based on income and occupation of commuters

Policy Objectives


Targeted office goers

whose needs were

comfortable service with

AC privileges

Analyzed origin

distribution of office

goers and planned the

bus routes accordingly

Provide premium luxury bus service with provision of

AC, guaranteed comfortable seat through mobile app

booking

Policy Formulation

Mobile app made through which 45,000 rides are

booked per day with 750 buses in seven cities

Advocacy

Shuttl bus services advocated the

citizens and the environment before formulating the bus

services. This exercise of policy advocacy ensured

its gradual success

Furthermore, Shuttl utilizes the feedback of

commuters in their bus transport

services regularly to ensure the

requirements of the citizens are

updated and met.





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


12

Time allocation:

• Completing the Chart

provided – 40 minutes

• Presentation of the

Chart – 15 minutes

each group

Group Activity





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


13

Introduction

Questions for Audience

Q1. Why should we advocate?

Q2. What is to be advocated?

Q3. To whom should we advocate to?





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


14

Introduction

Why advocate? What to advocate? Whom to advocate to?

The advocacy helps to secure the customer’s

acceptance. It also assists in securing endorsement

from Regulatory and Sanctioning Authority.

Whom to advocate to?What to advocate?

• An idea, beneficial for bus transport customers

• Example: introduction of new BRT, new bus transport system, route planning, etc.

• A new system of service/systemic innovation needs to be advocated

• Citizens wait for it eagerly before the implementation of policy

• City politicians, ministers, investors, etc.

• Citizens would be aware of the ongoing and future development in bus transport.

Why advocate?





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


15

Introduction

How to advocate?

You must advocate two set of stakeholders:

1. Targeted (Private) – To Regulatory and Sanctioning Authority

2. All (Public) – To Citizens

• They include politicians, top management of government / authority and other senior

officials.

• The Senior Managers should work on soft skills and bus context skills to advocate to

the Regulatory and Sanctioning Authority.

• The purpose of Advocacy to Regulatory and Sanctioning Authority is to secure their

endorsement and request for support including funding.

Target (Private): To Regulatory and Sanctioning Authority





6. Managing Change

1. Introduction



OverviewA


How to advocate?C

8. Marketing and Branding• They include residents/non-residents such as current commuters, potential

commuters and non-commuters.

• The 4P model of Policy Advocacy should be followed to advocate to the citizens.

• The purpose of Advocacy to citizens is to secure their acceptance.

All (Public): To Citizens

16





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


Introduction

Potential Means to Advocate

Private Advocacy: Below are the tools/channels for advocacy which should be used

for advocating to Regulatory and Sanctioning Authority.

You must have a

smooth

communication to ensure everyone’s

acceptance on the

decisions you make.

Details are provided in Chapter 5 of this module.

In-person

advocacy

through private

meetings.

(Recommended)

Circulation of

Approach

Note that

explains and

justifies your

objective.

Organization

of workshop

in order to

discuss on an

open forum

Remember that

Public Transport is a

multi-year commitment.

17





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


Introduction

Potential Means to Advocate

Public Advocacy: Below are the tools/channels for advocacy which should be used

for advocating to citizens

The news

media, web

sites, and

direct

outreach.

Social Media

Platforms

such as

Facebook,

Twitter,

Instagram,

etc..

Information

kiosks which

share

information

brochures,

etc..

Videos

(showing a

realistic view

of the service)

Visual images,

specially the

impact from

before and

after images.


18

Introduction

Advocating – What, Whom, How?





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


Funding support

Introduction of new routeIntroduction of bus services

Introduction of new facilities (card payment, level boarding)

Procurement of fleet

New Infrastructure (Land, Depot, Terminal, etc.)

Fare FixationWhat to

Advocate?

Politician Bureaucrat

• How investment (quality of services,

additional infrastructure, acquisition of new

fleets) in public transport system is in public

interest.

• How increase in fare may improve

attractiveness of public towards public

transport.

• How improvement quality of services of

services attract more patronage.

• How introduction of new routes/services can

help in generating employment and more

patronage.

• How investment in public transport system is

beneficial for overall improvement in mobility

and economic development of the city.

• How fare increase can help agency in

sustaining the bus operations.


improve mobility in the city and enhance

ridership.

• How improvement in public transport can

help city in reducing congestion and

pollution.

19

Introduction






6. Managing Change

1. Introduction



OverviewA


How to advocate?C


Introduction of new bus service (premium, other)

New PT System (BRT)

Fare Fixation

Introduction of new route and procurement of fleet

Introduction of new infrastructure

Introduction of new facilities (card payment, level boarding)

What to Advocate?

Current Commuters Non-CommutersPotential Commuters

• How increase in fare can help

agency in maintaining regular

and reliable services

• How new services will save

time and accessibility in

mobility of the commuters

• How cost of travel can be

reduced by using public

transport

• How use of public transport can

help city in reducing congestion

and pollution in the city

• How the public transport

system is beneficial for the

public and would not

interfere with other modes of

transport in terms of road

sharing.

• How the new infrastructure

would not interfere with the

lives of the people in terms

of space and daily

commuting.

20

Introduction

How to advocate?

Before advocating to the citizens or the Regulatory and Sanctioning Authority,

the Authority must be clear on their Business Environment and Objectives

Business Environment is of two types:

• External business environment which helps in analyzing the city’s

profile and outside factors that affect bus operations

• Internal business environment which helps in analyzing the internal

organization (bus operation agency)

Objectives are set by the Authority based on their assessment of External

and Internal Business Environment. These objectives are of two types:

• Citizen Centric Objectives that are aimed as per the demand of

current and potential commuters

• Essential Objectives are the ones that must be considered

irrespective of the different factors





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


21


Overview - Video

Victoria – New Public Transport System





1. Introduction


OverviewA

External Business EnvironmentB

Internal Business EnvironmentC

6. Managing Change



22



Q1. Why should the senior managers consider the external

environment before taking a policy advocacy decision?

Q2. Why should the senior managers consider the internal

environment before taking a policy advocacy decision?2. Business Environment




1. Introduction


OverviewA



6. Managing Change



23


Overview

The external business environment provides the constraints within which the authority

needs to operate their bus transport system. Example: small bus has to be used in a hilly

city because of city’s geography

Existing transport system

Geographic factors

Demographic factors

Policy & regulatory framework

1

3 4

2

Existing infrastructure

Financial capacity

Manpower strength and

skills

2

External Business Environment Internal Business Environment

These factors will help in identifying the features of the Product (Mobility)

such as it’s size, route, frequency, etc.

1

3

The internal business environment provides an analysis of the authority and is useful for

making decisions for bus transport system. Example: Outsourcing of bus operations due to

limited availability of skilled manpower.2. Business Environment




1. Introduction


OverviewA



6. Managing Change



24


External Business Environment

The geographical factors determine the spatial constraints for network planning such as

route length, influencing the design of bus transport system. They consists of the following

factors:

Geographical Demographic Policies Existing system

The demographic profile of the city defines the commuter of bus transport services whose

composition influences the design of service/ operating plan through factors such as

location of demand centers, occupational distribution, age structure, etc.


Size & shape

of the city

Length of

road networkType of roads

Terrain of the

cityLand

Spatial distribution

of population

Occupational

distribution

Income

distributionAge distribution





1. Introduction


OverviewA



6. Managing Change



25



The regulatory environment in a city / state impacts the development of a bus transport

system. Apart from laws, acts and policies, different restrictions imposed can also impact

bus operations in the city.

Example: CNG bus policy in Delhi, Limited outsourcing in Andhra Pradesh & Karnataka, etc.


Existing transport system in a city determines various policy decision such as integration /

competition with other modes, last mile connectivity concerns, fare structure, etc.


Case study - Nottingham Workplace Parking Levy (WPL): Achieving increased usage

of public transport by imposing a parking levy. Congestion fell on the major roads in the

morning rush hour when the levy was introduced and recorded the highest public transport

usage in UK.

Case study - Kochi: Integration of transport modes through co-operatives by formation of

Unified Metropolitan Transport Authority (UMTA). Furthermore, Kochi Metropolitan Transport

Co-operative (KMTC) was launched for bus operators. Through these measures, the city of

Kochi was able to achieve integrated shared mobility system





1. Introduction


OverviewA



6. Managing Change



26


External Business Environment - Video

Sihlcity – Transport solutions for a shopping mall





1. Introduction


OverviewA



6. Managing Change



27


Internal Business Environment

Assessing the existing infrastructure determines the current state of bus operations and

necessary improvements required in the existing infrastructure, etc.

Buses Bus Depots Bus SheltersBus Terminals

Existing Infrastructure Financial Capacity Skilled Manpower

Mira Bhayandar: Inadequate space for parking and maintenance of buses. Due to this

unavailability of Bus Depot, 10% of bus schedules were cancelled every month. Here, the

authority did not consider the second P (Place) and procurement of buses preceded the

decision of construction of infrastructure (depot)

This analysis allows the decision makers to understand the extent to which costs of public

transport needs to be recovered from users and non users.

Financial constraint can be calculated through various Key Performance Indicators (KPIs)

such as Operating cost per passenger-km, Fare box ratio, revenue per passenger, etc.

These parameters are provided in detail in the training material “Monitoring and Evaluation”






1. Introduction


OverviewA



6. Managing Change



28




Case Study: BEST Undertaking stopped the recruitment of employees for several years.

When the recruitment began, the new recruits were unskilled, and on the same hand, the

existing skilled manpower was about to retire. This created an age gap in employees. The

HR Policy was not formulated well.

Authorities can assess the skilled manpower in the organization to deliver bus transport services and

facilitate decision making for outsourcing , training, and required recruitment for staff.

Recruit / Train

This option should be explored by the authority when a long term task isto be undertaken. The authority may recruit the additional skilledmanpower or train the existing manpower to increase their proficiency ina particular task.

Outsource

This option should be explored by the authority when a difficult shortterm task is to be performed or it is beneficial to leverage the skills ofindependent player. This option may also be explored if the objective ofthe authority would be to run on outsourcing model.





1. Introduction


OverviewA



6. Managing Change



29

Understanding Objectives


Q1. Why are the objectives necessary for an organization?

Q2. Why should the objectives be formed at the very beginning?

Q3. What are some of the essential elements to be considered while

setting objectives





6. Managing Change

1. Introduction



Citizen Centric ObjectivesA

Essential ObjectivesB


30


Citizen centric objectives

The umbrella objective of any bus transport organization is to offer conducive bus transport system. By doing this, the organization would be able to achieve an

increase in modal share of public transport and decrease the congestion in the city.

Citizen Centric

Objectives

Environment Objectives

7

Social Objectives

6

Adequacy

5

Regularity and

Reliability

4

Comfort and Convenience

3

Affordability

2

Accessibility

1

The objective must be

formulated in

concrete and

quantified terms, for

instance - increasing

the modal share of

public transport to

50% of all motorized

trips in the next 10

months.

These objectives

should undergo

amendments after

discussion with

stakeholders.





6. Managing Change

1. Introduction






31


Citizen centric objectives - Video

Ahmedabad – Bus Rapid Transit System





6. Managing Change

1. Introduction






32



Case study - Manchester UK: Increasing accessibility to businesses and shops in thecity center by introducing zero-fare buses linking rail station, tram shops, shopping areas,etc. in 2012. In 2013, there were 2.8 million passengers on Metroshuttle, an increase of32% since 2006.

Accessibility

This includes optimizing the distance between commuters’ origin and destinationof a trip to a bus stop. This may require modifications in network planning.1

Affordability

This includes optimizing the cost of travelling through bus transport. This mayrequire implementation of a robust fare fixation mechanism while ensuringfinancial sustainability of affordable bus operations.

2

Case Study - Tallinn, Estonia: Introducing free publictransport in Tallinn (Estonia) for affordability for it’sregistered citizens with an aim to increase the usage of publictransport. The number of people using public transportincreased and the amount of cars were reduced. However,walking was reduced since people used public transport forshort distances.





6. Managing Change

1. Introduction






33




This indicates the installation of additional features, such as, luxury seats, airconditioning, Wi-Fi services, etc., in a bus to make bus travel comfortable andconvenient for passengers.

3

Case Study - Shuttl, India: Decided to provide premium luxury bus service based on

income and occupation of commuters. The features included online booking through a

mobile app and guaranteeing a comfortable seat in the AC bus. Safety features such as

face-recognition and live CCTV feed were also included. Currently, Shuttl offers 45,000 rides

a day with over 700 buses and 150 routes in seven cities across the country

Reliability and regularity

This includes optimizing planning and implementation of frequency of busservices. This may require formation of a smart monitoring system and PIS,apart from enhancement of fleet and crew.

4

Adequacy

This indicates the potential of bus transport organizations to cater to the demandof entire city. This may require optimum deployment of fleet and crew sizeincluding enhancement of the same.

5





6. Managing Change

1. Introduction






34



Social Objectives

This includes ensuring usability of bus services by different social groups including children, women, elderly, differently-abled commuters, etc. 6

Case Study – Catering to social objectives in Ahmedabad by introducing level boarding in buses for easy boarding for differently abled people, children and elderly. Safety was considered while introducing the level boarding.

Case Study – Catering to social objectives in Bengaluru by launching “The Smart Card program” with reduced fares applicable for students. Additional concession provided to socially disadvantaged group (SC/ST, Girls). 3.5 lakh students benefit from the program in 2018-19.

Case Study – In Delhi, seats are reserved for women and physically disabled people in both buses and metro to meet the social objective.





6. Managing Change

1. Introduction






35



Environmental Objectives

Emission Reduction: Reduction of emissions from buses may require appropriate

selection of fleet technology and fuel, and frequency of maintenance.

Noise Reduction: Noise reduction in terms of engine noise, working of silencer,

etc. may require updating technology and appropriate maintenance.

7

These objectives are usually specified under laws for emissions from each vehicle. However, the total pollution load in a city may be reduced by encouraging bus transport.

Delhi Transport Corporation: Maintenance of buses to achievefuel efficiency by the contractor in terms of kilometers operatedper kg of CNG fuel consumed (KMPKG) against specified norms inthe contract. The result would be reduced emission and fuelconsumption from bus transport systems





6. Managing Change

1. Introduction






36



Chilean capital adapts electric buses for public transportation





6. Managing Change

1. Introduction






37


Essential Objectives

Bus services are a means to improve the well-being of people by facilitating access toeconomic and social benefits. Thus, its design is aimed at meeting the needs of consumersin a way that is equitable, affordable, and responsive to all groups.

Social Equity Safety and Security

While deciding the objective of the authority, some essential elements of objectives should

always be considered. These include ”Social Equity” and “Safety & Security”.

Enhancing access to facilities

Investments in bus services

Improving physical inclusion

Augmenting time-based inclusion

Improving economic inclusion

Improving space inclusion

Enhancing geographic inclusion

Reducing fear-based exclusion

Considerations for social equity





6. Managing Change

1. Introduction






38



Ho Chi Minh City, Vietnam: Gender design features in the bus transport system

Action

• The program has been designed to promote safe and secure mobility of women,

provide women with better income-earning and employment opportunities, and allow

women to better manage their domestic and child-caring responsibilities.


Impact

• The system has been designed considering gender design features such as

• Targets of 20% construction jobs and 30% station jobs for women,

• Dedicated waiting spaces for women on platforms,

• Shop spaces for female-owned businesses,

• Women-only carriages with additional child seating and storage space for baby

carriages/shopping,

• Secure street lighting around stations; Easy access drop-off and pick-up points,

• Special attention to households headed by females in livelihood support after

resettlement.

• Catering to all the social groups is expected to increase ridership resulting in higher

profit for the organization.

Note that in this case study, the “What’s in it for us” argument is focused upon.





6. Managing Change

1. Introduction






39



It is essential for bus transport services to cater to the safety of commuters as well as road users. If the passenger feels safe and secured, it is more likely to induce a positive perspective towards public transport.

Safety and Security

Key Considerations

1 Processes

2Human Elements

3 Infrastructure Elements

• Hazard identification and resolution • Incident reporting and investigation• Emergency response planning & coordination

• Driver selection and training• Drug and alcohol testing• Fitness of staff for duty

• Vehicle maintenance• Facilities’ inspections• Safety mechanisms• Lighting facilities

Perception of how safe and secure one feels in bus transport is an important factor for consumers.

Prevention

from accidents

Protection

from crime and

harassmentSafety Security

The cause of incident is more important than the severity of the incident.






6. Managing Change

1. Introduction






40



Bangalore, India: Designing an On-street Interchange at Hosur Road, Bangalore

Context

• In 2013, BMTC rationalized bus routes on Hosur Road as part of the

Bangalore Integrated Grid Bus Network.

• This resulted in direction-based services comprised of several trunk

and suburban feeder routes.


Impact - Optimal location for the interchange was the median, as it satisfied the following:

• Safe movement of passengers between trunk and feeder platforms

• Safe dispersal of pedestrians once they alight a bus

• Convenient distance from both sides, facilitating safe pedestrian movement

• Segregated lanes for feeder buses entering the interchange

• High level of service for connecting passengers by reducing waiting times

Task - The intersection points of trunk and feeder routes required

infrastructure to allow safe and timely transfers for commuters.

Action - With prime focus on passenger comfort, critical interchanges

were planned at major nodes of the route network.





6. Managing Change

1. Introduction






41



Q1. Who are the citizens?

Q2. What should the senior managers consider before advocating to

the citizens?

Q3. What is the step by step procedure that the senior manager

should follow for successful advocacy to the citizens?





6. Managing Change

1. Introduction



Understanding Users and Non-UsersA

Overview: 4P Model - Policy AdvocacyB

First P - ProductC

Second P - PlaceD

Third P - PriceE

Fourth P - PromotionF


42


Understanding users and non-users

The citizens of the city comprises of users and non-users of bus transport. The users of a

bus transport system comprises of the current users (ridership) and the potential users

(future users).

Users

Non-users

Current

Commuters

Potential

Commuters

CITIZENS

Non-

Commuters

Retain them

Attract them





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



43


Understanding users and non-users: Mumbai Metro (Case study)

Mumbai Metro: The new line being constructed in Mumbai in 2019

Context: Mumbai metro consists of a west and central line which carries around 7-8 millionpassengers per day. These liners are connected by a Line-1 metro from Andheri toGhatkopar.

Action: A new central metro line is being constructed underground. It is expected to relievethe existing sub-urban lines of it’s congestion.

Current

Commuters

Potential

Commuters

Non-

Commuters

Currently there are 0.5 million are travelling in line 1 of Mumbai

Metro.

The commuters using the western and central lines are expected to

shift to Line-3 metro, which is currently being constructed in

Mumbai from Colaba to SEEPZ.

• The land acquisition for constructing underground metro station

has forced the current land owners to rehabilitate.

• The new underground station would be constructed on the side of

the road. As a result, some road space would be occupied by the

newly constructed underground entrances.

• The metro depot would be constructed inside the Aarey forest.

This would result in the felling of approximately 3000 trees.





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



44


Overview – 4P Model of Policy Advocacy

This 4P model assists in advocating the citizens comprising of users and non-

users

Price

The pricing model

should include a

price list,

discounts and

offers, redemption

period, etc.

Promotion

Promotion may be

done through

advertising, public

relations, direct

marketing,

exhibits, posters,

free gifts, etc.

Place

The product (service, mobility) should be placed at the right place at the right time.

The product / service should

reach the citizens.

Product

The product (service) should have a name,

features, design, benefits, size, brand image,

guarantees, etc.





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



45


First P - Product

ExamplesComfortable

bus services

New BRT

system

New Bus

Depot

New Fare

Structure

Updated ITS

system

Selling an idea is similar to selling a product. In this scenario, the product is “the

bus” which provides transportation services to public from origin to destination.

Here, the features of the product (bus) are fleet size, frequency and schedule as its

parameters.

If the product has to be successfully launched, it should be compatible with the

market.

Either market is developed for a product; or Product is developed for the Market. If

neither, the organization must diversify in to other business.





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



46


Second P - Place


• Figure out the potential market and

club them into the commuters and

non-commuters.

• Example: For an affordable bus

service, Potential customers maybe

school going children & competition

maybe corporate employees

• Analysis of the business environment

authority operates in.

• Helps in identifying the potential constraints

of running buses in the city.

• Example: while procuring buses in a hilly area,

shorter buses are procured; In Delhi, only CNG

buses are procured, etc.

Market

Increase your potential customers

Decrease your non-customers (competition)

The place is the market, which needs to be analyzed properly. The market consists

of customers and business environment





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



47


Third P - Price

Fare

Sustaining the operations

through fare revenue (cost

recovery)

Sustainable Operations

Price / Fare is determined on various factors. These factors are listed below:

• Customers are extremely sensitive to increase and decrease in fare

• Fare is majorly dependent on service quality. If fare is increased without change in service

level, then it may impact ridership, however increase in fare with increase in service

quality then it may be accepted by customers

Upgradation of level of

service by upgradation of

supporting infrastructure.

Continual Upgradation

Level of service for which

fare is being charged.

Service

Add on services offered to

charge an incremental fare.

Quality





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



48


Third P - Price

DMRC increased the fares by clubbing the fare

slabs. A drop in ridership was observed. This drop

in ridership occurred because the customers

travelling for small distances chose an alternate

mode of transport than DMRC Metro Rail to travel.

Fare increase, Service Quality constant

Below are the case studies in each of the fare parameters

BMTC: Reduction in fare approx. by 5% to 37%. By

decreasing the fare, there was an increase in

commuters travelling short distances.

Fare decrease, Service Quality constant

Tejas operated on Delhi-Lucknow train services and

reduced travel time from 6.40 to 6.15 hours. The

ticket price was increased from 970 to 1280 for

chair and upgraded service to AC, including luggage

pickup-drop, ticket refund, reduced cancellation

charge, etc. High ridership was observed.

Fare and Service Quality increase

PCMC corridor 3 contained white collar passenger

and required premium quality services. The

authority provided AC buses and saw an increase in

revenue and ridership

Fare and service Quality increase





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



49


Third P - Price

Price must be same or less than what a commuter would otherwise have to pay for

an alternative mode for an equivalent service for travelling

At the same time, the product should not be under priced. If you are providing

better services and commuters are willing to pay more, then you should consider

charging more. (Example: premium service, etc.)

The price of the product needs to be decided before the launch of the product.

The commuters are sensitive to fare fluctuation. An increase in the fare may cause

the ridership to drop and vice-versa. This is because the customers have access to

multiple modes of transport between their origin and destination.





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



50


Third P - Price

Therefore the non-commuters have to be assessed before fixing the price of the

service.

Furthermore, the price should be increased every year based on inflation rate. If we

don’t do it, then we are ultimately reducing the price by keeping it the same. (As

the costs go up every year)

The senior manager must understand that operating buses in a city is similar to

operating a business. And in a business, it is essential to recover the cost in order

to sustain.





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



51


Third P - Price

• There has been a drop in avg. daily ridership of buses in Chennai by CAGR of -8.6% over last five years.

While the drop between FY15 and FY 18 has been at CAGR of -5.7% the drop between FY18 and FY20 at

CAGR of -12.8% has been rapid.

• While there has been a decrease in fleet strength during this 5 year period, but it has been at CAGR of -

0.5% and that is largely balanced along the 5 years period.

• There has been a drastic change in occupancy ratio of the buses and it has reduced at CAGR of -10.2%

over last two years. Further the absolute occupancy ratio has reduced from 76-77% in FY15 to 58% in

FY20 (over these 5 years).

Hence, while the ridership has been on a declining trend, the decline has been rapid after FY18

when the fare increase happened.

MTC Chennai Case study: Impact of fare increase on Ridership and Occupancy Ratio (OR)





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



52


Third P - Price

Fare

• Revision of fare based on

the updated costs,

expected ridership trend,

cost recovery, etc.

• This revision of fare

should be automatic and

done every year.

• Mechanism to revise

automatically with

change in input cost.

• Mechanisms to

request for subsidy if

fare to be maintained

at same level

Revision Mechanism Institutionalization

Conclusion – Set the fare by calculating the fare fixation through Authority’s perspective

and the Customer’s willingness to pay.

The senior manager must understand that operating buses in a city is

similar to operating a business. And in a business, it is essential to recover

the cost in order to achieve sustainability in the long-run.

In order to maintain same level of service, some minimum fare increase is

required in order to recover the increased costs





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



53

The module on Marketing and Branding within Bus Operations elaborates on this aspect.

Marketing Indore BRTS

Context: Indore was constructing a BRTS system for intracity buses


Fourth P - Promotion

Study the public

and market

Study the public

and market

Gather customers

Create a strategy

to promote

transport system

Draw customers

Improve services

to reflect

customers’ needs

Action: Before introducing the BRTS system, it waspromoted by engaging the press in the form of social mediaand direct marketing. Free trials were conducted for thecustomers to experience the BRTS system.

Impact: When the ticketing system was introduced after thefree trials, the ridership was observed to be higher thanexpected

The promotion of the product must be done before the release for the people to

know before hand what they should expect.

The promotion of product / services may be done through advertisements, direct

marketing, public relations, social media, videos, etc.

The promotion should be supported by a brand, which the citizens can associate

with. Example: Black buck chosen as mascot consider quickness and regional

availability. If unavailable, the brand itself should be improved.





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



54

“I would find myself clarifying doubts of colleagues about BRT even during casual talks. Some mechanism

should be worked out to share the internal knowledge of the staff who have worked on BRT to demystify

personal misconceptions about BRT within the institutions.” – Mangesh Dighe, Environment Officer PMC


Case study – Pimpri Chinchwad Municipal Corporation (PCMC)

Pimpri Chinchwad : Good ridership as a result of early promotion of BRTS system

Learnings: High ridership was observed as people were aware of the ongoing BRTS system

and were eager to use this public transport system.

Product Place Price Promotion

PCMC

planned on launching

a BRTS system

which was the

product for the city.

The fare

structure

of PCMC

BRTS was

affordable

for

general

public.

• Initially, PCMC was unable to

identify the customers on

Corridor 3 of the BRTS

system.

• The demands of the

customers were premium

buses with AC services.

• However, PCMC was

unsuccessful in providing AC

buses to the customers.

• As an impact, the customers

chose an alternate mode of

transport, causing the

ridership to drop.

• After the customers and market was

analyzed properly, focus group

discussion were arranged in March

2015 by Promotions and Outreach

team to capture the insights in a

structured manner.

• Discussion with NGOs, bus

passengers, bus drivers, and other

stakeholders such as Prasanna Desai,

Sujit Patwardhan, Ranjit Gadgil, Nikhil

Mijar, etc.

• Detailed and considerable coverage in

newspaper helped in raising

awareness.





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



55

Advocating to Regulatory and Sanctioning Authority


Q1. Why should the senior managers advocate to the Regulatory and


Q2. How should the senior managers advocate to the Regulatory and

Sanctioning Authority2. Business Environment




6. Managing Change

1. Introduction



OverviewA

Advocating to Regulatory and

Sanctioning AuthorityB

Case StudyC


56


Overview

External benefits/ End Objective

The Senior Manager must understand the benefits associated with operating buses. They include facilitation

of business activities, access to health care, access to education, pollution reduction, etc.

SUSTAINABLE MOBILITY

ENVIRONMENT FRIENDLY SOLUTION

ACESS TO JOB, EDUCATION, HOSPITALS,

ETC.

Focus on Management

Focus on Operations

Focus on Customer

Focus on Sustainability

ENHANCED ECONOMIC ACTIVITIES LEADING

TO ECONOMIC GROWTH





6. Managing Change

1. Introduction



OverviewA



Case StudyC


57


Overview





6. Managing Change

1. Introduction



OverviewA



Case StudyC


Regulatory and Sanctioning Authority may include representation of the

politicians, top management of government / authority and other staff

heads

The purpose of Advocacy to the Senior Managers is to secure approvals

and ask for funding support (internal and external such as ESCBS),

permission, etc. for city bus transport systems

The Authority should understand that the expectation of Regulatory and

Sanctioning Authority from city bus transport system. Their expectations

include good public service and financial stability of the organization

58



Once the users and non users are identified and their needs are clear, the

Senior Manager of the Authority should advocate the idea and objective to

the Politician and/or Minister

Soft skills

Bus context





6. Managing Change

1. Introduction



OverviewA



Case StudyC


59


Advocating to Regulatory and Sanctioning Authority – Soft Skills

✓ Context and Timing

✓ Setting expectations

✓ Create urgency

✓ Images matter

✓ Build rapport

✓ Behavioural flexibility

✓ Communicating clearly

✓ Confidence and Certainty

01

Soft skills

Soft skills

Bus context





6. Managing Change

1. Introduction



OverviewA



Case StudyC


60


Advocating to Regulatory and Sanctioning Authority – Bus Context

Soft skills

Bus context

02

Bus Context

✓ Back up your advocacy by

bus data (GPS / ETM)

through graphs

✓ Comprehensive plan to

deploy funds throughout the

organization

✓ Planning of “Return on

investment” through traffic

and non-traffic revenue OR

cost optimization





6. Managing Change

1. Introduction



OverviewA



Case StudyC


61


Case Study – Advocating for new depot

Advocating regarding funding for a new depot to be constructed

• The senior manager should review the lands available in the city for prices

• Analysis of need and cost must be analyzed properly beforehand

• The allocation of funds and return of investment or benefits to public must be

explained

• Data visualization regarding the funding should be prepared beforehand





6. Managing Change

1. Introduction



OverviewA



Case StudyC


62


Case Study – Advocating for new buses

Advocating regarding funding for new buses to be procured

• The senior manager should first assess the need for new buses

• The deployment of the newly procured buses should be prepared and

advocated

• Data visualization regarding traffic revenue collected by new buses and better

services for the citizens should be assessed beforehand





6. Managing Change

1. Introduction



OverviewA



Case StudyC


63

Managing Change


Q1. What are the various changes that may occur after setting the

objectives?

Q2. Why is customer feedback important? If there are no complaints

from the customers, does it mean that there are no complaints? How

can this be addressed?





6. Managing Change

1. Introduction



Based on Objectives SetA

Based on Customer FeedbackB


64

Managing Change

Managing change based on objectives set

After finalizing the objective, there may be a need to manage change so as to align the organization to achieve the set objectives. This shall enable optimum utilization of available resources to fulfil the finalized objective.


Based on the objective, existinginfrastructure may need to beequipped with advancedtechnology or new infrastructuremay be required.

1

Financial capacity

Based on the objective, financialcapacity may need to beenhanced by utilizing funds fromthe government or signing up forschemes, etc.

3

Skilled Manpower

Based on the objective,manpower / skills may need tobe improved. Further, trainingin certain specialized skillsmight be required.

4

Process and procedures

Based on the objective and thetype of organization, businesscontinuity planning may differ.

2





6. Managing Change

1. Introduction






65

Managing Change

Managing change based on customer feedback

Delhi Metro Rail Corporation (DMRC) closes all complaints and records them. This

ensures the commuters that their requests are heard and taken care of.

Customer needs and customer satisfaction can be considered as the center of every successful business.

Customer feedback should be handed over to a separate

team within the grievance redressal system

The purpose of the customer feedback is to cater to the

requests of the customers

The authority should understand that the objective is not

to minimize the complaints received from customers.

The customer would give the feedback if he/she is

assured the feedback would be evaluated.

Therefore, a proper communication channel between the

customers and the grievance redressal team is essential





6. Managing Change

1. Introduction






66

Business Continuity Planning


Q1. Why should the senior managers plan for succession?

Q2. How can a senior manager address the issue of succession

planning? 2. Business Environment




6. Managing Change

1. Introduction



Succession PlanningA

Transition PlanningB


67


Succession Planning

Business Continuity Planning is ensuring that institutional memory is created and plans

are prepared so that the most vulnerable parts of a company can recover if a business

interruption occurs.

Succession Planning refers to preparation for departure of senior leaders. The key

implementation steps include:

Succession Planning

Have organizational leaders meet to identify and articulate strategic direction of the organization

Regulatory and Sanctioning Authority should undertake workforce planning for different activities and recommend current staff members as potential successors

Monitor and revise action plan in response to feedback or changing conditions or goals

A set of Standard Operating Procedures may be documented to provide necessary information

This process is highly useful in organizations where the frequency

of change in Regulatory and Sanctioning Authority is high.





6. Managing Change

1. Introduction






68


Standard Operating Procedures

Standard Operating Procedures is a set of written instructions that document a routine or

repetitive activity followed by an organization.

Standard Operating Procedures (SOPs)

Detailed meeting should be conducted by predecessor in order to guide the successor.

The predecessor must write down the approach and methodology for organizational planning and pass it on.

It is important to document your plan properly so that your successor

understands his / her purpose.





6. Managing Change

1. Introduction






69

Succession Planning – Case study


• Minnesota DOT Succession Planning for Supervisors and Leadership: Processdesigned to internally and externally recruit candidates for future leadershipvacancies. Identifies a talent pool that can move into leadership positions withoutgreat difficulty.

• Pennsylvania DOT Succession Planning for At-Risk Positions: Identifies high-level positions that may soon become vacant for various reasons and then identifiesan internal pool of candidates to fill these positions. Identified candidates may thenenter into the succession planning program.

• Office of Personnel Management(USA) (OPM): Developed a workforceplanning model that any organizationcan use. It involves a five-step processof setting strategic direction, analyzingskill gaps, developing an action plan,implementing the plan, and monitoringand revising the plan.

Succession Planning in Transport Organizations across the globe





6. Managing Change

1. Introduction






70

Standard Operating Procedures – Case Study


Washington, US: Standardizing maintenance procedures through the introduction of Standard Operating Procedures

Context

• In the United States, the Washington Metropolitan Area Transit Authority (WMATA)operates a fleet of about 1,500 buses across several counties and has multiple garagefacilities that operate and service different models of buses, including CNG, diesel andclean diesel buses.

• Historically, they have found that individual garages develop their own methods todeal with problem repairs which may not necessarily reflect the best practice.

Action

• WMATA has made a large effort to standardize maintenance procedures acrossdifferent facilities by having written, detailed, step-by-step procedures that identify thechecks, repairs & tools to be used

Impact

• By having an independent system wide audit team, WMATA has been able tostandardize procedures across the entire maintenance system and ensure thatprocedures are strictly followed.

• The result is that maintenance costs have been reduced while Mean Time BetweenFailures (MTBF) has been improving for a given technology type.

• Another benefit has been that mechanics moving from one location to another findidentical tools, procedures and practices in place





6. Managing Change

1. Introduction






71





6. Managing Change

1. Introduction







Transition Planning: From Predecessor to Successor


understands his / her purpose and the purpose of the organization.

Remember that you have a predecessor and he/she has set the goals and

milestones on how the organization should proceed.

• Refer to the predecessor’s document in order to understand your purpose and

interventions where you need to step in to ensure that you achieve the organization’s

goal and targeted milestones.

• Document your plans properly so that your successor understands his/her purpose and

the purpose & goal of the organization.

• Pass on your findings properly so that transition happens smoothly.

72

In 4P model of Policy Advocacy, we learnt that the final step is to promote your product. This is done through a good marketing strategy and a well recognized brand.

Introduction






6. Managing Change

1. Introduction



IntroductionA

Stakeholder analysisB

Branding strategyC

Marketing strategyD


• To remove the negative stigma

• To stand out from other service competitions

• To increase awareness among common people

Why is Marketing and Branding important?

01

• Work with civil societies and form focus groups.

• Learns the society’s opinions in a direct manner.

• Raise awareness among common people

What are the responsibilities of the authority?

02

• A marketing strategy identifies appropriate mediums of communication to disseminate the message of bus transport services.

What does marketing strategy include?

03 • Analysis done based on the profile of the city and on the target audience.

• Specific analysis of each situation and city is important.

Why do marketing strategies differ?

04

73

Introduction






6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


Stakeholder identification Stakeholder consultation Stakeholder strategy

Stakeholder Analysis

321

Branding Strategy Marketing Strategy

4321

74


Stakeholder analysis: Incorporate stakeholder inputs





6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD



Existing public transport users (bus users, metro users,

etc..)

1

Existing car users

2

Work-place commuters (e.g.,

unorganized workforce)

3

Business professionals (e.g.,

corporates)

4

Students and parents

5

Persons with day-time errands

6

Women

7

Disabled persons

8

75







6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD

8. Marketing and BrandingFocus Groups

Surveys


76







6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


The focus group sessions are a good place to begin testing individual strategies. Below are thekey market segments with the potential marketing messages that may be conveyed based ontheir travel needs.


Based on the stakeholder analysis, an organization has to market it’s services. In order to doa proper marketing, a company should have a good brand name, logo and a tagline. Theseform a part of the branding strategy.

Market segment

Students

Parents

Business professionals

Women

Existing public transport users

Disabled persons

77


Formulating a branding strategy





6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


Brand Name Brand Logo Brand Tagline

Process for brand name development

Key considerations to be kept in mind while forming a brand name

Brainstorming1Focus group

opinions2

Evaluating thefinal names

3

Assistance from a marketing and public relations firm01

Focus groups with prospective customers can be used to test name ideas02

Contests with substantive prize (such as one-year bus transport pass) to develop a name

and logo03

The final decision on the system name should be made at the highest level04

78







6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD



Brand Logo is the most recognizable and identifiable aspect of a bus service which provides the customers with instant recognition of it’s purpose, quality, and location.

The logo typically consists of an image within a particular shape and color scheme.

The logo may also invoke wording, such as the brand name and sometimes, the brand tagline. In fact, great care should be taken to ensure that the brand name and logo are complementary with one another.

The logo may appear on station signposts, fleet, as well as all outreach materials such as web sites and flyers.

The logo can take upon a varietyof forms, including abstractshapes to defined images that directly relate to the brand name.

• The colors utilized within the logoand the physical system should also be carefully considered.

• Cities may select colors that relate to a local flag or other identifiable attribute of the local environment.

Brand Logo

79







6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD



• LA’s Metro

Orange Line

includes both a

metro and a BRT

corridor.

• Its color scheme

is highly visible,

making it clear to

users that they are

parts of the same

network.

Bold

signage

reflecting

the logo

of BCLL

attracts

public

attention

to the

BRTS.

80







6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD



Creating a public recognition of the bus service can also be bolstered by a slogan or tagline that accompanies the name and logo. The tagline may highlight an aspect of service that is of particular value to the targeted audience.

❑Rapid transit for everyone

❑The fast way across the city

❑Relax & leave the driving to us

❑Not just another bus

❑Wherever life takes you

❑Connecting people to life

❑The easy way to work

❑You’ll never be late again

❑ It’s the city’s new shortcut

1The brand name, logo and slogan should be protected by trademarks and copyrights, as it

will be an important asset for the authority. The copyright should be held by the public authority.

A successful brand will likely generate some imitation. Others will only try to expropriate the

brand’s name if the name is perceived to have substantial value.2

3The borrowing of the brand’s name and image should be avoided since their unauthorized use

can ultimately damage the service’s public esteem.

Joint marketing efforts with corporate or other organizational partnerships can be an

effective way to broaden the reach of the brand’s message.4

Key considerations for a brand tagline

81


Formulating a marketing strategy





6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


The brand name and image are just the outward representation of the overall branding

and marketing effort. These tools should be supported by a comprehensive marketing

campaign strategy that is directed towards achieving the following objectives:

✓Maximize interest and ridership in the system;

✓Overcome doubts and concerns related to the system;

✓Target different messages to specialized customer groups; etc..

Information kiosks which share information brochures,

etc..

1

The news media, web sites, and direct outreach.

2

Social Media Platformssuch as Facebook, Twitter,

Instagram, etc..

3

Visual images, specially the impact from before and after images.

4

Videos (showing a realistic view of the service)

5

Introduction Stakeholder Persuasion Events Media Tools Social Media

82







6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


Honolulu (left photo) and Bogotá (right photo) employed direct outreach teams to promote the new public transport system.

This information kiosk in Brisbane helps answer basic customer questions as well as creates awareness.


83







6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


The market segmentation of stakeholder groups (conducted during stakeholder

analysis) will help in the development of individual tactics required to carry out these

strategies. One of the key considerations while developing strategies is what kind of

messages you should transmit, and how complex those messages should be. When the

specific activities of a strategy is implemented, it is important to take special care

regarding the timing.

• It refers to the process by which the common

people get to know about something.

• It is necessary to apply behavior change

strategies that make the person use

sustainable transport.

Creating awareness

• Behavior change is when a person changes their

habits regarding mobility on a daily basis based on

what a campaign or strategy has presented them

(i.e. using a bus with greater frequency than

before as a mode of transport).

Behavioral change


84







6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


The best mechanisms for promoting bus transport are thus perhaps those that actively involve the citizen in the urban environment. Special events are opportunities to encourage the actual participation of the potential bus transport user.

22nd September

International Car Free Day

5th June

World Environment Day

22nd April

Earth Day

16th – 22nd September


Former Bogotá Mayor Enrique Peñalosa takes a TransMilenio

vehicle for a test drive.

The marketing identity of the International Car Free Day

Campaign.

85







6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


❑ Television

❑ Radio

❑ Newspaper advertisements

❑ Magazine advertisements

❑ Web sites

❑ On-line video

❑ Billboards

❑ Flyers

❑ Street kiosks

❑ Group seminars

❑ Personal interviews

❑ Social media platforms

Each medium of communication brings with it different cost and different level of effectiveness. In general, more costly mediums, such as television, offer the greatest message exposure. The choice of communication medium depends upon the cost and expected number of persons to be reached.


86







6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


The newsletter gained immense

popularity through an innovative feature – a free pass that entitled

any reader to a single BRTS journey of any length by answering two simple questions. The answers to the questions are found easily within the various newsletter articles, thus encouraging readers to read the articles in order to claim the

prize.

As part of the MyBus project, a four-page newsletter was published by BCLL. This contained narratives, articles on technical aspects, messages from eminent city politicians, comments and inputs from the general public and numerous images and graphics. This medium was used to provide the public with large

amounts of information on a periodic basis.


87







6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


Social media and online marketing are excellent channels for providing updates, connecting with customers, and letting them know the services offered.

• It connects the authority directly

with consumers

• Monitor reviews and comments on

different platforms.

• Social media is updated frequently.

• Host online contests

• Creative and distinctive content

receives the most attention online.

• It’s better to do great marketing on 1 or 2

channels than to do it poorly across 5

channels.

• When choosing a platform, consider the

platform target customers are on.

• Each platform has an algorithm that

determines who sees posts. Be wary of post

frequency, number of likes, and text

length to optimize social media impact.

How does it help? What should be considered?

✓ An organization should create multiple channels in

order to post the updates of the services.

✓ Post the same content on all the pages at almost the same time.

Key considerations


Social media marketing channels

88

Advocating to

Citizens







4

Introduction

A. Overview

B. Why advocate / what to advocate / whom to advocate?

C. How to advocate?

1

Business

Environment

A. Overview



2

Understanding

Objectives



Reference table

A. 7-12

B. 13-14

C. 15-20

A. 8-15

B. 16-17

C. 18-23

A. 7-11

B. 12

C. 13-19

Delivery

PPT

Trainer

manual

Participant

Manual

A. 21-23

B. 24-26

C. 27-28

A. 24-25

B. 26-28

C. 29-31

A. 20-21

B. 22-24

C. 25-27

A. 29-36

B. 37-40

A. 32-39

B. 40-44

A. 28-34

B. 35-39

A. 41-43

B. 44

C. 45

D. 46

E. 47-52

F. 53-54

A. 45-48

B. 49-50

C. 51

D. 52-53

E. 54-59

F. 60-62

A. 40-41

B. 42

C. 43

D. 44

E. 45-50

F. 51-53

89



Business

Continuity

Planning



Advocating to

Regulatory and

Sanctioning

Authority

A. Overview


C. Case Study

5

A. 55-57

B. 58-60

C. 61-62

A. 63-65

B. 66

C. 67

A. 54-55

B. 56

C. 57-58

Delivery

PPT

Trainer

manual

Participant

Manual

A. 63-64

B. 65

A. 68-69

B. 70

A. 59

B. 60

A. 66-70

B. 71

A. 71-75

B. 76

A. 61-63

B. 64-65

Reference table

Marketing and

Branding

A. Introduction




8

A. 72-73

B. 74-76

C. 77-80

D. 81-87

A. 77-78

B. 79-81

C. 82-92

D. 93-105

A. 66-67

B. 68-70

C. 71-81

D. 82-94

90

Thank You !

Time for Discussion

91

Bibliography

• UITP India and Shakti Sustainable Energy Foundation, 2018, Regulatory Frameworks for Integrated Shared Mobility Governance in India

• Margarita Išoraitė, “MARKETING MIX THEORETICAL ASPECTS” International Journal of Research – Granthaalayah, Vol. 4, No. 6 (2016): 25-37

• Maher Niger, 2013, Deficiencies of existing public transport system and a proposal for integrated hierarchical transport, IOSR Journal of

Mechanical and Civil Engineering

• EMBARQ India, 2014, Bus Karo 2.0 Case Studies from India, WRI India

• Blair Cronin, Candace, Alexander, Allison, Cronin, Brian, Riches, Christopher, Stern, Jennifer, ICF International, Inc. . . . Earlysville, VA, 2013,

Building a Sustainable Workforce in the Public Transportation Industry — A Systems Approach, National Academy of Sciences

• Energy Sector Management Assistance Program, The World Bank, 2011, Best Operational and Maintenance Practices for City Bus Fleets to

Maximize Fuel Economy, The International Bank for Reconstruction and Development

• Asian Development Bank, 2013, Gender Toolkit: Transport

• Wenzhu Zhou and Zhibin Li, 2016, Determining Sustainable Land Use by Modal Split Shift Strategy for Low Emissions: Evidence from Medium-

Sized Cities of China, Mathematical Problems in Engineering

• Cambridge Systematics Consulting & Technology Private Limited, 2016, Improving Bus Fuel Efficiency through Fleet Management and Maintenance

Practices, Shakti Sustainable Energy Foundation

• Ellen Macarthur Foundation, 2019, Shenzhen switching to an Electric Mobility System in the city

• Volinski, Joel, University of South Florida, Tampa, Florida, 2014, Maintaining Transit Effectiveness under Major Financial Constraints, Transit

Cooperative Research Program

• https://www.centreforcities.org, April 2019

• https://kochimetro.org, April 2019

• http://www.nhi.fhwa.dot.gov, April 2019

• http://www.opm.gov, April 2019

• https://www.kut.org, April 2019

• https://www.futuresystems-inc.com, April 2019

• http://www.eltis.org/discover, April 2019

• https://tfl.gov.uk, April 2019



Trainer Manual

1

December 2020December 2020




TRAINER’S NOTES – POLICY ADVOCACY FOR SENIOR MANAGERSTRAINER’S NOTES – POLICY ADVOCACY FOR SENIOR MANAGERS

2

PrefaceThe Efficient and Sustainable City Bus Services (ESCBS) project was introduced to improve the efficiency and attractiveness of city

bus transport in India. ESCBS project has three major components which includes National Capacity Building (NCB); Regulatory,


ESCBS project. The objective of the engagement is to design and develop training programme for city transport professionals, and

involves undertaking pilot testing, implementation, evaluation, and suitable modification of the training programme.


(MoHUA).

Policy Advocacy for

Senior Managers


Managers

Monitoring and


Managers


Middle Managers


Middle Managers


Managers

Bus Operations for

Middle Managers


Managers

1 2 3 4

5 6 7 8

For each training area, a total of three modules have been prepared:

A. Participant’s Notes: Detailed reference notes containing link to more readings to be circulated before training.


C. Delivery PPT: Brief presentation containing infographics, videos, group activities, etc. to be displayed on the screen.

3

About the Module










media options.

It is strongly recommended that trainer’s manual is referred prior to the training session.

4

Learning Objectives

✓ Understanding why is there a need for Advocacy

✓ Understanding whom is the advocacy meant for

✓ Understanding what to advocate to the various stakeholders

✓ Understanding the mechanism to advocate to the citizens (4P model for Policy Advocacy)

✓ Understanding the mechanism to advocate to the Senior Management

✓ Assessing business environment and citizen in order to advocate

✓ Understanding the need to change internal environment after advocacy

✓ Assessing the importance and mechanism for succession planning

✓ Design and formulate branding and marketing strategy for outreach

5

Note for Trainers

Questionnaire, 20 min

Tea Break, 30 min

Discussion, 30 min

Group Activity, 100 min

Content Dissemination,

180 min

Lunch, 60 min

Session BreakupTotal 7 hours (420 min)

Key points for Trainers

✓ The trainers shall make sincere effort to make the training

session interactive

✓ The trainers shall adhere to the time given for a particular

module. Some time for discussion should be kept at the

end of the session

✓ The trainers are requested to circulate the pre and post

training questionnaire at the beginning of the training

session

✓ A group activity has been planned for each training

session. The trainers are requested to circulate the same

as per the power point presentation (Delivery

presentation)

✓ It is recommended that the trainer refers to the module-

wise notes. They provide the objective of that module,

along with notes and questions for discussion during the

training session.

Part 1 Part 2Lunch

10:00 AM to 1:00 PM

1:00 PM to 2:00 PM

2:00 PM to 5:00 PM

Tea break 1 Tea break 2

Structure of the training

6

Table of Contents








4

Introduction

A. Overview


C. How to advocate?

1


A. Overview



2

Understanding

Objectives



7

Table of Contents



Business Continuity

Planning



Advocating to Senior

Management

A. Overview

B. Advocating to Senior Management

C. Case Study

5


A. Introduction




8

8

Introduction

Notes for Trainer

Time allocated for this module

Approximately 30 minutes

Module Notes

The module provides information on framework of policy advocacy and answers the basic

questions such as “what to advocate”, “Why advocate”, and “Whom to advocate”.

Focus points for trainer

The trainer should focus on making the audience realize that advocating before taking a

decision for a bus transport authority would help in facilitating change and aligning goals by

the senior managers. Furthermore, the trainer should focus on the importance of going back

to modify objectives after advocating the citizens.

Questions for Discussion

• Why should the senior managers advocate?

• What should the senior managers advocate?

• Whom should the senior managers advocate to?





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


9





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


Introduction
















10





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


Introduction




• Manpower Skill







To deal with the above challenges, you must understand the Market which comprises of the following:


ENVIRONMENT

EXTERNAL BUSINESS

ENVIRONMENT

11

Introduction

Overview





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


Policy Advocacy aims to communicate the policies set by the organization to achieve its objectives.

Policy Objectives

Citizens Business Environment

Citizens may be supportive or

non-supportive of the policy set

by the authority. The objective

here is to address the needs of

the citizens.

The environment may restrict the

policy objectives. The objective is

to identify the basic constraints of

the environment in order to set

the correct policy objectives.

Consider your bus mobility as a product (service) and the citizens as your

customer. In order to set the best policy objectives for bus transport, you

need to consider the following:

Policy Formulation

After the advocacy of citizens and environment, the objectives may need

to be modified. After this modification, they need to be formulated within

your organization / city.

Advocacy

Product

Product (service) is

the bus mobility with

features like size,

frequency, schedule, etc.

Market

Comprises of citizens

which are categorized into users (commuters

& potential commuters) and non-

users

Delivery

Operations of Bus

Services

12

Introduction

Overview

Notes for Trainer: Overview

• The policy objective should be compared with the product, which is the bus along with many features

such as frequency, schedule, size/type, etc.

• The citizens and business environment should be compared with the market assessment

• Formulation of the policy should be compared with operations of bus services.

Notes for Trainer: HDBRTS Case Study

• HDBRTS’s objective was to provide a BRT system for easy and fast transportation.

• Therefore, it conducted interviews with customers (commuter, driver, etc.) and analyzed the

Environment (geographical, demographic, etc.), to come up with BRT system for easy and fast

transportation.

• As a result of this exercise, high ridership was observed.

• HDBRTS ensured that the demands of the customers are satisfied.

Notes for Trainer: Shuttl Case Study

• Shuttl sets the objective to provide premium luxury bus service ensuring a guaranteed comfortable seat

through mobile app booking.

• Therefore, the office goers were targeted and their needs were analyzed. Shuttl analyzed the O-D

pattern of office goers and planned the features of the product accordingly (Example: headway,

frequency, etc. Office goers require frequent services in the morning and evening time)

• This exercise of policy advocacy ensured the success of the bus services. Furthermore, ,Shuttl utilized the

feedback of the commuters in further enhancing their bus services.

• This case study of Shuttl can be used to demonstrate how a product should be designed for the targeted

audience





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


13

Introduction


• https://rainbowbrtpune.files.wordpress.com/2015/07/learnings-from-pune-pilot-brt-project_may-2015-1.pdf


Policy Objectives


HDBRTS conducted various

interviews with commuters,

drivers, and other stakeholders to

identify needs and make people

aware of new BRTS system. Their

feedback was considered while

BRT design

HDBRTS analyzed the external

and internal business environment

factors responsible for the BRT

system

The objective of HDBRTS was to provide a BRT system for easy and fast

transportation for citizens.

Policy Formulation

When the BRT system was launched, high ridership was observed since

the citizens were already aware of the BRT project and were eager to

travel through the new BRT system, as it was designed to meet the

citizens’ requirements

Advocacy Hubli Dharwad advocated the citizens

and conducted interviews to

understand the requirements of the

citizens. HDBRTS was able to communicate the policies set by the

organization to relevant stakeholders





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


14

Introduction


For further reading, kindly refer to the following material

• Shuttl Website - https://ride.shuttl.com/

Shuttl, India: Decided to provide luxury bus service based on income and occupation of commuters

Shuttl bus services advocated the citizens and the environment

before formulating the bus services. This exercise of policy

advocacy ensured its gradual success.

Furthermore, Shuttl utilizes the feedback of commuters in their bus transport services

regularly to ensure the requirements of

the citizens are updated and met.

Policy Objectives


Shuttl targeting office commuters

and analyzed their needs. The

commuters needed comfortable

and reliable services with AC

privileges.

Shuttl studied the travel route of

the targeted office commuters.

The routes were planned as per

the origin distribution of the office

commuters.

The objective of Shuttl was to provide a premium bus service to office

goers. These premium buses would have AC services, comfortable seats

and online booking through mobile app

Policy Formulation

The mobile app was developed which allowed the office goers to book the

bus in advance. A guaranteed seat was promised to the riders. Shuttl now

offers 45,000 rides a day with 700 buses and 150 routes in seven cities

across the country

Advocacy





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


15

Time allocation:

• Completing the Chart

provided – 40 minutes

• Presentation of the

Chart – 15 minutes

each group

Group Activity

Notes for Trainer

Participants are from different cities and often more than one participants report from the same city, so

following is prerequisite:

1. Formation of group –

a) It is ideal to have a group of size of 04-06 participants; based on no. of participants, estimate

how many groups are required

b) Identify the team leaders (voluntarily) for the groups and inform the other participants to join

the team leader. Ensure to have heterogeneous group.

2. Now allot the group activity sheet

3. On completion of group activity by each team, inform the participants to share the challenges they are

facing and what are the current practices they are following.





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


16

Introduction






6. Managing Change

1. Introduction



OverviewA


How to advocate?C


The advocacy helps to secure the customer’s acceptance. It also assists in

securing endorsement from Regulatory and Sanctioning Authority.


• An idea, which is beneficial for bus transport commuters, is to be advocated.

• This idea may be introduction of BRT or new bus transport system, route planning, etc.


• The idea is displayed in front of potential stakeholders such as city politicians, corporations, investors, commuters, non-commuters, etc.

• This would help incorporating the ideas of the potential stakeholders and modify the policy as per the requirements.

• Another benefit of this activity is that citizens would be aware of the ongoing and future development in bus transport.

Before knowing how to advocate, the authority must know ‘what’ and ‘whom’ to advocate.

Why advocate?

17

Introduction


Notes for Trainer: Why, What and Whom to advocate to

• Why advocate – Advocating beforehand ensures the demands of customers and essential inputs from

experts have been included in your policy objective and product features. It also ensures that the

customers are aware that their demands are being listened to and therefore would be eagerly waiting for

the product.

• What to advocate – The policy objective (idea) should be advocated properly. It should include details

like product (along with features), promotion mechanism, pricing of the product, etc.

• Whom to advocate to – The market comprises of citizens (current commuters, potential commuters,

and non commuters), and Senior Management such as politicians, top management of government /

authority and other staff heads





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


18

Introduction

How to advocate?





6. Managing Change

1. Introduction



OverviewA


How to advocate?C





• They include residents/non-residents such as current commuters, potential


• The 4P model of Policy Advocacy should be followed to advocate to the citizens




officials.


the Regulatory and Sanctioning Authority




19





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


Introduction

Potential Means to Advocate – Targeted (Private)



You must have a

smooth


acceptance on the

decisions you make.


In-person

advocacy

through private

meetings.

(Recommended)

Circulation of

Approach

Note that

explains and

justifies your

objective.

Organization

of workshop

in order to

discuss on an

open forum

Remember that



20





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


Introduction

Potential Means to Advocate – All (Public)



The news

media, web

sites, and

direct

outreach.

Social Media

Platforms

such as

Facebook,

Twitter,

Instagram,

etc..

Information

kiosks which

share

information

brochures,

etc..

Videos

(showing a

realistic view

of the service)

Visual images,

specially the

impact from

before and

after images.


21

Introduction






6. Managing Change

1. Introduction



OverviewA


How to advocate?C


What to Advocate? Whom to

advocate to?

How to advocate?

• Funding support

• Introduction of new

facilities (card

payment, level

boarding)


route

• Procurement of fleet

• Introduction of new bus

service (premium,

other)

• Fare fixation

• Introduction/Expansion

of new Infrastructure

(Land, Depot, Terminal,

Bus Stop, etc.)

• Making favorable Policy

and Regulatory

Changes

Politician • How investment (quality of services, additional

infrastructure, acquisition of new fleets) in public

transport system is in public interest

• How increase in fare may improve attractiveness of

public towards public transport

• How improvement quality of services of services

attract more patronage

• How introduction of new routes/services can help

in generating employment and more patronage

Bureaucrat • How investment in public transport system is

beneficial for overall improvement in mobility and

economic development of the city

• How fare increase can help agency in sustaining the

bus operations


improve mobility in the city and enhance ridership

• How improvement in public transport can help city

in reducing congestion and pollution

22

Introduction






6. Managing Change

1. Introduction



OverviewA


How to advocate?C



advocate to?

How to advocate?


bus service (premium,

other)

• Fare fixation

• New PT system (BRT)



route


facilities (card

payment, level

boarding)


infrastructure (Depot,

Terminal, Stops)

Current

commuters

• How increase in fare can help agency in maintaining

regular and reliable services

• How new services will save time and accessibility in


Potential

commuters

• How cost of travel can be reduced by using public

transport

• How use of public transport can help city in reducing

congestion and pollution in the city

Non

commuters

• How the public transport system is beneficial for the

public and would not interfere with other modes of

transport in terms of road sharing.

23

Introduction

How to advocate?


















6. Managing Change

1. Introduction



OverviewA


How to advocate?C


24


Overview



Module Notes

This module provides information on analyzing the external and internal environment. They

may provide constraint within which the buses would be operated.


The trainers should focus on linking the environment to the product selection (bus selection)

which may include decisions on bus size, frequency, headway, etc.


• Why should the senior managers consider the external environment before taking a policy

advocacy decision?

• Why should the senior managers consider the internal environment before taking a policy

advocacy decision?





1. Introduction


OverviewA



6. Managing Change



25


Overview

Notes for Trainer: Environment (Overview)

• The external and internal environment should be analyzed along with the customers in order to assess

the complete market.

• These factors would help in identifying the features of the product (Bus) such as it’s size, route,

frequency, etc.





1. Introduction


OverviewA



6. Managing Change



The external business environment provides the constraints within which the authority needs to operate

their bus transport system. Example: small bus has to be used in a hilly city because of city’s geography.

The internal business environment provides an analysis of the authority and is useful for making decisions

for bus transport system. Example: Outsourcing of bus operations due to limited availability of skilled

manpower.


Geographic factors

Demographic factors


1

3 4

2


Financial capacity


skills

1

2

3




26







1. Introduction


OverviewA



6. Managing Change



The geographical factors determine the spatial constraints for network planning such as route length,

influencing the design of bus transport system. They consists of the following factors:

➢ Size and shape of the city determines the compactness and structure of the city

➢ Length of road network determines the total road length in the city

➢ Type of roads shall be ascertained based on the assessment of motorized and non-motorized

lanes, length of arterial or feeder roads available in the city, etc.

➢ Terrain of the city would be very demanding if the terrain is hilly, plain, etc.

➢ Land available in the city for introduction / expansion of depot, terminal, bus stop, etc.

These would be responsible in choosing the features of your product (mobility) such as size, frequency, etc.


The demographic profile of the city defines the commuter of bus transport services whose composition

influences the design of service/ operating plan through factors such as location of demand centers,

occupational distribution, age structure, etc.

➢ Spatial distribution of population determines the possible demand centers in the city.

➢ Occupational distribution of passengers determines amnesties and other featured required in

the bus transport system. Example: premium services for office-goers

➢ Income distribution determines the possible type of service for different income groups.

➢ Age distribution would help in planning routes, type of services and infrastructure. It also

provides possible requirements of travel of specific age group. Example: Children, elderly, etc.



27







1. Introduction


OverviewA



6. Managing Change



The regulatory environment in a city / state impacts the development of a bus transport system. Apart

from laws, acts and policies, imposition of different restrictions imposed can also impact bus operations in

the city. Example: In Delhi, the Supreme Court intervened removing diesel buses from circulation and

mandating CNG buses. Separately, the restriction on stage carriage permit impacts the delivery services in

states such as Karnataka, Andhra Pradesh (limited outsourcing)

These would be responsible in choosing the features of your product (mobility) such as size, emission type,

etc.


Existing transport system in a city determines various policy decision such as integration / competition with

other modes, last mile connectivity concerns, decision on fare structure, etc. Furthermore, the areas not

connected by the existing system determines the gaps in transport services. If there is a demand found in

these gaps, it may be viable to provide transportation services in those areas.



Case study - Nottingham Workplace Parking Levy (WPL): Achieving increased usage of public

transport by imposing a parking levy. Congestion fell on the major roads in the morning rush hour when

the levy was introduced and recorded the highest public transport usage in UK.

Case study - Kochi: Integration of transport modes through co-operatives by formation of Unified

Metropolitan Transport Authority (UMTA). Furthermore, Kochi Metropolitan Transport Co-operative (KMTC)

was launched for bus operators. Through these measures, the city of Kochi was able to achieve integrated

shared mobility system

28


External and Internal Business Environment – Notes for Trainer

Notes for Trainer: External environment (Examples)

• Geographic factors – comprise of length of road network, type of road, terrain of city, etc.

• Demographic factors – comprise of spatial distribution, occupational distribution, income distribution, etc.

• Policies – comprise of city / state / national policy within which the bus system has to operate. Example:

CNG bus policy in Delhi. These policies may impact the bus transport system. Example: Parking levy

introduction to ensure increased modal share and less congestion.

• Existing system: determines various policy decisions such as integration, last mile connectivity, etc.

Example: Integration of modes through UMTA and KMTC for bus operators ensured integrated shared

mobility system.

Notes for Trainer: Internal environment (Examples)

• Existing infrastructure: depot, terminal, shelters and buses should be considered carefully to analyze the

as-is assessment of infrastructure.

• Financial capacity: The analysis allows decision maker to understand the extent to which costs of public

transport needs to be recovered from users and non-users.

• In the skilled manpower, two things needs to be analyzed simultaneously, the manpower strength and

manpower skills.

• The strength and skills of manpower may be improved with the recruiting and training respectively.

However, it is also possible to outsource the model to a private operator which already has skilled

manpower





1. Introduction


OverviewA



6. Managing Change



29



Assessing the existing infrastructure determines the current state of bus operations and necessary

improvements required in the existing infrastructure, etc.

Buses

Determines the asset life and helps in the decision of fleet acquisition

Bus Depots

Determines maximum capacity of fleet which can be sustained in the city.

Bus Shelters

Provides information on required maintenance / monitoring system

Bus Terminals

Determines the frequency and waiting time of buses


Mira Bhayandar: There was a problem due to inadequate space for parking and maintenance of buses.

Due to this unavailability of Bus Depot, 10% of bus schedules were cancelled every month. Here, the

authority did not consider the second P (Place) and procurement of buses preceded the decision of

construction of infrastructure (depot).

This analysis allows the decision makers to understand the extent to which costs of public transport needs

to be recovered from users and non users.

Financial constraint can be calculated through various Key Performance Indicators (KPIs) such as Operating

cost per passenger-km, Fare box ratio, revenue per passenger, etc.







1. Introduction


OverviewA



6. Managing Change



30




BEST Undertaking stopped the recruitment of employees for several years. When the recruitment began,

the new recruits were unskilled, and on the same hand, the existing skilled manpower was about to retire.

This created an age gap in employees. The HR Policy was not formulated well.


facilitate decision making for outsourcing , training, and required recruitment for staff.

Recruit / Train


Outsource






1. Introduction


OverviewA



6. Managing Change



31


Notes for Trainer

Notes for Trainer: Glance

• Previously, What to advocate – The policy objective (idea) should be advocated properly. It should

include details like product (along with features), promotion mechanism, pricing of the product, etc.

• Now, After assessment of environment and citizens, the analysis of market is complete.

• Once these analysis are done, the policy objectives / internal environment / product features / pricing /

promotion / etc. needs to be changed. After these changes are made, we are ready to launch our product

in the market.2. Business Environment




1. Introduction


OverviewA



6. Managing Change



32


Notes for Trainer



Module Notes

The module provides information on selecting your objectives based on the requirements of

citizens.


The trainer should focus on the essential elements which should always be considered

irrespective of the objectives chosen.


• Why are objectives necessary for an organization?

• Why should the objectives be formed at the very beginning of policy advocacy?



1. Introduction






6. Managing Change



33



The ultimate objective of bus transport organizations is to offer conducive bus transport system which is

citizen centric i.e. satisfying the expectation of the citizens. At the same time, the overall objective of the

Authority include:

• Optimal modal share of public transport• Decreasing the congestion in the city

Citizen Centric

Objectives


Social Objectives

Adequacy

Regularity and

ReliabilityComfort and Convenience

Affordability

Accessibility

7

6

54

3

2

1 The objectives of the authority

should be set in advance. After

setting this objective, the

authority must advocate the

objectives and make necessary

amendments after discussions

with stakeholders.

The objectives should be specific.

For example, merely stating that

the objective is to increase

ridership in public transport is not

good enough because it is vague.

The objective must be formulated

in concrete and quantified terms,

for instance - increasing the

modal share of public transport to

50% of all motorized trips in the

next 10 months.





6. Managing Change

1. Introduction






34


Citizen centric objectives – Notes for Trainer

Notes for Trainer: Citizen centric objectives

• The objectives should be citizen centric. They are of seven types and are depicted in the umbrella

objective above.

• The objectives should be very specific.

• These objectives should undergo frequent and timely amendments after holding discussions with

stakeholders. Example: In a city, if majority of the customers demand affordable buses, then the

objective should be affordability. But it may happen that on some routes, the demand is comfort and

convenience, therefore the objectives should be different as per the demand. As a result, premium bus

services should be provided on that route, and affordable bus services should be provided across the rest

of the city.





6. Managing Change

1. Introduction






35




• https://www.centreforcities.org/reader/delivering-change-putting-city-centres-heart-local-economy/city-centre-case-studies/8-

manchester-metroshuttle/

• http://www.eltis.org/discover/case-studies/introducing-free-public-transport-tallinn-Estonia

Case study - Manchester UK: Increasing accessibility to businesses and shops in the city center byintroducing zero-fare buses linking rail station, tram shops, shopping areas, etc. in 2012. In 2013, therewere 2.8 million passengers on Metroshuttle, an increase of 32% since 2006.

Accessibility

This includes optimizing the distance between commuters’ origin and destination of a trip to abus stop. This may require modifications in network planning.1

Affordability

This includes optimizing the cost of travelling through bus transport. This may requireimplementation of a robust fare fixation mechanism while ensuring financial sustainability ofaffordable bus operations.

2

Case Study - Tallinn, Estonia: Introducing free public transport inTallinn (Estonia) for affordability for its registered citizens with an aimto increase the usage of public transport. The resultant impact could beseen in the increased number of people using public transport and thereduction in number of cars. However, walking was also reduced sincepeople used public transport even for shorter distances.





6. Managing Change

1. Introduction






36




• Model Contract Guidelines for City Bus Transport – MoHUA



This indicates the installation of additional features, such as, luxury seats, air conditioning, Wi-Fi services, etc., in a bus to make bus travel comfortable and convenient for passengers.3

Case Study - Shuttl, India: Decided to provide premium luxury bus service based on income and

occupation of commuters. The features included online booking through a mobile app and guaranteeing

a comfortable seat in the AC bus. Safety features such as face-recognition and live CCTV feed were also

included. Currently, Shuttl offers 45,000 rides a day with over 700 buses and 150 routes in seven cities

across the country


This includes optimizing planning and implementation of frequency of bus services. This mayrequire formation of a smart monitoring system and PIS, apart from enhancement of fleet andcrew.

4

Adequacy

This indicates the potential of bus transport organizations to cater to the demand of entire city.This may require optimum deployment of fleet and crew size including enhancement of thesame.

5





6. Managing Change

1. Introduction






37


Citizen centric objectives – Notes for Trainer

Notes for Trainer: Citizen centric objectives (Examples)

• Accessibility: In Manchester the accessibility to business shops by introducing zero-fare buses ensure

high increase in ridership

• Affordability: In Tallinn, free buses were introduced for registered citizens with the aim to increase

usage of public transport.

• Comfort and Convenience: Shuttl aimed in providing premium luxury bus services based on income

and occupation of commuters.

• Social Objectives: Ahmedabad provided level boarding in the buses for differently abled people;

Bengaluru provided reduced fares for students and socially disadvantaged groups (such as SC/ST, Girls);

Delhi reserved seats for physically disabled people for ease of travelling

• Environmental Objectives: The aim of this slide is to make the participants aware that transportation

sector is one of the leading causes of air pollution (Approximately 22% as per Urban emission report

2016). The only solution to this problem is to ensure greater modal share of public transport (reduction

of Co2 emission). In order to do this, the demand of the customers are to be satisfied. TfL has converted

7 out of 12 zones into low emission bus zone, improving the air quality in those zones. Shenzhen

switched to electric mobility by heavily engaging in urban infrastructure. This initiative helped in

achieving 40% less GHG emission per e-bus. Furthermore, noise and heat pollution reduction was also

observed in the city.





6. Managing Change

1. Introduction






38



Social Objectives

This includes ensuring usability of bus services by different social groups including children, women, elderly, differently-abled commuters, etc. Level boarding for differently abled commuters, special seats for women, discounted prices for children are some examples catering to the demand of social groups.

6


Case Study – Catering to social objectives in Bengaluru by launching “The Smart Card program” with reduced fares applicable for students. Additional concession is provided to socially disadvantaged group (SC/ST, Girls). 3.5 lakh students benefit from the program in 2018-19.


• http://mybmtc.karnataka.gov.in/storage/pdf-files/Brief%20note.pdf






6. Managing Change

1. Introduction






39




Emission Reduction: Reduction of emissions from buses may require appropriate selection of

fleet technology and fuel, and frequency of maintenance.

Noise Reduction: Noise reduction in terms of engine noise, working of silencer, etc. may

require updating technology and appropriate maintenance.

7


Delhi Transport Corporation: Maintenance of buses to achieve fuelefficiency by the contractor in terms of kilometers operated per kg of CNG fuelconsumed (KMPKG) against specified norms in the contract. The result wouldbe reduced emission and fuel consumption from bus transport systems

Transport for London (TfL): Low Emission Bus Zones to improveair quality. Since the launch of these zones, TfL has completedconversion of buses in 7 of the 12 low emission bus zone. The airquality in these zones also improved.

Shenzhen: Switching to an electric mobility system in the city (first city to electrify public buses) byengaging heavily in urban infrastructure and incorporating 500+ charging station and 5100 bus chargingpoints. This initiative helped in achieving 40% less GHG emission per e-bus than diesel vehicle.Furthermore, noise and heat reduction is also observed in the city.

• https://www.ellenmacarthurfoundation.org/assets/downloads/Shenzhen_-Case-Study_Mar19.pdf

• https://shaktifoundation.in/wp-content/uploads/2017/06/Improving-bus-Fuel-Efficiency-through-fleet-inspection-and-maintenance-

practices.pdf

• https://tfl.gov.uk/modes/buses/improving-buses





6. Managing Change

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40



Bus services are a means to improve the well-being of people by facilitating access to economic and socialbenefits. Thus, its design is aimed at meeting the needs of consumers in a way that is equitable, affordable,and responsive to all groups.


Services should ensure that public facilities such as hospitals, markets, schools are accessible.

Investments in bus services should focus on enabling mobility of people for different purposes and needs.


Services should ensure that physical access to services is available to users with physical and psychological difficulties


Services should ensure that transport provision is not limited during certain times of day


Services should ensure that monetary constraints do not affect its use.


Services should ensure that access to transportfacilities is not difficult due to their geographicallocation.


Services should ensure that security of users is paramount especially women and children (e.g. protection from sexual harassment).

Key Considerations

for social equity


While deciding the objective of the authority, some essential elements of objectives should always be

considered. These include ”Social Equity” and “Safety & Security”.





6. Managing Change

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41



Ho Chi Minh City, Vietnam: Gender design features in the bus transport system of Ho Chi Minh City

Action

• A program has been designed to promote safe and secure mobility of women, provide women with better income-earning and employment opportunities, and allow women to better manage their domestic and child-caring responsibilities.

Impact





• Women-only carriages with additional child seating and storage space for baby carriages/shopping,

• Secure street lighting around stations,

• Easy access drop-off and pick-up points,

• Ticketing systems and train schedules to suit multiple trips and intermodal transport usage,

• Marketing to women as metro users, gender capacity development for project staff, and

• Special attention to households headed by females in livelihood support after resettlement.

• Catering to all the social groups is expected to increase ridership resulting in higher profit for the organization.



• Gender Toolkit: Transport “Maximizing the Benefits of Improved Mobility for All”, ADB, 2013






6. Managing Change

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42


Essential Objectives – Notes for Trainer

Notes for Trainer: Essential Objectives (Social Objectives)

• While deciding the objectives, there are some essential elements that must always be catered to. These

include “Social equity” and “Safety and Security”.

• Access to economic and social benefits should be considered in ways that are equitable, affordable and

responsive to all groups

• In Ho Chi Minh City, gender design features were considered in the bus transport system.

Notes for Trainer: Essential Objectives (Safety and Security)

• It is essential for bus transport services to cater to safety of commuters, road users, and passengers.

• Furthermore, security of the assets from crime, security of passengers from harassment, etc. should be

considered.

• Within safety, it is essential to analyze the cause of incidents, no matter what the severity is. Example:

in case of a containment of a small fire from a particular bus, the cause must be analyzed right away. It

should not be the case that since no one was injured, the cause of incident is not analyzed. It may so

happen that by analyzing the cause of fire today, we are able to prevent a more severe incident

tomorrow.

• This case study (Bangalore interchange design) provides information on designing an on-street

infrastructure where safety of commuters (road users) was considered specifically.

• As a result, safe movement of passengers and safe dispersal of pedestrians was achieved.





6. Managing Change

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43



It is essential for bus transport services to cater to the safety of commuters as well as road users. If the passenger feels safe and secured, it is more likely to induce a positive perspective towards bus transport.

Perception of how safe and secure one feels in bus

transport is an important factor for commuters.

Prevention

from

accidents

Protection

from crime

and harassmentSafety Security

Safety and Security

Key Considerations

1

2

3

Processes

Human Elements

Infrastructure Elements

• Hazard identification and resolution • Incident reporting and investigation

• Emergency response planning and coordination


• Vehicle maintenance• Facilities’ inspections• Safety mechanisms such as station

staffing and security personnel• Lighting facilities at bus stops for

safety of female passengers




The root cause analysis of

incident should be independent

of the severity of the incident. Example: Even a small fire in a bus should be

analyzed to the root cause of

ignition.






6. Managing Change

1. Introduction






44




Context

• In 2013, BMTC rationalized bus routes on Hosur Road as part of the Bangalore Integrated Grid (BIG) Bus Network. This resulted in direction-based services comprised of several trunk and suburban feeder routes.

Task

• The intersection points of trunk and feeder routes required infrastructure to allow safe and timely transfers for commuters.

Action

• With prime focus on passenger comfort, critical interchanges were planned at major nodes of the route network.

Impact

• The optimal location for the interchange was the median, as it satisfied these factors:



• Convenient distance from both sides of the highway, facilitating safe pedestrian movement

• Most direct route used for pedestrian access to interchange


• Smooth flow of vehicular traffic

• Single stop for trunk routes allowed efficient operation of buses and use of space







6. Managing Change

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45


Notes for Trainer



Module Notes

This module provides information on how the senior managers should advocate to the

stakeholders. It informs the senior managers to finalize the product, place, price, and promote

before launching. Here the product is “bus” with key features such as frequency, headway,

etc.


The trainers should focus on the aspect that the authority are selling a product / providing a

service, which has its features, price and requires promotion to ensure its success.


• What should the senior managers consider before advocating to the relevant stakeholders?

• What is the step by step procedure that the senior manager should follow for successful

advocacy to the stakeholders?





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



46



The citizens of the city comprises of users and non-users of bus transport. The users of a bus transport

system could be categorized into current users (ridership) and the potential users (future users).

Users

Non-users

Current

Commuters

Potential

Commuters

CITIZENS

Non-

Commuters

The existing users are commuting in the bus transport

system as they find bus transport services better as

compared to the alternate transportation system

services in the same price.

It is essential to retain the current commuters.

The potential users are the citizens who wish to use

bus transport services, but have a certain demand

criteria before availing such services. This demand

may be related to AC bus services, accessibility,

affordability, online booking, etc.

It is essential to satisfy their demand in order to

convert them into bus transport users.

They are the citizens of the city who are neither the

current users nor the potential users of the bus

transport system. However, they need to be advocated

as their lives may get affected by the bus transport

system.

Example: Slum area rehabilitation, car drivers, etc.

Retain them

Attract them





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



47


Understanding users and non-users: Notes for Trainer

Notes for Trainer: Citizens (Understanding users and non-users)

• The citizens of the city comprise of current commuters, potential commuters and non commuters.

• In order to analyze the demands of citizens all three segments must be targeted.

• Current customers would provide information of improving the current system.

• Potential customers would provide information on any new services required for particular routes.

• Non-customers would also have to be advocated so that their lives are unaffected by the bus transport.

Example: shifting of slum area due to construction of infrastructure.

Notes for Trainer: Citizens (Understanding users and non-users – Case study of Mumbai)

• Mumbai Case study provides the analysis of citizens with respect to the new metro line being constructed

in Mumbai. The case study analyses the current commuters, potential commuters and the non-

commuters





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Second P - PlaceD

Third P - PriceE



48







6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE




Context: Mumbai metro consists of a west and central line which carries around 7-8 million passengers perday. These liners are connected by a Line-1 metro from Andheri to Ghatkopar.

Action: A new central metro line is being constructed underground. It is expected to relieve the existingsub-urban lines of it’s congestion.

Current

Commuters

Potential

Commuters

Non-

Commuters

Currently there are 0.5 million passengers are travelling in line 1 of Mumbai

Metro.

The commuters using the western and central lines are expected to shift to

Line-3 metro, which is currently being constructed in Mumbai from Colaba to

SEEPZ.

• Land acquisition for constructing underground metro station has forced the

current land owners to rehabilitate. These current land owners need to be

advocated before initializing metro construction.

• The new underground station would be constructed on the side of the road.

As a result, some road space would be occupied by the newly constructed

underground entrances. Therefore, the current road users needs to be


• The metro depot would be constructed inside the aarey forest. This would

result in felling of approximately 3000 trees. Therefore, the authority needs

to advocate the environmentalists and consider re-forestation.

49


Overview – 4P Model for Policy Advocacy





6. Managing Change

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First P - ProductC

Second P - PlaceD

Third P - PriceE


8. Marketing and BrandingFor further reading, kindly refer to the following material

• Margarita Išoraitė, “MARKETING MIX THEORETICAL ASPECTS” International Journal of Research – Granthaalayah, Vol. 4, No. 6

(2016): 25-37

The next step after what to advocate and to whom it should advocate to, is the how to advocate. The

process of policy advocacy is depicted below. This 4P model of Policy Advocacy assists in advocating the

citizens. It consists of the following:

Price PromotionPlace

Price must be same or less than what a commuter would otherwise have to

pay for an alternative mode for an equivalent service

for travelling

Promotion may be done through

advertising, public relations, direct

marketing, exhibits, posters, free gifts,

etc.

The product (service, mobility) should be placed at the right place at the right

time. The product / service should reach

the citizens.

Product


features, design, benefits, size, brand image, guarantees,

etc.

50


Overview – 4P Model for Policy Advocacy – Notes for Trainer

Notes for Trainer: 4P Model for Policy Advocacy (Overview)



• The 4P model of Policy Advocacy aims at setting the details of your objectives before you analyze the

customers and environment. This analysis consists of “Product”, “Place”, “Price”, and “Promotion”.





6. Managing Change

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Third P - PriceE



51


First P - Product





6. Managing Change

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First P - ProductC

Second P - PlaceD

Third P - PriceE



• Selling an idea is similar to selling a product or a service. In this scenario, the product is

“mobility” which is provided to public from origin to destination.

• Here, the features of the product (bus mobility) are fleet size, frequency and schedule as

its parameters.

• If the product (mobility, service)has to be successfully launched, it should be compatible

with the market.

• Either market is developed for a product (mobility); or Product (mobility) is developed for

the Market. If neither, the organization must diversify in to other business.

Examples of product includes:

Comfortable

bus services

New BRT

system

New Bus

Depot

New Fare

Structure

Updated ITS

system

52

• Place for advocacy for bus policies has to be where target users will be able to see it.

• The place is the market, which needs to be analyzed properly.

Citizens Environment

The authority should figure out the potential

market and club them into the citizens and

competition. Example: Potential commuters

maybe school going children & non-commuters

maybe corporate employees for affordable service.

Apart from the citizens, the authority needs to analyze the

business environment they operate in. This would help them

identify the potential constraints of running buses in the city.

Example: while procuring buses in a hilly area, shorter buses

are procured; In Delhi, only CNG buses are procured, etc.

Market

Increase your commuters

Decrease your non-commuters


Second P - Place

Example: Consider the product to be buses in metropolitan cities

Possible change in market: The schools & college students specifically targeted with affordable prices

Possible change in product: AC buses for targeting upper-middle class citizens





6. Managing Change

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First P - ProductC

Second P - PlaceD

Third P - PriceE



53


Second P – Place; Third P – Price (Notes for Trainer)

Notes for Trainer: 4P Model for Policy Advocacy (“Place”)

• The second P in 4P model is “Place”.

• This refers to the analysis of market and business environment. After this analysis is complete, your

product should be able to satisfy the demand of the customers.

Notes for Trainer: 4P Model for Policy Advocacy (“Price”)

• The third P in 4P model is “Price”.

• The price must be same or less than what a customer would have to pay for an alternate mode that

provides an equivalent service.

• At the same time, the product should not be under priced. If you are providing better services and

commuters are willing to pay more, then you should consider charging more. (Example: premium service

on a particular route with comfortable AC bus services)

• The price should be decided before the promotion and launch of the product.

• Furthermore, the price should be increased every year based on inflation rate.

• The trainer should focus specifically on the fact that the customers are very sensitive to fare fluctuation.

This is depicted through a case study on the next slide.

• Case study: BMTC - By decreasing the fare (by 5 to 37%), the ridership was found to be increased.

• Case study: DMRC - By clubbing the fare slabs and increasing the ticket price, ridership was reduced as

customers chose an alternate mode of transport than DMRC Metro Rail

• Case study: MTC Chennai – Reduction in fare, without a substantial increase in service quality, led to

decrease in ridership



1. Introduction




First P - ProductC

Second P - PlaceD

Third P - PriceE




6. Managing Change



54


Third P - Price


• Fare fixation is a very crucial topic in bus transport and the customers are extremely sensitive to increase

and decrease in fare

• However fare is majorly dependent on service quality. If fare is increased without change in service level,

then it may impact ridership, however increase in fare with increase in service quality then it may be

accepted by the customers





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



Fare



recovery)


Price / Fare is determined on various factors. These factors are listed below:

Upgradation of level of

service by upgradation of

supporting infrastructure.




Service



Quality

55


Third P - Price





mode of transport than DMRC Metro Rail to travel.


Below are the case studies in each of the fare parameters

BMTC: Reduction in fare approx. by 5% to 37%. By









charge, etc. High ridership was observed.








• http://www.urbanmobilityindia.in/Upload/Conference/2953e025-357f-4cdc-bc6a-805c0c80e524.pdf

• http://www.delhimetrorail.com/press_reldetails.aspx?id=jkOjxn1IG6Ylld

• https://www.businesstoday.in/current/economy-politics/delhi-metro-daily-ridership-sees-a-drop-amid-hike-in-ticket-

prices/story/330857.html





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Second P - PlaceD

Third P - PriceE



56


Third P - Price

• Price must be same or less than what a commuter would otherwise have to pay for an

alternative mode for an equivalent service for travelling.

• At the same time, the product should not be under priced. If you are providing better

services and commuters are willing to pay more, then you should consider charging more.

(Example: premium service on a particular route with comfortable AC bus services)


The price of the product needs to be decided before the launch of the product.

The commuters are sensitive to fare fluctuation. An increase in the fare may cause the ridership to drop

and vice-versa. This is because the customers have access to multiple modes of transport between their

origin and destination.

Moreover, the expectations of the commuters have to be taken into consideration before fixing the price of

the service in order to identify the probable parameters affecting the choice of mode of travel.

Furthermore, the price should be increased every year based on inflation rate. If we don’t do it, then we

are ultimately reducing the price by keeping it the same. (As the costs go up every year). Thus, the price

has to be rationally restructured after consideration of different factors.







6. Managing Change

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Second P - PlaceD

Third P - PriceE



57


Third P - Price




• While there has been a decrease in fleet strength during this 5 year period, but it has been at CAGR of -

0.5% and that is largely balanced along the 5 years period.











6. Managing Change

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Second P - PlaceD

Third P - PriceE



58


Third P - Price

• In earlier fare structure (prior to January 2018), the fares increased proportionately (across stages) to

the distance traveled.

• In the new fare structure, the fare increase from stage 1 to stage 10-11z increases at a steep rate (from

33% to 75% for MTC and from 33% to 63% for other town services) and thereafter the rate of increase

tapers (akin to Telescopic Fare Structure).

• Further, the hike in maximum fare is considerably higher than that in minimum fare (For MTC: Rs. 14 to

Rs. 22 as compared to Rs. 3 to Rs 4 and Other Town Services: Rs. 12 to Rs. 18 as compared to Rs. 3 to

Rs 4); which implies that long distance commuters would feel more burden on their pockets.

• Ultimately, with steep fares for initial stages, and bigger hike for subsequent stages, the net impact on all

commuters would be similar. This may be established with temporal analysis of travel characteristics of

STU riders pre and post fare hike.

MTC Chennai Case study: Impact Assessment of Fare Increase





6. Managing Change

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Second P - PlaceD

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59


Third P - Price





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



Fare


the updated costs,


cost recovery, etc.



done every year.


automatically with


• Mechanisms to



at same level


• Conclusion – Set the fare by calculating the fare fixation through Authority’s perspective







60




• http://www.wrirosscities.org/sites/default/files/BusKaro-Dec11.pdf

• The promotion of the product must be done before the release for the people to set their

expectations beforehand.

• The promotion of product / services may be done through advertisements, direct


• The promotion should be supported by a brand, which the citizens can associate with.

Example: Black buck chosen as mascot consider quickness and regional availability. If

unavailable, the brand itself should be improved.

Marketing and Branding is elaborated in Chapter 8 of this module.





Study the public

and market

Study the public

and market

Gather customers

Create a strategy

to promote

transport system

Draw customers

Improve services

to reflect

customers’ needs





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



61


Fourth P – Promotion; Case study of PCMC (Notes for Trainer)

Notes for Trainer: 4P Model for Policy Advocacy (“Promotion”)

• The fourth P in 4P model is “Promotion”.

• The promotion of the product is essential to make the customers aware about the product and its key

features.

• It is important that the promotion should be associated with a brand name and logo, which the citizens

can associate with.

Notes for Trainer: 4P Model for Policy Advocacy (Case study of PCMC)

• This case study shows the activities performed by PCMC for the BRT system in 4P format.

• Product: The product was their bus running on the new schedule in a BRT system

• Place: The demands of the customers were analyzed. Apart from the demand of premium bus services in

corridor 3, the demands of customers were satisfied

• Price: The price, being the primary demand of the customers, was analyzed and the services were made

affordable for general public.

• Promotion: Focus groups were created to capture insights, discussion with stakeholders were conducted

to get their views.

• Learning; High ridership was observed as many people were aware and waiting for the new BRT system.





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Second P - PlaceD

Third P - PriceE



62



Pimpri Chinchwad Case study: Good ridership as a result of early promotion of BRTS system

Learnings: High ridership was observed as people were aware of the ongoing BRTS system and were

eager to use this public transport system.





PCMC planned

on launching a BRTS system

which was the


The fare

structure

of PCMC

BRTS was

affordable

for

general

public.

PCMC was unable to identify the

commuters on Corridor 3 of the

BRTS system. The demand/

expectation by the citizens

comprised of premium buses with

AC services. However, PCMC was


buses to the citizens. As an

impact, the potential commuters


transport, causing the ridership

to drop.

After the customers and market was

analyzed properly, focus group discussion

were arranged in March 2015 by

Promotions and Outreach team to capture

the insights in a structured manner.

Discussion with NGOs, bus passengers, bus

drivers, and other stakeholders. Detailed

and considerable coverage in newspaper

helped in raising awareness.







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Second P - PlaceD

Third P - PriceE



63

Advocating to Senior Management

Notes for Trainers



Module Notes

This module provides information on analyzing the citizens of the city. The citizens comprise of

users and non-users and both have to be advocated before taking a policy advocacy decision.


The trainer should focus on advocating the non-users in a decision of policy advocacy. A case

study of Mumbai has been given to detail out the types of non-users in a policy advocacy

decision.


• Why should the senior managers consider all the citizens in a city before taking a policy

advocacy decision?

• Why should the non-users of bus transport system be advocated before taking a policy

advocacy decision?





6. Managing Change

1. Introduction



OverviewA



Case StudyC


64


Overview






ACESS TO JOB, EDUCATION, HOSPITALS,

ETC.

Focus on Management

Focus on Operations

Focus on Customer



TO ECONOMIC GROWTH





6. Managing Change

1. Introduction



OverviewA



Case StudyC


65


Overview





6. Managing Change

1. Introduction



OverviewA



Case StudyC




heads







66



There are two types of skills required by a Senior Manager in order to advocate to the politician. They are communication through soft skills and communication through expertise on bus transport

Once the users and non users are identified and their needs are clear, the Senior Manager of the

Authority should advocate the idea and objective to the Politician and/or Minister

Soft skills: They include overall communication skills for better persuasion. They include the following:

• Context and Timing – the meeting should be short and to the point

• Setting expectations – the expectation from the politician should be analyzed carefully

• Create urgency – the urgency for the bus transport organization in terms of funds

• Images matter – images / graphs / visuals displaying critical information with ease of understanding

• Build rapport – rapport by previous commitment fulfillment and sincerity towards bus transport

• Behavioral flexibility – the behaviour should be professional and sincere

• Communicating clearly – the communication should be clear and honest

• Confidence and Certainty – the confidence builds up the trust from the politician’s perspective

Bus context: They include bus context expertise for technical persuasion. They include the following

• Back up your advocacy by bus data (GPS / ETM) through graphs. This data should be honest and data

projection should be realistic.

• Comprehensive plan to deploy funds throughout the organization should be told to the politician briefly.

This deployment of funds would ensure the performance of all sectors within the bus transport

organization. Example: Depot / Bus / Terminal / Stops all should be given equal weightage.

• Planning of “Return on investment” through traffic and non-traffic revenue OR cost optimization. This is

the most important factor and captures the interest of Politician / Minister.





6. Managing Change

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OverviewA



Case StudyC


67


Advocating to Senior Management (Examples)



• Analysis of need and cost must be analyzed properly beforehand

• The allocation of funds and return of investment or benefits to public must be explained




• The deployment of the newly procured buses should be prepared and advocated

• Data visualization regarding traffic revenue collected by new buses and better services for

the citizens should be assessed beforehand





6. Managing Change

1. Introduction



OverviewA



Case StudyC


68

Managing Change

Notes for Trainer



Module Notes

The module provides information on changing the internal environment of the organization

after setting the objectives. It also provides information on the importance of commuter’s

feedback.


The trainer should focus on the importance of customer feedback and incorporating the

necessary feedback in the organization / city.


• What are the various changes that may occur after setting the objectives?

• Why is commuter’s feedback importance? If there are no complaints from the customers,

does it mean that there are no complaints? How can this be addressed?





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69

Managing Change



Manpower strength and skills

Based on the objective, manpower /skills may need to be improved.Further, training in certain specializedskills might be required.


Based on the objective, existinginfrastructure may need to beequipped with advanced technology ornew infrastructure may be required.


Based on the objective and the typeof organization, business continuityplanning may differ.

Financial capacity

Based on the objective, financialcapacity may need to be enhanced byutilizing funds from the government orsigning up for schemes, etc.

1

3 4

2

Notes for Trainer: Glance + Managing change based on objective set



• Now, After assessment of environment and citizens, the analysis of market is complete.

• Once these analysis are done, the policy objectives / internal environment / product features / pricing /

promotion / etc. needs to be changed. After these changes are made, we are ready to launch our

product in the market.

• This slide shows some of the possible changes in the internal environment such as existing

infrastructure, process and procedures, financial capacity, and manpower strength and skills.





6. Managing Change

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70

Managing Change



• Customer feedback should be handed over to a separate teamwithin the grievance redressal system

• The purpose of the customer feedback is to cater to the requests ofthe customers

• The authority should understand that the objective is not tominimize the complaints received from customers. The customerwould give the feedback if he/she is assured the feedback would beevaluated.

• Therefore, a proper communication channel between the customersand the grievance redressal team is essential


• http://eprints.cmfri.org.in/10824/1/Theeranaipunya_Ramees.pdf

Delhi Metro Rail Corporation (DMRC) closes all complaints and records them. This ensures the

commuters that their requests are heard and taken care of.

Notes for Trainer: Managing change (Customer feedback)

• Once the product is launched, the feedback of customers should be analyzed to close the complaints by

managing change.





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71


Notes for Trainer



Module Notes

This module focuses on the importance of succession planning as the senior members of the

organization are shuffled every two years.

Focus point for trainer

The trainers should focus on the importance of succession planning, especially for special

purpose vehicle


• Why should the senior managers plan for succession?

• How can a senior manager address the issue of succession planning?





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Succession Planning


• Building a Sustainable Workforce in the Public Transportation Industry — A Systems Approach, 2013, TCRP Report 162

• Guidance for Preparing Standard Operating Procedures (SOPs) - United States Environmental Protection Agency





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Business Continuity Planning is ensuring that institutional memory is created and plans are prepared so that the most vulnerable parts of a company can recover if a business interruption occurs. The plan also allows for interruption free transition from one operator to another.

Succession Planning refers to preparation for departure of senior leaders. While, overall workforce

planning is applied to macro level, both describe a systematic approach to identify existing and prepare for

future workforce gaps. The key implementation steps include:

✓ Have organizational leaders (such as board of directors) meetings to identify and articulate the strategic

direction for the organization.

✓ Regulatory and Sanctioning Authority (such as MD, CEO etc.) is responsible for undertaking workforce

planning for different activities, including identification of significant manpower gaps in the succession

plan.

✓ Regulatory and Sanctioning Authority may identify and recommend current staff members as potential

successors.

✓ A set of Standard Operating Procedures must be documented to provide necessary information to

the potential successor. These set of instructions may prove useful to the successor while making critical

decisions. This method is useful in case a physical meeting between the current and succeeding

Regulatory and Sanctioning Authority is not feasible. A detailed meeting should be conducted by the

predecessor in order to guide the successor. The predecessor must focus on the importance of projects

initiated earlier.

✓ Monitor and revise the action plan in response to the feedback or changing conditions or goals.

This process is highly useful in organizations where the frequency of change in Regulatory and Sanctioning

Authority is high.

73


• Minnesota DOT Succession Planning for Supervisors and Leadership: Process designed to internally andexternally recruit candidates for future leadership vacancies. Identifies a talent pool that can move into

leadership positions without great difficulty.

• Pennsylvania DOT Succession Planning for At-Risk Positions: Identifies high-level positions that maysoon become vacant for various reasons and then identifies an internal pool of candidates to fill thesepositions. Identified candidates may then enter into the succession planning program.

• Office of Personnel Management (USA) (OPM): Developed a workforce planning model that any organizationcan use. It involves a five-step process of setting strategic direction, analyzing skill gaps, developing an action

plan, implementing the plan, and monitoring and revising the plan.









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Context

• In the United States, the Washington Metropolitan Area Transit Authority (WMATA) operates a fleet of about1,500 buses across several counties and has multiple garage facilities that operate and service differentmodels of buses, including CNG, diesel and clean diesel buses.

• Historically, they have found that individual garages develop their own methods to deal with problem repairswhich may not necessarily reflect the best practice.

Action

• WMATA has made a large effort to standardize maintenance procedures across different facilities by havingwritten, detailed, step-by-step procedures that identify the checks, repairs and tools to be used, which arereferred to as Standard Operating Procedures.

Impact

• By having an independent system wide audit team, WMATA has been able to standardize procedures acrossthe entire maintenance system and ensure that procedures are strictly followed.

• The result is that maintenance costs have been reduced while Mean Time Between Failures (MTBF) hasbeen improving for a given technology type.

• Another benefit has been that mechanics moving from one location to another find identical tools,procedures and practices in place.




• Best Operational and Maintenance Practices for City Bus Fleets to Maximize Fuel Economy, Box 3 (page 21)





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75

Succession Planning – Notes for Trainer


Notes for Trainer: Business Continuity Planning (Succession Planning)

• Since the senior management of SPVs are shuffled frequently (once every two years), succession

planning needs to be implemented in the organization.

• The aim of this succession planning is to prepare for the departure of senior leaders. The new senior

leaders would have a properly documented SOP from the previous leader to ensure overview of the

organization and smooth transition.

• The details planning and objectives of the organization should be passed on to the new leader(s). This

would ensure that the new leader builds on the work of the previous leader rather than starting from the

beginning.

Notes for Trainer: Business Continuity Planning (Succession Planning – Case study)

• In Minnesota, a process is designed to internally and externally recruit candidates for future leadership

vacancies

• In Pennsylvania, Internal candidates are identified to fill the position of senior management.

• In OPM, a workforce planning model involves five step process of setting strategic direction of the

organization





6. Managing Change

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8. Marketing and Branding Notes for Trainer: Business Continuity Planning (Standard Operating Procedures – Case study)

• In Washington, the maintenance crew were provided a standardized maintenance procedures.

• This ensured standardize maintenance across all Washington, reduction of maintenance cost.

• Furthermore, the mechanics that moved from one location to another found identical tools and

procedures. This ensured faster and efficient work.

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• Format for SoP - http://pibphoto.nic.in/documents/rlink/2018/dec/p2018121802.pdf



• Remember that you have a predecessor and he/she has set the goals and milestones

on how the organization should proceed.







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Introduction






6. Managing Change

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• The negative stigma of existing bus transport is a

formidable barrier to overcome in selling these services. For this purpose, marketing of public

transport is necessary.

• Marketing and Branding the service would make it stand out from other service competitions. These

strategies are impactful in changing the way people perceive the services.

• It increases awareness among the common people

and updates them on new and upcoming schemes and services.

• The analysis is done based on the profile of the

city and on the target audience.

• The specific analysis of each situation and the designing of activities and messages that are

appropriate for each city’s target audience is important.

• The authority should work with civil societies

and form focus groups.

• Communication between the authorities and civil societies is essential as the authority

learns the society’s opinions in a direct manner.

• The authority should be conscious to raise

awareness among the common people with respect to their attitude & actions (regarding

city transport).

• A marketing strategy identifies appropriate

mediums of communication to disseminate the

message of bus transport services.





01 02

03 04

IntroductionA


Branding strategyC

Marketing strategyD


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Introduction




This is a technique by which an organization aiming to develop marketing & branding strategy identifies groups & organizations which are directly or indirectly related to its services. It consists of:

321

Branding Strategy

Branding the system with an identifiable name,logo, and slogan can make your service standout among other competitions. It has thepotential to generate new customers, getrecognition and increase business value.

Marketing Strategy

4321

Marketing is useful for educating the customerabout the service. It is useful for sustaining thepresence of a service. Marketing even acts as asource of revenue. It may act as a basis fordecision making.





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Initially, various stakeholder segments that constitute the potential public transport market should beunderstood. Different population groups have different travel needs based on their income, dailyactivities, etc.. Thus different marketing strategies can be tailored to suit each stakeholder group(which collectively represents the population of the city). Some stakeholder groups are provided below.

• The consumer groups mentioned above are indicative. Further, these groups might not be exclusive and

exhaustive.

• The consumer groups to be analyzed for a particular city shall depend on the demographic profile of that

city.

Disabled persons

WomenStudents and

parents



corporates)



Existing car users


etc..)

1

2

3

4

5

6

7

8





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• For example, women (stakeholder group) may highly value the level of security within a service. This maybe essential to ensure utilization of services by women (specially in the evening). By understanding thisconcern, various security elements of the service (e.g., security personnel, lighting, security cameras) maybe highlighted when presenting the service to this audience during the stakeholder consultation

• There are two ways to consult stakeholders. They are focus groups and surveys.

• Surveys enable capturinginformation in a structuredmanner with the help ofquestionnaires.

• The results from surveys can beexamined through usingquantifiable methods andstatistical analysis.

• They have the added value ofrepresenting qualitativeinformation with quantitativeproperties such as graphs,frequency distributions,medians, means, modes,etc..

• Focus groups are a rapid evaluationtechnique in which a moderator leads agroup discussion to share their knowledgeand opinions on a specific topic.

• This is a way to collect a significant amount ofqualitative information quickly and in an in-depth manner.

• A focus group can be composed of 6 to 12participants, and a typical session can lastapproximately two hours.

• The moderator must be social scienceprofessionals and have experience in thesetypes of investigation methods to obtainoptimal results.

Focus Groups

Surveys


Atal Indore City Transport Services Limited (AICTSL) conducted stakeholder consultations through focus groups. This has been explained in the next slide.

Each stakeholder group (identified in the previous stage) may hold different opinions on bustransport. This segment of the process involves determining the concerns and needs of eachstakeholder group in relation to the use of bus transport. Based on their respective concerns andneeds, a marketing strategy may be customized to respective stakeholder groups.





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The focus group sessions are a good place to begin testing individual strategies. Below are the key marketsegments with the potential marketing messages that may be conveyed based on their travel needs.

Market segment Potential messages

Students • Availability of special discounts• Highlight technological aspects such as payment with mobile phone

• Social atmosphere of system

Parents • Security and safety aspects• Cost-effectiveness of system


• Work or relax while commuting• Travel time savings

• Technological aspects of new system• High-quality image of new system (status issue)• Savings in wear and tear on personal vehicle

Women • Safety and security issues• Frequent off-peak services that cater to errands


• Improvement in system quality• Travel time savings

Disabled persons • Easy use features of systems

By understanding the needs and constraints of each market segment, tailored marketing strategies can then be designed and employed. This step is where particular outreach strategies are devised. Also, decisions are made about which groups should be prioritized within the marketing budget.


Based on the stakeholder analysis, an organization has to market it’s services. In order to do a propermarketing, a company should have a good brand name, logo and a tagline. These form a part of the brandingstrategy.





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The name of the brand is one of the first decisions that are taken on the launch of bus services. There are a range of different strategies that can be adopted to create an appropriate brand name. Some of the different qualities that a brand name can exude include:

1Terms such as “metro” or “rapid transit” can engender a very positive public image. (For example,

“TransMetro” in Colombia, “Metrovia” in Ecuador, etc..)

Key considerations for a brand name – Do’s

❑ Sophisticated❑Modern

❑ Rapid❑ Efficient

❑ Elegant❑ Convenient

❑ Comfortable❑ Social






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2Brand names should carry a special local meaning, rather than just mimic some generic transport

term. Relating to the name of a river, lake or mountain can be appropriate. For example, TransJakarta(Jakarta), Transantiago (Santiago), TransCaribe (Cartagena), etc..

3

The name of an indigenous animal that is fast or important animal of the nation can be quite effective

since it can serve both as the brand name as well as a mascot. Animals can be popular with young

riders and invoke feelings of affection, acceptance and ownership. For example, Perth Central Area

Transit (CAT), Kangaroo Bus Lines in Australia, Bus Eireann (private operator in Ireland that uses Irishsettler, a dog breed, as it’s logo)





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Key considerations for a brand name – Don’ts

Avoiding the term “bus” can be part of a strategic plan since it can often carry a negative connotation,

especially in cities where existing bus service is of poor quality.1

Acronyms, such as BRT and MRT, should be avoided as they might not have much meaning to a

customer, and thus is a lost opportunity in terms of attaching an image around the brand.2

Avoid religious or political connotations and customers should identify with the name. Eg: Lakme

cosmetics became popular but would not be accepted as “Laxmi” which was the original choice of the brand.

3

Brand must be associated with sustained quality. Blue Line buses were taken off because of accidents. 4





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Brainstorming

✓ Open session in which as many suggested system names are generated as possible.

✓ The key ideas behind the brainstorming session is developing a diverse set of options without criticizing or evaluating the ideas presented.

Evaluating the final names

✓ The initial group will meet again and decide on the final name, based on the report from the focus group and shortlisted names.

✓ This group may narrow the list to a few names to be given to political leaders for the final decision.

Focus group opinions

✓ The brand names generated in Step 1 are then placed before carefully selected focus groups.

✓ These groups will go through the names and give reactions and opinions.

✓ The focus groups will select a list of their five most favorite brand names.

1 2 3

Assistance from a marketing and public relations firm can help to ensure all options and issues are considered.

01

Focus groups with prospective customers can be used to test name ideas as well as brainstorm on possible names.

02

Contests with substantive prize (such as one-year bus transport pass) to develop a name and logo can be a creative and participatory way of bringing the public into the process.

03

The final decision on the system name should be made at the highest level (Municipal Commissioner, CEO, etc..) of decision making for the system.

04





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The proposed new system in Barranquilla (Colombia) uses

the word “Metro” as part of its system name.

In Aichi (Japan), a toy mascot is given the driver’s seat in

a driverless bus system with full optical guidance.

Johannesburg has created a name that works well across

the variety of languages in South Africa.

• To choose a name for the Indore BRTS system, the Atal Indore City Transport Services Ltd. (AICTSL)

held a public competition in 2011 (AICTSL 2014).

• The aim of this competition was to promote ownership of the system by the residents of Indore,

and create a name that was accepted by the public.

• The name was selected as iBus. While the ‘i’ denoted Indore, it also represented intelligence and

innovation for a system that was easy-to-use and new for Indore residents.





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Brand Logo

Various examples related to brand logo are provided in the subsequent slides





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The ubiquitous logo for the Brisbane system allows for rapid

customer identification of station locations.

• ‘Rainbow’ as the name selected for the

BRT system seeks to signify a joyful

feeling, a product very different from the

regular bus service Punekars have grown

up with, but still one which is familiar.

• The symbol is a rainbow colored bird

taking off.

• Rainbow published a “Brand Identity

Manual Standards and Guidelines” in order

to promote their bus services.





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• The color of the physical system is also part of the brand identity.

• Bogota chose red as the color for the bus to equate the TransMileno system to the

life-blood of the city with the BRT corridors representing the life-giving arteries.





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• LA’s Metro

Orange Line

includes both a

metro and a BRT

corridor.


is highly visible,

making it clear to

users that they are

parts of the same

network.

Bold

signage

reflecting

the logo

of BCLL

attracts

public

attention

to the

BRTS.





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• For example, the message may stress the time saving aspects, the level of convenience and comfort, themodernity of the system, etc..

• The tagline will likely be tailored to the particular marketing emphasis of the moment. In the brandingstrategy, only brand tagline is advised to be altered. Brand name and logo are advised to remain constant.

• The slogan should be inspirational in motivating customer usage of the services. Some samples include:


Creating a public recognition of the bus service can also be bolstered by a slogan or tagline that accompanies the name and logo. The tagline may highlight an aspect of service that is of particular value to the targeted audience.























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"Wherever life takes you!" is

the tag line that accompanies

promotional material for the Ottawa public transport

system.

This marketing announcement for the Los

Angeles Orange Line highlights the time

savings aspects of the service.

The tagline of Rainbow BRT is Pravas Nava, Paryay Nava. It means ‘a new journey, a new alternative’, evoking a sense of modernity, progress, and

environment-friendliness.

• To choose a name for the Indore BRTS system AICTSL held a public competition in 2011.

• The aim of the competition was to promote ownership of the system by the residents of Indore, and create a name that was accepted by the public.

• The tagline was selected as “Satat Vikas Atal Vishwas” in Hindi, meaning ‘continuous progress, constant trust’.





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The brand name and image are just the outward representation of the overall branding and marketing

effort. These tools should be supported by a comprehensive marketing campaign strategy that is

directed towards achieving the following objectives:

✓ Maximize interest and ridership in the system;

✓ Overcome doubts and concerns related to the system;

✓ Target different messages to specialized customer groups; etc..

• The public education plan is a component of the overall marketing plan in which the emphasis is on getting

the public familiar with the service.

• The general public must be instructed on available routes, services, fare & pricing, service attributes,

boarding procedures, restrictions, advantages, etc..

• Instructions must be communicated using plain language so that users of even the lowest education and

poverty levels can understand them and should be available in all localities.

• There are various methods of educating the common people. They include




Instagram, etc..



etc..

1

2

3

4

5






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AICTSL Indore:

To avoid any misconceptions that the project would take road space from personal vehicle users, graphics illustrating before and after versions of the corridor were published in the form of pamphlets.

Bhopal MyBus:

Comparative images of before and after the project implementation were highlighted in local newspapers to send a strong message to the public.






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The market segmentation of stakeholder groups (conducted during stakeholder analysis) will help in

the development of individual tactics required to carry out these strategies. One of the key

considerations while developing strategies is what kind of messages you should transmit, and how

complex those messages should be. When the specific activities of a strategy is implemented, it is

important to take special care regarding the timing.



• However, although somebody has been made aware

of something does not mean that a person will

act according to what they have learnt.


strategies that make the person use sustainable

transport.

Creating awareness



what a campaign or strategy has presented them (i.e.

using a bus with greater frequency than before as a

mode of transport).

• It is the complement of raising awareness, because

it complements the understanding of sustainable

transport to effective action.

Behavioral change






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➔ ”I walk regularly”

➔ ”I tried, and walk now and then”

➔ ”I would like to try walking”

➔ ”Walking might be an option”

➔ ”Walking is not relevant for me”

Understanding Behavior: the 7 stages of change

Awareness of

problem

Aware of the issue of traffic congestion?

Accepting

responsibility

Accept personal / corporate responsibility?

Perception of

options

Perception of sustainable modes?

Evaluation of

options

Is there actually a viable alternative?

Experimental

behavior

Trying out new travel choices?

Making a choice

Really intend to modify behavior?

Habitual

behavior

Long-term adoption of sustainable modes?

1

2

4

3

5

6





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Think: Logical arguments

✓ Rational arguments over the cost and speed of a new travel option can help to capture attention and interest.

✓ A range of materials, including photos, and videos, can help disseminate logical arguments.

Practice: Public transport usage

✓ Offering a free travel period, such as the first weeks of operations may get people to try bus transport.

✓ Finding creative ways to personally engage the public can help to overcome the initial barriers.

Feel: Affective persuasion

✓ People feel good or bad in a certain place or with a certain mode of transport.

✓ If bus transport is equated to better self-worth and a more beautiful city, then the affective response could be quite strong.

• The basis to produce a marketing

message / advertisement should be

the stakeholder analysis and an

identification of the themes that will

be important to key target audiences.

• The text of the message, the imagery,

the voice, and the colors all should

form a complementary package of

ideas.


Stakeholder persuasion – In general, there are three “channels” which are typically used to motivate personal change: Think, feel and practice.





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• Give people the chance to use sustainable mobility – Giving people free

rides on new public transport lines (e.g. to their workplace and back) will

open their minds to sustainable mobility and will increase the chance that

they use it while changing their point of view towards this mode of transport.

• Special events such as fashion shows have been held inside the TransMilenio

system. Television and radio shows have likewise been undertaken within

TransMilenio. Interviews with celebrities are also known to take place against

the famous backdrop of the system.

• Public officials – The use of the services by public officials can also draw

attention to the service.


22nd September


5th June


22nd April

Earth Day






Campaign.





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Action

The free trial rides were a strategic decision to attract the public

so that they experience and understand the system. This would

result in a boost in ridership during the initial days

Impact

• Initially, AICTSL had decided to continue free trial runs for 2-3

months. The trial runs continued for three weeks, during which

system patronage increased significantly, reinstating positivity

among the public. However, the overwhelming response from

commuters necessitated the introduction of fares to control

overcrowding in buses. Although this resulted in an immediate

drop in ridership at first, it began to steadily increase.

• The satisfaction expressed by those who experienced the system

led to a highly positive reaction from the press.

• Free trips helped in allaying misconceptions about the

functioning, comfort and safety of the iBus commute.

• Following this, the Indore system was entrusted with land for

corridor development worth around INR 270 crores under

the Transfer Development of Rights (TDR) scheme.

Passenger trials of the Indore BRTS service began on the 10th of May 2013.






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❑ Television❑ Radio❑ Newspaper advertisements❑ Magazine advertisements

❑ Web sites❑ On-line video❑ Billboards❑ Flyers

❑ Street kiosks❑ Group seminars❑ Personal interviews❑ Social media platforms


1The message of the particular advertisement will likely vary by the medium being

utilized. Some mediums may restrict the information to fairly broad in nature.

Public service announcements (PSAs) permit messages related to topics of public

interest to be shown without cost on television and radio. 2

3 Kiosks in public venues are a big advantage to public systems over the private sector.

Outreach efforts with school children can be particularly effective. 4

5The best advertisement for the service may well be the service itself. The sight of a bus

whizzing by motorists stranded in traffic is probably the most effective means of communicating the service. Messages on the exterior of the bus can heighten the impact.

The marketing messages should not end with just getting a person to try the service.

Reassuring the new customer that they have made the right choice is a critical part of the process. Advertisements inside the service can be effective in reassuring the customer

that they have chosen wisely.

6

Key considerations for a media tools






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prize.








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• It connects the authority directly with consumers by sharingupdates, sales, contests, new services, and more!

• Monitor reviews and comments on different platforms. Respondto questions, compliments, and complaints quickly andprofessionally.

• Unlike web pages that feature static content, social media isupdated frequently.

• Host online contests, offer special discount codes exclusivelyfor social media followers, have customers submit photos, usehashtags, and tag bus services on social media platforms.

• Creative and distinctive content receives the most attentiononline.

• It’s better to do great marketing on 1 or 2 channels than to do it poorly across 5 channels.

• When choosing a platform, consider the platform target customers are on and the objective of the agency

• Each platform has an algorithm that determines who sees posts. Be wary of post frequency, number of likes, and text length to optimize social media impact.


✓ An organization should create multiple channels (Facebook, Twitter, Instagram, etc..) in order to post the updates of the services.

✓ The point of contact for social media marketing should post the same content on all the pages at almost the same time.

Key considerations







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Context

Since the location of the BRTS corridor was

adjacent to numerous schools and

education institutes, a vital part of the

marketing strategy involved targeting

the student and young adult

demographic.

Action

To cater to this, the team created an iBus

page on Facebook.


Benefits

• The page provides service and construction updates to the general public.

• It also enables two-way communication between the iBus team and the public to receive feedback as well as

post comments, complaints and suggestions.

• During public engagement activities such as focus groups and passenger trials, participants often requested to

have their photos tagged online.

• As the number of followers increased, the media began to pay attention to the page, often referring to it for

project information, updates and photographs.

Once the page was functional, it proved to be popular, with almost 2431 likes to the page in April 2019.






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Twitter handle of Delhi Traffic Police providing real-time updates to commuters






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Advocating to

Citizens







4

Introduction

A. Overview


C. How to advocate?

1

Business

Environment

A. Overview



2

Understanding

Objectives



Reference table

A. 7-12

B. 13-14

C. 15-20

A. 8-15

B. 16-17

C. 18-23

A. 7-11

B. 12

C. 13-19

Delivery

PPT

Trainer

manual

Participant

Manual

A. 21-23

B. 24-26

C. 27-28

A. 24-25

B. 26-28

C. 29-31

A. 20-21

B. 22-24

C. 25-27

A. 29-36

B. 37-40

A. 32-39

B. 40-44

A. 28-34

B. 35-39

A. 41-43

B. 44

C. 45

D. 46

E. 47-52

F. 53-54

A. 45-48

B. 49-50

C. 51

D. 52-53

E. 54-59

F. 60-62

A. 40-41

B. 42

C. 43

D. 44

E. 45-50

F. 51-53

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Business

Continuity

Planning



Advocating to

Regulatory and

Sanctioning

Authority

A. Overview


C. Case Study

5

A. 55-57

B. 58-60

C. 61-62

A. 63-65

B. 66

C. 67

A. 54-55

B. 56

C. 57-58

Delivery

PPT

Trainer

manual

Participant

Manual

A. 63-64

B. 65

A. 68-69

B. 70

A. 59

B. 60

A. 66-70

B. 71

A. 71-75

B. 76

A. 61-63

B. 64-65

Reference table

Marketing and

Branding

A. Introduction




8

A. 72-73

B. 74-76

C. 77-80

D. 81-87

A. 77-78

B. 79-81

C. 82-92

D. 93-105

A. 66-67

B. 68-70

C. 71-81

D. 82-94

108

Thank You !

Time for Discussion

109

Bibliography




























Participant Manual

1

December 2020December 2020




PARTICIPANT’SNOTES – POLICY ADVOCACY FOR SENIOR MANAGERSPARTICIPANT’SNOTES – POLICY ADVOCACY FOR SENIOR MANAGERS

2

PrefaceThe Efficient and Sustainable City Bus Services (ESCBS) project was introduced to improve the efficiency and attractiveness of city

bus transport in India. ESCBS project has three major components which includes National Capacity Building (NCB); Regulatory,


ESCBS project. The objective of the engagement is to design and develop training programme for city transport professionals, and

involves undertaking pilot testing, implementation, evaluation, and suitable modification of the training programme.


(MoHUA).

Policy Advocacy for

Senior Managers


Managers

Monitoring and


Managers


Middle Managers


Middle Managers


Managers

Bus Operations for

Middle Managers


Managers

1 2 3 4

5 6 7 8

For each training area, a total of three modules have been prepared:

A. Participant’s Notes: Detailed reference notes containing link to more readings to be circulated before training.


C. Delivery PPT: Brief presentation containing infographics, videos, group activities, etc. to be displayed on the screen.

3

About the Module










media options.

It is strongly recommended that participant’s manual is referred prior to the training session.

4

Learning Objectives

✓ Understanding why is there a need for Advocacy

✓ Understanding whom is the advocacy meant for

✓ Understanding what to advocate to the various stakeholders

✓ Understanding the mechanism to advocate to the citizens (4P model for Policy Advocacy)

✓ Understanding the mechanism to advocate to the Regulatory and Sanctioning Authority

✓ Assessing business environment and citizen in order to advocate

✓ Understanding the need to change internal environment after advocacy

✓ Assessing the importance and mechanism for succession planning

✓ Design and formulate branding and marketing strategy for outreach

5

Table of Contents








4

Introduction

A. Overview


C. How to advocate?

1


A. Overview



2

Understanding

Objectives



6

Table of Contents



Business Continuity

Planning



Advocating to Regulatory

and Sanctioning

Authority

A. Overview


C. Case Study

5


A. Introduction




8

7





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


Introduction
















8





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


Introduction




• Manpower Skill







To deal with the above challenges, you must understand the market which comprises of the following:


ENVIRONMENT

EXTERNAL BUSINESS

ENVIRONMENT

9

Introduction

Overview – Objectives, Advocacy and Formulation

Policy Advocacy aims to communicate the policies set by the organization to achieve its objectives.

Policy Objectives


Citizens may be supportive or

non-supportive of the policy set

by the authority. The objective

here is to address the needs of

the citizens.

The environment may restrict the

policy objectives. The objective is

to identify the basic constraints of

the environment in order to set

the correct policy objectives.

Consider your bus mobility as a product (service) and the citizens as your

customer. In order to set the best policy objectives for bus transport, you

need to consider the following:

Policy Formulation

After the advocacy of citizens and environment, the objectives may need

to be modified. After this modification, they need to be formulated within

your organization / city.

Advocacy

Product

Product (service) is

the bus mobility with

features like size,

frequency, schedule, etc.

Market

Comprises of citizens

which are categorized into users (commuters

& potential commuters) and non-

users

Delivery

Operations of Bus

Services





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


10

Introduction




Policy Objectives


HDBRTS conducted various

interviews with commuters,

drivers, and other stakeholders to

identify needs and make people

aware of new BRTS system. Their

feedback was considered while

BRT design

HDBRTS analyzed the external

and internal business environment

factors responsible for the BRT

system

The objective of HDBRTS was to provide a BRT system for easy and fast

transportation for citizens.

Policy Formulation

When the BRT system was launched, high ridership was observed since

the citizens were already aware of the BRT project and were eager to

travel through the new BRT system, as it was designed to meet the

citizens’ requirements

Advocacy Hubli Dharwad advocated the citizens

and conducted interviews to

understand the requirements of the

citizens. HDBRTS was able to communicate the policies set by the

organization to relevant stakeholders





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


11

Introduction


Shuttl, India: Decided to provide luxury bus service based on income and occupation of commuters

Shuttl bus services advocated the citizens and the environment

before formulating the bus services. This exercise of policy

advocacy ensured its gradual success

Furthermore, Shuttlutilizes the feedback of commuters in their bus transport services

regularly to ensure the requirements of

the citizens are updated and met.



Policy Objectives


Shuttl targeting office commuters

and analyzed their needs. The

commuters needed comfortable

and reliable services with AC

privileges.

Shuttl studied the travel route of

the targeted office commuters.

The routes were planned as per

the origin distribution of the office

commuters.

The objective of Shuttl was to provide a premium bus service to office

goers. These premium buses would have AC services, comfortable seats

and online booking through mobile app

Policy Formulation

The mobile app was developed which allowed the office goers to book the

bus in advance. A guaranteed seat was promised to the riders. Shuttl now

offers 45,000 rides a day with 700 buses and 150 routes in seven cities

across the country

Advocacy





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


12

Introduction


The advocacy helps to secure the customer’s acceptance. It also assists in

securing endorsement from Regulatory and Sanctioning Authority.


• An idea, which is beneficial for bus transport commuters, is to be advocated.

• This idea may be introduction of BRT or new bus transport system, route planning, etc.


• The idea is displayed in front of potential stakeholders such as city politicians, corporations, investors, commuters, non-commuters, etc.

• This would help incorporating the ideas of the potential stakeholders and modify the policy as per the requirements.

• Another benefit of this activity is that citizens would be aware of the ongoing and future development in bus transport.

Before knowing how to advocate, the authority must know ‘what’ and ‘whom’ to advocate.

Why advocate?





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


13

Introduction

How to advocate?




• They include residents/non-residents such as current commuters, potential


• The 4P model of Policy Advocacy should be followed to advocate to the citizens




officials.


the Regulatory and Sanctioning Authority








6. Managing Change

1. Introduction



OverviewA


How to advocate?C


14

Introduction

Potential Means to Advocate – Targeted (Private)





6. Managing Change

1. Introduction



OverviewA


How to advocate?C




You must have a

smooth


acceptance on the

decisions you make.


In-person

advocacy

through private

meetings.

(Recommended)

Circulation of

Approach

Note that

explains and

justifies your

objective.

Organization

of workshop

in order to

discuss on an

open forum

Remember that



15

Introduction

Potential Means to Advocate – All (Public)





6. Managing Change

1. Introduction



OverviewA


How to advocate?C




The news

media, web

sites, and

direct

outreach.

Social Media

Platforms

such as

Facebook,

Twitter,

Instagram,

etc..

Information

kiosks which

share

information

brochures,

etc..

Videos

(showing a

realistic view

of the service)

Visual images,

specially the

impact from

before and

after images.


16

Introduction



advocate to?

How to advocate?

• Funding support


facilities (card

payment, level

boarding)


route


• Introduction of new bus

service (premium,

other)

• Fare fixation

• Introduction/Expansion

of new Infrastructure

(Land, Depot, Terminal,

Bus Stop, etc.)

• Making favorable Policy

and Regulatory

Changes

Politician • How investment (quality of services, additional

infrastructure, acquisition of new fleets) in public

transport system is in public interest

• How increase in fare may improve attractiveness of

public towards public transport

• How improvement quality of services of services

attract more patronage

• How introduction of new routes/services can help

in generating employment and more patronage

Bureaucrat • How investment in public transport system is

beneficial for overall improvement in mobility and

economic development of the city

• How fare increase can help agency in sustaining the

bus operations


improve mobility in the city and enhance ridership

• How improvement in public transport can help city

in reducing congestion and pollution





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


17

Introduction



advocate to?

How to advocate?


bus service (premium,

other)

• Fare fixation

• New PT system (BRT)



route


facilities (card

payment, level

boarding)


infrastructure (Depot,

Terminal, Stops)

Current

commuters

• How increase in fare can help agency in maintaining

regular and reliable services

• How new services will save time and accessibility in


Potential

commuters

• How cost of travel can be reduced by using public

transport

• How use of public transport can help city in reducing

congestion and pollution in the city

Non

commuters

• How the public transport system is beneficial for the

public and would not interfere with other modes of

transport in terms of road sharing.





6. Managing Change

1. Introduction



OverviewA


How to advocate?C


18

Introduction

How to advocate?


















6. Managing Change

1. Introduction



OverviewA


How to advocate?C


19

Introduction

Points to Ponder

• Till now we saw the answers to the basic questions such as why advocacy, what

to advocate, whom to advocate to.

• The Senior Managers needs to advocate two categories of audience:

• Citizens

• Regulatory and Sanctioning Authority

• Along with that, we saw the overview on ‘How’ to advocate as per the category

of audience.

• Furthermore, before going into details of how to advocate, the authority needs

to understand the business environment and objectives.2. Business Environment




6. Managing Change

1. Introduction



OverviewA


How to advocate?C


20


Overview - Video





1. Introduction


OverviewA



6. Managing Change



Victoria – New Public Transport System

21


Overview

The external business environment provides the constraints within which the authority needs to operate

their bus transport system. Example: small bus has to be used in a hilly city because of city’s geography.

The internal business environment provides an analysis of the authority and is useful for making decisions

for bus transport system. Example: Outsourcing of bus operations due to limited availability of skilled

manpower.


Geographic factors

Demographic factors


1

3 4

2


Financial capacity


skills

1

2

3








1. Introduction


OverviewA



6. Managing Change



22



The geographical factors determine the spatial constraints for network planning such as route length,

influencing the design of bus transport system. They consists of the following factors:

➢ Size and shape of the city determines the compactness and structure of the city

➢ Length of road network determines the total road length in the city

➢ Type of roads shall be ascertained based on the assessment of motorized and non-motorized

lanes, length of arterial or feeder roads available in the city, etc.

➢ Terrain of the city would be very demanding if the terrain is hilly, plain, etc.

➢ Land available in the city for introduction / expansion of depot, terminal, bus stop, etc.



The demographic profile of the city defines the commuter of bus transport services whose composition

influences the design of service/ operating plan through factors such as location of demand centers,

occupational distribution, age structure, etc.

➢ Spatial distribution of population determines the possible demand centers in the city.

➢ Occupational distribution of passengers determines amnesties and other featured required in

the bus transport system. Example: premium services for office-goers

➢ Income distribution determines the possible type of service for different income groups.

➢ Age distribution would help in planning routes, type of services and infrastructure. It also

provides possible requirements of travel of specific age group. Example: Children, elderly, etc.







1. Introduction


OverviewA



6. Managing Change



23



The regulatory environment in a city / state impacts the development of a bus transport system. Apart

from laws, acts and policies, imposition of different restrictions imposed can also impact bus operations in

the city. Example: In Delhi, the Supreme Court intervened removing diesel buses from circulation and

mandating CNG buses. Separately, the restriction on stage carriage permit impacts the delivery services in

states such as Karnataka, Andhra Pradesh (limited outsourcing)

These would be responsible in choosing the features of your product (mobility) such as size, emission type,

etc.


Existing transport system in a city determines various policy decision such as integration / competition with

other modes, last mile connectivity concerns, decision on fare structure, etc. Furthermore, the areas not

connected by the existing system determines the gaps in transport services. If there is a demand found in

these gaps, it may be viable to provide transportation services in those areas.



Case study - Nottingham Workplace Parking Levy (WPL): Achieving increased usage of public

transport by imposing a parking levy. Congestion fell on the major roads in the morning rush hour when

the levy was introduced and recorded the highest public transport usage in UK.

Case study - Kochi: Integration of transport modes through co-operatives by formation of Unified

Metropolitan Transport Authority (UMTA). Furthermore, Kochi Metropolitan Transport Co-operative (KMTC)

was launched for bus operators. Through these measures, the city of Kochi was able to achieve integrated

shared mobility system





1. Introduction


OverviewA



6. Managing Change



24


External Business Environment - Video





1. Introduction


OverviewA



6. Managing Change



Sihlcity – Transport solutions for a shopping mall

25



Assessing the existing infrastructure determines the current state of bus operations and necessary

improvements required in the existing infrastructure, etc.

Buses

Determines the asset life and helps in the decision

of fleet acquisition.

Bus Depots

Determines maximum capacity of fleet which can be sustained in the city.

Bus Shelters

Provides information on required maintenance /

monitoring system.

Bus Terminals

Determines the frequency and waiting time of

buses.


Mira Bhayandar: There was a problem due to inadequate space for parking and maintenance of buses.

Due to this unavailability of Bus Depot, 10% of bus schedules were cancelled every month. Here, the

authority did not consider the second P (Place) and procurement of buses preceded the decision of

construction of infrastructure (depot)

This analysis allows the decision makers to understand the extent to which costs of public transport needs

to be recovered from users and non users.

Financial constraint can be calculated through various Key Performance Indicators (KPIs) such as Operating

cost per passenger-km, Fare box ratio, revenue per passenger, etc.







1. Introduction


OverviewA



6. Managing Change



26




BEST Undertaking stopped the recruitment of employees for several years. When the recruitment began,

the new recruits were unskilled, and on the same hand, the existing skilled manpower was about to retire.

This created an age gap in employees. The HR Policy was not formulated well.


facilitate decision making for outsourcing, training, and required recruitment for staff.

Recruit / Train


Outsource






1. Introduction


OverviewA



6. Managing Change



27


Points to ponder

• Till now we saw that the Business environment consists of external and internal

business environment

• External business environment: They are required to assess the profile of the

city, alternate transport system in the city, policy and regulations, etc.

• Internal business environment: They are required to assess the internal

organization parameters such as skilled manpower, financial capability, etc.2. Business Environment




1. Introduction


OverviewA



6. Managing Change



28



The ultimate objective of bus transport organizations is to offer conducive bus transport system which is

citizen centric i.e. satisfying the expectation of the citizens. At the same time, the overall objective of the

Authority include:

• Optimal modal share of public transport• Decreasing the congestion in the city

Citizen Centric

Objectives


Social Objectives

Adequacy

Regularity and

ReliabilityComfort and Convenience

Affordability

Accessibility

7

6

54

3

2

1 The objectives of the authority

should be set in advance. After

setting this objective, the

authority must advocate the

objectives and make necessary

amendments after discussions

with relevant stakeholders.

The objectives should be specific.

For example, merely stating that

the objective is to increase

ridership in public transport is not

good enough because it is vague.

The objective must be formulated

in precise and quantified terms,

for instance - increasing the

modal share of public transport to

50% of all motorized trips in the

next 10 months.





6. Managing Change

1. Introduction






29







6. Managing Change

1. Introduction






Ahmedabad – Bus Rapid Transit System

30




• https://www.centreforcities.org/reader/delivering-change-putting-city-centres-heart-local-economy/city-centre-case-studies/8-

manchester-metroshuttle/

• http://www.eltis.org/discover/case-studies/introducing-free-public-transport-tallinn-Estonia

Case study - Manchester UK: Increasing accessibility to businesses and shops in the city center byintroducing zero-fare buses and linking with railway stations, tram shops, shopping areas, etc. in 2012.In 2013, there were 2.8 million passengers on Metroshuttle, an increase of 32% since 2006.

Accessibility

This includes optimizing the distance between commuters’ origin and destination of a trip to abus stop. This may require modifications in network planning.1

Affordability

This includes optimizing the cost of travelling through bus transport. This may requireimplementation of a robust fare fixation mechanism while ensuring financial sustainability ofaffordable bus operations.

2

Case Study - Tallinn, Estonia: Introducing free public transport inTallinn (Estonia) for affordability for its registered citizens with an aimto increase the usage of public transport. The resultant impact could beseen in the increased number of people using public transport and thereduction in number of cars. However, walking was also reduced sincepeople used public transport even for shorter distances.





6. Managing Change

1. Introduction






31







This indicates the installation of additional features, such as, luxury seats, air conditioning, Wi-Fi services, etc., in a bus to make bus travel comfortable and convenient for passengers.3

Case Study - Shuttl, India: Decided to provide premium luxury bus service based on income and

occupation of commuters. The features included online booking through a mobile app and guaranteeing

a comfortable seat in the AC bus. Safety features such as face-recognition and live CCTV feed were also

included. Currently, Shuttl offers 45,000 rides a day with over 700 buses and 150 routes in seven cities

across the country


This includes optimizing planning and implementation of frequency of bus services. This mayrequire formation of a smart monitoring system and PIS, apart from enhancement of fleet andcrew.

4

Adequacy

This indicates the potential of bus transport organizations to cater to the demand of entire city.This may require optimum deployment of fleet and crew size including enhancement of thesame.

5





6. Managing Change

1. Introduction






32



Social Objectives

This includes ensuring usability of bus services by different social groups including children,women, elderly, differently-abled commuters, etc. Level boarding for differently abledcommuters, special seats for women, discounted prices for children are some examplescatering to the demand of social groups.

6


Case Study – Catering to social objectives in Bengaluru by launching “The Smart Card program” with reduced fares applicable for students. Additional concession is provided to socially disadvantaged group (SC/ST, Girls). 3.5 lakh students benefit from the program in 2018-19.


• http://mybmtc.karnataka.gov.in/storage/pdf-files/Brief%20note.pdf






6. Managing Change

1. Introduction






33




Emission Reduction: Reduction of emissions from buses may require appropriate selection of

fleet technology and fuel, and frequency of maintenance.

Noise Reduction: Noise reduction in terms of engine noise, working of silencer, etc. may

require updating technology and appropriate maintenance.

7


Delhi Transport Corporation: Maintenance of buses to achieve fuelefficiency by the contractor in terms of kilometers operated per kg of CNG fuelconsumed (KMPKG) against specified norms in the contract. The result wouldbe reduced emission and fuel consumption from bus transport systems

Transport for London (TfL): Low Emission Bus Zones to improveair quality. Since the launch of these zones, TfL has completedconversion of buses in 7 of the 12 low emission bus zone. The airquality in these zones also improved.

Shenzhen: Switching to an electric mobility system in the city (first city to electrify public buses) byengaging heavily in urban infrastructure and incorporating 500+ charging station and 5100 bus chargingpoints. This initiative helped in achieving 40% less GHG emission per e-bus than diesel vehicle.Furthermore, noise and heat reduction is also observed in the city.

• https://www.ellenmacarthurfoundation.org/assets/downloads/Shenzhen_-Case-Study_Mar19.pdf

• https://shaktifoundation.in/wp-content/uploads/2017/06/Improving-bus-Fuel-Efficiency-through-fleet-inspection-and-maintenance-

practices.pdf

• https://tfl.gov.uk/modes/buses/improving-buses





6. Managing Change

1. Introduction






34







6. Managing Change

1. Introduction






Chilean capital adapts electric buses for public transportation

35



Bus services are a means to improve the well-being of people by facilitating access to economic and socialbenefits. Thus, its design is aimed at meeting the needs of consumers in a way that is equitable, affordable,and responsive to all groups.


Services should ensure that public facilities such as hospitals, markets, schools are accessible.

Investments in bus services should focus on enabling mobility of people for different purposes and needs.


Services should ensure that physical access to services is available to users with physical and psychological difficulties


Services should ensure that transport provision is not limited during certain times of day


Services should ensure that monetary constraints do not affect its use.


Services should ensure that access to transport facilities is not difficult due to their geographical location.


Services should ensure that security of users is paramount especially women and children (e.g. protection from sexual harassment).

Key Considerations

for social equity


While deciding the objective of the authority, some essential elements of objectives should always be

considered. These include ”Social Equity” and “Safety & Security”.





6. Managing Change

1. Introduction






36



Ho Chi Minh City, Vietnam: Gender design features in the bus transport system of Ho Chi Minh City

Action

• A program has been designed to promote safe and secure mobility of women, provide women with better income-earning and employment opportunities, and allow women to better manage their domestic and child-caring responsibilities.

Impact





• Women-only carriages with additional child seating and storage space for baby carriages/shopping,

• Secure street lighting around stations,

• Easy access drop-off and pick-up points,

• Ticketing systems and train schedules to suit multiple trips and intermodal transport usage,

• Marketing to women as metro users, gender capacity development for project staff, and

• Special attention to households headed by females in livelihood support after resettlement.

• Catering to all the social groups is expected to increase ridership resulting in higher profit for the organization.









6. Managing Change

1. Introduction






37



It is essential for bus transport services to cater to the safety of commuters as well as road users. If the passenger feels safe and secured, it is more likely to induce a positive perspective towards bus transport.

Perception of how safe and secure one feels in bus

transport is an important factor for commuters.

Prevention

from

accidents

Protection

from crime

and harassmentSafety Security

Safety and Security

Key Considerations

1

2

3

Processes

Human Elements

Infrastructure Elements

• Hazard identification and resolution • Incident reporting and investigation

• Emergency response planning and coordination


• Vehicle maintenance• Facilities’ inspections• Safety mechanisms such as station

staffing and security personnel• Lighting facilities at bus stops for

safety of female passengers




The root cause analysis of

incident should be independent

of the severity of the incident. Example: Even a small fire in a bus should be

analyzed to the root cause of

ignition.






6. Managing Change

1. Introduction






38




Context

• In 2013, BMTC rationalized bus routes on Hosur Road as part of the Bangalore Integrated Grid (BIG) Bus Network. This resulted in direction-based services comprised of several trunk and suburban feeder routes.

Task

• The intersection points of trunk and feeder routes required infrastructure to allow safe and timely transfers for commuters.

Action

• With prime focus on passenger comfort, critical interchanges were planned at major nodes of the route network.

Impact

• The optimal location for the interchange was the median, as it satisfied these factors:



• Convenient distance from both sides of the highway, facilitating safe pedestrian movement

• Most direct route used for pedestrian access to interchange


• Smooth flow of vehicular traffic

• Single stop for trunk routes allowed efficient operation of buses and use of space







6. Managing Change

1. Introduction






39


Points to Ponder

• There are two types of objectives.

• Citizen centric objectives should be chosen by the authority as the

requirement from the citizens. They are as follows

• Accessibility

• Affordability

• Comfort and convenience

• Regularity and Reliability

• Adequacy

• Social objectives

• Environmental objectives

• Essential elements should always be catered to as they relate to all of the

citizens. They include

• Social Equity

• Safety and Security





6. Managing Change

1. Introduction






40



The citizens of the city comprises of users and non-users of bus transport. The users of a bus transport

system could be categorizes into current users (ridership) and the potential users (future users).

Users

Non-users

Current

Commuters

Potential

Commuters

CITIZENS

Non-

Commuters

The existing users are commuting in the bus transport

system as they find bus transport services better as

compared to the alternate transportation system

services in the same price.

It is essential to retain the current commuters.

The potential users are the citizens who wish to use

bus transport services, but have a certain demand

criteria before availing such services. This demand

may be related to AC bus services, accessibility,

affordability, online booking, etc. Apart from them, the

tourists are also included in potential commuters.

It is essential to satisfy their demand in order to

convert them into bus transport users.

They are the citizens of the city who are neither the

current users nor the potential users of the bus

transport system. However, they need to be advocated

as their lives may get affected by the bus transport

system.

Example: Slum area rehabilitation, Political leaders,

Investors, car drivers, etc.

Retain them

Attract them





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



41




Context: Mumbai metro consists of a west and central line which carries around 7-8 million passengers perday. These liners are connected by a Line-1 metro from Andheri to Ghatkopar.

Action: A new central metro line is being constructed underground. It is expected to relieve the existingsub-urban lines of it’s congestion.

Current

Commuters

Potential

Commuters

Non-

Commuters

Currently there are 0.5 million passengers are travelling in line 1 of Mumbai

Metro.

The commuters using the western and central lines are expected to shift to

Line-3 metro, which is currently being constructed in Mumbai from Colaba to

SEEPZ.

• Land acquisition for constructing underground metro station has forced the

current land owners to rehabilitate. These current land owners need to be


• The new underground station would be constructed on the side of the road.

As a result, some road space would be occupied by the newly constructed

underground entrances. Therefore, the current road users needs to be


• The metro depot would be constructed inside the aarey forest. This would

result in felling of approximately 3000 trees. Therefore, the authority needs

to advocate the environmentalists and consider re-forestation.





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



42


Overview – 4P Model for Policy Advocacy


• Margarita Išoraitė, “MARKETING MIX THEORETICAL ASPECTS” International Journal of Research – Granthaalayah, Vol. 4, No. 6

(2016): 25-37

The next step after what to advocate and to whom it should advocate to, is the how to advocate. The

process of policy advocacy is depicted below. This 4P model of Policy Advocacy assists in advocating the

citizens. It consists of the following:

Price PromotionPlace

Price must be same or less than what a commuter would otherwise have to

pay for an alternative mode for an equivalent service

for travelling

Promotion may be done through

advertising, public relations, direct

marketing, exhibits, posters, free gifts,

etc.

The product (service, mobility) should be placed at the right place at the right

time. The product / service should reach

the citizens.

Product


features, design, benefits, size, brand image, guarantees,

etc.





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



43

• Selling an idea is similar to selling a product or a service. In this scenario, the product is

“mobility” which is provided to public from origin to destination.

• Here, the features of the product (bus mobility) are fleet size, frequency and schedule as

its parameters.

• If the product (mobility, service)has to be successfully launched, it should be compatible

with the market.

• Either market is developed for a product (mobility); or Product (mobility) is developed for

the Market. If neither, the organization must diversify in to other business.

Examples of product includes:

Comfortable

bus services

New BRT

system

New Bus

Depot

New Fare

Structure

Updated ITS

system


First P - Product





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



44

• Place for advocacy for bus policies has to be where target users will be able to see it.

• The place is the market, which needs to be analyzed properly.

Citizens Environment

The authority should figure out the potential

market and club them into the citizens and

competition. Example: Potential commuters

maybe school going children & non-commuters

maybe corporate employees for affordable service.

Apart from the citizens, the authority needs to analyze the

business environment they operate in. This would help them

identify the potential constraints of running buses in the city.

Example: while procuring buses in a hilly area, shorter buses

are procured; In Delhi, only CNG buses are procured, etc.

Market

Increase your commuters

Decrease your non-commuters


Second P - Place

Example: Consider the product to be buses in metropolitan cities

Possible change in market: The schools & college students specifically targeted with affordable prices

Possible change in product: AC buses for targeting upper-middle class citizens





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



45


• Model Contract - MoHUA


Third P - Price

Fare



recovery).


Price / Fare is determined by various factors. These factors are listed below:

• Fare fixation is a very crucial topic in bus transport and the customers are extremely

sensitive to any change in fares.

• Fares are majorly dependent on service quality. If fare is increased without change in

service level, then it may impact ridership, however increase in fare with increase in

service quality then it may be accepted by the customers

Upgrading level of service by

upgradation of supporting

infrastructure.




Service



Quality





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



46


Third P - Price





mode of transport.


Below are the case studies across each fare parameter:

BMTC reduced fares by approx. 5% to 37%. By









charge, etc. Following these changes, a high

ridership was observed.









• http://www.delhimetrorail.com/press_reldetails.aspx?id=jkOjxn1IG6Ylld

• https://www.businesstoday.in/current/economy-politics/delhi-metro-daily-ridership-sees-a-drop-amid-hike-in-ticket-

prices/story/330857.html





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



47



• Price must be same or less than what a commuter would otherwise have to pay for an

alternative mode for an equivalent service for travelling.

• At the same time, the product should not be underpriced. If you are providing better

services and commuters are willing to pay more, then you should consider charging more.

(Example: premium service on a particular route with comfortable AC bus services)


Third P - Price

• The price of the product needs to be decided before the launch of the product.

• The commuters are sensitive to fare fluctuation. An increase in the fare may cause the

ridership to drop and vice-versa. This is because customers have access to multiple modes

of transport between their origin and destination.

• Moreover, the expectations of the commuters have to be taken into consideration before

fixing the price of the service in order to identify the probable parameters affecting the

choice of mode of travel.

• Furthermore, the price should be increased every year based on inflation rate. If we don’t

do it, then we are ultimately reducing the price by keeping it the same. (As the costs go

up every year). Thus, the price has to be rationally restructured after consideration of

different factors.





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



48




• While there has been a decrease in fleet strength during this 5 year period, it has been at CAGR of -0.5%

and that is largely balanced throughout the 5 years period.








Third P - Price





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



49

• In earlier fare structure (prior to January 2018), the fares increased proportionately (across stages) to

the distance traveled.

• In the new fare structure, the fare increase from stage 1 to stage 10-11z increases at a steep rate (from

33% to 75% for MTC and from 33% to 63% for other town services) and thereafter the rate of increase

tapers (akin to Telescopic Fare Structure).

• Further, the hike in maximum fare is considerably higher than that in minimum fare (For MTC: Rs. 14 to

Rs. 22 as compared to Rs. 3 to Rs 4 and Other Town Services: Rs. 12 to Rs. 18 as compared to Rs. 3 to

Rs 4); which implies that long distance commuters would feel more burden on their pockets.

• Ultimately, with steep fares for initial stages, and bigger hike for subsequent stages, the net impact on all

commuters would be similar. This may be established with temporal analysis of travel characteristics of

STU riders pre and post fare hike.

MTC Chennai Case study: Impact Assessment of Fare Increase


Third P - Price





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



50


• Model Contract - MoHUA


Third P - Price

Fare


the updated costs,


cost recovery, etc.



done every year.


automatically with


• Mechanisms to



at same level


• Conclusion – Set the fare by calculating the fare fixation through Authority’s perspective











6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



51


• http://www.wrirosscities.org/sites/default/files/BusKaro-Dec11.pdf

• The promotion of the product must be done before the release for the people to set their

expectations beforehand.

• The promotion of product / services may be done through advertisements, direct


• The promotion should be supported by a brand, which the citizens can associate with.

Example: Black buck chosen as mascot depicts quickness and regional availability. If

unavailable, the brand itself should be improved.

Marketing and Branding is elaborated in Chapter 8 of this module.







Study the public

and market

Study the public

and market

Gather customers

Create a strategy

to promote

transport system

Draw customers

Improve services

to reflect

customers’ needs





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



52



Pimpri Chinchwad Case study: Good ridership as a result of early promotion of BRTS system

Learnings: High ridership was observed as people were aware of the ongoing BRTS system and were

eager to use this public transport system.





PCMC planned

on launching a BRTS system

which was the


The fare

structure

of PCMC

BRTS was

affordable

for

general

public.

PCMC was unable to identify the

commuters on Corridor 3 of the

BRTS system. The demand /

expectation by the citizens

comprised of premium buses with

AC services. However, PCMC was


buses to the citizens. As an

impact, the potential commuters


transport, causing the ridership

to drop.

After the customers and market was

analyzed properly, focus group discussion

were arranged in March 2015 by

Promotions and Outreach team to capture

the insights in a structured manner.

Discussions were carried out with NGOs,

bus passengers, bus drivers, and other

stakeholders. Detailed and considerable

coverage in newspaper helped in raising

awareness.







6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



53


Points to Ponder

• The authority should clearly understand the characteristics of users and non

users of the city bus transport system since both needs to be advocated

• By treating “bus mobility” as a product, there are four crucial steps which

include:

• Product, which defines it’s various features.

• Place, which suggests placing the product in the market.

• Price, which includes pricing your product correctly.

• Promotion, which includes promoting your product before and after launch.





6. Managing Change

1. Introduction





First P - ProductC

Second P - PlaceD

Third P - PriceE



54


Overview





6. Managing Change

1. Introduction



OverviewA



Case StudyC






ACCESS TO JOB, EDUCATION, HOSPITALS,

ETC.

Focus on Management

Focus on Operations

Focus on Customer



TO ECONOMIC GROWTH


55


Overview



heads











6. Managing Change

1. Introduction



OverviewA



Case StudyC


56



There are two types of skills required by a Senior Manager in order to advocate to the politician. They are communication through soft skills and communication through expertise on bus transport

Once the users and non users are identified and their needs are clear, the Senior Manager of the

Authority should advocate the idea and objective to the Politician and/or Minister.

Soft skills: They include overall communication skills for better persuasion. They include the following:

• Context and Timing – the meeting should be short and to the point.

• Setting expectations – the expectation from the citizens should be analyzed carefully.

• Create urgency – the urgency for the bus transport organization in terms of funds.

• Images/facts matter – facts/graphs/visuals displaying critical information with ease of understanding.

• Build rapport – rapport by previous commitment fulfillment and sincerity towards bus transport.

• Behavioral flexibility – the behaviour should be professional and sincere.

• Communicating clearly – the communication should be clear and honest.

• Confidence and Certainty – the confidence builds up the trust from the politician’s perspective.

Bus context: They include bus context expertise for technical persuasion. They include the following

• Back up your advocacy by bus data (GPS / ETM) through graphs. This data should be honest and data

projection should be realistic.

• Comprehensive plan to deploy funds throughout the organization should be shared briefly. The

deployment of funds would ensure the performance of all sectors within the bus transport organization.

Example: Depot / Bus / Terminal / Stops all should be given equal weightage.

• Planning of “Return on investment” through traffic and non-traffic revenue OR cost optimization. This is

the most important factor and captures the interest of Politician / Minister.





6. Managing Change

1. Introduction



OverviewA



Case StudyC


57


Advocating to Regulatory and Sanctioning Authority (Examples)



• Analyze need and cost beforehand

• The allocation of funds and return on investment or benefits to public must be explained




• The deployment of the newly procured buses should be prepared and advocated

• Data visualization regarding traffic revenue collected by new buses and better services for

the citizens should be assessed beforehand





6. Managing Change

1. Introduction



OverviewA



Case StudyC


58


Points to Ponder

• Regulatory and Sanctioning Authority includes representation from the

politicians, top management of government / authority and other staff heads

• They expect the city bus transport system to provide good public services and

should be financially stable.

• The authority needs to develop soft skills and expert knowledge in the bus

sector which helps in professional conversation with the Regulatory and

Sanctioning Authority.





6. Managing Change

1. Introduction



OverviewA



Case StudyC


59

Managing Change



Manpower strength and skills

Based on the objective, manpower /skills may need to be improved.Further, training in certain specializedskills might be required.


Based on the objective, existinginfrastructure may need to beequipped with advanced technology ornew infrastructure may be required.


Based on the objective and the typeof organization, business continuityplanning may differ.

Financial capacity

Based on the objective, financialcapacity may need to be enhanced byutilizing funds from the government orsigning up for schemes, etc.

1

3 4

2





6. Managing Change

1. Introduction






60

Managing Change



• Customer feedback should be handed over to a separate teamwithin the grievance redressal system

• The purpose of the customer feedback is to cater to the requests ofthe customers

• The authority should understand that the objective is not tominimize the complaints received from customers. The customerwould give a feedback only if he/she is assured the feedback wouldbe evaluated.

• Therefore, a proper communication channel between the customersand the grievance redressal team is essential


• http://eprints.cmfri.org.in/10824/1/Theeranaipunya_Ramees.pdf

Delhi Metro Rail Corporation (DMRC) closes all complaints and records them. This ensures the

commuters that their requests are heard and taken care of.





6. Managing Change

1. Introduction






61


Business Continuity Planning is ensuring that institutional memory is created and plans are prepared so that the most vulnerable parts of a company can recover if a business interruption occurs. The plan also allows for interruption free transition from one operator to another.

Succession Planning refers to preparation for departure of senior leaders. While, overall workforce

planning is applied to macro level, both describe a systematic approach to identify existing and prepare for

future workforce gaps. The key implementation steps include:

✓ Have organizational leaders (such as board of directors) meetings to identify and articulate the strategic

direction for the organization.

✓ Regulatory and Sanctioning Authority (such as MD, CEO etc.) is responsible for undertaking workforce

planning for different activities, including identification of significant manpower gaps in the succession

plan.

✓ Regulatory and Sanctioning Authority may identify and recommend current staff members as potential

successors.

✓ A set of Standard Operating Procedures must be documented to provide necessary information to

the potential successor. These set of instructions may prove useful to the successor while making critical

decisions. This method is useful in case a physical meeting between the current and succeeding

Regulatory and Sanctioning Authority is not feasible. A detailed meeting should be conducted by the

predecessor in order to guide the successor. The predecessor must focus on the importance of projects

initiated earlier.

✓ Monitor and revise the action plan in response to the feedback or changing conditions or goals.

This process is highly useful in organizations where the frequency of change in Regulatory and Sanctioning

Authority is high.

Succession Planning








6. Managing Change

1. Introduction






62


• Minnesota DOT Succession Planning for Supervisors and Leadership: Process designed to internally andexternally recruit candidates for future leadership vacancies. Identifies a talent pool that can move into

leadership positions without great difficulty.

• Pennsylvania DOT Succession Planning for At-Risk Positions: Identifies high-level positions that maysoon become vacant for various reasons and then identifies an internal pool of candidates to fill thesepositions. Identified candidates may then enter into the succession planning program.

• Office of Personnel Management (USA) (OPM): Developed a workforce planning model that any organizationcan use. It involves a five-step process of setting strategic direction, analyzing skill gaps, developing an action

plan, implementing the plan, and monitoring and revising the plan.









6. Managing Change

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63


Context

• In the United States, the Washington Metropolitan Area Transit Authority (WMATA) operates a fleet of about1,500 buses across several counties and has multiple garage facilities that operate and service differentmodels of buses, including CNG, diesel and clean diesel buses.

• Historically, they have found that individual garages develop their own methods to deal with problem repairswhich may not necessarily reflect the best practice.

Action

• WMATA has made a large effort to standardize maintenance procedures across different facilities by havingwritten, detailed, step-by-step procedures that identify the checks, repairs and tools to be used, which arereferred to as Standard Operating Procedures.

Impact

• By having an independent system wide audit team, WMATA has been able to standardize procedures acrossthe entire maintenance system and ensure that procedures are strictly followed.

• The result is that maintenance costs have been reduced while Mean Time Between Failures (MTBF) hasbeen improving for a given technology type.

• Another benefit has been that mechanics moving from one location to another find identical tools,procedures and practices in place.




• Best Operational and Maintenance Practices for City Bus Fleets to Maximize Fuel Economy, Box 3 (page 21)





6. Managing Change

1. Introduction






64






• Format for SoP - http://pibphoto.nic.in/documents/rlink/2018/dec/p2018121802.pdf





6. Managing Change

1. Introduction








• Remember that you have a predecessor and he/she has set the goals and milestones

on how the organization should proceed.







65

Points to Ponder

Managing Change + Business Continuity Planning

• Managing change suggests incorporating learnings from the framework of Policy

Advocacy in your internal business environment and practices.

• Furthermore, incorporating feedback from the customers is extremely important

as it keeps your product up to date.

• Business continuity plan ensures smooth functioning of your organization in case

of shuffle of Regulatory and Sanctioning Authority. Furthermore, it ensures that

standard operating procedures are written.





6. Managing Change

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66


Introduction






6. Managing Change

1. Introduction



• The negative stigma of existing bus transport is a

formidable barrier to overcome in selling these services. For this purpose, marketing of public

transport is necessary.

• Marketing and Branding the service would make it stand out from other service competitions. These

strategies are impactful in changing the way people perceive the services.

• It increases awareness among the common people

and updates them on new and upcoming schemes and services.

• The analysis is done based on the profile of the

city and on the target audience.

• The specific analysis of each situation and the designing of activities and messages that are

appropriate for each city’s target audience is important.

• The authority should work with civil societies

and form focus groups.

• Communication between the authorities and civil societies is essential as the authority

learns the society’s opinions in a direct manner.

• The authority should be conscious to raise

awareness among the common people with respect to their attitude & actions (regarding

city transport).

• A marketing strategy identifies appropriate

mediums of communication to disseminate the

message of bus transport services.





01 02

03 04

IntroductionA


Branding strategyC

Marketing strategyD


67

Introduction




This is a technique by which an organization aiming to develop marketing & branding strategy identifies groups & organizations which are directly or indirectly related to its services. It consists of:

321

Branding Strategy

Branding the system with an identifiable name,logo, and slogan can make your service standout among other competitions. It has thepotential to generate new customers, getrecognition and increase business value.

Marketing Strategy

4321

Marketing is useful for educating the customerabout the service. It is useful for sustaining thepresence of a service. Marketing even acts as asource of revenue. It may act as a basis fordecision making.





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Marketing strategyD


68




Initially, various stakeholder segments that constitute the potential public transport market should beunderstood. Different population groups have different travel needs based on their income, dailyactivities, etc.. Thus different marketing strategies can be tailored to suit each stakeholder group(which collectively represents the population of the city). Some stakeholder groups are provided below.

• The consumer groups mentioned above are indicative. Further, these groups might not be exclusive and

exhaustive.

• The consumer groups to be analyzed for a particular city shall depend on the demographic profile of that

city.

Disabled persons

WomenStudents and

parents



corporates)



Existing car users


etc..)

1

2

3

4

5

6

7

8





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Marketing strategyD


69



• For example, women (stakeholder group) may highly value the level of security within a service. This maybe essential to ensure utilization of services by women (specially in the evening). By understanding thisconcern, various security elements of the service (e.g., security personnel, lighting, security cameras) maybe highlighted when presenting the service to this audience during the stakeholder consultation.

• There are two ways to consult stakeholders.

• Surveys enable capturinginformation in a structuredmanner with the help ofquestionnaires.

• The results from surveys can beexamined through usingquantifiable methods andstatistical analysis.

• They have the added value ofrepresenting qualitativeinformation with quantitativeproperties such as graphs,frequency distributions,medians, means, modes,etc..

• Focus groups are a rapid evaluationtechnique in which a moderator leads agroup discussion to share their knowledgeand opinions on a specific topic.

• This is a way to collect a significant amount ofqualitative information quickly and in an in-depth manner.

• A focus group can be composed of 6 to 12participants, and a typical session can lastapproximately two hours.

• The moderator must be social scienceprofessionals and have experience in thesetypes of investigation methods to obtainoptimal results.

Focus Groups

Surveys


Atal Indore City Transport Services Limited (AICTSL) conducted stakeholder consultations through focus groups. This has been explained in the next slide.

Each stakeholder group (identified in the previous stage) may hold different opinions on bustransport. This segment of the process involves determining the concerns and needs of eachstakeholder group in relation to the use of bus transport. Based on their respective concerns andneeds, a marketing strategy may be customized for respective stakeholder groups.





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Marketing strategyD


70



The focus group sessions are a good place to begin testing individual strategies. Below are the key marketsegments with the potential marketing messages that may be conveyed based on their travel needs.

Market segment Potential messages

Students • Availability of special discounts• Highlight technological aspects such as payment with mobile phone

• Social atmosphere of system

Parents • Security and safety aspects• Cost-effectiveness of system


• Work or relax while commuting• Travel time savings

• Technological aspects of new system• High-quality image of new system (status issue)• Savings in wear and tear on personal vehicle

Women • Safety and security issues• Frequent off-peak services that cater to errands


• Improvement in system quality• Travel time savings

Disabled persons • Easy use features of systems

By understanding the needs and constraints of each market segment, tailored marketing strategies can then be designed and employed. This step is where particular outreach strategies are devised. Also, decisions are made about which groups should be prioritized within the marketing budget.


Based on the stakeholder analysis, an organization has to market it’s services. In order to do a propermarketing, a company should have a good brand name, logo and a tagline. These form a part of the brandingstrategy.





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Marketing strategyD


71





1Terms such as “metro” or “rapid transit” can engender a very positive public image. (For example,

“TransMetro” in Colombia, “Metrovia” in Ecuador, etc..)

Key considerations for a brand name – Do’s

❑ Sophisticated❑Modern

❑ Rapid❑ Efficient

❑ Elegant❑ Convenient

❑ Comfortable❑ Social

The name of the brand is one of the first decisions that is taken on the launch of bus services. There are a range of different strategies that can be adopted to create an appropriate brand name. Some of the different qualities that a brand name can exude include:





6. Managing Change

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2Brand names should carry a special local meaning, rather than just mimic some generic transport

term. Relating to the name of a river, lake or mountain can be appropriate. For example, TransJakarta(Jakarta), Transantiago (Santiago), TransCaribe (Cartagena), etc..

3

The name of an indigenous animal that is fast or important animal of the nation can be quite effective

since it can serve both as the brand name as well as a mascot. Animals can be popular with young

riders and invoke feelings of affection, acceptance and ownership. For example, Perth Central Area

Transit (CAT), Kangaroo Bus Lines in Australia, Bus Eireann (private operator in Ireland that uses Irishsettler, a dog breed, as it’s logo)





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Key considerations for a brand name – Don’ts

Avoiding the term “bus” can be part of a strategic plan since it can often carry a negative connotation,

especially in cities where existing bus service is of poor quality.1

Acronyms, such as BRT and MRT, should be avoided as they might not carry much meaning for a

customer, and thus is a lost opportunity in terms of attaching an image around the brand.2

Avoid religious or political connotations and customers should identify with the name. Eg: Lakme

cosmetics became popular but would not be accepted as “Laxmi” which was the original choice of the brand.

3

Brand must be associated with sustained quality. Blue Line buses were taken off because of accidents. 4





6. Managing Change

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Brainstorming

✓ Open session in which as many suggested system names are generated as possible.

✓ The key ideas behind the brainstorming session is developing a diverse set of options without criticizing or evaluating the ideas presented.

Evaluating the final names

✓ The initial group will meet again and decide on the final name, based on the report from the focus group and shortlisted names.

✓ This group may narrow the list to a few names to be given to political leaders for the final decision.

Focus group opinions

✓ The brand names generated in Step 1 are then placed before carefully selected focus groups.

✓ These groups will go through the names and give reactions and opinions.

✓ The focus groups will select a list of their five most favorite brand names.

1 2 3

Assistance from a marketing and public relations firm can help to ensure all options and issues are considered.

01

Focus groups with prospective customers can be used to test name ideas as well as brainstorm on possible names.

02

Contests with substantive prize (such as one-year bus transport pass) to develop a name and logo can be a creative and participatory way of bringing the public into the process.

03

The final decision on the system name should be made at the highest level (Municipal Commissioner, CEO, etc..) of decision making for the system.

04





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The proposed new system in Barranquilla (Colombia) uses

the word “Metro” as part of its system name.

In Aichi (Japan), a toy mascot is given the driver’s seat in

a driverless bus system with full optical guidance.

Johannesburg has created a name that works well across

the variety of languages in South Africa.

• To choose a name for the Indore BRTS system, the Atal Indore City Transport Services Ltd. (AICTSL)

held a public competition in 2011 (AICTSL 2014).

• The aim of this competition was to promote ownership of the system by the residents of Indore,

and create a name that was accepted by the public.

• The name was selected as iBus. While the ‘i’ denoted Indore, it also represented intelligence and

innovation for a system that was easy-to-use and new for Indore residents.





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Marketing strategyD


76











Brand Logo

Various examples related to brand logo are provided in the subsequent slides





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Marketing strategyD


77




The ubiquitous logo for the Brisbane system allows for rapid

customer identification of station locations.

• ‘Rainbow’ as the name selected for the

BRT system seeks to signify a joyful

feeling, a product very different from the

regular bus service Punekars have grown

up with, but still one which is familiar.

• The symbol is a rainbow colored bird

taking off.

• Rainbow published a “Brand Identity

Manual Standards and Guidelines” in order

to promote their bus services.





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78




• The color of the physical system is also part of the brand identity.

• Bogota chose red as the color for the bus to equate the TransMileno system to the

life-blood of the city with the BRT corridors representing the life-giving arteries.





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79




• LA’s Metro

Orange Line

includes both a

metro and a BRT

corridor.


is highly visible,

making it clear to

users that they are

parts of the same

network.

Bold

signage

reflecting

the logo

of BCLL

attracts

public

attention

to the

BRTS.





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80



• For example, the message may stress the time saving aspects, the level of convenience and comfort, themodernity of the system, etc..

• The tagline will likely be tailored to the particular marketing emphasis of the moment. In the brandingstrategy, only brand tagline is advised to be altered. Brand name and logo are advised to remain constant.

• The slogan should be inspirational in motivating customer usage of the services. Some samples include:


Public recognition for the bus service can also be bolstered by a slogan or tagline that accompanies the name and logo. The tagline may highlight an aspect of service that is of particular value to the targeted audience.























6. Managing Change

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"Wherever life takes you!" is

the tag line that accompanies

promotional material for the Ottawa public transport

system.

This marketing announcement for the Los

Angeles Orange Line highlights the time

savings aspects of the service.

The tagline of Rainbow BRT is Pravas Nava, Paryay Nava. It means ‘a new journey, a new alternative’, evoking a sense of modernity, progress, and

environment-friendliness.

• To choose a name for the Indore BRTS system AICTSL held a public competition in 2011.

• The aim of the competition was to promote ownership of the system by the residents of Indore, and create a name that was accepted by the public.

• The tagline was selected as “Satat Vikas Atal Vishwas” in Hindi, meaning ‘continuous progress, constant trust’.





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The brand name and image are just the outward representation of the overall branding and marketing

effort. These tools should be supported by a comprehensive marketing campaign strategy that is

directed towards achieving the following objectives:

✓ Maximize interest and ridership in the system;

✓ Overcome doubts and concerns related to the system;

✓ Target different messages to specialized customer groups; etc..

• The public education plan is a component of the overall marketing plan in which the emphasis is on getting

the public familiar with the service.

• The general public must be instructed on available routes, services, fare & pricing, service attributes,

boarding procedures, restrictions, advantages, etc..

• Instructions must be communicated using plain language so that users of even the lowest education and

poverty levels can understand them and should be available in all localities.

• There are various methods of educating the common people. They include




Instagram, etc..



etc..

1

2

3

4

5






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Marketing strategyD


83










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AICTSL Indore:

To avoid any misconceptions that the project would take road space from personal vehicle users, graphics illustrating before and after versions of the corridor were published in the form of pamphlets.

Bhopal MyBus:

Comparative images of before and after the project implementation were highlighted in local newspapers to send a strong message to the public.






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85



The market segmentation of stakeholder groups (conducted during stakeholder analysis) will help in

the development of individual tactics required to carry out these strategies. One of the key

considerations while developing strategies is what kind of messages you should transmit, and how

complex those messages should be. When the specific activities of a strategy is implemented, it is

important to take special care regarding the timing.



• However, it is important to understand that even if

somebody has been made aware of something

does not mean that a person will act according

to what they have learnt.


strategies that make the person use sustainable

transport.

Creating awareness



what a campaign or strategy has presented them (i.e.

using a bus with greater frequency than before as a

mode of transport).

• It is the complement of raising awareness, because

it complements the understanding of sustainable

transport to effective action.

Behavioral change






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86




➔ ”I walk regularly”

➔ ”I tried, and walk now and then”

➔ ”I would like to try walking”

➔ ”Walking might be an option”

➔ ”Walking is not relevant for me”

Understanding Behavior: the 7 stages of change

Awareness of

problem

Aware of the issue of traffic congestion?

Accepting

responsibility

Accept personal / corporate responsibility?

Perception of

options

Perception of sustainable modes?

Evaluation of

options

Is there actually a viable alternative?

Experimental

behavior

Trying out new travel choices?

Making a choice

Really intend to modify behavior?

Habitual

behavior

Long-term adoption of sustainable modes?

1

2

4

3

5

6





6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


87



Think: Logical arguments

✓ Rational arguments over the cost and speed of a new travel option can help to capture attention and interest.

✓ A range of materials, including photos, and videos, can help disseminate logical arguments.

Practice: Public transport usage

✓ Offering a free travel period, such as the first weeks of operations may get people to try bus transport.

✓ Finding creative ways to personally engage the public can help to overcome the initial barriers.

Feel: Affective persuasion

✓ People feel good or bad in a certain place or with a certain mode of transport.

✓ If bus transport is equated to better self-worth and a more beautiful city, then the affective response could be quite strong.

• The basis to produce a marketing

message / advertisement should be

the stakeholder analysis and an

identification of the themes that will

be important to key target audiences.

• The text of the message, the imagery,

the voice, and the colors all should

form a complementary package of

ideas.


Stakeholder persuasion – In general, there are three “channels” which are typically used to motivate personal change: Think, feel and practice.





6. Managing Change

1. Introduction



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Branding strategyC

Marketing strategyD


88



• Give people the chance to use sustainable mobility – Giving people free

rides on new public transport lines (e.g. to their workplace and back) will

open their minds to sustainable mobility and will increase the chance that

they use it while changing their point of view towards this mode of transport.

• Special events such as fashion shows have been held inside the TransMilenio

system. Television and radio shows have likewise been undertaken within

TransMilenio. Interviews with celebrities are also known to take place against

the famous backdrop of the system.

• Public officials – The use of the services by public officials can also draw

attention to the service.


22nd September


5th June


22nd April

Earth Day






Campaign.





6. Managing Change

1. Introduction



IntroductionA


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Marketing strategyD


89



Action

The free trial rides were a strategic decision to attract the public

so that they experience and understand the system. This would

result in a boost in ridership during the initial days

Impact

• Initially, AICTSL had decided to continue free trial runs for 2-3

months. The trial runs continued for three weeks, during which

system patronage increased significantly, reinstating positivity

among the public. However, the overwhelming response from

commuters necessitated the introduction of fares to control

overcrowding in buses. Although this resulted in an immediate

drop in ridership at first, it began to steadily increase.

• The satisfaction expressed by those who experienced the system

led to a highly positive reaction from the press.

• Free trips helped in allaying misconceptions about the

functioning, comfort and safety of the iBus commute.

• Following this, the Indore system was entrusted with land for

corridor development worth around INR 270 crores under

the Transfer Development of Rights (TDR) scheme.

Passenger trials of the Indore BRTS service began on the 10th of May 2013.






6. Managing Change

1. Introduction



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Marketing strategyD


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❑ Television❑ Radio❑ Newspaper advertisements❑ Magazine advertisements

❑ Web sites❑ On-line video❑ Billboards❑ Flyers

❑ Street kiosks❑ Group seminars❑ Personal interviews❑ Social media platforms


1The message of the particular advertisement will likely vary by the medium being

utilized. Some mediums may restrict the information to fairly broad in nature.

Public service announcements (PSAs) permit messages related to topics of public

interest to be shown without cost on television and radio. 2

3 Kiosks in public venues are a big advantage to public systems over the private sector.

Outreach efforts with school children can be particularly effective. 4

5The best advertisement for the service may well be the service itself. The sight of a bus

whizzing by motorists stranded in traffic is probably the most effective means of communicating the service. Messages on the exterior of the bus can heighten the impact.

The marketing messages should not end with just getting a person to try the service.

Reassuring the new customer that they have made the right choice is a critical part of the process. Advertisements inside the service can be effective in reassuring the customer

that they have chosen wisely.

6

Key considerations for a media tools






6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


91






prize.








6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


92




• It connects the authority directly with consumers by sharingupdates, sales, contests, new services, and more!

• Monitor reviews and comments on different platforms. Respondto questions, compliments, and complaints quickly andprofessionally.

• Unlike web pages that feature static content, social media isupdated frequently.

• Host online contests, offer special discount codes exclusivelyfor social media followers, have customers submit photos, usehashtags, and tag bus services on social media platforms.

• Creative and distinctive content receives the most attentiononline.

• It’s better to do great marketing on 1 or 2 channels than to do it poorly across 5 channels.

• When choosing a platform, consider the platform target customers are on and the objective of the agency.

• Each platform has an algorithm that determines who sees posts. Be wary of post frequency, number of likes, and text length to optimize social media impact.


✓ An organization should create multiple channels (Facebook, Twitter, Instagram, etc..) in order to post the updates of the services.

✓ The point of contact for social media marketing should post the same content on all the pages at almost the same time.

Key considerations







6. Managing Change

1. Introduction



IntroductionA


Branding strategyC

Marketing strategyD


93



Context

Since the location of the BRTS corridor was

adjacent to numerous schools and

education institutes, a vital part of the

marketing strategy involved targeting

the student and young adult

demographic.

Action

To cater to this, the team created an iBus

page on Facebook.


Benefits

• The page provides service and construction updates to the general public.

• It also enables two-way communication between the iBus team and the public to receive feedback as well as

post comments, complaints and suggestions.

• During public engagement activities such as focus groups and passenger trials, participants often requested to

have their photos tagged online.

• As the number of followers increased, the media began to pay attention to the page, often referring to it for

project information, updates and photographs.

Once the page was functional, it proved to be popular, with almost 2431 likes to the page in April 2019.






6. Managing Change

1. Introduction



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Marketing strategyD


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Twitter handle of Delhi Traffic Police providing real-time updates to commuters






6. Managing Change

1. Introduction



IntroductionA


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Marketing strategyD


95

Advocating to

Citizens







4

Introduction

A. Overview


C. How to advocate?

1

Business

Environment

A. Overview



2

Understanding

Objectives



Reference table

A. 7-12

B. 13-14

C. 15-20

A. 7-11

B. 12

C. 13-19

Delivery PPTParticipant

Manual

A. 21-23

B. 24-26

C. 27-28

A. 20-21

B. 22-24

C. 25-27

A. 29-36

B. 37-40

A. 28-34

B. 35-39

A. 41-43

B. 44

C. 45

D. 46

E. 47-52

F. 53-54

A. 40-41

B. 42

C. 43

D. 44

E. 45-50

F. 51-53

96



Business

Continuity

Planning



Advocating to

Regulatory and

Sanctioning

Authority

A. Overview


C. Case Study

5

A. 55-57

B. 58-60

C. 61-62

A. 54-55

B. 56

C. 57-58

Delivery PPTParticipant

Manual

A. 63-64

B. 65

A. 59

B. 60

A. 66-70

B. 71

A. 61-63

B. 64-65

Reference table

Marketing and

Branding

A. Introduction




8

A. 72-73

B. 74-76

C. 77-80

D. 81-87

A. 66-67

B. 68-70

C. 71-81

D. 82-94

97

Thank You !

Time for Discussion

98

Bibliography




























Pre-Training Questionnaire

Policy Advocacy for Senior Managers: Pre-Training Questionnaire

The questionnaire will only take 10 minutes of your time to get filled.

The purpose of this questionnaire is to understand what you already know about the training theme.

We will ask you to complete another questionnaire at the end of the training so that we can assess

what you have learnt and how the trainers have performed at conveying the key points.

Organization and Individual Details

Name of Organization

Name

Designation

Contact Number

Email Address

No. of buses run by your organization

No. of staff in your organization

Knowledge and Expectation Assessment

Q1. What are your expectations of this training? What do you hope to gain by participating?

A1.

Q2. What is the one thing that you would most like to learn during this training?

A2.

Q3. Please rate your knowledge / skill on the following learning objectives.

A3. Learning Objective Highly Proficient

Proficient Neutral Slightly

Proficient Not

Proficient

Understanding why is there a

need for Advocacy ☐ ☐ ☐ ☐ ☐

Understanding whom is the

advocacy meant for ☐ ☐ ☐ ☐ ☐

Understanding what to

advocate to the various

stakeholders ☐ ☐ ☐ ☐ ☐

Understanding the mechanism to advocate to the citizens (4P

model for Policy Advocacy) ☐ ☐ ☐ ☐ ☐

Understanding the mechanism to advocate to the Regulatory

and Sanctioning Authority

☐ ☐ ☐ ☐ ☐

Assessing business environment and citizen in

order to advocate

☐ ☐ ☐ ☐ ☐

Understanding the need to

change internal environment after advocacy

☐ ☐ ☐ ☐ ☐

Assessing the importance and

mechanism for succession planning

☐ ☐ ☐ ☐ ☐

Design and formulate branding

and marketing strategy for

outreach

☐ ☐ ☐ ☐ ☐

Q4. Kindly provide any additional comments for this training.

A4.



Post-Training Questionnaire

Policy Advocacy for Senior Managers: Post-Training Questionnaire

The questionnaire will only take 10 minutes of your time to get filled.

The purpose of this questionnaire is to assess the capacity building, assess the trainer, training

material and the training programme. Kindly f ill this questionnaire with respect to your experience

from the training session.

Organization and Individual Details

Name of Organization

Name

Designation

Contact Number

Email Address

No. of buses run by your organization

No. of staff in your organization

Assessment of the Training Session

Q1. Please rate your knowledge / skill on the following learning objectives.

A1. Learning Objective Highly

Proficient Proficient Neutral

Slightly

Proficient

Not

Proficient

Understanding why is there a need for Advocacy

☐ ☐ ☐ ☐ ☐

Understanding whom is the

advocacy meant for ☐ ☐ ☐ ☐ ☐

Understanding what to advocate to the various stakeholders

☐ ☐ ☐ ☐ ☐

Understanding the mechanism to

advocate to the citizens (4P model for Policy Advocacy)

☐ ☐ ☐ ☐ ☐

Understanding the mechanism to

advocate to the Regulatory and Sanctioning Authority

☐ ☐ ☐ ☐ ☐

Assessing business environment

and citizen in order to advocate ☐ ☐ ☐ ☐ ☐

Understanding the need to change internal environment after

advocacy

☐ ☐ ☐ ☐ ☐

Assessing the importance and

mechanism for succession planning

☐ ☐ ☐ ☐ ☐

Design and formulate branding

and marketing strategy for outreach

☐ ☐ ☐ ☐ ☐

Q2. Please rate the training material on the following parameters.

A2. Parameter Very High High Neutral Low Very Low

Extent of coverage ☐ ☐ ☐ ☐ ☐

Relevance of contents ☐ ☐ ☐ ☐ ☐

Practical applicability of case studies

☐ ☐ ☐ ☐ ☐

Easy to understand ☐ ☐ ☐ ☐ ☐

Usefulness of reference material ☐ ☐ ☐ ☐ ☐

Assessment of the Training Session

Q3. Was the trainer able to achieve the stated learning objectives of the session?

A3. ☐ Yes ☐ No Reasons ________________________________________

Q4. Please rate the trainer on the following parameters.

A4. Parameter Very High High Neutral Low Very Low

Knowledge of the subject ☐ ☐ ☐ ☐ ☐

Communication skills ☐ ☐ ☐ ☐ ☐

Organized and structured approach

☐ ☐ ☐ ☐ ☐

Interactive and engaging ☐ ☐ ☐ ☐ ☐

Q5. Do you think your knowledge / skill / ability on the subject has improved after attending the training session?

A5. ☐ Very High ☐ High ☐ Neutral ☐ Low

☐ Very Low Reasons ________________________________________

Q6. What are your top 3 takeaways from the training you attended today?

A6. 1.

2.

3.

Q7. Please rate the training session on the timing and duration of each module.

A7. ☐ Very Effective ☐ Effective ☐ Neutral ☐ Slightly Effective

☐ Deficient Reasons ________________________________________

Q8. What is your preference of location for this training session?

A8.

Q9. What should be the duration of this training session?

A9. ☐ 0.5 days ☐ 1 days ☐ 1.5 days ☐ 2 or more days

Q10. What should be the frequency of this training session at your level?

A10. ☐ Quarterly ☐ Semi-annually ☐ Annually ☐ Every 2 years

Q11. Kindly provide any areas in which the training requires improvement / Other additional comments

A11.



Group Activity

You are required to form a group of 3-5 participants in order to complete this activity. Time required for completion is 40 minutes. Furthermore, 15 minutes would be given to each group to present their outcome.

Policy Advocacy for Senior Manages – Group ActivityPolicy Advocacy for Senior Manages – Group Activity

Part A – Ice Breaker Question

Part B – Group Exercise

Part C – Case Study

What are the key decisions that you make annually with respect to bus transport.

Also mention the key decisions that a senior

manager should make but are currently not

done.

What are the challenges you face in your organization for advocating your decisions? What are the possible solutions to

those challenges?

Think from the perspective of advocating to

customers, politicians, your employees, etc.

Problem Statement: In a recent survey it was found that in the city of Riverdale, the customers demanded

“reliable” and “regular” bus services for their daily commuting. Your group are the key members of the company

“TransRiverdale”, the organization responsible for providing bus services in the city. What are the key parameters

and approach you shall consider for addressing the same? Try to think creatively and cover as many parameters as

possible. You may refer to participant’s notes provided to you for details.

Challenges Solutions

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Policy Advocacy for Senior Managers

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