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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 Delivery Presentation

©2 0 19 Deloitte Shared Services India LLP P resentation title 1 [T o edit, click View > Slide Master > Slide Master] MINISTRY OF HOUSING AND URBAN AFFAIRS, GOVERNMENT OF INDIA

EFFICIENT AND SUSTAINABLE CITY BUS SERVICES PROJECT (INDIA)

POLICY ADVOCACY FOR SENIOR MANAGERS

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

December 2020 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).

1 2 3 4 Monitoring and Policy Advocacy for Outsourcing for Senior Network Planning for Evaluation for Senior Senior Managers Managers Middle Managers Managers

5 6 7 8

Operations Planning for Outsourcing for Middle Bus Operations for ITS and MIS for Middle Middle Managers Managers Middle Managers Managers

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 2 About the Module

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.

3 Learning Objectives

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

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

4 Table of Contents

A. Overview 1 Introduction B. Why advocate / what to advocate / whom to advocate to? C. How to advocate?

A. Overview 2 Business Environment B. External environment C. Internal environment

Understanding A. Citizen centric objectives 3 Objectives B. Essential elements of objectives

A. Understanding Users and Non-Users B. Overview – 4P Model for Policy Advocacy C. First P – Product 4 Advocating to Citizens D. Second P – Place E. Third P – Price F. Fourth P - Promotion

5 Table of Contents

Advocating to Regulatory A. Overview 5 and Sanctioning B. Advocating to Regulatory and Sanctioning Authority Authority C. Case Study

A. Managing change based on objectives set 6 Managing Change B. Managing change based on customer feedback

Business Continuity A. Succession Planning 7 Planning B. Transition Planning

A. Introduction B. Stakeholder analysis 8 Marketing and Branding C. Branding strategy D. Marketing strategy

6 Introduction Overview – Key policy challenges/decisions

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.

What role bus transport can play within city mobility system • Feeder services, Main haul 1. Introduction 1 • Strategy for integration with other modes of transport A Overview B Advocate - Why / What / Whom ? C How to advocate? Which are potential business segments bus transport can target 2. Business Environment • Based on Income, Occupation, Demographics • Based on Social Equity (Gender, Senior citizen, etc.) 3. Understanding Objectives 2 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority What are appropriate type & level of service to serve business segment 6. Managing Change • Type of Service (Premium, Regular, etc.) • Level of Service (Frequency, priority lanes, expressway, etc.) 7. Business Continuity Planning 3 8. Marketing and Branding

What are my service delivery mechanism/business models • In-House Operations 4 • Public-Private Partnership (GCC, NCC)

7 Introduction Overview – Key policy challenges/decisions

Do I have required capacity/capability to plan and operate services • Manpower Strength 5 • Manpower Skill

1. Introduction How do I plan to ensure financial sustainability of business A Overview • Fare fixation, revision, non-fare box revenue B Advocate - Why / What / Whom ? 6 • Support required from government (operational subsidy, capital investment, etc.) C How to advocate? 2. Business Environment 3. Understanding Objectives How to deal with external challenges 4. Advocating to Citizens • Land required for supporting infrastructure (depot, terminal, bus stop) 5. Advocating to Regulatory and 7 • Securing permit/license & other approvals from relevant government agencies Sanctioning Authority

6. Managing Change 7. Business Continuity Planning

8. Marketing and Branding To deal with the above challenges, you must understand the Market which comprises of the following:

INTERNAL BUSINESS EXTERNAL BUSINESS CITIZENS ENVIRONMENT ENVIRONMENT

8 Introduction Overview

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

1. Introduction A Overview Policy Objectives Product B Advocate - Why / What / Whom ? C How to advocate? 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens Advocacy 5. Advocating to Regulatory and Customers Environment Market Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding Policy Formulation Delivery

9 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 1. Introduction Provide a BRT system for easy and fast transportation Hubli Dharwad A Overview advocated the B Advocate - Why / What / Whom ? Advocacy citizens and C How to advocate? conducted interviews to 2. Business Environment Customers Environment understand the 3. Understanding Objectives Interviews with Analyzed the external and requirements of 4. Advocating to Citizens commuters, drivers, and internal business the citizens. 5. Advocating to Regulatory and other stakeholders to environment factors HDBRTS was Sanctioning Authority identify needs and make responsible for the BRT able to 6. Managing Change people aware system communicate 7. Business Continuity Planning the policies set by the 8. Marketing and Branding Policy Formulation organization to relevant High ridership observed as customers were already stakeholders aware of the BRT project and were eager to travel

10 Introduction Overview – Case study of Shuttl

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

Policy Objectives Shuttl bus services 1. Introduction advocated the Provide premium luxury bus service with provision of citizens and the A Overview AC, guaranteed comfortable seat through mobile app environment before B Advocate - Why / What / Whom ? booking formulating the bus C How to advocate? Advocacy services. This 2. Business Environment exercise of policy 3. Understanding Objectives Customers Environment advocacy ensured 4. Advocating to Citizens its gradual success Targeted office goers Analyzed origin Furthermore, Shuttl 5. Advocating to Regulatory and whose needs were distribution of office Sanctioning Authority utilizes the comfortable service with goers and planned the feedback of 6. Managing Change AC privileges bus routes accordingly commuters in their 7. Business Continuity Planning bus transport 8. Marketing and Branding services regularly Policy Formulation to ensure the requirements of the Mobile app made through which 45,000 rides are citizens are booked per day with 750 buses in seven cities updated and met.

11 Group Activity

Time allocation: 1. Introduction A Overview • Completing the Chart B Advocate - Why / What / Whom ? provided – 40 minutes C How to advocate? 2. Business Environment • Presentation of the 3. Understanding Objectives Chart – 15 minutes 4. Advocating to Citizens each group 5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

12 Introduction Questions for Audience

Q1. Why should we advocate?

Q2. What is to be advocated? 1. Introduction A Overview Q3. To whom should we advocate to? B Advocate - Why / What / Whom ? C How to advocate? 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

13 Introduction Why advocate? What to advocate? Whom to advocate to?

The advocacy helps to secure the customer’s Why acceptance. It also assists in securing endorsement advocate? from Regulatory and Sanctioning Authority. 1. Introduction A Overview B Advocate - Why / What / Whom ? C How to advocate? 2. Business Environment What to advocate? Whom to advocate to? 3. Understanding Objectives 4. Advocating to Citizens • An idea, beneficial for • Citizens wait for it bus transport customers eagerly before the 5. Advocating to Regulatory and Sanctioning Authority • Example: introduction implementation of policy 6. Managing Change of new BRT, new bus • City politicians, transport system, route ministers, investors, etc. 7. Business Continuity Planning planning, etc. 8. Marketing and Branding • Citizens would be aware • A new system of of the ongoing and service/systemic future development in innovation needs to be bus transport. advocated

14 Introduction How to advocate?

You must advocate two set of stakeholders: 1. Targeted (Private) – To Regulatory and Sanctioning Authority 2. All (Public) – To Citizens

1. Introduction A Overview Target (Private): To Regulatory and Sanctioning Authority B Advocate - Why / What / Whom ? • They include politicians, top management of government / authority and other senior C How to advocate? officials. 2. Business Environment • The Senior Managers should work on soft skills and bus context skills to advocate to 3. Understanding Objectives the Regulatory and Sanctioning Authority. 4. Advocating to Citizens

5. Advocating to Regulatory and • The purpose of Advocacy to Regulatory and Sanctioning Authority is to secure their Sanctioning Authority endorsement and request for support including funding.

6. Managing Change 7. Business Continuity Planning All (Public): To Citizens 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.

15 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.

1. Introduction A Overview Remember that Public Transport is a B Advocate - Why / What / Whom ? multi-year C How to advocate? commitment. 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens You must have a 5. Advocating to Regulatory and In-person Circulation of Organization smooth Sanctioning Authority advocacy Approach of workshop communication to through private Note that in order to 6. Managing Change ensure everyone’s meetings. explains and discuss on an 7. Business Continuity Planning (Recommended) justifies your open forum acceptance on the 8. Marketing and Branding objective. decisions you make.

Details are provided in Chapter 5 of this module.

16 Introduction Potential Means to Advocate

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

1. Introduction A Overview B Advocate - Why / What / Whom ? C How to advocate? 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Information The news Social Media Visual images, Videos Sanctioning Authority kiosks which media, web Platforms specially the (showing a 6. Managing Change share sites, and such as impact from realistic view direct Facebook, before and of the service) 7. Business Continuity Planning information brochures, outreach. Twitter, after images. 8. Marketing and Branding etc.. Instagram, etc..

Details are provided in Chapter 8 of this module.

17 Introduction Advocating – What, Whom, How?

Funding support Procurement of fleet

Introduction of new facilities What to Fare Fixation (card payment, level boarding) Advocate? 1. Introduction A Overview Introduction of new route New Infrastructure (Land, Introduction of bus services Depot, Terminal, etc.) B Advocate - Why / What / Whom ? C How to advocate? 2. Business Environment 3. Understanding Objectives Politician Bureaucrat 4. Advocating to Citizens • How investment (quality of services, • How investment in public transport system is 5. Advocating to Regulatory and additional infrastructure, acquisition of new beneficial for overall improvement in mobility Sanctioning Authority fleets) in public transport system is in public and economic development of the city. interest. • How fare increase can help agency in 6. Managing Change • How increase in fare may improve sustaining the bus operations. 7. Business Continuity Planning attractiveness of public towards public • How introduction of new routes/services can transport. 8. Marketing and Branding improve mobility in the city and enhance • How improvement quality of services of ridership. services attract more patronage. • How improvement in public transport can • How introduction of new routes/services can help city in reducing congestion and help in generating employment and more pollution. patronage.

18 Introduction Advocating – What, Whom, How?

Introduction of new bus Introduction of new route and service (premium, other) procurement of fleet

What to Introduction of new facilities (card Fare Fixation Advocate? payment, level boarding) 1. Introduction A Overview Introduction of New PT System (BRT) new infrastructure B Advocate - Why / What / Whom ? C How to advocate? 2. Business Environment 3. Understanding Objectives Current Commuters Potential Commuters Non-Commuters

4. Advocating to Citizens • How increase in fare can help • How cost of travel can be • How the public transport 5. Advocating to Regulatory and agency in maintaining regular reduced by using public system is beneficial for the Sanctioning Authority and reliable services transport public and would not • How new services will save • How use of public transport can interfere with other modes of 6. Managing Change time and accessibility in help city in reducing congestion transport in terms of road 7. Business Continuity Planning mobility of the commuters and pollution in the city sharing. • How the new infrastructure 8. Marketing and Branding would not interfere with the lives of the people in terms of space and daily commuting.

19 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

1. Introduction A Overview Business Environment is of two types: B Advocate - Why / What / Whom ? • External business environment which helps in analyzing the city’s C How to advocate? profile and outside factors that affect bus operations 2. Business Environment • Internal business environment which helps in analyzing the internal 3. Understanding Objectives organization (bus operation agency) 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority Objectives are set by the Authority based on their assessment of External 6. Managing Change and Internal Business Environment. These objectives are of two types: 7. Business Continuity Planning 8. Marketing and Branding • 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

20 Business Environment Overview - Video

Victoria – New Public Transport System

1. Introduction 2. Business Environment A Overview B External Business Environment C Internal Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

21 Business Environment Questions for Audience

Q1. Why should the senior managers consider the external environment before taking a policy advocacy decision?

1. Introduction Q2. Why should the senior managers consider the internal 2. Business Environment A Overview environment before taking a policy advocacy decision? B External Business Environment C Internal Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

22 Business Environment Overview

The internal business environment provides an analysis of the authority and is useful for 1. Introduction making decisions for bus transport system. Example: Outsourcing of bus operations due to 2. Business Environment limited availability of skilled manpower. A Overview External Business Environment Internal Business Environment B External Business Environment C Internal Business Environment 3. Understanding Objectives Existing Geographic Demographic 1 4. Advocating to Citizens infrastructure factors 1 2 factors 5. Advocating to Regulatory and Financial Sanctioning Authority 2 capacity Policy & Existing 6. Managing Change regulatory 3 4 transport Manpower 7. Business Continuity Planning framework system strength and skills 3 8. Marketing and Branding

These factors will help in identifying the features of the Product (Mobility) such as it’s size, route, frequency, etc.

23 Business Environment External Business Environment

Geographical Demographic Policies Existing system

2. Business Environment Size & shape Length of Terrain of the Type of roads Land A Overview of the city road network city B External Business Environment C Internal Business Environment 3. Understanding Objectives 4. Advocating to Citizens Geographical Demographic Policies Existing system

5. Advocating to Regulatory and Sanctioning Authority The demographic profile of the city defines the commuter of bus transport services whose 6. Managing Change composition influences the design of service/ operating plan through factors such as 7. Business Continuity Planning location of demand centers, occupational distribution, age structure, etc. 8. Marketing and Branding Spatial distribution Occupational Income Age distribution of population distribution distribution

24 Business Environment External Business Environment

Geographical Demographic Policies Existing system

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. 1. Introduction Example: CNG bus policy in Delhi, Limited outsourcing in Andhra Pradesh & Karnataka, etc. 2. Business Environment A Overview Case study - Nottingham Workplace Parking Levy (WPL): Achieving increased usage B External Business Environment of public transport by imposing a parking levy. Congestion fell on the major roads in the C Internal Business Environment morning rush hour when the levy was introduced and recorded the highest public transport usage in UK. 3. Understanding Objectives 4. Advocating to Citizens 5. Advocating to Regulatory and Geographical Demographic Policies Existing system Sanctioning Authority

6. Managing Change Existing transport system in a city determines various policy decision such as integration / 7. Business Continuity Planning competition with other modes, last mile connectivity concerns, fare structure, etc. 8. Marketing and Branding

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

25 Business Environment External Business Environment - Video

Sihlcity – Transport solutions for a shopping mall

1. Introduction 2. Business Environment A Overview B External Business Environment C Internal Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

26 Business Environment Internal Business Environment

Existing Infrastructure Financial Capacity Skilled Manpower

Assessing the existing infrastructure determines the current state of bus operations and necessary improvements required in the existing infrastructure, etc.

1. Introduction Buses Bus Depots Bus Terminals Bus Shelters 2. Business Environment A Overview Mira Bhayandar: Inadequate space for parking and maintenance of buses. Due to this B External Business Environment unavailability of Bus Depot, 10% of bus schedules were cancelled every month. Here, the C Internal Business Environment authority did not consider the second P (Place) and procurement of buses preceded the 3. Understanding Objectives decision of construction of infrastructure (depot) 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change Existing Infrastructure Financial Capacity Skilled Manpower 7. Business Continuity Planning 8. Marketing and Branding 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”

27 Business Environment Internal Business Environment

Existing Infrastructure Financial Capacity Skilled Manpower

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.

1. Introduction 2. Business Environment Recruit / Train A Overview This option should be explored by the authority when a long term task is B External Business Environment to be undertaken. The authority may recruit the additional skilled manpower or train the existing manpower to increase their proficiency in C Internal Business Environment a particular task. 3. Understanding Objectives 4. Advocating to Citizens Outsource 5. Advocating to Regulatory and Sanctioning Authority This option should be explored by the authority when a difficult short term task is to be performed or it is beneficial to leverage the skills of 6. Managing Change independent player. This option may also be explored if the objective of the authority would be to run on outsourcing model. 7. Business Continuity Planning 8. Marketing and Branding

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.

28 Understanding Objectives Questions for Audience

Q1. Why are the objectives necessary for an organization?

Q2. Why should the objectives be formed at the very beginning? 1. Introduction 2. Business Environment Q3. What are some of the essential elements to be considered while 3. Understanding Objectives setting objectives A Citizen Centric Objectives B Essential Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

29 Understanding Objectives 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.

1. Introduction The objective must be 2. Business Environment Regularity formulated in and 3. Understanding Objectives concrete and Reliability A Citizen Centric Objectives Comfort and Adequacy quantified terms, for B Essential Objectives Convenience instance - increasing the modal share of 4. Advocating to Citizens 4 public transport to 5. Advocating to Regulatory and 3 5 50% of all motorized Sanctioning Authority Social Affordability trips in the next 10 Objectives months. 6. Managing Change 2 6 7. Business Continuity Planning 8. Marketing and Branding 1 7 These objectives Accessibility Environment should undergo Objectives amendments after Citizen discussion with Centric stakeholders. Objectives 30 Understanding Objectives Citizen centric objectives - Video

Ahmedabad – Bus Rapid Transit System

1. Introduction 2. Business Environment 3. Understanding Objectives A Citizen Centric Objectives B Essential Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

31 Understanding Objectives Citizen centric objectives

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

1. Introduction Case study - Manchester UK: Increasing accessibility to businesses and shops in the city center by introducing zero-fare buses linking rail station, tram shops, shopping areas, 2. Business Environment etc. in 2012. In 2013, there were 2.8 million passengers on Metroshuttle, an increase of 3. Understanding Objectives 32% since 2006. A Citizen Centric Objectives B Essential Objectives 4. Advocating to Citizens Affordability 5. Advocating to Regulatory and This includes optimizing the cost of travelling through bus transport. This may Sanctioning Authority 2 require implementation of a robust fare fixation mechanism while ensuring 6. Managing Change financial sustainability of affordable bus operations. 7. Business Continuity Planning 8. Marketing and Branding Case Study - Tallinn, Estonia: Introducing free public transport in Tallinn (Estonia) for affordability for it’s registered citizens with an aim to increase the usage of public transport. The number of people using public transport increased and the amount of cars were reduced. However, walking was reduced since people used public transport for short distances.

32 Understanding Objectives Citizen centric objectives

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

1. Introduction Case Study - Shuttl, India: Decided to provide premium luxury bus service based on 2. Business Environment income and occupation of commuters. The features included online booking through a 3. Understanding Objectives mobile app and guaranteeing a comfortable seat in the AC bus. Safety features such as A Citizen Centric Objectives 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 B Essential Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority Reliability and regularity This includes optimizing planning and implementation of frequency of bus 6. Managing Change 4 services. This may require formation of a smart monitoring system and PIS, 7. Business Continuity Planning apart from enhancement of fleet and crew. 8. Marketing and Branding

Adequacy This indicates the potential of bus transport organizations to cater to the demand 5 of entire city. This may require optimum deployment of fleet and crew size including enhancement of the same.

33 Understanding Objectives Citizen centric objectives

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

1. Introduction 2. Business Environment 3. Understanding Objectives Case Study – Catering to social objectives in Ahmedabad by introducing level boarding in A Citizen Centric Objectives buses for easy boarding for differently abled people, children and elderly. Safety was B Essential Objectives considered while introducing the level boarding. 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority Case Study – Catering to social objectives in Bengaluru by launching “The Smart Card program” with reduced 6. Managing Change fares applicable for students. Additional concession 7. Business Continuity Planning provided to socially disadvantaged group (SC/ST, Girls). 3.5 lakh students benefit from the program in 2018-19. 8. Marketing and Branding

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

34 Understanding Objectives Citizen centric objectives

Environmental Objectives Emission Reduction: Reduction of emissions from buses may require appropriate 7 selection of fleet technology and fuel, and frequency of maintenance. Noise Reduction: Noise reduction in terms of engine noise, working of silencer, 1. Introduction etc. may require updating technology and appropriate maintenance. 2. Business Environment 3. Understanding Objectives A Citizen Centric Objectives B Essential Objectives 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. 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning Delhi Transport Corporation: Maintenance of buses to achieve 8. Marketing and Branding fuel efficiency by the contractor in terms of kilometers operated per kg of CNG fuel consumed (KMPKG) against specified norms in the contract. The result would be reduced emission and fuel consumption from bus transport systems

35 Understanding Objectives Citizen centric objectives - Video

Chilean capital adapts electric buses for public transportation

1. Introduction 2. Business Environment 3. Understanding Objectives A Citizen Centric Objectives B Essential Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

36 Understanding Objectives Essential Objectives

While deciding the objective of the authority, some essential elements of objectives should always be considered. These include ”Social Equity” and “Safety & Security”.

Social Equity Safety and Security

1. Introduction Bus services are a means to improve the well-being of people by facilitating access to 2. Business Environment economic and social benefits. Thus, its design is aimed at meeting the needs of consumers 3. Understanding Objectives in a way that is equitable, affordable, and responsive to all groups. A Citizen Centric Objectives B Essential Objectives 4. Advocating to Citizens Investments in bus Improving physical Improving 5. Advocating to Regulatory and services inclusion economic inclusion Sanctioning Authority

6. Managing Change

7. Business Continuity Planning Improving space Considerations Reducing fear- 8. Marketing and Branding inclusion for social equity based exclusion

Enhancing access Enhancing geographic Augmenting time- to facilities inclusion based inclusion

37 Understanding Objectives Essential Objectives

Social Equity Safety and Security

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

Action 1. Introduction • The program has been designed to promote safe and secure mobility of women, 2. Business Environment provide women with better income-earning and employment opportunities, and allow 3. Understanding Objectives women to better manage their domestic and child-caring responsibilities. A Citizen Centric Objectives B Essential Objectives Impact 4. Advocating to Citizens • The system has been designed considering gender design features such as 5. Advocating to Regulatory and • Targets of 20% construction jobs and 30% station jobs for women, Sanctioning Authority • Dedicated waiting spaces for women on platforms, 6. Managing Change • Shop spaces for female-owned businesses, 7. Business Continuity Planning • Women-only carriages with additional child seating and storage space for baby carriages/shopping, 8. Marketing and Branding • 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. 38 Understanding Objectives Essential Objectives

Social Equity Safety and Security

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.

1. Introduction 2. Business Environment Perception of how safe and secure one feels in bus transport is an 3. Understanding Objectives important factor for consumers. Protection Prevention A Citizen Centric Objectives from crime from and B Essential Objectives accidents Safety Security harassment 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority • Hazard identification and resolution 6. Managing Change 1 • Incident reporting and investigation Processes • Emergency response planning & coordination 7. Business Continuity Planning Safety and • Driver selection and training 8. Marketing and Branding Human Security 2 • Drug and alcohol testing Key Elements • Fitness of staff for duty Considerations Infrastructure • Vehicle maintenance 3 • Facilities’ inspections Elements • Safety mechanisms • Lighting facilities

The cause of incident is more important than the severity of the incident. 39 Understanding Objectives Essential Objectives

Social Equity Safety and Security

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

Context 1. Introduction • In 2013, BMTC rationalized bus routes on Hosur Road as part of the 2. Business Environment Bangalore Integrated Grid Bus Network. 3. Understanding Objectives • This resulted in direction-based services comprised of several trunk A Citizen Centric Objectives and suburban feeder routes. B Essential Objectives Task - The intersection points of trunk and feeder routes required 4. Advocating to Citizens infrastructure to allow safe and timely transfers for commuters. 5. Advocating to Regulatory and Sanctioning Authority Action - With prime focus on passenger comfort, critical interchanges 6. Managing Change were planned at major nodes of the route network. 7. Business Continuity Planning 8. Marketing and Branding 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 40 Advocating to Citizens Questions for Audience

Q1. Who are the citizens?

Q2. What should the senior managers consider before advocating to 1. Introduction the citizens? 2. Business Environment 3. Understanding Objectives Q3. What is the step by step procedure that the senior manager 4. Advocating to Citizens A Understanding Users and Non-Users should follow for successful advocacy to the citizens? B Overview: 4P Model - Policy Advocacy C First P - Product D Second P - Place E Third P - Price F Fourth P - Promotion

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

41 Advocating to Citizens 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).

1. Introduction CITIZENS Current 2. Business Environment Commuters 3. Understanding Objectives Retain them 4. Advocating to Citizens Users A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy C First P - Product Potential Commuters D Second P - Place E Third P - Price Attract them F Fourth P - Promotion

5. Advocating to Regulatory and Sanctioning Authority Non- 6. Managing Change Non-users Commuters 7. Business Continuity Planning 8. Marketing and Branding

42 Advocating to Citizens 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 million passengers per day. These liners are connected by a Line-1 metro from Andheri to Ghatkopar. 1. Introduction Action: A new central metro line is being constructed underground. It is expected to relieve 2. Business Environment the existing sub-urban lines of it’s congestion. 3. Understanding Objectives 4. Advocating to Citizens Current Currently there are 0.5 million are travelling in line 1 of Mumbai A Understanding Users and Non-Users Commuters Metro. B Overview: 4P Model - Policy Advocacy The commuters using the western and central lines are expected to C First P - Product Potential shift to Line-3 metro, which is currently being constructed in D Second P - Place Commuters Mumbai from Colaba to SEEPZ. E Third P - Price F Fourth P - Promotion • The land acquisition for constructing underground metro station 5. Advocating to Regulatory and has forced the current land owners to rehabilitate. Sanctioning Authority • The new underground station would be constructed on the side of Non- 6. Managing Change the road. As a result, some road space would be occupied by the Commuters 7. Business Continuity Planning newly constructed underground entrances. 8. Marketing and Branding • The metro depot would be constructed inside the Aarey forest. This would result in the felling of approximately 3000 trees.

43 Advocating to Citizens Overview – 4P Model of Policy Advocacy

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

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy C First P - Product Product Place Price Promotion D Second P - Place E Third P - Price The product The product The pricing model Promotion may be (service) should (service, mobility) F Fourth P - Promotion should include a done through have a name, should be placed price list, advertising, public 5. Advocating to Regulatory and features, design, at the right place Sanctioning Authority discounts and relations, direct benefits, size, at the right time. offers, redemption marketing, 6. Managing Change brand image, The product / period, etc. exhibits, posters, 7. Business Continuity Planning guarantees, etc. service should free gifts, etc. 8. Marketing and Branding reach the citizens.

44 Advocating to Citizens First P - Product

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 1. Introduction parameters. 2. Business Environment 3. Understanding Objectives If the product has to be successfully launched, it should be compatible with the 4. Advocating to Citizens market. A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy C First P - Product Either market is developed for a product; or Product is developed for the Market. If neither, the organization must diversify in to other business. D Second P - Place E Third P - Price F Fourth P - Promotion

5. Advocating to Regulatory and Comfortable New BRT New Bus New Fare Updated ITS Sanctioning Authority Examples bus services system Depot Structure system 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

45 Advocating to Citizens Second P - Place

The place is the market, which needs to be analyzed properly. The market consists of customers and business environment

Market 1. Introduction 2. Business Environment Customers Environment 3. Understanding Objectives 4. Advocating to Citizens • Figure out the potential market and • Analysis of the business environment A Understanding Users and Non-Users club them into the commuters and authority operates in. B Overview: 4P Model - Policy Advocacy non-commuters. • Helps in identifying the potential constraints C First P - Product • Example: For an affordable bus of running buses in the city. D Second P - Place service, Potential customers maybe • Example: while procuring buses in a hilly area, school going children & competition E Third P - Price shorter buses are procured; In Delhi, only CNG maybe corporate employees buses are procured, etc. F Fourth P - Promotion

5. Advocating to Regulatory and Sanctioning Authority Increase your Decrease your non- potential customers customers (competition) 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

46 Advocating to Citizens Third P - Price

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

Sustainable Operations Service

1. Introduction Sustaining the operations Level of service for which 2. Business Environment through fare revenue (cost fare is being charged. 3. Understanding Objectives recovery) 4. Advocating to Citizens Fare A Understanding Users and Non-Users Continual Upgradation Quality B Overview: 4P Model - Policy Advocacy Upgradation of level of Add on services offered to C First P - Product service by upgradation of charge an incremental fare. D Second P - Place supporting infrastructure. E Third P - Price F Fourth P - Promotion

5. Advocating to Regulatory and Sanctioning Authority • Customers are extremely sensitive to increase and decrease in fare 6. Managing Change • Fare is majorly dependent on service quality. If fare is increased without change in service 7. Business Continuity Planning level, then it may impact ridership, however increase in fare with increase in service 8. Marketing and Branding quality then it may be accepted by customers

47 Advocating to Citizens Third P - Price

Below are the case studies in each of the fare parameters

Fare increase, Service Quality constant Fare and Service Quality increase

1. Introduction DMRC increased the fares by clubbing the fare Tejas operated on Delhi-Lucknow train services and 2. Business Environment slabs. A drop in ridership was observed. This drop reduced travel time from 6.40 to 6.15 hours. The 3. Understanding Objectives in ridership occurred because the customers ticket price was increased from 970 to 1280 for travelling for small distances chose an alternate chair and upgraded service to AC, including luggage 4. Advocating to Citizens mode of transport than DMRC Metro Rail to travel. pickup-drop, ticket refund, reduced cancellation A Understanding Users and Non-Users charge, etc. High ridership was observed. B Overview: 4P Model - Policy Advocacy C First P - Product D Second P - Place Fare decrease, Service Quality constant Fare and service Quality increase E Third P - Price BMTC: Reduction in fare approx. by 5% to 37%. By PCMC corridor 3 contained white collar passenger F Fourth P - Promotion decreasing the fare, there was an increase in and required premium quality services. The commuters travelling short distances. authority provided AC buses and saw an increase in 5. Advocating to Regulatory and revenue and ridership Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

48 Advocating to Citizens 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

1. Introduction At the same time, the product should not be under priced. If you are providing 2. Business Environment better services and commuters are willing to pay more, then you should consider 3. Understanding Objectives charging more. (Example: premium service, etc.) 4. Advocating to Citizens A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy The price of the product needs to be decided before the launch of the product. C First P - Product D Second P - Place E Third P - Price F Fourth P - Promotion 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 5. Advocating to Regulatory and Sanctioning Authority multiple modes of transport between their origin and destination.

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

49 Advocating to Citizens Third P - Price

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

1. Introduction Furthermore, the price should be increased every year based on inflation rate. If we 2. Business Environment don’t do it, then we are ultimately reducing the price by keeping it the same. (As 3. Understanding Objectives the costs go up every year) 4. Advocating to Citizens A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy The senior manager must understand that operating buses in a city is similar to C First P - Product operating a business. And in a business, it is essential to recover the cost in order D Second P - Place to sustain. E Third P - Price F Fourth P - Promotion

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

50 Advocating to Citizens Third P - Price

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

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy C First P - Product D Second P - Place • There has been a drop in avg. daily ridership of buses in Chennai by CAGR of -8.6% over last five years. E Third P - Price While the drop between FY15 and FY 18 has been at CAGR of -5.7% the drop between FY18 and FY20 at F Fourth P - Promotion CAGR of -12.8% has been rapid.

5. Advocating to Regulatory and • While there has been a decrease in fleet strength during this 5 year period, but it has been at CAGR of - Sanctioning Authority 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% 6. Managing Change over last two years. Further the absolute occupancy ratio has reduced from 76-77% in FY15 to 58% in 7. Business Continuity Planning FY20 (over these 5 years). 8. Marketing and Branding Hence, while the ridership has been on a declining trend, the decline has been rapid after FY18 when the fare increase happened. 51 Advocating to Citizens Third P - Price

Conclusion – Set the fare by calculating the fare fixation through Authority’s perspective and the Customer’s willingness to pay.

Revision Mechanism Institutionalization 1. Introduction 2. Business Environment • Revision of fare based on • Mechanism to revise 3. Understanding Objectives the updated costs, automatically with 4. Advocating to Citizens expected ridership trend, change in input cost. cost recovery, etc. A Understanding Users and Non-Users Fare • Mechanisms to • This revision of fare request for subsidy if B Overview: 4P Model - Policy Advocacy should be automatic and fare to be maintained C First P - Product done every year. at same level D Second P - Place E Third P - Price F Fourth P - Promotion The senior manager must understand that operating buses in a city is 5. Advocating to Regulatory and similar to operating a business. And in a business, it is essential to recover Sanctioning Authority the cost in order to achieve sustainability in the long-run. 6. Managing Change 7. Business Continuity Planning In order to maintain same level of service, some minimum fare increase is 8. Marketing and Branding required in order to recover the increased costs

52 Advocating to Citizens Fourth P - Promotion

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

1. Introduction marketing, public relations, social media, videos, etc. 2. Business Environment The promotion should be supported by a brand, which the citizens can associate 3. Understanding Objectives with. Example: Black buck chosen as mascot consider quickness and regional 4. Advocating to Citizens availability. If unavailable, the brand itself should be improved. A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy Create a strategy Marketing Indore BRTS Study the public C First P - Product to promote and market transport system D Second P - Place Context: Indore was constructing a BRTS system for intra E Third P - Price city buses F Fourth P - Promotion Action: Before introducing the BRTS system, it was Draw customers Gather customers promoted by engaging the press in the form of social media 5. Advocating to Regulatory and and direct marketing. Free trials were conducted for the Sanctioning Authority customers to experience the BRTS system. 6. Managing Change Improve services Study the public Impact: When the ticketing system was introduced after the to reflect and market 7. Business Continuity Planning free trials, the ridership was observed to be higher than customers’ needs 8. Marketing and Branding expected

The module on Marketing and Branding within Bus Operations elaborates on this aspect. 53 Advocating to Citizens Case study – Pimpri Chinchwad Municipal Corporation (PCMC)

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

Product Place Price Promotion

PCMC • Initially, PCMC was unable to The fare • After the customers and market was 1. Introduction planned on identify the customers on structure analyzed properly, focus group launching Corridor 3 of the BRTS of PCMC discussion were arranged in March 2. Business Environment a BRTS system. BRTS was 2015 by Promotions and Outreach 3. Understanding Objectives system affordable team to capture the insights in a which was • The demands of the 4. Advocating to Citizens for structured manner. the customers were premium A Understanding Users and Non-Users product for buses with AC services. general • Discussion with NGOs, bus the city. public. B Overview: 4P Model - Policy Advocacy • However, PCMC was passengers, bus drivers, and other stakeholders such as Prasanna Desai, C First P - Product unsuccessful in providing AC buses to the customers. Sujit Patwardhan, Ranjit Gadgil, Nikhil D Second P - Place Mijar, etc. • As an impact, the customers E Third P - Price chose an alternate mode of • Detailed and considerable coverage in F Fourth P - Promotion transport, causing the newspaper helped in raising awareness. 5. Advocating to Regulatory and ridership to drop. Sanctioning Authority

6. Managing Change Learnings: High ridership was observed as people were aware of the ongoing BRTS system 7. Business Continuity Planning and were eager to use this public transport system.

8. Marketing and Branding “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 54 Advocating to Regulatory and Sanctioning Authority Questions for Audience

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

1. Introduction Q2. How should the senior managers advocate to the Regulatory and 2. Business Environment 3. Understanding Objectives Sanctioning Authority 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

A Overview

Advocating to Regulatory and B Sanctioning Authority

C Case Study 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

55 Advocating to Regulatory and Sanctioning Authority Overview

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.

External benefits/ End Objective 1. Introduction Focus on Management

2. Business Environment SUSTAINABLE ACESS TO JOB, MOBILITY EDUCATION, HOSPITALS, 3. Understanding Objectives ETC. 4. Advocating to Citizens

5. Advocating to Regulatory and Focus on Operations Sanctioning Authority

A Overview

Advocating to Regulatory and ENHANCED ECONOMIC B ENVIRONMENT Sanctioning Authority ACTIVITIES LEADING FRIENDLY TO ECONOMIC C Case Study Focus on Customer SOLUTION GROWTH 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

Focus on Sustainability

56 Advocating to Regulatory and Sanctioning Authority Overview

Regulatory and Sanctioning Authority may include representation of the politicians, top management of government / authority and other staff heads

1. Introduction The purpose of Advocacy to the Senior Managers is to secure approvals 2. Business Environment and ask for funding support (internal and external such as ESCBS), 3. Understanding Objectives permission, etc. for city bus transport systems 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority The Authority should understand that the expectation of Regulatory and A Overview Sanctioning Authority from city bus transport system. Their expectations include good public service and financial stability of the organization Advocating to Regulatory and B Sanctioning Authority

C Case Study 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

57 Advocating to Regulatory and Sanctioning Authority Advocating to Regulatory and Sanctioning Authority

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

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

A Overview

Advocating to Regulatory and B Bus context Sanctioning Authority

C Case Study Soft skills 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

58 Advocating to Regulatory and Sanctioning Authority Advocating to Regulatory and Sanctioning Authority – Soft Skills

01 1. Introduction Soft skills 2. Business Environment 3. Understanding Objectives ✓ Context and Timing Bus context 4. Advocating to Citizens ✓ Setting expectations 5. Advocating to Regulatory and Soft skills Sanctioning Authority ✓ Create urgency A Overview ✓ Images matter Advocating to Regulatory and B Sanctioning Authority ✓ Build rapport C Case Study 6. Managing Change ✓ Behavioural flexibility 7. Business Continuity Planning ✓ Communicating clearly 8. Marketing and Branding ✓ Confidence and Certainty

59 Advocating to Regulatory and Sanctioning Authority Advocating to Regulatory and Sanctioning Authority – Bus Context

02 1. Introduction Bus Context 2. Business Environment 3. Understanding Objectives ✓ Back up your advocacy by Bus context 4. Advocating to Citizens bus data (GPS / ETM) 5. Advocating to Regulatory and through graphs Soft skills Sanctioning Authority ✓ Comprehensive plan to A Overview deploy funds throughout the Advocating to Regulatory and B Sanctioning Authority organization

C Case Study ✓ Planning of “Return on 6. Managing Change investment” through traffic 7. Business Continuity Planning and non-traffic revenue OR 8. Marketing and Branding cost optimization

60 Advocating to Regulatory and Sanctioning Authority 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 1. Introduction 2. Business Environment • Analysis of need and cost must be analyzed properly beforehand 3. Understanding Objectives 4. Advocating to Citizens • The allocation of funds and return of investment or benefits to public must be

5. Advocating to Regulatory and explained Sanctioning Authority

A Overview • Data visualization regarding the funding should be prepared beforehand

Advocating to Regulatory and B Sanctioning Authority

C Case Study 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

61 Advocating to Regulatory and Sanctioning Authority 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 1. Introduction 2. Business Environment • The deployment of the newly procured buses should be prepared and 3. Understanding Objectives advocated 4. Advocating to Citizens

5. Advocating to Regulatory and • Data visualization regarding traffic revenue collected by new buses and better Sanctioning Authority services for the citizens should be assessed beforehand A Overview

Advocating to Regulatory and B Sanctioning Authority

C Case Study 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

62 Managing Change Questions for Audience

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

1. Introduction Q2. Why is customer feedback important? If there are no complaints 2. Business Environment 3. Understanding Objectives from the customers, does it mean that there are no complaints? How 4. Advocating to Citizens can this be addressed? 5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change A Based on Objectives Set B Based on Customer Feedback 7. Business Continuity Planning 8. Marketing and Branding

63 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.

1. Introduction 2. Business Environment Existing infrastructure 3. Understanding Objectives Process and procedures Based on the objective, existing Based on the objective and the 4. Advocating to Citizens 1 infrastructure may need to be 2 type of organization, business 5. Advocating to Regulatory and equipped with advanced continuity planning may differ. Sanctioning Authority technology or new infrastructure may be required. 6. Managing Change A Based on Objectives Set Financial capacity Skilled Manpower B Based on Customer Feedback Based on the objective, financial 3 4 Based on the objective, 7. Business Continuity Planning capacity may need to be manpower / skills may need to 8. Marketing and Branding enhanced by utilizing funds from be improved. Further, training the government or signing up for in certain specialized skills schemes, etc. might be required.

64 Managing Change Managing change based on customer feedback

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

Customer feedback should be handed over to a separate 1. Introduction team within the grievance redressal system 2. Business Environment 3. Understanding Objectives The purpose of the customer feedback is to cater to the 4. Advocating to Citizens requests of the customers

5. Advocating to Regulatory and Sanctioning Authority The authority should understand that the objective is not

6. Managing Change to minimize the complaints received from customers. The customer would give the feedback if he/she is A Based on Objectives Set assured the feedback would be evaluated. B Based on Customer Feedback

7. Business Continuity Planning Therefore, a proper communication channel between the 8. Marketing and Branding customers and the grievance redressal team is essential

Delhi Metro Rail Corporation (DMRC) closes all complaints and records them. This ensures the commuters that their requests are heard and taken care of.

65 Business Continuity Planning Questions for Audience

Q1. Why should the senior managers plan for succession?

Q2. How can a senior manager address the issue of succession 1. Introduction planning? 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning A Succession Planning B Transition Planning 8. Marketing and Branding

66 Business Continuity Planning 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.

1. Introduction Succession Planning 2. Business Environment Succession Planning refers to preparation for departure of senior leaders. The key 3. Understanding Objectives implementation steps include: 4. Advocating to Citizens 5. Advocating to Regulatory and Have organizational leaders meet to identify and articulate strategic direction of the Sanctioning Authority organization 6. Managing Change 7. Business Continuity Planning Regulatory and Sanctioning Authority should undertake workforce planning for different activities and recommend current staff members as potential successors A Succession Planning B Transition Planning Monitor and revise action plan in response to feedback or changing conditions or 8. Marketing and Branding 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. 67 Business Continuity Planning Standard Operating Procedures

Standard Operating Procedures (SOPs)

Standard Operating Procedures is a set of written instructions that document a routine or repetitive activity followed by an organization.

1. Introduction 2. Business Environment

3. Understanding Objectives Detailed meeting should be conducted by predecessor in order to guide the 4. Advocating to Citizens successor. 5. Advocating to Regulatory and Sanctioning Authority The predecessor must write down the approach and methodology for organizational 6. Managing Change planning and pass it on. 7. Business Continuity Planning A Succession Planning B Transition Planning 8. Marketing and Branding

It is important to document your plan properly so that your successor understands his / her purpose.

68 Business Continuity Planning Succession Planning – Case study

Succession Planning in Transport Organizations across the globe

6. Managing Change • Office of Personnel Management 7. Business Continuity Planning (USA) (OPM): Developed a workforce A Succession Planning planning model that any organization B Transition Planning can use. It involves a five-step process of setting strategic direction, analyzing 8. Marketing and Branding skill gaps, developing an action plan, implementing the plan, and monitoring and revising the plan.

69 Business Continuity Planning 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) 1. Introduction operates a fleet of about 1,500 buses across several counties and has multiple garage 2. Business Environment facilities that operate and service different models of buses, including CNG, diesel and 3. Understanding Objectives clean diesel buses. 4. Advocating to Citizens • Historically, they have found that individual garages develop their own methods to deal with problem repairs which may not necessarily reflect the best practice. 5. Advocating to Regulatory and Sanctioning Authority Action 6. Managing Change • WMATA has made a large effort to standardize maintenance procedures across 7. Business Continuity Planning different facilities by having written, detailed, step-by-step procedures that identify the A Succession Planning checks, repairs & tools to be used B Transition Planning Impact 8. Marketing and Branding • By having an independent system wide audit team, WMATA has been able to standardize procedures across the 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) has been 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 70 Business Continuity Planning Transition Planning: From Predecessor to Successor

It is important to document your plan properly so that your successor understands his / her purpose and the purpose of the organization.

1. Introduction Remember that you have a predecessor and he/she has set the goals and 2. Business Environment milestones on how the organization should proceed. 3. Understanding Objectives 4. Advocating to Citizens • Refer to the predecessor’s document in order to understand your purpose and 5. Advocating to Regulatory and interventions where you need to step in to ensure that you achieve the organization’s Sanctioning Authority goal and targeted milestones. 6. Managing Change 7. Business Continuity Planning • Document your plans properly so that your successor understands his/her purpose and A Succession Planning the purpose & goal of the organization. B Transition Planning 8. Marketing and Branding • Pass on your findings properly so that transition happens smoothly.

71 Marketing and Branding Introduction

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.

Why is Marketing and Branding important? What are the responsibilities of the authority?

1. Introduction • To remove the negative stigma • Work with civil societies and form • To stand out from other service focus groups. 2. Business Environment competitions • Learns the society’s opinions in a 3. Understanding Objectives • To increase awareness among common direct manner. 4. Advocating to Citizens people • Raise awareness among common people 5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 01 02 8. Marketing and Branding A Introduction • A marketing strategy identifies 03 04 • Analysis done based on the profile of B Stakeholder analysis appropriate mediums of communication the city and on the target audience. C Branding strategy to disseminate the message of bus • Specific analysis of each situation transport services. D Marketing strategy and city is important.

What does marketing strategy include? Why do marketing strategies differ?

72 Marketing and Branding Introduction

Stakeholder Analysis

Stakeholder identification Stakeholder consultation Stakeholder strategy

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority Branding Strategy Marketing Strategy

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy 1 2 3 1 2 3 4

73 Marketing and Branding Stakeholder analysis: Incorporate stakeholder inputs

Stakeholder identification Stakeholder consultation Stakeholder strategy

Existing public Work-place transport users (bus commuters (e.g., Students and Women users, metro users, unorganized parents 1. Introduction etc..) workforce) 2. Business Environment 1 3 5 7 3. Understanding Objectives 4. Advocating to Citizens 2 4 6 8

5. Advocating to Regulatory and Business Persons with day- Existing car users professionals (e.g., Disabled persons Sanctioning Authority time errands corporates) 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy

74 Marketing and Branding Stakeholder analysis: Incorporate stakeholder inputs

Stakeholder identification Stakeholder consultation Stakeholder strategy

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority Surveys 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding Focus Groups A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy

75 Marketing and Branding Stakeholder analysis: Incorporate stakeholder inputs

Stakeholder identification Stakeholder consultation Stakeholder strategy

The focus group sessions are a good place to begin testing individual strategies. Below are the key market segments with the potential marketing messages that may be conveyed based on their travel needs. 1. Introduction 2. Business Environment 3. Understanding Objectives Market segment 4. Advocating to Citizens Students

5. Advocating to Regulatory and Parents Sanctioning Authority Business professionals 6. Managing Change Women 7. Business Continuity Planning Existing public transport users 8. Marketing and Branding A Introduction Disabled persons B Stakeholder analysis C Branding strategy D Marketing strategy

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

76 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

Process for brand name development

1. Introduction Focus group Evaluating the 1 Brainstorming 2 3 2. Business Environment opinions final names 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Key considerations to be kept in mind while forming a brand name Sanctioning Authority

6. Managing Change 01 Assistance from a marketing and public relations firm 7. Business Continuity Planning 8. Marketing and Branding 02 A Introduction Focus groups with prospective customers can be used to test name ideas B Stakeholder analysis

C Branding strategy 03 Contests with substantive prize (such as one-year bus transport pass) to develop a name D Marketing strategy and logo

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

77 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

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.

1. Introduction 2. Business Environment The logo typically consists The logo may also invoke wording, such as of an image within a the brand name and sometimes, the brand 3. Understanding Objectives particular shape and tagline. In fact, great care should be taken to 4. Advocating to Citizens color scheme. ensure that the brand name and logo are complementary with one another. 5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change • The colors utilized within the logo 7. Business Continuity Planning and the physical system should Brand Logo also be carefully considered. 8. Marketing and Branding • Cities may select colors that relate A Introduction to a local flag or other identifiable attribute of the local B Stakeholder analysis environment. C Branding strategy D Marketing strategy The logo may appear on The logo can take upon a variety station signposts, fleet, of forms, including abstract as well as all outreach shapes to defined images that materials such as web directly relate to the brand sites and flyers. name.

78 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

• LA’s Metro Orange Line includes both a 1. Introduction metro and a BRT corridor. 2. Business Environment • Its color scheme 3. Understanding Objectives is highly visible, making it clear to 4. Advocating to Citizens users that they are 5. Advocating to Regulatory and parts of the same Sanctioning Authority network.

6. Managing Change 7. Business Continuity Planning

8. Marketing and Branding Bold A Introduction signage reflecting B Stakeholder analysis the logo C Branding strategy of BCLL attracts D Marketing strategy public attention to the BRTS.

79 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

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. 1. Introduction 2. Business Environment 3. Understanding Objectives ❑ Rapid transit for everyone ❑ Not just another bus ❑ The easy way to work 4. Advocating to Citizens ❑ The fast way across the city ❑ Wherever life takes you ❑ You’ll never be late again 5. Advocating to Regulatory and ❑ Relax & leave the driving to us ❑ Connecting people to life ❑ It’s the city’s new shortcut Sanctioning Authority

6. Managing Change Key considerations for a brand tagline 7. Business Continuity Planning 8. Marketing and Branding The brand name, logo and slogan should be protected by trademarks and copyrights, as it 1 will be an important asset for the authority. The copyright should be held by the public authority. A Introduction B Stakeholder analysis A successful brand will likely generate some imitation. Others will only try to expropriate the 2 C Branding strategy brand’s name if the name is perceived to have substantial value. D Marketing strategy The borrowing of the brand’s name and image should be avoided since their unauthorized use 3 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

80 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

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: 1. Introduction ✓ Maximize interest and ridership in the system; 2. Business Environment ✓ Overcome doubts and concerns related to the system; 3. Understanding Objectives ✓ Target different messages to specialized customer groups; etc.. 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding Information kiosks which Social Media Platforms Videos (showing a realistic share information brochures, such as Facebook, Twitter, view of the service) A Introduction etc.. Instagram, etc.. B Stakeholder analysis 1 3 5 C Branding strategy D Marketing strategy 2 4

The news media, web Visual images, specially the impact from sites, and direct outreach. before and after images.

81 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

1. Introduction This information kiosk in Brisbane helps answer 2. Business Environment basic customer questions as well as creates awareness. 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy

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

82 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

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 1. Introduction messages you should transmit, and how complex those messages should be. When the 2. Business Environment specific activities of a strategy is implemented, it is important to take special care 3. Understanding Objectives regarding the timing. 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change Creating awareness Behavioral change 7. Business Continuity Planning • It refers to the process by which the common • Behavior change is when a person changes their 8. Marketing and Branding people get to know about something. habits regarding mobility on a daily basis based on • It is necessary to apply behavior change what a campaign or strategy has presented them A Introduction strategies that make the person use (i.e. using a bus with greater frequency than B Stakeholder analysis sustainable transport. before as a mode of transport). C Branding strategy D Marketing strategy

83 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

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.

1. Introduction Former Bogotá Mayor Enrique 2. Business Environment Peñalosa takes a TransMilenio vehicle for a test drive. 3. Understanding Objectives 4. Advocating to Citizens The marketing identity of the 5. Advocating to Regulatory and International Car Free Day Sanctioning Authority Campaign.

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy 16th – 22nd September

22nd September 22nd April 5th June

International Car Free Day Earth Day World Environment Day 84 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

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. 1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens ❑ Television ❑ Web sites ❑ Street kiosks

5. Advocating to Regulatory and ❑ Radio ❑ On-line video ❑ Group seminars Sanctioning Authority ❑ Newspaper advertisements ❑ Billboards ❑ Personal interviews 6. Managing Change ❑ Magazine advertisements ❑ Flyers ❑ Social media platforms 7. Business Continuity Planning 8. Marketing and Branding A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy

85 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

As part of the The newsletter MyBus project, a gained immense four-page popularity through 1. Introduction newsletter was an innovative 2. Business Environment published by BCLL. feature – a free This contained pass that entitled 3. Understanding Objectives narratives, any reader to a articles on single BRTS 4. Advocating to Citizens technical journey of any aspects, length by 5. Advocating to Regulatory and messages from answering two Sanctioning Authority eminent city simple politicians, questions. The 6. Managing Change comments and answers to the inputs from the 7. Business Continuity Planning questions are general public found easily 8. Marketing and Branding and numerous within the images and various A Introduction graphics. This newsletter medium was used B Stakeholder analysis articles, thus to provide the encouraging C Branding strategy public with large readers to read amounts of D Marketing strategy the articles in information on a order to claim the periodic basis. prize.

86 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

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

1. Introduction How does it help? What should be considered? 2. Business Environment 3. Understanding Objectives • It connects the authority directly • It’s better to do great marketing on 1 or 2 4. Advocating to Citizens with consumers channels than to do it poorly across 5 5. Advocating to Regulatory and channels. • Monitor reviews and comments on Sanctioning Authority different platforms. • When choosing a platform, consider the 6. Managing Change platform target customers are on. • Social media is updated frequently. 7. Business Continuity Planning • Each platform has an algorithm that • Host online contests 8. Marketing and Branding determines who sees posts. Be wary of post • Creative and distinctive content frequency, number of likes, and text A Introduction receives the most attention online. length to optimize social media impact. B Stakeholder analysis C Branding strategy Key considerations D Marketing strategy ✓ An organization should create multiple channels in Social media order to post the updates of the services. marketing ✓ Post the same content on all the pages at almost channels the same time.

87 Reference table

Delivery Trainer Participant PPT manual Manual

A. Overview A. 7-12 A. 8-15 A. 7-11 1 Introduction B. Why advocate / what to advocate / whom to advocate? B. 13-14 B. 16-17 B. 12 C. How to advocate? C. 15-20 C. 18-23 C. 13-19

Business A. Overview A. 21-23 A. 24-25 A. 20-21 2 B. External environment B. 24-26 B. 26-28 B. 22-24 Environment C. Internal environment C. 27-28 C. 29-31 C. 25-27

Understanding A. Citizen centric objectives 3 A. 29-36 A. 32-39 A. 28-34 Objectives B. Essential elements of objectives B. 37-40 B. 40-44 B. 35-39

A. Understanding Users and Non-Users A. 41-43 A. 45-48 A. 40-41 B. Overview – 4P Model for Policy Advocacy B. 44 B. 49-50 B. 42 Advocating to C. First P – Product C. 45 C. 51 C. 43 4 Citizens D. Second P – Place D. 46 D. 52-53 D. 44 E. Third P – Price E. 47-52 E. 54-59 E. 45-50 F. Fourth P - Promotion F. 53-54 F. 60-62 F. 51-53

88 Reference table

Delivery Trainer Participant PPT manual Manual

Advocating to Regulatory and A. Overview A. 55-57 A. 63-65 A. 54-55 5 B. Advocating to Regulatory and Sanctioning Authority B. 58-60 B. 66 B. 56 Sanctioning C. Case Study C. 61-62 C. 67 C. 57-58 Authority

A. Managing change based on objectives set A. 63-64 A. 68-69 A. 59 6 Managing Change B. Managing change based on customer feedback B. 65 B. 70 B. 60

Business A. Succession Planning A. 66-70 A. 71-75 A. 61-63 7 Continuity B. Transition Planning B. 71 B. 76 B. 64-65 Planning

A. Introduction A. 72-73 A. 77-78 A. 66-67 Marketing and B. Stakeholder analysis B. 74-76 B. 79-81 B. 68-70 8 Branding C. Branding strategy C. 77-80 C. 82-92 C. 71-81 D. Marketing strategy D. 81-87 D. 93-105 D. 82-94

89 Thank You !

Time for Discussion

90 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

91 Trainer Manual

©2 0 19 Deloitte Shared Services India LLP P resentation title 1 [T o edit, click View > Slide Master > Slide Master] MINISTRY OF HOUSING AND URBAN AFFAIRS, GOVERNMENT OF INDIA

TRAINER’S NOTES – POLICY ADVOCACY FOR SENIOR MANAGERS

EFFICIENT AND SUSTAINABLE CITY BUS SERVICES PROJECT (INDIA) Consultancy Services for Design and Development of Training Programme for City Transport Professionals

December 2020 1 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 includes 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, and involves undertaking 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).

1 2 3 4 Monitoring and Policy Advocacy for Outsourcing for Senior Network Planning for Evaluation for Senior Senior Managers Managers Middle Managers Managers

5 6 7 8

Operations Planning for Outsourcing for Middle Bus Operations for ITS and MIS for Middle Middle Managers Managers Middle Managers Managers

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. B. Trainer’s Notes: Detailed notes for trainer’s reference containing focus points, questions for discussion, etc. C. Delivery PPT: Brief presentation containing infographics, videos, group activities, etc. to be displayed on the screen. 2 About the Module

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

3 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

4 Note for Trainers

Key points for Trainers Session Breakup Questionnaire, ✓ The trainers shall make sincere effort to make the training Total 7 hours (420 min) 20 min session interactive Lunch, Tea Break, 60 min ✓ The trainers shall adhere to the time given for a particular 30 min module. Some time for discussion should be kept at the end of the session Discussion, 30 min ✓ The trainers are requested to circulate the pre and post training questionnaire at the beginning of the training Content Dissemination, Group Activity, session 180 min 100 min ✓ A group activity has been planned for each training session. The trainers are requested to circulate the same Structure of the training as per the power point presentation (Delivery 10:00 AM to 1:00 PM to 2:00 PM to presentation) 1:00 PM 2:00 PM 5:00 PM

✓ It is recommended that the trainer refers to the module- Part 1 Lunch Part 2 wise notes. They provide the objective of that module, along with notes and questions for discussion during the

training session. Tea break 1 Tea break 2

5 Table of Contents

A. Overview 1 Introduction B. Why advocate / what to advocate / whom to advocate to? C. How to advocate?

A. Overview 2 Business Environment B. External environment C. Internal environment

Understanding A. Citizen centric objectives 3 Objectives B. Essential elements of objectives

A. Understanding Users and Non-Users B. Overview – 4P Model for Policy Advocacy C. First P – Product 4 Advocating to Citizens D. Second P – Place E. Third P – Price F. Fourth P - Promotion

6 Table of Contents

Advocating to Senior A. Overview 5 B. Advocating to Senior Management Management C. Case Study

A. Managing change based on objectives set 6 Managing Change B. Managing change based on customer feedback

Business Continuity A. Succession Planning 7 Planning B. Transition Planning

A. Introduction B. Stakeholder analysis 8 Marketing and Branding C. Branding strategy D. Marketing strategy

7 Introduction Notes for Trainer

Time allocated for this module Approximately 30 minutes

Module Notes 1. Introduction The module provides information on framework of policy advocacy and answers the basic A Overview questions such as “what to advocate”, “Why advocate”, and “Whom to advocate”. B Advocate - Why / What / Whom ? C How to advocate? Focus points for trainer 2. Business Environment The trainer should focus on making the audience realize that advocating before taking a 3. Understanding Objectives decision for a bus transport authority would help in facilitating change and aligning goals by 4. Advocating to Citizens the senior managers. Furthermore, the trainer should focus on the importance of going back to modify objectives after advocating the citizens. 5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change Questions for Discussion 7. Business Continuity Planning • Why should the senior managers advocate? 8. Marketing and Branding • What should the senior managers advocate? • Whom should the senior managers advocate to?

8 Introduction Overview – Key policy challenges/decisions

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.

What are my service delivery mechanism/business models • In-House Operations 4 • Public-Private Partnership (GCC, NCC)

9 Introduction Overview – Key policy challenges/decisions

Do I have required capacity/capability to plan and operate services • Manpower Strength 5 • Manpower Skill

6. Managing Change 7. Business Continuity Planning

8. Marketing and Branding To deal with the above challenges, you must understand the Market which comprises of the following:

INTERNAL BUSINESS EXTERNAL BUSINESS CITIZENS ENVIRONMENT ENVIRONMENT

10 Introduction Overview

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

Policy Objectives Product Consider your bus mobility as a product (service) and the citizens as your Product (service) is 1. Introduction customer. In order to set the best policy objectives for bus transport, you the bus mobility with A Overview need to consider the following: features like size, frequency, schedule, B Advocate - Why / What / Whom ? etc. C How to advocate? Advocacy 2. Business Environment Citizens Business Environment 3. Understanding Objectives Citizens may be supportive or The environment may restrict the Market 4. Advocating to Citizens non-supportive of the policy set policy objectives. The objective is Comprises of citizens by the authority. The objective to identify the basic constraints of which are categorized 5. Advocating to Regulatory and here is to address the needs of the environment in order to set into users (commuters Sanctioning Authority the citizens. the correct policy objectives. & potential commuters) and non- 6. Managing Change users 7. Business Continuity Planning 8. Marketing and Branding Policy Formulation Delivery After the advocacy of citizens and environment, the objectives may need to be modified. After this modification, they need to be formulated within Operations of Bus your organization / city. Services

11 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. 1. Introduction A Overview Notes for Trainer: HDBRTS Case Study B Advocate - Why / What / Whom ? • HDBRTS’s objective was to provide a BRT system for easy and fast transportation. C How to advocate? • Therefore, it conducted interviews with customers (commuter, driver, etc.) and analyzed the 2. Business Environment Environment (geographical, demographic, etc.), to come up with BRT system for easy and fast transportation. 3. Understanding Objectives • As a result of this exercise, high ridership was observed. 4. Advocating to Citizens • HDBRTS ensured that the demands of the customers are satisfied. 5. Advocating to Regulatory and Sanctioning Authority Notes for Trainer: Shuttl Case Study 6. Managing Change • Shuttl sets the objective to provide premium luxury bus service ensuring a guaranteed comfortable seat 7. Business Continuity Planning through mobile app booking. 8. Marketing and Branding • 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 12 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

The objective of HDBRTS was to provide a BRT system for easy and fast 1. Introduction transportation for citizens. A Overview B Advocate - Why / What / Whom ? Advocacy Hubli Dharwad C How to advocate? advocated the citizens Citizens Business Environment and conducted 2. Business Environment HDBRTS conducted various interviews to 3. Understanding Objectives interviews with commuters, understand the HDBRTS analyzed the external 4. Advocating to Citizens drivers, and other stakeholders to requirements of the and internal business environment identify needs and make people factors responsible for the BRT citizens. HDBRTS was 5. Advocating to Regulatory and aware of new BRTS system. Their able to communicate Sanctioning Authority system feedback was considered while the policies set by the BRT design 6. Managing Change organization to 7. Business Continuity Planning relevant stakeholders 8. Marketing and Branding 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

• https://rainbowbrtpune.files.wordpress.com/2015/07/learnings-from-pune-pilot-brt-project_may-2015-1.pdf 13 Introduction Overview – Case study of Shuttl

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

Policy Objectives

The objective of Shuttl was to provide a premium bus service to office 1. Introduction goers. These premium buses would have AC services, comfortable seats Shuttl bus services and online booking through mobile app advocated the citizens A Overview and the environment B Advocate - Why / What / Whom ? before formulating the Advocacy C How to advocate? bus services. This exercise of policy 2. Business Environment Citizens Business Environment advocacy ensured its 3. Understanding Objectives Shuttl targeting office commuters Shuttl studied the travel route of gradual success. 4. Advocating to Citizens and analyzed their needs. The the targeted office commuters. Furthermore, Shuttl commuters needed comfortable The routes were planned as per utilizes the feedback 5. Advocating to Regulatory and and reliable services with AC the origin distribution of the office Sanctioning Authority privileges. commuters. of commuters in their bus transport services 6. Managing Change regularly to ensure 7. Business Continuity Planning the requirements of Policy Formulation 8. Marketing and Branding the citizens are updated and met. 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

For further reading, kindly refer to the following material

• Shuttl Website - https://ride.shuttl.com/ 14 Group Activity

Time allocation:

1. Introduction • Completing the Chart A Overview provided – 40 minutes B Advocate - Why / What / Whom ? C How to advocate? • Presentation of the 2. Business Environment Chart – 15 minutes 3. Understanding Objectives each group 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority Notes for Trainer Participants are from different cities and often more than one participants report from the same city, so 6. Managing Change following is prerequisite: 7. Business Continuity Planning 1. Formation of group – 8. Marketing and Branding 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. 15 Introduction Why advocate? What to advocate? Whom to advocate to?

The advocacy helps to secure the customer’s acceptance. It also assists in Why advocate? securing endorsement from Regulatory and Sanctioning Authority.

1. Introduction Before knowing how to advocate, the authority must know ‘what’ and ‘whom’ to advocate. A Overview B Advocate - Why / What / Whom ? C How to advocate? 2. Business Environment What to advocate? Whom to advocate to? 3. Understanding Objectives

4. Advocating to Citizens • An idea, which is • The idea is displayed in front of potential beneficial for bus stakeholders such as city politicians, 5. Advocating to Regulatory and transport commuters, is corporations, investors, commuters, non- Sanctioning Authority to be advocated. commuters, etc. 6. Managing Change • This idea may be • This would help incorporating the ideas of introduction of BRT or the potential stakeholders and modify the 7. Business Continuity Planning new bus transport policy as per the requirements. 8. Marketing and Branding system, route planning, • Another benefit of this activity is that etc. citizens would be aware of the ongoing • A new system of and future development in bus transport. service/systemic innovation needs to be advocated

16 Introduction Why advocate? What to advocate? Whom to advocate to?

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. 1. Introduction • 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. A Overview • Whom to advocate to – The market comprises of citizens (current commuters, potential commuters, B Advocate - Why / What / Whom ? and non commuters), and Senior Management such as politicians, top management of government / C How to advocate? authority and other staff heads 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

17 Introduction How to advocate?

You must advocate two set of stakeholders: 1. Targeted (Private) – To Regulatory and Sanctioning Authority 2. All (Public) – To Citizens

1. Introduction Target (Private): To Regulatory and Sanctioning Authority A Overview B Advocate - Why / What / Whom ? • They include politicians, top management of government / authority and other senior officials. C How to advocate? 2. Business Environment • The Senior Managers should work on soft skills and bus context skills to advocate to 3. Understanding Objectives the Regulatory and Sanctioning Authority 4. Advocating to Citizens • The purpose of Advocacy to Regulatory and Sanctioning Authority is to secure their 5. Advocating to Regulatory and endorsement and request for support including funding. Sanctioning Authority

6. Managing Change All (Public): To Citizens 7. Business Continuity Planning • They include residents/non-residents such as current commuters, potential 8. Marketing and Branding 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.

18 Introduction Potential Means to Advocate – Targeted (Private)

Private Advocacy: Below are the tools/channels for advocacy which should be used for advocating to Regulatory and Sanctioning Authority.

Details are provided in Chapter 5 of this module.

19 Introduction Potential Means to Advocate – All (Public)

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

1. Introduction A Overview B Advocate - Why / What / Whom ? C How to advocate? 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

Details are provided in Chapter 8 of this module.

20 Introduction Advocating – What, Whom, How?

What to Advocate? Whom to How to advocate? advocate to?

• Funding support Politician • How investment (quality of services, additional • Introduction of new infrastructure, acquisition of new fleets) in public facilities (card transport system is in public interest 1. Introduction payment, level • How increase in fare may improve attractiveness of A Overview boarding) public towards public transport B Advocate - Why / What / Whom ? • Introduction of new • How improvement quality of services of services C How to advocate? route attract more patronage 2. Business Environment • Procurement of fleet • How introduction of new routes/services can help • Introduction of new bus in generating employment and more patronage 3. Understanding Objectives service (premium, Bureaucrat • How investment in public transport system is 4. Advocating to Citizens other) beneficial for overall improvement in mobility and 5. Advocating to Regulatory and • Fare fixation economic development of the city Sanctioning Authority • Introduction/Expansion • How fare increase can help agency in sustaining the 6. Managing Change of new Infrastructure bus operations (Land, Depot, Terminal, 7. Business Continuity Planning • How introduction of new routes/services can Bus Stop, etc.) improve mobility in the city and enhance ridership 8. Marketing and Branding • Making favorable Policy • How improvement in public transport can help city and Regulatory in reducing congestion and pollution Changes

21 Introduction Advocating – What, Whom, How?

What to Advocate? Whom to How to advocate? advocate to?

• Introduction of new Current • How increase in fare can help agency in maintaining bus service (premium, commuters regular and reliable services other) • How new services will save time and accessibility in 1. Introduction • Fare fixation mobility of the commuters A Overview • New PT system (BRT) Potential • How cost of travel can be reduced by using public B Advocate - Why / What / Whom ? • Procurement of fleet commuters transport C How to advocate? • Introduction of new • How use of public transport can help city in reducing 2. Business Environment route congestion and pollution in the city 3. Understanding Objectives • Introduction of new Non • How the public transport system is beneficial for the facilities (card commuters public and would not interfere with other modes of 4. Advocating to Citizens payment, level transport in terms of road sharing. 5. Advocating to Regulatory and boarding) Sanctioning Authority • Introduction of new 6. Managing Change infrastructure (Depot, Terminal, Stops) 7. Business Continuity Planning 8. Marketing and Branding

22 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

1. Introduction Business Environment is of two types: A Overview B Advocate - Why / What / Whom ? • External business environment which helps in analyzing the city’s C How to advocate? profile and outside factors that affect bus operations 2. Business Environment • Internal business environment which helps in analyzing the internal 3. Understanding Objectives organization (bus operation agency) 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority Objectives are set by the Authority based on their assessment of External 6. Managing Change and Internal Business Environment. These objectives are of two types: 7. Business Continuity Planning • Citizen Centric Objectives that are aimed as per the demand of 8. Marketing and Branding current and potential commuters • Essential Objectives are the ones that must be considered irrespective of the different factors

23 Business Environment Overview

Time allocated for this module Approximately 30 minutes

Module Notes 1. Introduction This module provides information on analyzing the external and internal environment. They 2. Business Environment may provide constraint within which the buses would be operated. A Overview B External Business Environment Focus points for trainer C Internal Business Environment The trainers should focus on linking the environment to the product selection (bus selection) 3. Understanding Objectives which may include decisions on bus size, frequency, headway, etc. 4. Advocating to Citizens

5. Advocating to Regulatory and Questions for Discussion Sanctioning Authority • Why should the senior managers consider the external environment before taking a policy 6. Managing Change advocacy decision? 7. Business Continuity Planning • Why should the senior managers consider the internal environment before taking a policy 8. Marketing and Branding advocacy decision?

24 Business Environment 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.

1. Introduction External Business Environment Internal Business Environment 2. Business Environment A Overview Existing B External Business Environment Geographic Demographic infrastructure 1 C Internal Business Environment factors 1 2 factors 3. Understanding Objectives Financial 2 capacity 4. Advocating to Citizens Policy & Existing regulatory 3 4 transport Manpower 5. Advocating to Regulatory and framework system strength and 3 Sanctioning Authority skills 6. Managing Change 7. Business Continuity Planning These factors will help in identifying the features of the Product (Mobility) 8. Marketing and Branding such as it’s size, route, frequency, etc.

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. 25 Business Environment External Business Environment

Geographical Demographic Policies Existing system

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 1. Introduction ➢ Length of road network determines the total road length in the city 2. Business Environment ➢ 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. A Overview ➢ Terrain of the city would be very demanding if the terrain is hilly, plain, etc. B External Business Environment ➢ Land available in the city for introduction / expansion of depot, terminal, bus stop, etc. C Internal Business Environment These would be responsible in choosing the features of your product (mobility) such as size, frequency, etc. 3. Understanding Objectives 4. Advocating to Citizens Geographical Demographic Policies Existing system 5. Advocating to Regulatory and Sanctioning Authority The demographic profile of the city defines the commuter of bus transport services whose composition 6. Managing Change influences the design of service/ operating plan through factors such as location of demand centers, occupational distribution, age structure, etc. 7. Business Continuity Planning ➢ Spatial distribution of population determines the possible demand centers in the city. 8. Marketing and Branding ➢ 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. These would be responsible in choosing the features of your product (mobility) such as size, frequency, etc. 26 Business Environment External Business Environment

Geographical Demographic Policies Existing system

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 1. Introduction 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, 2. Business Environment etc. A Overview B External Business Environment 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 C Internal Business Environment the levy was introduced and recorded the highest public transport usage in UK. 3. Understanding Objectives 4. Advocating to Citizens Geographical Demographic Policies Existing system 5. Advocating to Regulatory and Sanctioning Authority Existing transport system in a city determines various policy decision such as integration / competition with 6. Managing Change other modes, last mile connectivity concerns, decision on fare structure, etc. Furthermore, the areas not 7. Business Continuity Planning 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. 8. Marketing and Branding These would be responsible in choosing the features of your product (mobility) such as size, frequency, etc.

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 1. Introduction introduction to ensure increased modal share and less congestion. 2. Business Environment • 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 A Overview mobility system. B External Business Environment C Internal Business Environment Notes for Trainer: Internal environment (Examples) 3. Understanding Objectives • Existing infrastructure: depot, terminal, shelters and buses should be considered carefully to analyze the 4. Advocating to Citizens as-is assessment of infrastructure.

5. Advocating to Regulatory and • Financial capacity: The analysis allows decision maker to understand the extent to which costs of public Sanctioning Authority 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 6. Managing Change manpower skills. 7. Business Continuity Planning • The strength and skills of manpower may be improved with the recruiting and training respectively. 8. Marketing and Branding However, it is also possible to outsource the model to a private operator which already has skilled manpower

28 Business Environment Internal Business Environment

Existing Infrastructure Financial Capacity Skilled Manpower

Assessing the existing infrastructure determines the current state of bus operations and necessary improvements required in the existing infrastructure, etc.

Buses Bus Depots Bus Terminals Bus Shelters 1. Introduction 2. Business Environment Determines the asset life Determines maximum Determines the Provides information on A Overview and helps in the decision capacity of fleet which can frequency and required maintenance / of fleet acquisition be sustained in the city. waiting time of buses monitoring system B External Business Environment C Internal Business Environment 3. Understanding Objectives Mira Bhayandar: There was a problem due to inadequate space for parking and maintenance of buses. 4. Advocating to Citizens 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 5. Advocating to Regulatory and construction of infrastructure (depot). Sanctioning Authority

29 Business Environment Internal Business Environment

Existing Infrastructure Financial Capacity Skilled Manpower

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.

1. Introduction 2. Business Environment Recruit / Train A Overview This option should be explored by the authority when a long term task is to be undertaken. The authority may recruit the additional skilled B External Business Environment manpower or train the existing manpower to increase their proficiency in C Internal Business Environment a particular task. 3. Understanding Objectives 4. Advocating to Citizens Outsource 5. Advocating to Regulatory and This option should be explored by the authority when a difficult short Sanctioning Authority term task is to be performed or it is beneficial to leverage the skills of 6. Managing Change independent player. This option may also be explored if the objective of the authority would be to run on outsourcing model. 7. Business Continuity Planning 8. Marketing and Branding

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.

30 Business Environment 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 / 1. Introduction promotion / etc. needs to be changed. After these changes are made, we are ready to launch our product 2. Business Environment in the market. A Overview B External Business Environment C Internal Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

31 Understanding Objectives Notes for Trainer

Time allocated for this module Approximately 30 minutes

Module Notes 1. Introduction The module provides information on selecting your objectives based on the requirements of 2. Business Environment citizens. 3. Understanding Objectives A Citizen Centric Objectives Focus points for trainer B Essential Objectives The trainer should focus on the essential elements which should always be considered 4. Advocating to Citizens irrespective of the objectives chosen.

5. Advocating to Regulatory and Sanctioning Authority Questions for Discussion 6. Managing Change • Why are objectives necessary for an organization? 7. Business Continuity Planning • Why should the objectives be formed at the very beginning of policy advocacy? 8. Marketing and Branding

32 Understanding Objectives Citizen centric objectives

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

1. Introduction The objectives should be specific. 2. Business Environment Regularity For example, merely stating that and the objective is to increase 3. Understanding Objectives Reliability ridership in public transport is not Comfort and A Citizen Centric Objectives Adequacy Convenience good enough because it is vague. B Essential Objectives The objective must be formulated in concrete and quantified terms, 4. Advocating to Citizens 4 3 5 for instance - increasing the modal share of public transport to 5. Advocating to Regulatory and Social Affordability Sanctioning Authority Objectives 50% of all motorized trips in the 2 6 next 10 months. 6. Managing Change 7. Business Continuity Planning 1 7 The objectives of the authority 8. Marketing and Branding should be set in advance. After Environment Accessibility setting this objective, the al Objectives Citizen authority must advocate the Centric objectives and make necessary Objectives amendments after discussions with stakeholders.

33 Understanding Objectives 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.

1. Introduction • 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 2. Business Environment objective should be affordability. But it may happen that on some routes, the demand is comfort and 3. Understanding Objectives 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 A Citizen Centric Objectives of the city. B Essential Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

34 Understanding Objectives Citizen centric objectives

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

1. Introduction Case study - Manchester UK: Increasing accessibility to businesses and shops in the city center by 2. Business Environment 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 of 32% since 2006. 3. Understanding Objectives A Citizen Centric Objectives B Essential Objectives Affordability 4. Advocating to Citizens This includes optimizing the cost of travelling through bus transport. This may require 2 implementation of a robust fare fixation mechanism while ensuring financial sustainability of 5. Advocating to Regulatory and affordable bus operations. Sanctioning Authority

6. Managing Change Case Study - Tallinn, Estonia: Introducing free public transport in Tallinn (Estonia) for affordability for its registered citizens with an aim 7. Business Continuity Planning to increase the usage of public transport. The resultant impact could be 8. Marketing and Branding seen in the increased number of people using public transport and the reduction in number of cars. However, walking was also reduced since people used public transport even for shorter distances.

For further reading, kindly refer to the following material • 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 35 Understanding Objectives Citizen centric objectives

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

1. Introduction 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 2. Business Environment a comfortable seat in the AC bus. Safety features such as face-recognition and live CCTV feed were also 3. Understanding Objectives included. Currently, Shuttl offers 45,000 rides a day with over 700 buses and 150 routes in seven cities across the country A Citizen Centric Objectives B Essential Objectives Reliability and regularity 4. Advocating to Citizens This includes optimizing planning and implementation of frequency of bus services. This may 5. Advocating to Regulatory and 4 require formation of a smart monitoring system and PIS, apart from enhancement of fleet and Sanctioning Authority crew.

6. Managing Change 7. Business Continuity Planning Adequacy 8. Marketing and Branding 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 the 5 same.

For further reading, kindly refer to the following material • Model Contract Guidelines for City Bus Transport – MoHUA • Shuttl Website - https://ride.shuttl.com/ 36 Understanding Objectives 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. 1. Introduction • Comfort and Convenience: Shuttl aimed in providing premium luxury bus services based on income 2. Business Environment and occupation of commuters. 3. Understanding Objectives • 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); A Citizen Centric Objectives Delhi reserved seats for physically disabled people for ease of travelling B Essential Objectives • Environmental Objectives: The aim of this slide is to make the participants aware that transportation 4. Advocating to Citizens 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 5. Advocating to Regulatory and of Co2 emission). In order to do this, the demand of the customers are to be satisfied. TfL has converted Sanctioning Authority 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 6. Managing Change achieving 40% less GHG emission per e-bus. Furthermore, noise and heat pollution reduction was also 7. Business Continuity Planning observed in the city. 8. Marketing and Branding

37 Understanding Objectives Citizen centric objectives

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 6 commuters, special seats for women, discounted prices for children are some examples catering to the demand of social groups.

1. Introduction 2. Business Environment Case Study – Catering to social objectives in Ahmedabad by introducing level boarding in buses for easy 3. Understanding Objectives boarding for differently abled people, children and elderly. Safety was considered while introducing the level boarding. A Citizen Centric Objectives B Essential Objectives 4. Advocating to Citizens Case Study – Catering to social objectives in Bengaluru by 5. Advocating to Regulatory and launching “The Smart Card program” with reduced fares applicable Sanctioning Authority for students. Additional concession is provided to socially disadvantaged group (SC/ST, Girls). 3.5 lakh students benefit 6. Managing Change from the program in 2018-19. 7. Business Continuity Planning 8. Marketing and Branding

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

For further reading, kindly refer to the following material • http://mybmtc.karnataka.gov.in/storage/pdf-files/Brief%20note.pdf 38 Understanding Objectives Citizen centric objectives

Environmental Objectives Emission Reduction: Reduction of emissions from buses may require appropriate selection of 7 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. 1. Introduction 2. Business Environment 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. 3. Understanding Objectives A Citizen Centric Objectives Delhi Transport Corporation: Maintenance of buses to achieve fuel B Essential Objectives efficiency by the contractor in terms of kilometers operated per kg of CNG fuel consumed (KMPKG) against specified norms in the contract. The result would 4. Advocating to Citizens be reduced emission and fuel consumption from bus transport systems 5. Advocating to Regulatory and Sanctioning Authority Transport for London (TfL): Low Emission Bus Zones to improve air quality. Since the launch of these zones, TfL has completed 6. Managing Change conversion of buses in 7 of the 12 low emission bus zone. The air quality in these zones also improved. 7. Business Continuity Planning

8. Marketing and Branding Shenzhen: Switching to an electric mobility system in the city (first city to electrify public buses) by engaging heavily in urban infrastructure and incorporating 500+ charging station and 5100 bus charging points. 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 39 Understanding Objectives Essential Objectives

While deciding the objective of the authority, some essential elements of objectives should always be considered. These include ”Social Equity” and “Safety & Security”.

Social Equity Safety and Security

1. Introduction Bus services are a means to improve the well-being of people by facilitating access to economic and social 2. Business Environment benefits. Thus, its design is aimed at meeting the needs of consumers in a way that is equitable, affordable, 3. Understanding Objectives and responsive to all groups. A Citizen Centric Objectives B Essential Objectives Investments in bus services Improving physical inclusion Improving economic should focus on enabling Services should ensure that physical inclusion 4. Advocating to Citizens mobility of people for access to services is available to users Services should ensure that different purposes and needs. with physical and psychological monetary constraints do not 5. Advocating to Regulatory and difficulties affect its use. Sanctioning Authority

6. Managing Change Enhancing access to facilities Augmenting time-based Key inclusion 7. Business Continuity Planning Services should ensure that Considerations public facilities such as hospitals, Services should ensure that for social 8. Marketing and Branding markets, schools are accessible. transport provision is not limited equity during certain times of day

Improving space inclusion Reducing fear-based exclusion Services should ensure that access to transport Services should ensure that security of users is facilities is not difficult due to their geographical paramount especially women and children (e.g. location. protection from sexual harassment).

40 Understanding Objectives Essential Objectives

Social Equity Safety and Security

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

Action 1. Introduction • A program has been designed to promote safe and secure mobility of women, provide women with 2. Business Environment better income-earning and employment opportunities, and allow women to better manage their domestic and child-caring responsibilities. 3. Understanding Objectives Impact A Citizen Centric Objectives • The system has been designed considering gender design features such as B Essential Objectives • Targets of 20% construction jobs and 30% station jobs for women, 4. Advocating to Citizens • Dedicated waiting spaces for women on platforms, • Shop spaces for female-owned businesses, 5. Advocating to Regulatory and Sanctioning Authority • Women-only carriages with additional child seating and storage space for baby carriages/shopping, 6. Managing Change • Secure street lighting around stations, 7. Business Continuity Planning • Easy access drop-off and pick-up points, Ticketing systems and train schedules to suit multiple trips and intermodal transport usage, 8. Marketing and Branding • • 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. Note that in this case study, the “What’s in it for us” argument is focused upon.

For further reading, kindly refer to the following material • Gender Toolkit: Transport “Maximizing the Benefits of Improved Mobility for All”, ADB, 2013 41 Understanding Objectives 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 1. Introduction • In Ho Chi Minh City, gender design features were considered in the bus transport system. 2. Business Environment 3. Understanding Objectives Notes for Trainer: Essential Objectives (Safety and Security) A Citizen Centric Objectives • It is essential for bus transport services to cater to safety of commuters, road users, and passengers. B Essential Objectives • Furthermore, security of the assets from crime, security of passengers from harassment, etc. should be considered. 4. Advocating to Citizens • Within safety, it is essential to analyze the cause of incidents, no matter what the severity is. Example: 5. Advocating to Regulatory and in case of a containment of a small fire from a particular bus, the cause must be analyzed right away. It Sanctioning Authority 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 6. Managing Change tomorrow. 7. Business Continuity Planning • This case study (Bangalore interchange design) provides information on designing an on-street 8. Marketing and Branding infrastructure where safety of commuters (road users) was considered specifically. • As a result, safe movement of passengers and safe dispersal of pedestrians was achieved.

42 Understanding Objectives Essential Objectives

Social Equity Safety and Security

1. Introduction Perception of how safe and secure one feels in bus 2. Business Environment transport is an important Prevention factor for commuters. Protection 3. Understanding Objectives from from crime accidents A Citizen Centric Objectives and Safety Security harassment B Essential Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and • Hazard identification and resolution • Incident reporting and investigation The root cause Sanctioning Authority 1 Processes • Emergency response planning and analysis of incident should 6. Managing Change Safety and coordination • Driver selection and training be independent Human 7. Business Continuity Planning Security • Drug and alcohol testing of the severity 2 Elements Key • Fitness of staff for duty of the incident. 8. Marketing and Branding Considerations Example: Even a small fire in a Infrastructure • Vehicle maintenance 3 • Facilities’ inspections bus should be Elements • Safety mechanisms such as station analyzed to the staffing and security personnel root cause of • Lighting facilities at bus stops for ignition. safety of female passengers For further reading, kindly refer to the following material • Model Contract Guidelines for City Bus Transport – MoHUA • Gender Toolkit: Transport “Maximizing the Benefits of Improved Mobility for All”, ADB, 2013 43 Understanding Objectives Essential Objectives

Social Equity Safety and Security

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 1. Introduction Bangalore Integrated Grid (BIG) Bus Network. This resulted in direction-based services comprised of several trunk and suburban 2. Business Environment feeder routes. 3. Understanding Objectives Task • The intersection points of trunk and feeder routes required A Citizen Centric Objectives infrastructure to allow safe and timely transfers for commuters. B Essential Objectives Action • With prime focus on passenger comfort, critical interchanges were 4. Advocating to Citizens planned at major nodes of the route network. 5. Advocating to Regulatory and Impact Sanctioning Authority • The optimal location for the interchange was the median, as it satisfied these factors: 6. Managing Change • Safe movement of passengers between trunk and feeder platforms 7. Business Continuity Planning • Safe dispersal of pedestrians once they alight a bus 8. Marketing and Branding • Convenient distance from both sides of the highway, facilitating safe pedestrian movement • Most direct route used for pedestrian access to interchange • Segregated lanes for feeder buses entering the interchange • Smooth flow of vehicular traffic • Single stop for trunk routes allowed efficient operation of buses and use of space • High level of service for connecting passengers by reducing waiting times 44 Advocating to Citizens Notes for Trainer

Time allocated for this module Approximately 40 minutes

Module Notes 1. Introduction This module provides information on how the senior managers should advocate to the 2. Business Environment 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, 3. Understanding Objectives etc. 4. Advocating to Citizens A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy Focus points for trainer C First P - Product 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. D Second P - Place E Third P - Price F Fourth P - Promotion Questions for Discussion

5. Advocating to Regulatory and • What should the senior managers consider before advocating to the relevant stakeholders? Sanctioning Authority • What is the step by step procedure that the senior manager should follow for successful 6. Managing Change advocacy to the stakeholders? 7. Business Continuity Planning 8. Marketing and Branding

45 Advocating to Citizens 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 could be categorized into current users (ridership) and the potential users (future users).

The existing users are commuting in the bus transport CITIZENS Current system as they find bus transport services better as 1. Introduction compared to the alternate transportation system Commuters 2. Business Environment services in the same price. It is essential to retain the current commuters. 3. Understanding Objectives Retain them 4. Advocating to Citizens Users The potential users are the citizens who wish to use A Understanding Users and Non-Users bus transport services, but have a certain demand B Overview: 4P Model - Policy Advocacy Potential criteria before availing such services. This demand may be related to AC bus services, accessibility, C First P - Product Commuters affordability, online booking, etc. It is essential to satisfy their demand in order to D Second P - Place Attract them convert them into bus transport users. E Third P - Price F Fourth P - Promotion They are the citizens of the city who are neither the 5. Advocating to Regulatory and current users nor the potential users of the bus Sanctioning Authority Non- transport system. However, they need to be advocated Non-users 6. Managing Change Commuters as their lives may get affected by the bus transport system. 7. Business Continuity Planning Example: Slum area rehabilitation, car drivers, etc. 8. Marketing and Branding

46 Advocating to Citizens 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. 1. Introduction • Non-customers would also have to be advocated so that their lives are unaffected by the bus transport. 2. Business Environment Example: shifting of slum area due to construction of infrastructure. 3. Understanding Objectives

4. Advocating to Citizens Notes for Trainer: Citizens (Understanding users and non-users – Case study of Mumbai) A Understanding Users and Non-Users • 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- B Overview: 4P Model - Policy Advocacy commuters C First P - Product D Second P - Place E Third P - Price F Fourth P - Promotion

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

47 Advocating to Citizens Understanding users and non-users: Mumbai Metro (Case study)

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

E Third P - Price • Land acquisition for constructing underground metro station has forced the F Fourth P - Promotion current land owners to rehabilitate. These current land owners need to be advocated before initializing metro construction. 5. Advocating to Regulatory and Sanctioning Authority • The new underground station would be constructed on the side of the road. Non- As a result, some road space would be occupied by the newly constructed 6. Managing Change Commuters underground entrances. Therefore, the current road users needs to be 7. Business Continuity Planning advocated before initializing metro construction. 8. Marketing and Branding • 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. 48 Advocating to Citizens Overview – 4P Model for Policy Advocacy

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:

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy C First P - Product Product Place Price Promotion D Second P - Place The product (service) The product (service, Price must be same Promotion may be E Third P - Price should have a name, mobility) should be or less than what a done through features, design, placed at the right commuter would advertising, public F Fourth P - Promotion benefits, size, brand place at the right otherwise have to relations, direct 5. Advocating to Regulatory and image, guarantees, time. The product / pay for an marketing, exhibits, Sanctioning Authority etc. service should reach alternative mode for posters, free gifts, the citizens. an equivalent service etc. 6. Managing Change for travelling 7. Business Continuity Planning 8. Marketing and Branding For 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 49 Advocating to Citizens Overview – 4P Model for Policy Advocacy – Notes for Trainer

Notes for Trainer: 4P Model for Policy Advocacy (Overview) • 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. • 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”. 1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy C First P - Product D Second P - Place E Third P - Price F Fourth P - Promotion

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

50 Advocating to Citizens First P - Product

• 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. 1. Introduction • If the product (mobility, service)has to be successfully launched, it should be compatible 2. Business Environment with the market. 3. Understanding Objectives • 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. 4. Advocating to Citizens A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy Examples of Comfortable New BRT New Bus New Fare Updated ITS product bus services system Depot Structure system C First P - Product includes: D Second P - Place E Third P - Price F Fourth P - Promotion

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

51 Advocating to Citizens Second P - Place

• 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.

Market 1. Introduction 2. Business Environment Citizens Environment 3. Understanding Objectives The authority should figure out the potential Apart from the citizens, the authority needs to analyze the 4. Advocating to Citizens market and club them into the citizens and business environment they operate in. This would help them competition. Example: Potential commuters identify the potential constraints of running buses in the city. A Understanding Users and Non-Users maybe school going children & non-commuters Example: while procuring buses in a hilly area, shorter buses B Overview: 4P Model - Policy Advocacy maybe corporate employees for affordable service. are procured; In Delhi, only CNG buses are procured, etc. C First P - Product Increase your Decrease your non- D Second P - Place commuters commuters E Third P - Price F Fourth P - Promotion

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change Example: Consider the product to be buses in metropolitan cities 7. Business Continuity Planning 8. Marketing and Branding 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 52 Advocating to Citizens 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.

1. Introduction 2. Business Environment Notes for Trainer: 4P Model for Policy Advocacy (“Price”) • The third P in 4P model is “Price”. 3. Understanding Objectives • The price must be same or less than what a customer would have to pay for an alternate mode that 4. Advocating to Citizens provides an equivalent service. A Understanding Users and Non-Users • At the same time, the product should not be under priced. If you are providing better services and B Overview: 4P Model - Policy Advocacy commuters are willing to pay more, then you should consider charging more. (Example: premium service on a particular route with comfortable AC bus services) C First P - Product • The price should be decided before the promotion and launch of the product. D Second P - Place • Furthermore, the price should be increased every year based on inflation rate. E Third P - Price • The trainer should focus specifically on the fact that the customers are very sensitive to fare fluctuation. F Fourth P - Promotion 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. 5. Advocating to Regulatory and Sanctioning Authority • 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 6. Managing Change • Case study: MTC Chennai – Reduction in fare, without a substantial increase in service quality, led to 7. Business Continuity Planning decrease in ridership 8. Marketing and Branding

53 Advocating to Citizens Third P - Price

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

Sustainable Operations Service

Sustaining the operations Level of service for which 1. Introduction through fare revenue (cost fare is being charged. 2. Business Environment recovery) 3. Understanding Objectives Fare

4. Advocating to Citizens Continual Upgradation Quality A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy Upgradation of level of Add on services offered to service by upgradation of charge an incremental fare. C First P - Product supporting infrastructure. D Second P - Place E Third P - Price F Fourth P - Promotion

5. Advocating to Regulatory and Sanctioning Authority Notes for Trainer: 4P Model for Policy Advocacy (“Price”) • Fare fixation is a very crucial topic in bus transport and the customers are extremely sensitive to increase 6. Managing Change and decrease in fare 7. Business Continuity Planning • However fare is majorly dependent on service quality. If fare is increased without change in service level, 8. Marketing and Branding then it may impact ridership, however increase in fare with increase in service quality then it may be accepted by the customers

54 Advocating to Citizens Third P - Price

Below are the case studies in each of the fare parameters

Fare increase, Service Quality constant Fare and Service Quality increase

6. Managing Change 7. Business Continuity Planning For further reading, kindly refer to the following material • http://www.urbanmobilityindia.in/Upload/Conference/2953e025-357f-4cdc-bc6a-805c0c80e524.pdf 8. Marketing and Branding • 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 55 Advocating to Citizens 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. 1. Introduction (Example: premium service on a particular route with comfortable AC bus services) 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens A Understanding Users and Non-Users Notes for Trainer: 4P Model for Policy Advocacy (“Price”) B Overview: 4P Model - Policy Advocacy The price of the product needs to be decided before the launch of the product. C First P - 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 D Second P - Place origin and destination. E Third P - Price Moreover, the expectations of the commuters have to be taken into consideration before fixing the price of F Fourth P - Promotion 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 5. Advocating to Regulatory and are ultimately reducing the price by keeping it the same. (As the costs go up every year). Thus, the price Sanctioning Authority has to be rationally restructured after consideration of different factors. 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

For further reading, kindly refer to the following material • http://www.urbanmobilityindia.in/Upload/Conference/2953e025-357f-4cdc-bc6a-805c0c80e524.pdf 56 Advocating to Citizens Third P - Price

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

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy C First P - Product D Second P - Place • There has been a drop in avg. daily ridership of buses in Chennai by CAGR of -8.6% over last five years. E Third P - Price While the drop between FY15 and FY 18 has been at CAGR of -5.7% the drop between FY18 and FY20 at F Fourth P - Promotion CAGR of -12.8% has been rapid.

MTC Chennai Case study: Impact Assessment of Fare Increase

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy C First P - Product D Second P - Place • In earlier fare structure (prior to January 2018), the fares increased proportionately (across stages) to E Third P - Price the distance traveled. F Fourth P - Promotion • In the new fare structure, the fare increase from stage 1 to stage 10-11z increases at a steep rate (from 5. Advocating to Regulatory and 33% to 75% for MTC and from 33% to 63% for other town services) and thereafter the rate of increase Sanctioning Authority 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 6. Managing Change 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 7. Business Continuity Planning Rs 4); which implies that long distance commuters would feel more burden on their pockets. 8. Marketing and Branding • 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. 58 Advocating to Citizens Third P - Price

• Conclusion – Set the fare by calculating the fare fixation through Authority’s perspective and the Customer’s willingness to pay.

Revision Mechanism Institutionalization 1. Introduction 2. Business Environment • Revision of fare based on • Mechanism to revise 3. Understanding Objectives the updated costs, automatically with 4. Advocating to Citizens expected ridership trend, change in input cost. cost recovery, etc. A Understanding Users and Non-Users Fare • Mechanisms to • This revision of fare request for subsidy if B Overview: 4P Model - Policy Advocacy should be automatic and fare to be maintained C First P - Product done every year. at same level D Second P - Place E Third P - Price F Fourth P - Promotion 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 5. Advocating to Regulatory and Sanctioning Authority the cost in order to achieve sustainability in the long-run.

6. Managing Change In order to maintain same level of service, some minimum fare increase is 7. Business Continuity Planning required in order to recover the increased costs 8. Marketing and Branding

59 Advocating to Citizens Fourth P - Promotion

• 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 marketing, public relations, social media, videos, etc. 1. Introduction • The promotion should be supported by a brand, which the citizens can associate with. 2. Business Environment Example: Black buck chosen as mascot consider quickness and regional availability. If unavailable, the brand itself should be improved. 3. Understanding Objectives Marketing and Branding is elaborated in Chapter 8 of this module. 4. Advocating to Citizens A Understanding Users and Non-Users

B Overview: 4P Model - Policy Advocacy Create a strategy Marketing Indore BRTS Study the public to promote C First P - Product and market transport system D Second P - Place Context: Indore was constructing a BRTS system for intra city buses E Third P - Price Action: Before introducing the BRTS system, it was F Fourth P - Promotion promoted by engaging the press in the form of social media Draw customers Gather customers and direct marketing. Free trials were conducted for the 5. Advocating to Regulatory and customers to experience the BRTS system. Sanctioning Authority Impact: When the ticketing system was introduced after the Improve services Study the public to reflect 6. Managing Change free trials, the ridership was observed to be higher than and market expected customers’ needs 7. Business Continuity Planning 8. Marketing and Branding

For further reading, kindly refer to the following material • http://www.wrirosscities.org/sites/default/files/BusKaro-Dec11.pdf 60 Advocating to Citizens 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 1. Introduction can associate with. 2. Business Environment 3. Understanding Objectives Notes for Trainer: 4P Model for Policy Advocacy (Case study of PCMC) 4. Advocating to Citizens • This case study shows the activities performed by PCMC for the BRT system in 4P format. A Understanding Users and Non-Users • Product: The product was their bus running on the new schedule in a BRT system B Overview: 4P Model - Policy Advocacy • Place: The demands of the customers were analyzed. Apart from the demand of premium bus services in C First P - Product corridor 3, the demands of customers were satisfied D Second P - Place • Price: The price, being the primary demand of the customers, was analyzed and the services were made affordable for general public. E Third P - Price • Promotion: Focus groups were created to capture insights, discussion with stakeholders were conducted F Fourth P - Promotion to get their views. 5. Advocating to Regulatory and • Learning; High ridership was observed as many people were aware and waiting for the new BRT system. Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

61 Advocating to Citizens Case study – Pimpri Chinchwad Municipal Corporation (PCMC)

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

Product Place Price Promotion

PCMC was unable to identify the The fare PCMC commuters on Corridor 3 of the structure 1. Introduction planned BRTS system. The demand/ of PCMC After the customers and market was on 2. Business Environment expectation by the citizens BRTS was analyzed properly, focus group discussion launching were arranged in March 2015 by 3. Understanding Objectives comprised of premium buses with affordable a BRTS Promotions and Outreach team to capture system AC services. However, PCMC was for 4. Advocating to Citizens the insights in a structured manner. which was unsuccessful in providing AC general A Understanding Users and Non-Users the buses to the citizens. As an public. Discussion with NGOs, bus passengers, bus product impact, the potential commuters drivers, and other stakeholders. Detailed B Overview: 4P Model - Policy Advocacy for the chose an alternate mode of and considerable coverage in newspaper C First P - Product city. transport, causing the ridership helped in raising awareness. D Second P - Place to drop. E Third P - Price F Fourth P - Promotion Learnings: High ridership was observed as people were aware of the ongoing BRTS system and were eager to use this public transport system. 5. Advocating to Regulatory and “I would find myself clarifying doubts of colleagues about BRT even during casual talks. Some mechanism Sanctioning Authority should be worked out to share the internal knowledge of the staff who have worked on BRT to demystify 6. Managing Change personal misconceptions about BRT within the institutions.” – Mangesh Dighe, Environment Officer PMC 7. Business Continuity Planning 8. Marketing and Branding

For further reading, kindly refer to the following material • https://rainbowbrtpune.files.wordpress.com/2015/07/learnings-from-pune-pilot-brt-project_may-2015-1.pdf 62 Advocating to Senior Management Notes for Trainers

Time allocated for this module Approximately 20 minutes

Module Notes 1. Introduction This module provides information on analyzing the citizens of the city. The citizens comprise of 2. Business Environment users and non-users and both have to be advocated before taking a policy advocacy decision. 3. Understanding Objectives 4. Advocating to Citizens Focus points for trainer 5. Advocating to Regulatory and The trainer should focus on advocating the non-users in a decision of policy advocacy. A case Sanctioning Authority study of Mumbai has been given to detail out the types of non-users in a policy advocacy A Overview decision.

Advocating to Regulatory and B Sanctioning Authority Questions for Discussion C Case Study • Why should the senior managers consider all the citizens in a city before taking a policy 6. Managing Change advocacy decision? 7. Business Continuity Planning • Why should the non-users of bus transport system be advocated before taking a policy 8. Marketing and Branding advocacy decision?

63 Advocating to Senior Management Overview

External benefits/ End Objective 1. Introduction Focus on Management

2. Business Environment SUSTAINABLE ACESS TO JOB, MOBILITY EDUCATION, HOSPITALS, 3. Understanding Objectives ETC. 4. Advocating to Citizens

5. Advocating to Regulatory and Focus on Operations Sanctioning Authority

A Overview

Focus on Sustainability

64 Advocating to Senior Management Overview

Regulatory and Sanctioning Authority may include representation of the politicians, top management of government / authority and other staff heads

C Case Study 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

65 Advocating to Senior Management Advocating to Senior Management

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

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

1. Introduction Soft skills: They include overall communication skills for better persuasion. They include the following: 2. Business Environment • Context and Timing – the meeting should be short and to the point 3. Understanding Objectives • Setting expectations – the expectation from the politician should be analyzed carefully 4. Advocating to Citizens • Create urgency – the urgency for the bus transport organization in terms of funds 5. Advocating to Regulatory and • Images matter – images / graphs / visuals displaying critical information with ease of understanding Sanctioning Authority • Build rapport – rapport by previous commitment fulfillment and sincerity towards bus transport

A Overview • Behavioral flexibility – the behaviour should be professional and sincere • Communicating clearly – the communication should be clear and honest Advocating to Regulatory and B • Confidence and Certainty – the confidence builds up the trust from the politician’s perspective Sanctioning Authority

C Case Study Bus context: They include bus context expertise for technical persuasion. They include the following 6. Managing Change • Back up your advocacy by bus data (GPS / ETM) through graphs. This data should be honest and data 7. Business Continuity Planning projection should be realistic. 8. Marketing and Branding • 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.

66 Advocating to Senior Management Advocating to Senior Management (Examples)

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 1. Introduction • The allocation of funds and return of investment or benefits to public must be explained 2. Business Environment • Data visualization regarding the funding should be prepared beforehand 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority Advocating regarding funding for new buses to be procured A Overview

Advocating to Regulatory and B • The senior manager should first assess the need for new buses Sanctioning Authority • The deployment of the newly procured buses should be prepared and advocated C Case Study • Data visualization regarding traffic revenue collected by new buses and better services for 6. Managing Change the citizens should be assessed beforehand 7. Business Continuity Planning 8. Marketing and Branding

67 Managing Change Notes for Trainer

Time allocated for this module Approximately 10 minutes

Module Notes 1. Introduction The module provides information on changing the internal environment of the organization 2. Business Environment after setting the objectives. It also provides information on the importance of commuter’s feedback. 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Focus points for trainer Sanctioning Authority The trainer should focus on the importance of customer feedback and incorporating the 6. Managing Change necessary feedback in the organization / city. A Based on Objectives Set B Based on Customer Feedback Questions for Discussion 7. Business Continuity Planning • What are the various changes that may occur after setting the objectives? 8. Marketing and Branding • 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?

68 Managing Change Managing change based on objectives set

1. Introduction Existing infrastructure Process and procedures Based on the objective, existing Based on the objective and the type 2. Business Environment infrastructure may need to be 1 2 of organization, business continuity 3. Understanding Objectives equipped with advanced technology or planning may differ. new infrastructure may be required. 4. Advocating to Citizens

5. Advocating to Regulatory and Financial capacity Manpower strength and skills Sanctioning Authority Based on the objective, financial Based on the objective, manpower / capacity may need to be enhanced by 3 4 skills may need to be improved. 6. Managing Change utilizing funds from the government or Further, training in certain specialized signing up for schemes, etc. skills might be required. A Based on Objectives Set B Based on Customer Feedback 7. Business Continuity Planning Notes for Trainer: Glance + Managing change based on objective set 8. Marketing and Branding • 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. • 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. 69 Managing Change Managing change based on customer feedback

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 1. Introduction • The purpose of the customer feedback is to cater to the requests of 2. Business Environment the customers 3. Understanding Objectives • The authority should understand that the objective is not to minimize the complaints received from customers. The customer 4. Advocating to Citizens would give the feedback if he/she is assured the feedback would be 5. Advocating to Regulatory and evaluated. Sanctioning Authority • Therefore, a proper communication channel between the customers 6. Managing Change and the grievance redressal team is essential A Based on Objectives Set

B Based on Customer Feedback Delhi Metro Rail Corporation (DMRC) closes all complaints and records them. This ensures the 7. Business Continuity Planning commuters that their requests are heard and taken care of. 8. Marketing and Branding 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.

For further reading, kindly refer to the following material • http://eprints.cmfri.org.in/10824/1/Theeranaipunya_Ramees.pdf 70 Business Continuity Planning Notes for Trainer

Time allocated for this module Approximately 20 minutes

Module Notes 1. Introduction This module focuses on the importance of succession planning as the senior members of the 2. Business Environment organization are shuffled every two years. 3. Understanding Objectives 4. Advocating to Citizens Focus point for trainer 5. Advocating to Regulatory and The trainers should focus on the importance of succession planning, especially for special Sanctioning Authority purpose vehicle 6. Managing Change 7. Business Continuity Planning Questions for Discussion A Succession Planning • Why should the senior managers plan for succession? B Transition Planning • How can a senior manager address the issue of succession planning? 8. Marketing and Branding

71 Business Continuity Planning 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. 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 1. Introduction future workforce gaps. The key implementation steps include: 2. Business Environment ✓ Have organizational leaders (such as board of directors) meetings to identify and articulate the strategic 3. Understanding Objectives direction for the organization. 4. Advocating to Citizens ✓ 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 5. Advocating to Regulatory and plan. Sanctioning Authority ✓ Regulatory and Sanctioning Authority may identify and recommend current staff members as potential 6. Managing Change successors. 7. Business Continuity Planning ✓ 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 A Succession Planning decisions. This method is useful in case a physical meeting between the current and succeeding B Transition Planning 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 8. Marketing and Branding 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.

For further reading, kindly refer to the following material • 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 72 Business Continuity Planning Succession Planning – Case study

Succession Planning in Transport Organizations across the globe

• Minnesota DOT Succession Planning for Supervisors and Leadership: Process designed to internally and externally recruit candidates for future leadership vacancies. Identifies a talent pool that can move into leadership positions without great difficulty. 1. Introduction 2. Business Environment • Pennsylvania DOT Succession Planning for At-Risk Positions: Identifies high-level positions that may soon become vacant for various reasons and then identifies an internal pool of candidates to fill these 3. Understanding Objectives positions. Identified candidates may then enter into the succession planning program. 4. Advocating to Citizens • Office of Personnel Management (USA) (OPM): Developed a workforce planning model that any organization 5. Advocating to Regulatory and can use. It involves a five-step process of setting strategic direction, analyzing skill gaps, developing an action Sanctioning Authority plan, implementing the plan, and monitoring and revising the plan. 6. Managing Change 7. Business Continuity Planning A Succession Planning B Transition Planning 8. Marketing and Branding

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 garage facilities that operate and service different 1. Introduction models of buses, including CNG, diesel and clean diesel buses. 2. Business Environment • Historically, they have found that individual garages develop their own methods to deal with problem repairs which may not necessarily reflect the best practice. 3. Understanding Objectives Action 4. Advocating to Citizens • WMATA has made a large effort to standardize maintenance procedures across different facilities by having 5. Advocating to Regulatory and written, detailed, step-by-step procedures that identify the checks, repairs and tools to be used, which are referred to as Standard Operating Procedures. Sanctioning Authority Impact 6. Managing Change • By having an independent system wide audit team, WMATA has been able to standardize procedures across 7. Business Continuity Planning the 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) has A Succession Planning been improving for a given technology type. B Transition Planning • Another benefit has been that mechanics moving from one location to another find identical tools, 8. Marketing and Branding procedures and practices in place.

For further reading, kindly refer to the following material • Best Operational and Maintenance Practices for City Bus Fleets to Maximize Fuel Economy, Box 3 (page 21) 74 Business Continuity Planning 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 1. Introduction organization and smooth transition. 2. Business Environment • 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 3. Understanding Objectives beginning. 4. Advocating to Citizens

5. Advocating to Regulatory and Notes for Trainer: Business Continuity Planning (Succession Planning – Case study) Sanctioning Authority • In Minnesota, a process is designed to internally and externally recruit candidates for future leadership 6. Managing Change vacancies • In Pennsylvania, Internal candidates are identified to fill the position of senior management. 7. Business Continuity Planning • In OPM, a workforce planning model involves five step process of setting strategic direction of the A Succession Planning organization B Transition Planning

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.

75 Business Continuity Planning Transition Planning: From Predecessor to Successor

It is important to document your plan properly so that your successor understands his / her purpose and the purpose of the organization.

1. Introduction • Remember that you have a predecessor and he/she has set the goals and milestones 2. Business Environment on how the organization should proceed. 3. Understanding Objectives 4. Advocating to Citizens • 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 5. Advocating to Regulatory and Sanctioning Authority goal and targeted milestones.

6. Managing Change • Document your plans properly so that your successor understands his/her purpose and 7. Business Continuity Planning the purpose & goal of the organization. A Succession Planning B Transition Planning • Pass on your findings properly so that transition happens smoothly. 8. Marketing and Branding

For further reading, kindly refer to the following material • 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 • Format for SoP - http://pibphoto.nic.in/documents/rlink/2018/dec/p2018121802.pdf 76 Marketing and Branding Introduction

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.

Why is Marketing and Branding important? What are the responsibilities of the authority?

1. Introduction • The negative stigma of existing bus transport is a • The authority should work with civil societies formidable barrier to overcome in selling these and form focus groups. 2. Business Environment services. For this purpose, marketing of public • Communication between the authorities and 3. Understanding Objectives transport is necessary. civil societies is essential as the authority 4. Advocating to Citizens • Marketing and Branding the service would make it learns the society’s opinions in a direct stand out from other service competitions. These manner. 5. Advocating to Regulatory and strategies are impactful in changing the way • The authority should be conscious to raise people perceive the services. Sanctioning Authority awareness among the common people with • It increases awareness among the common people respect to their attitude & actions (regarding 6. Managing Change and updates them on new and upcoming schemes city transport). 7. Business Continuity Planning and services. 8. Marketing and Branding 01 02 A Introduction B Stakeholder analysis • A marketing strategy identifies appropriate 03 04 • The analysis is done based on the profile of the mediums of communication to disseminate the city and on the target audience. C Branding strategy message of bus transport services. • The specific analysis of each situation and the D Marketing strategy designing of activities and messages that are appropriate for each city’s target audience is important. What does marketing strategy include? Why do marketing strategies differ?

77 Marketing and Branding Introduction

Stakeholder Analysis

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:

Stakeholder identification Stakeholder consultation Stakeholder strategy 1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority Branding Strategy Marketing Strategy

6. Managing Change Branding the system with an identifiable name, Marketing is useful for educating the customer logo, and slogan can make your service stand about the service. It is useful for sustaining the 7. Business Continuity Planning out among other competitions. It has the presence of a service. Marketing even acts as a potential to generate new customers, get source of revenue. It may act as a basis for 8. Marketing and Branding recognition and increase business value. decision making. A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy

1 2 3 1 2 3 4 78 Marketing and Branding Stakeholder analysis: Incorporate stakeholder inputs

Stakeholder identification Stakeholder consultation Stakeholder strategy

Initially, various stakeholder segments that constitute the potential public transport market should be understood. Different population groups have different travel needs based on their income, daily activities, 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. 1. Introduction 2. Business Environment 3. Understanding Objectives Existing public Work-place transport users (bus commuters (e.g., Students and Women 4. Advocating to Citizens users, metro users, unorganized parents etc..) workforce) 5. Advocating to Regulatory and Sanctioning Authority 1 3 5 7 6. Managing Change 2 4 6 8 7. Business Continuity Planning Business Persons with day- 8. Marketing and Branding Existing car users professionals (e.g., Disabled persons time errands A Introduction corporates) B Stakeholder analysis C Branding strategy D Marketing strategy • 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.

79 Marketing and Branding Stakeholder analysis: Incorporate stakeholder inputs

Stakeholder identification Stakeholder consultation Stakeholder strategy

Each stakeholder group (identified in the previous stage) may hold different opinions on bus transport. This segment of the process involves determining the concerns and needs of each stakeholder group in relation to the use of bus transport. Based on their respective concerns and needs, a marketing strategy may be customized to respective stakeholder groups. 1. Introduction

2. Business Environment • For example, women (stakeholder group) may highly value the level of security within a service. This may 3. Understanding Objectives be essential to ensure utilization of services by women (specially in the evening). By understanding this concern, various security elements of the service (e.g., security personnel, lighting, security cameras) may 4. Advocating to Citizens be highlighted when presenting the service to this audience during the stakeholder consultation 5. Advocating to Regulatory and • There are two ways to consult stakeholders. They are focus groups and surveys. Sanctioning Authority • Focus groups are a rapid evaluation • Surveys enable capturing 6. Managing Change technique in which a moderator leads a information in a structured group discussion to share their knowledge manner with the help of 7. Business Continuity Planning and opinions on a specific topic. questionnaires. 8. Marketing and Branding • This is a way to collect a significant amount of • The results from surveys can be qualitative information quickly and in an in- examined through using A Introduction depth manner. Surveys quantifiable methods and statistical analysis. B Stakeholder analysis • A focus group can be composed of 6 to 12 Focus Groups participants, and a typical session can last • They have the added value of C Branding strategy approximately two hours. representing qualitative information with quantitative D Marketing strategy • The moderator must be social science properties such as graphs, professionals and have experience in these frequency distributions, types of investigation methods to obtain medians, means, modes, optimal results. etc..

Atal Indore City Transport Services Limited (AICTSL) conducted stakeholder consultations through focus groups. This has been explained in the next slide. 80 Marketing and Branding Stakeholder analysis: Incorporate stakeholder inputs

Stakeholder identification Stakeholder consultation Stakeholder strategy

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.

1. Introduction The focus group sessions are a good place to begin testing individual strategies. Below are the key market 2. Business Environment segments with the potential marketing messages that may be conveyed based on their travel needs. 3. Understanding Objectives Market segment Potential messages 4. Advocating to Citizens Students • Availability of special discounts 5. Advocating to Regulatory and • Highlight technological aspects such as payment with mobile phone Sanctioning Authority • Social atmosphere of system Parents • Security and safety aspects 6. Managing Change • Cost-effectiveness of system 7. Business Continuity Planning Business • Work or relax while commuting professionals • Travel time savings 8. Marketing and Branding • Technological aspects of new system • High-quality image of new system (status issue) A Introduction • Savings in wear and tear on personal vehicle B Stakeholder analysis Women • Safety and security issues C Branding strategy • Frequent off-peak services that cater to errands D Marketing strategy Existing public • Improvement in system quality transport users • Travel time savings Disabled persons • Easy use features of systems

Brand Name Brand Logo Brand Tagline

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:

1. Introduction ❑ Sophisticated ❑ Rapid ❑ Elegant ❑ Comfortable 2. Business Environment ❑ Modern ❑ Efficient ❑ Convenient ❑ Social 3. Understanding Objectives 4. Advocating to Citizens Key considerations for a brand name – Do’s 5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change Terms such as “metro” or “rapid transit” can engender a very positive public image. (For example, 1 “TransMetro” in Colombia, “Metrovia” in Ecuador, etc..) 7. Business Continuity Planning 8. Marketing and Branding A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy

82 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

Brand names should carry a special local meaning, rather than just mimic some generic transport 2 term. Relating to the name of a river, lake or mountain can be appropriate. For example, TransJakarta (Jakarta), Transantiago (Santiago), TransCaribe (Cartagena), etc..

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change

7. Business Continuity Planning 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 8. Marketing and Branding 3 riders and invoke feelings of affection, acceptance and ownership. For example, Perth Central Area A Introduction Transit (CAT), Kangaroo Bus Lines in Australia, Bus Eireann (private operator in Ireland that uses Irish settler, a dog breed, as it’s logo) B Stakeholder analysis C Branding strategy D Marketing strategy

83 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

Key considerations for a brand name – Don’ts

1. Introduction 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 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens 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 5. Advocating to Regulatory and Sanctioning Authority Avoid religious or political connotations and customers should identify with the name. Eg: Lakme 6. Managing Change cosmetics became popular but would not be accepted as “Laxmi” which was the original choice of the 3 7. Business Continuity Planning brand. 8. Marketing and Branding A Introduction Brand must be associated with sustained quality. Blue Line buses were taken off because of accidents. 4 B Stakeholder analysis C Branding strategy D Marketing strategy

84 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

Process for brand name development

1 Brainstorming 2 Focus group opinions 3 Evaluating the final names 1. Introduction ✓ Open session in which as many ✓ The brand names generated in Step 1 ✓ The initial group will meet again and 2. Business Environment suggested system names are are then placed before carefully decide on the final name, based on generated as possible. selected focus groups. the report from the focus group and 3. Understanding Objectives shortlisted names. ✓ The key ideas behind the ✓ These groups will go through the 4. Advocating to Citizens brainstorming session is developing a names and give reactions and ✓ This group may narrow the list to a diverse set of options without opinions. few names to be given to political criticizing or evaluating the ideas leaders for the final decision. 5. Advocating to Regulatory and ✓ The focus groups will select a list of presented. Sanctioning Authority their five most favorite brand names.

6. Managing Change 7. Business Continuity Planning Key considerations to be kept in mind while forming a brand name 8. Marketing and Branding

A Introduction 01 Assistance from a marketing and public relations firm can help to ensure all options and issues are considered. B Stakeholder analysis C Branding strategy 02 Focus groups with prospective customers can be used to test name ideas as well as brainstorm on possible names. D Marketing strategy 03 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.

04 The final decision on the system name should be made at the highest level (Municipal Commissioner, CEO, etc..) of decision making for the system. 85 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

1. Introduction • To choose a name for the Indore BRTS system, the Atal Indore City Transport Services Ltd. (AICTSL) 2. Business Environment 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, 3. Understanding Objectives and create a name that was accepted by the public. 4. Advocating to Citizens • 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. 5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change The proposed new system in Barranquilla (Colombia) uses the word “Metro” as part of its system name. 7. Business Continuity Planning 8. Marketing and Branding A Introduction

B Stakeholder analysis In Aichi (Japan), a toy mascot is given the driver’s seat in C Branding strategy a driverless bus system with full optical guidance. D Marketing strategy

Johannesburg has created a name that works well across the variety of languages in South Africa.

86 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

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.

1. Introduction The logo typically consists The logo may also invoke wording, such as 2. Business Environment of an image within a the brand name and sometimes, the brand particular shape and tagline. In fact, great care should be taken to 3. Understanding Objectives color scheme. ensure that the brand name and logo are 4. Advocating to Citizens complementary with one another.

5. Advocating to Regulatory and Sanctioning Authority • The colors utilized within the logo 6. Managing Change and the physical system should 7. Business Continuity Planning Brand Logo also be carefully considered. • Cities may select colors that relate 8. Marketing and Branding to a local flag or other A Introduction identifiable attribute of the local environment. B Stakeholder analysis C Branding strategy The logo may appear on D Marketing strategy The logo can take upon a variety station signposts, fleet, of forms, including abstract as well as all outreach shapes to defined images that materials such as web directly relate to the brand sites and flyers. name.

Various examples related to brand logo are provided in the subsequent slides 87 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

• ‘Rainbow’ as the name selected for the BRT system seeks to signify a joyful feeling, a product very different from the 1. Introduction regular bus service Punekars have grown up with, but still one which is familiar. 2. Business Environment • The symbol is a rainbow colored bird 3. Understanding Objectives taking off. • Rainbow published a “Brand Identity 4. Advocating to Citizens Manual Standards and Guidelines” in order 5. Advocating to Regulatory and to promote their bus services. Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

A Introduction The ubiquitous logo for the Brisbane system allows for rapid B Stakeholder analysis customer identification of station locations. C Branding strategy D Marketing strategy

88 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

• 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 1. Introduction life-blood of the city with the BRT corridors representing the life-giving arteries. 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy

89 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

6. Managing Change 7. Business Continuity Planning

8. Marketing and Branding Bold A Introduction signage reflecting B Stakeholder analysis the logo C Branding strategy of BCLL attracts D Marketing strategy public attention to the BRTS.

90 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

1. Introduction • For example, the message may stress the time saving aspects, the level of convenience and comfort, the modernity of the system, etc.. 2. Business Environment • The tagline will likely be tailored to the particular marketing emphasis of the moment. In the branding 3. Understanding Objectives strategy, only brand tagline is advised to be altered. Brand name and logo are advised to remain constant. 4. Advocating to Citizens • The slogan should be inspirational in motivating customer usage of the services. Some samples include:

5. Advocating to Regulatory and ❑ Rapid transit for everyone ❑ Not just another bus ❑ The easy way to work Sanctioning Authority ❑ The fast way across the city ❑ Wherever life takes you ❑ You’ll never be late again ❑ Relax & leave the driving to us ❑ Connecting people to life ❑ It’s the city’s new shortcut 6. Managing Change 7. Business Continuity Planning Key considerations for a brand tagline 8. Marketing and Branding The brand name, logo and slogan should be protected by trademarks and copyrights, as it A Introduction 1 will be an important asset for the authority. The copyright should be held by the public authority. B Stakeholder analysis A successful brand will likely generate some imitation. Others will only try to expropriate the C Branding strategy brand’s name if the name is perceived to have substantial value. 2 D Marketing strategy The borrowing of the brand’s name and image should be avoided since their unauthorized use 3 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 91 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority "Wherever life takes you!" is The tagline of Rainbow BRT is Pravas This marketing announcement for the Los 6. Managing Change the tag line that accompanies Nava, Paryay Nava. It means ‘a new Angeles Orange Line highlights the time promotional material for the journey, a new alternative’, evoking savings aspects of the service. 7. Business Continuity Planning Ottawa public transport a sense of modernity, progress, and system. environment-friendliness. 8. Marketing and Branding A Introduction B Stakeholder analysis C Branding strategy

D Marketing strategy • 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’.

92 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

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; 1. Introduction ✓ Overcome doubts and concerns related to the system; 2. Business Environment ✓ Target different messages to specialized customer groups; etc.. 3. Understanding Objectives

4. Advocating to Citizens • 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. 5. Advocating to Regulatory and Sanctioning Authority • The general public must be instructed on available routes, services, fare & pricing, service attributes, boarding procedures, restrictions, advantages, etc.. 6. Managing Change • Instructions must be communicated using plain language so that users of even the lowest education and 7. Business Continuity Planning poverty levels can understand them and should be available in all localities. 8. Marketing and Branding • There are various methods of educating the common people. They include A Introduction Information kiosks which Social Media Platforms Videos (showing a realistic B Stakeholder analysis share information brochures, such as Facebook, Twitter, view of the service) C Branding strategy etc.. Instagram, etc.. D Marketing strategy 1 3 5 2 4

The news media, web Visual images, specially the impact from sites, and direct outreach. before and after images. 93 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

1. Introduction This information kiosk in Brisbane helps answer 2. Business Environment basic customer questions as well as creates awareness. 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy

Honolulu (left photo) and Bogotá (right photo) employed direct outreach teams to promote the new public transport system. 94 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

AICTSL Indore: To avoid any misconceptions that the project would take road space from 1. Introduction personal vehicle users, 2. Business Environment graphics illustrating before and after 3. Understanding Objectives versions of the corridor were published in the 4. Advocating to Citizens form of pamphlets. 5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding Bhopal MyBus: A Introduction Comparative B Stakeholder analysis images of before and C Branding strategy after the project D Marketing strategy implementation were highlighted in local newspapers to send a strong message to the public. 95 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

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 1. Introduction complex those messages should be. When the specific activities of a strategy is implemented, it is important to take special care regarding the timing. 2. Business Environment 3. Understanding Objectives

4. Advocating to Citizens Creating awareness Behavioral change

5. Advocating to Regulatory and • It refers to the process by which the common • Behavior change is when a person changes their Sanctioning Authority people get to know about something. habits regarding mobility on a daily basis based on what a campaign or strategy has presented them (i.e. 6. Managing Change • However, although somebody has been made aware of something does not mean that a person will using a bus with greater frequency than before as a 7. Business Continuity Planning act according to what they have learnt. mode of transport). • It is the complement of raising awareness, because 8. Marketing and Branding • It is necessary to apply behavior change strategies that make the person use sustainable it complements the understanding of sustainable A Introduction transport. transport to effective action. B Stakeholder analysis C Branding strategy D Marketing strategy

96 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

Understanding Behavior: the 7 stages of change

Awareness of Evaluation of 1 4 5 Making a choice problem options 1. Introduction Aware of the issue of Is there actually a Really intend to modify 2. Business Environment Habitual traffic congestion? viable alternative? behavior? 7 behavior 3. Understanding Objectives Long-term 4. Advocating to Citizens Accepting Perception of Experimental 2 3 6 adoption of responsibility options behavior 5. Advocating to Regulatory and sustainable modes? Accept personal / Sanctioning Authority Perception of Trying out new travel corporate sustainable modes? choices? 6. Managing Change responsibility? 7. Business Continuity Planning 8. Marketing and Branding ➔ ”I walk regularly” A Introduction B Stakeholder analysis ➔ ”I tried, and walk now and then” C Branding strategy D Marketing strategy ➔ ”I would like to try walking”

➔ ”Walking might be an option”

➔ ”Walking is not relevant for me” 97 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

Stakeholder persuasion – In general, there are three “channels” which are typically used to motivate personal change: Think, feel and practice.

1. Introduction Think: Logical arguments Feel: Affective persuasion Practice: Public transport usage 2. Business Environment ✓ Rational arguments over the cost ✓ People feel good or bad in a ✓ Offering a free travel period, 3. Understanding Objectives and speed of a new travel option certain place or with a certain such as the first weeks of can help to capture attention and mode of transport. operations may get people to try 4. Advocating to Citizens interest. ✓ If bus transport is equated to bus transport. ✓ A range of materials, including better self-worth and a more ✓ Finding creative ways to 5. Advocating to Regulatory and photos, and videos, can help beautiful city, then the affective personally engage the public can Sanctioning Authority disseminate logical arguments. response could be quite strong. help to overcome the initial barriers. 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding • The basis to produce a marketing A Introduction message / advertisement should be B Stakeholder analysis the stakeholder analysis and an identification of the themes that will C Branding strategy be important to key target audiences. D Marketing strategy • The text of the message, the imagery, the voice, and the colors all should form a complementary package of ideas.

98 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

6. Managing Change • Give people the chance to use sustainable mobility – Giving people free 7. Business Continuity Planning rides on new public transport lines (e.g. to their workplace and back) will 8. Marketing and Branding 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. A Introduction • Special events such as fashion shows have been held inside the TransMilenio B Stakeholder analysis system. Television and radio shows have likewise been undertaken within C Branding strategy TransMilenio. Interviews with celebrities are also known to take place against D Marketing strategy the famous backdrop of the system. 16th – 22nd September • Public officials – The use of the services by public officials can also draw attention to the service.

22nd September 22nd April 5th June

International Car Free Day Earth Day World Environment Day 99 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

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 1. Introduction Impact • Initially, AICTSL had decided to continue free trial runs for 2-3 2. Business Environment months. The trial runs continued for three weeks, during which 3. Understanding Objectives system patronage increased significantly, reinstating positivity among the public. However, the overwhelming response from 4. Advocating to Citizens commuters necessitated the introduction of fares to control 5. Advocating to Regulatory and overcrowding in buses. Although this resulted in an immediate Sanctioning Authority drop in ridership at first, it began to steadily increase. • The satisfaction expressed by those who experienced the system 6. Managing Change led to a highly positive reaction from the press. 7. Business Continuity Planning • Free trips helped in allaying misconceptions about the functioning, comfort and safety of the iBus commute. 8. Marketing and Branding • Following this, the Indore system was entrusted with land for A Introduction corridor development worth around INR 270 crores under B Stakeholder analysis the Transfer Development of Rights (TDR) scheme. C Branding strategy D Marketing strategy

Passenger trials of the Indore BRTS service began on the 10th of May 2013. 100 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

1. Introduction ❑ Television ❑ Web sites ❑ Street kiosks ❑ Radio ❑ On-line video ❑ Group seminars 2. Business Environment ❑ Newspaper advertisements ❑ Billboards ❑ Personal interviews ❑ Magazine advertisements ❑ Flyers ❑ Social media platforms 3. Understanding Objectives 4. Advocating to Citizens Key considerations for a media tools 5. Advocating to Regulatory and Sanctioning Authority The message of the particular advertisement will likely vary by the medium being 1 utilized. Some mediums may restrict the information to fairly broad in nature. 6. Managing Change Public service announcements (PSAs) permit messages related to topics of public 7. Business Continuity Planning interest to be shown without cost on television and radio. 2 8. Marketing and Branding 3 Kiosks in public venues are a big advantage to public systems over the private sector. A Introduction B Stakeholder analysis Outreach efforts with school children can be particularly effective. 4 C Branding strategy The best advertisement for the service may well be the service itself. The sight of a bus D Marketing strategy 5 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 6 that they have chosen wisely. 101 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

102 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

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

1. Introduction How does it help? What should be considered? 2. Business Environment • It connects the authority directly with consumers by sharing • It’s better to do great marketing 3. Understanding Objectives updates, sales, contests, new services, and more! on 1 or 2 channels than to do it poorly across 5 channels. 4. Advocating to Citizens • Monitor reviews and comments on different platforms. Respond to questions, compliments, and complaints quickly and • When choosing a platform, 5. Advocating to Regulatory and professionally. consider the platform target Sanctioning Authority customers are on and the objective • Unlike web pages that feature static content, social media is of the agency 6. Managing Change updated frequently. • Each platform has an algorithm • Host online contests, offer special discount codes exclusively 7. Business Continuity Planning that determines who sees posts. for social media followers, have customers submit photos, use Be wary of post frequency, 8. Marketing and Branding hashtags, and tag bus services on social media platforms. number of likes, and text A Introduction • Creative and distinctive content receives the most attention length to optimize social media online. impact. B Stakeholder analysis C Branding strategy Key considerations D Marketing strategy ✓ An organization should create multiple channels (Facebook, Twitter, Instagram, etc..) in order to post the Social media updates of the services. marketing ✓ The point of contact for social media marketing should channels post the same content on all the pages at almost the same time. 103 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

Context 1. Introduction Since the location of the BRTS corridor was adjacent to numerous schools and 2. Business Environment education institutes, a vital part of the 3. Understanding Objectives marketing strategy involved targeting the student and young adult 4. Advocating to Citizens demographic. 5. Advocating to Regulatory and Formulating a marketing strategy Action Sanctioning Authority To cater to this, the team created an iBus page on Facebook. 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding A Introduction Benefits B Stakeholder analysis • The page provides service and construction updates to the general public. C Branding strategy • It also enables two-way communication between the iBus team and the public to receive feedback as well as D Marketing strategy 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. 104 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

Twitter handle of Delhi Traffic Police providing real-time updates to commuters

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy

105 Reference table

Delivery Trainer Participant PPT manual Manual

A. Overview A. 7-12 A. 8-15 A. 7-11 1 Introduction B. Why advocate / what to advocate / whom to advocate? B. 13-14 B. 16-17 B. 12 C. How to advocate? C. 15-20 C. 18-23 C. 13-19

Business A. Overview A. 21-23 A. 24-25 A. 20-21 2 B. External environment B. 24-26 B. 26-28 B. 22-24 Environment C. Internal environment C. 27-28 C. 29-31 C. 25-27

Understanding A. Citizen centric objectives 3 A. 29-36 A. 32-39 A. 28-34 Objectives B. Essential elements of objectives B. 37-40 B. 40-44 B. 35-39

106 Reference table

Delivery Trainer Participant PPT manual Manual

A. Managing change based on objectives set A. 63-64 A. 68-69 A. 59 6 Managing Change B. Managing change based on customer feedback B. 65 B. 70 B. 60

Business A. Succession Planning A. 66-70 A. 71-75 A. 61-63 7 Continuity B. Transition Planning B. 71 B. 76 B. 64-65 Planning

107 Thank You !

Time for Discussion

108 Bibliography

109 Participant Manual

©2 0 19 Deloitte Shared Services India LLP P resentation title 1 [T o edit, click View > Slide Master > Slide Master] MINISTRY OF HOUSING AND URBAN AFFAIRS, GOVERNMENT OF INDIA

PARTICIPANT’S NOTES – POLICY ADVOCACY FOR SENIOR MANAGERS

EFFICIENT AND SUSTAINABLE CITY BUS SERVICES PROJECT (INDIA) Consultancy Services for Design and Development of Training Programme for City Transport Professionals

December 2020 1 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 includes 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, and involves undertaking 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).

1 2 3 4 Monitoring and Policy Advocacy for Outsourcing for Senior Network Planning for Evaluation for Senior Senior Managers Managers Middle Managers Managers

5 6 7 8

Operations Planning for Outsourcing for Middle Bus Operations for ITS and MIS for Middle Middle Managers Managers Middle Managers Managers

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

3 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

4 Table of Contents

A. Overview 1 Introduction B. Why advocate / what to advocate / whom to advocate to? C. How to advocate?

A. Overview 2 Business Environment B. External environment C. Internal environment

Understanding A. Citizen centric objectives 3 Objectives B. Essential elements of objectives

A. Understanding Users and Non-Users B. Overview – 4P Model for Policy Advocacy C. First P – Product 4 Advocating to Citizens D. Second P – Place E. Third P – Price F. Fourth P - Promotion

5 Table of Contents

Advocating to Regulatory A. Overview 5 and Sanctioning B. Advocating to Regulatory and Sanctioning Authority Authority C. Case Study

A. Managing change based on objectives set 6 Managing Change B. Managing change based on customer feedback

Business Continuity A. Succession Planning 7 Planning B. Transition Planning

A. Introduction B. Stakeholder analysis 8 Marketing and Branding C. Branding strategy D. Marketing strategy

6 Introduction Overview – Key policy challenges/decisions

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.

What are my service delivery mechanism/business models • In-House Operations 4 • Public-Private Partnership (GCC, NCC)

7 Introduction Overview – Key policy challenges/decisions

Do I have required capacity/capability to plan and operate services • Manpower Strength 5 • Manpower Skill

6. Managing Change 7. Business Continuity Planning

8. Marketing and Branding To deal with the above challenges, you must understand the market which comprises of the following:

INTERNAL BUSINESS EXTERNAL BUSINESS CITIZENS ENVIRONMENT ENVIRONMENT

8 Introduction Overview – Objectives, Advocacy and Formulation

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

9 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

• https://rainbowbrtpune.files.wordpress.com/2015/07/learnings-from-pune-pilot-brt-project_may-2015-1.pdf 10 Introduction Overview – Case study of Shuttl

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

Policy Objectives

The objective of Shuttl was to provide a premium bus service to office 1. Introduction goers. These premium buses would have AC services, comfortable seats Shuttl bus services and online booking through mobile app advocated the citizens A Overview and the environment B Advocate - Why / What / Whom ? before formulating the Advocacy C How to advocate? bus services. This exercise of policy 2. Business Environment Citizens Business Environment advocacy ensured its 3. Understanding Objectives Shuttl targeting office commuters Shuttl studied the travel route of gradual success 4. Advocating to Citizens and analyzed their needs. The the targeted office commuters. Furthermore, Shuttl commuters needed comfortable The routes were planned as per utilizes the feedback 5. Advocating to Regulatory and and reliable services with AC the origin distribution of the office Sanctioning Authority privileges. commuters. of commuters in their bus transport services 6. Managing Change regularly to ensure 7. Business Continuity Planning the requirements of Policy Formulation 8. Marketing and Branding the citizens are updated and met. 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

For further reading, kindly refer to the following material

• Shuttl Website - https://ride.shuttl.com/ 11 Introduction Why advocate? What to advocate? Whom to advocate to?

The advocacy helps to secure the customer’s acceptance. It also assists in Why advocate? securing endorsement from Regulatory and Sanctioning Authority.

12 Introduction How to advocate?

You must advocate two set of stakeholders: 1. Targeted (Private) – To Regulatory and Sanctioning Authority 2. All (Public) – To Citizens

• 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.

13 Introduction Potential Means to Advocate – Targeted (Private)

Private Advocacy: Below are the tools/channels for advocacy which should be used for advocating to Regulatory and Sanctioning Authority.

Details are provided in Chapter 5 of this module.

14 Introduction Potential Means to Advocate – All (Public)

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

1. Introduction A Overview B Advocate - Why / What / Whom ? C How to advocate? 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

Details are provided in Chapter 8 of this module.

15 Introduction Advocating – What, Whom, How?

What to Advocate? Whom to How to advocate? advocate to?

16 Introduction Advocating – What, Whom, How?

What to Advocate? Whom to How to advocate? advocate to?

17 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

5. Advocating to Regulatory and Sanctioning Authority Objectives are set by the Authority based on their assessment of External 6. Managing Change and Internal Business Environment. These objectives are of two types: 7. Business Continuity Planning • Citizen Centric Objectives that are aimed as per the demand of 8. Marketing and Branding current and potential commuters • Essential Objectives are the ones that must be considered irrespective of the different factors

18 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 1. Introduction • Regulatory and Sanctioning Authority A Overview B Advocate - Why / What / Whom ? • Along with that, we saw the overview on ‘How’ to advocate as per the category of audience. C How to advocate? 2. Business Environment • Furthermore, before going into details of how to advocate, the authority needs 3. Understanding Objectives to understand the business environment and objectives. 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

19 Business Environment Overview - Video

Victoria – New Public Transport System

1. Introduction 2. Business Environment A Overview B External Business Environment C Internal Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

20 Business Environment Overview

1. Introduction

2. Business Environment External Business Environment Internal Business Environment A Overview B External Business Environment Existing C Internal Business Environment Geographic Demographic infrastructure 1 3. Understanding Objectives factors 1 2 factors 4. Advocating to Citizens Financial 2 capacity 5. Advocating to Regulatory and Policy & Existing Sanctioning Authority regulatory 3 4 transport Manpower framework system strength and 3 6. Managing Change skills 7. Business Continuity Planning 8. Marketing and Branding

These factors will help in identifying the features of the Product (Mobility) such as it’s size, route, frequency, etc.

21 Business Environment External Business Environment

Geographical Demographic Policies Existing system

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 1. Introduction ➢ Length of road network determines the total road length in the city 2. Business Environment ➢ 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. A Overview ➢ Terrain of the city would be very demanding if the terrain is hilly, plain, etc. B External Business Environment ➢ Land available in the city for introduction / expansion of depot, terminal, bus stop, etc. C Internal Business Environment These would be responsible in choosing the features of your product (mobility) such as size, frequency, etc. 3. Understanding Objectives 4. Advocating to Citizens Geographical Demographic Policies Existing system 5. Advocating to Regulatory and Sanctioning Authority The demographic profile of the city defines the commuter of bus transport services whose composition 6. Managing Change influences the design of service/ operating plan through factors such as location of demand centers, occupational distribution, age structure, etc. 7. Business Continuity Planning ➢ Spatial distribution of population determines the possible demand centers in the city. 8. Marketing and Branding ➢ 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. These would be responsible in choosing the features of your product (mobility) such as size, frequency, etc. 22 Business Environment External Business Environment

Geographical Demographic Policies Existing system

Sihlcity – Transport solutions for a shopping mall

1. Introduction 2. Business Environment A Overview B External Business Environment C Internal Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

24 Business Environment Internal Business Environment

Existing Infrastructure Financial Capacity Skilled Manpower

Assessing the existing infrastructure determines the current state of bus operations and necessary improvements required in the existing infrastructure, etc.

Buses Bus Depots Bus Terminals Bus Shelters 1. Introduction 2. Business Environment Determines the asset life Determines maximum Determines the Provides information on A Overview and helps in the decision capacity of fleet which can frequency and required maintenance / of fleet acquisition. be sustained in the city. waiting time of monitoring system. B External Business Environment buses. C Internal Business Environment 3. Understanding Objectives Mira Bhayandar: There was a problem due to inadequate space for parking and maintenance of buses. 4. Advocating to Citizens 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 5. Advocating to Regulatory and construction of infrastructure (depot) Sanctioning Authority

25 Business Environment Internal Business Environment

Existing Infrastructure Financial Capacity Skilled Manpower

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.

26 Business Environment 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. 1. Introduction • Internal business environment: They are required to assess the internal 2. Business Environment organization parameters such as skilled manpower, financial capability, etc. A Overview B External Business Environment C Internal Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

27 Understanding Objectives Citizen centric objectives

1. Introduction The objectives should be specific. 2. Business Environment Regularity For example, merely stating that and the objective is to increase 3. Understanding Objectives Reliability ridership in public transport is not Comfort and A Citizen Centric Objectives Adequacy Convenience good enough because it is vague. B Essential Objectives The objective must be formulated in precise and quantified terms, 4. Advocating to Citizens 4 3 5 for instance - increasing the modal share of public transport to 5. Advocating to Regulatory and Social Affordability Sanctioning Authority Objectives 50% of all motorized trips in the 2 6 next 10 months. 6. Managing Change 7. Business Continuity Planning 1 7 The objectives of the authority 8. Marketing and Branding should be set in advance. After Environment Accessibility setting this objective, the al Objectives Citizen authority must advocate the Centric objectives and make necessary Objectives amendments after discussions with relevant stakeholders.

28 Understanding Objectives Citizen centric objectives - Video

Ahmedabad – Bus Rapid Transit System

1. Introduction 2. Business Environment 3. Understanding Objectives A Citizen Centric Objectives B Essential Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

29 Understanding Objectives Citizen centric objectives

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

1. Introduction Case study - Manchester UK: Increasing accessibility to businesses and shops in the city center by 2. Business Environment introducing 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. 3. Understanding Objectives A Citizen Centric Objectives B Essential Objectives Affordability 4. Advocating to Citizens This includes optimizing the cost of travelling through bus transport. This may require 2 implementation of a robust fare fixation mechanism while ensuring financial sustainability of 5. Advocating to Regulatory and affordable bus operations. Sanctioning Authority

For further reading, kindly refer to the following material • 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 30 Understanding Objectives Citizen centric objectives

For further reading, kindly refer to the following material • Model Contract Guidelines for City Bus Transport – MoHUA • Shuttl Website - https://ride.shuttl.com/ 31 Understanding Objectives Citizen centric objectives

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

For further reading, kindly refer to the following material • http://mybmtc.karnataka.gov.in/storage/pdf-files/Brief%20note.pdf 32 Understanding Objectives Citizen centric objectives

Chilean capital adapts electric buses for public transportation

1. Introduction 2. Business Environment 3. Understanding Objectives A Citizen Centric Objectives B Essential Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

34 Understanding Objectives Essential Objectives

While deciding the objective of the authority, some essential elements of objectives should always be considered. These include ”Social Equity” and “Safety & Security”.

Social Equity Safety and Security

35 Understanding Objectives Essential Objectives

Social Equity Safety and Security

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

Action 1. Introduction • 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 2. Business Environment domestic and child-caring responsibilities. 3. Understanding Objectives Impact A Citizen Centric Objectives • The system has been designed considering gender design features such as B Essential Objectives • Targets of 20% construction jobs and 30% station jobs for women, • Dedicated waiting spaces for women on platforms, 4. Advocating to Citizens • Shop spaces for female-owned businesses, 5. Advocating to Regulatory and • Women-only carriages with additional child seating and storage space for baby Sanctioning Authority carriages/shopping, Secure street lighting around stations, 6. Managing Change • • Easy access drop-off and pick-up points, 7. Business Continuity Planning • Ticketing systems and train schedules to suit multiple trips and intermodal transport usage, 8. Marketing and Branding • 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. Note that in this case study, the “What’s in it for us” argument is focused upon.

For further reading, kindly refer to the following material • Gender Toolkit: Transport “Maximizing the Benefits of Improved Mobility for All”, ADB, 2013 36 Understanding Objectives Essential Objectives

Social Equity Safety and Security

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

• 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 1. Introduction • Affordability 2. Business Environment 3. Understanding Objectives • Comfort and convenience A Citizen Centric Objectives • Regularity and Reliability B Essential Objectives • Adequacy 4. Advocating to Citizens • Social objectives 5. Advocating to Regulatory and Sanctioning Authority • Environmental objectives

6. Managing Change • Essential elements should always be catered to as they relate to all of the 7. Business Continuity Planning citizens. They include 8. Marketing and Branding • Social Equity • Safety and Security

39 Advocating to Citizens 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 could be categorizes into current users (ridership) and the potential users (future users).

The existing users are commuting in the bus transport CITIZENS Current system as they find bus transport services better as 1. Introduction compared to the alternate transportation system Commuters 2. Business Environment services in the same price. It is essential to retain the current commuters. 3. Understanding Objectives Retain them 4. Advocating to Citizens Users The potential users are the citizens who wish to use A Understanding Users and Non-Users bus transport services, but have a certain demand B Overview: 4P Model - Policy Advocacy criteria before availing such services. This demand Potential may be related to AC bus services, accessibility, C First P - Product Commuters affordability, online booking, etc. Apart from them, the D Second P - Place tourists are also included in potential commuters. E Third P - Price Attract them It is essential to satisfy their demand in order to convert them into bus transport users. F Fourth P - Promotion

5. Advocating to Regulatory and They are the citizens of the city who are neither the Sanctioning Authority current users nor the potential users of the bus 6. Managing Change Non- transport system. However, they need to be advocated Non-users as their lives may get affected by the bus transport 7. Business Continuity Planning Commuters system. 8. Marketing and Branding Example: Slum area rehabilitation, Political leaders, Investors, car drivers, etc.

40 Advocating to Citizens Understanding users and non-users: Mumbai Metro (Case study)

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

E Third P - Price • Land acquisition for constructing underground metro station has forced the F Fourth P - Promotion current land owners to rehabilitate. These current land owners need to be advocated before initializing metro construction. 5. Advocating to Regulatory and Sanctioning Authority • The new underground station would be constructed on the side of the road. Non- As a result, some road space would be occupied by the newly constructed 6. Managing Change Commuters underground entrances. Therefore, the current road users needs to be 7. Business Continuity Planning advocated before initializing metro construction. 8. Marketing and Branding • 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. 41 Advocating to Citizens Overview – 4P Model for Policy Advocacy

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy C First P - Product Product Place Price Promotion D Second P - Place The product (service) The product (service, Price must be same Promotion may be E Third P - Price should have a name, mobility) should be or less than what a done through features, design, placed at the right commuter would advertising, public F Fourth P - Promotion benefits, size, brand place at the right otherwise have to relations, direct 5. Advocating to Regulatory and image, guarantees, time. The product / pay for an marketing, exhibits, Sanctioning Authority etc. service should reach alternative mode for posters, free gifts, the citizens. an equivalent service etc. 6. Managing Change for travelling 7. Business Continuity Planning 8. Marketing and Branding For 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 42 Advocating to Citizens First P - Product

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

43 Advocating to Citizens Second P - Place

• 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.

Market 1. Introduction

2. Business Environment Citizens Environment 3. Understanding Objectives The authority should figure out the potential Apart from the citizens, the authority needs to analyze the 4. Advocating to Citizens market and club them into the citizens and business environment they operate in. This would help them A Understanding Users and Non-Users competition. Example: Potential commuters identify the potential constraints of running buses in the city. maybe school going children & non-commuters Example: while procuring buses in a hilly area, shorter buses B Overview: 4P Model - Policy Advocacy maybe corporate employees for affordable service. are procured; In Delhi, only CNG buses are procured, etc. C First P - Product Increase your Decrease your non- D Second P - Place commuters commuters E Third P - Price F Fourth P - Promotion

5. Advocating to Regulatory and Sanctioning Authority

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

Sustainable Operations Service

Sustaining the operations Level of service for which 1. Introduction through fare revenue (cost fare is being charged. 2. Business Environment recovery). 3. Understanding Objectives Fare

4. Advocating to Citizens Continual Upgradation Quality A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy Upgrading level of service by Add on services offered to upgradation of supporting charge an incremental fare. C First P - Product infrastructure. D Second P - Place E Third P - Price F Fourth P - Promotion • Fare fixation is a very crucial topic in bus transport and the customers are extremely 5. Advocating to Regulatory and sensitive to any change in fares. Sanctioning Authority • Fares are majorly dependent on service quality. If fare is increased without change in 6. Managing Change service level, then it may impact ridership, however increase in fare with increase in 7. Business Continuity Planning service quality then it may be accepted by the customers 8. Marketing and Branding

For further reading, kindly refer to the following material • Model Contract - MoHUA 45 Advocating to Citizens Third P - Price

Below are the case studies across each fare parameter:

Fare increase, Service Quality constant Fare and Service Quality increase

1. Introduction DMRC increased the fares by clubbing the fare Tejas operated on Delhi-Lucknow train services and 2. Business Environment slabs. A drop in ridership was observed. This drop reduced travel time from 6.40 to 6.15 hours. The 3. Understanding Objectives in ridership occurred because the customers ticket price was increased from 970 to 1280 for travelling for small distances chose an alternate chair and upgraded service to AC, including luggage 4. Advocating to Citizens mode of transport. pickup-drop, ticket refund, reduced cancellation A Understanding Users and Non-Users charge, etc. Following these changes, a high ridership was observed. B Overview: 4P Model - Policy Advocacy C First P - Product D Second P - Place Fare decrease, Service Quality constant Fare and service Quality increase E Third P - Price BMTC reduced fares by approx. 5% to 37%. By PCMC corridor 3 contained white collar passenger F Fourth P - Promotion decreasing the fare, there was an increase in and required premium quality services. The commuters travelling short distances. authority provided AC buses and saw an increase in 5. Advocating to Regulatory and revenue and ridership Sanctioning Authority

• 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. 1. Introduction (Example: premium service on a particular route with comfortable AC bus services) 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens • The price of the product needs to be decided before the launch of the product. A Understanding Users and Non-Users • The commuters are sensitive to fare fluctuation. An increase in the fare may cause the B Overview: 4P Model - Policy Advocacy ridership to drop and vice-versa. This is because customers have access to multiple modes C First P - Product of transport between their origin and destination. D Second P - Place • Moreover, the expectations of the commuters have to be taken into consideration before E Third P - Price fixing the price of the service in order to identify the probable parameters affecting the choice of mode of travel. F Fourth P - Promotion • Furthermore, the price should be increased every year based on inflation rate. If we don’t 5. Advocating to Regulatory and do it, then we are ultimately reducing the price by keeping it the same. (As the costs go Sanctioning Authority up every year). Thus, the price has to be rationally restructured after consideration of 6. Managing Change different factors. 7. Business Continuity Planning 8. Marketing and Branding

For further reading, kindly refer to the following material • http://www.urbanmobilityindia.in/Upload/Conference/2953e025-357f-4cdc-bc6a-805c0c80e524.pdf 47 Advocating to Citizens Third P - Price

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

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy C First P - Product D Second P - Place • There has been a drop in avg. daily ridership of buses in Chennai by CAGR of -8.6% over last five years. E Third P - Price While the drop between FY15 and FY 18 has been at CAGR of -5.7% the drop between FY18 and FY20 at F Fourth P - Promotion CAGR of -12.8% has been rapid.

5. Advocating to Regulatory and • While there has been a decrease in fleet strength during this 5 year period, it has been at CAGR of -0.5% Sanctioning Authority and that is largely balanced throughout 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% 6. Managing Change over last two years. Further the absolute occupancy ratio has reduced from 76-77% in FY15 to 58% in 7. Business Continuity Planning FY20 (over these 5 years). 8. Marketing and Branding Hence, while the ridership has been on a declining trend, the decline has been rapid after FY18 when the fare increase happened. 48 Advocating to Citizens Third P - Price

MTC Chennai Case study: Impact Assessment of Fare Increase

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens A Understanding Users and Non-Users B Overview: 4P Model - Policy Advocacy C First P - Product D Second P - Place • In earlier fare structure (prior to January 2018), the fares increased proportionately (across stages) to E Third P - Price the distance traveled. F Fourth P - Promotion • In the new fare structure, the fare increase from stage 1 to stage 10-11z increases at a steep rate (from 5. Advocating to Regulatory and 33% to 75% for MTC and from 33% to 63% for other town services) and thereafter the rate of increase Sanctioning Authority 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 6. Managing Change 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 7. Business Continuity Planning Rs 4); which implies that long distance commuters would feel more burden on their pockets. 8. Marketing and Branding • 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. 49 Advocating to Citizens Third P - Price

• Conclusion – Set the fare by calculating the fare fixation through Authority’s perspective and the Customer’s willingness to pay.

Revision Mechanism Institutionalization 1. Introduction 2. Business Environment • Revision of fare based on • Mechanism to revise 3. Understanding Objectives the updated costs, automatically with 4. Advocating to Citizens expected ridership trend, change in input cost. cost recovery, etc. A Understanding Users and Non-Users Fare • Mechanisms to • This revision of fare request for subsidy if B Overview: 4P Model - Policy Advocacy should be automatic and fare to be maintained C First P - Product done every year. at same level D Second P - Place E Third P - Price F Fourth P - Promotion 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 5. Advocating to Regulatory and Sanctioning Authority the cost in order to achieve sustainability in the long-run.

6. Managing Change In order to maintain same level of service, some minimum fare increase is 7. Business Continuity Planning required in order to recover the increased costs 8. Marketing and Branding

For further reading, kindly refer to the following material • Model Contract - MoHUA 50 Advocating to Citizens Fourth P - Promotion

• 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 marketing, public relations, social media, videos, etc. 1. Introduction • The promotion should be supported by a brand, which the citizens can associate with. 2. Business Environment Example: Black buck chosen as mascot depicts quickness and regional availability. If unavailable, the brand itself should be improved. 3. Understanding Objectives Marketing and Branding is elaborated in Chapter 8 of this module. 4. Advocating to Citizens A Understanding Users and Non-Users

For further reading, kindly refer to the following material • http://www.wrirosscities.org/sites/default/files/BusKaro-Dec11.pdf 51 Advocating to Citizens Case study – Pimpri Chinchwad Municipal Corporation (PCMC)

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

Product Place Price Promotion

PCMC was unable to identify the The fare PCMC commuters on Corridor 3 of the structure 1. Introduction After the customers and market was planned BRTS system. The demand / of PCMC on analyzed properly, focus group discussion 2. Business Environment expectation by the citizens BRTS was launching were arranged in March 2015 by 3. Understanding Objectives a BRTS comprised of premium buses with affordable Promotions and Outreach team to capture system AC services. However, PCMC was for the insights in a structured manner. 4. Advocating to Citizens which was unsuccessful in providing AC general Discussions were carried out with NGOs, A Understanding Users and Non-Users the buses to the citizens. As an public. bus passengers, bus drivers, and other product impact, the potential commuters B Overview: 4P Model - Policy Advocacy stakeholders. Detailed and considerable for the chose an alternate mode of coverage in newspaper helped in raising city. C First P - Product transport, causing the ridership awareness. D Second P - Place to drop. E Third P - Price F Fourth P - Promotion Learnings: High ridership was observed as people were aware of the ongoing BRTS system and were eager to use this public transport system. 5. Advocating to Regulatory and “I would find myself clarifying doubts of colleagues about BRT even during casual talks. Some mechanism Sanctioning Authority should be worked out to share the internal knowledge of the staff who have worked on BRT to demystify 6. Managing Change personal misconceptions about BRT within the institutions.” – Mangesh Dighe, Environment Officer PMC 7. Business Continuity Planning 8. Marketing and Branding

• 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: 1. Introduction • Product, which defines it’s various features. 2. Business Environment • Place, which suggests placing the product in the market. 3. Understanding Objectives • Price, which includes pricing your product correctly. 4. Advocating to Citizens A Understanding Users and Non-Users • Promotion, which includes promoting your product before and after launch. B Overview: 4P Model - Policy Advocacy C First P - Product D Second P - Place E Third P - Price F Fourth P - Promotion

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

53 Advocating to Regulatory and Sanctioning Authority Overview

External benefits/ End Objective 1. Introduction Focus on Management

2. Business Environment SUSTAINABLE ACCESS TO JOB, MOBILITY EDUCATION, HOSPITALS, 3. Understanding Objectives ETC. 4. Advocating to Citizens

5. Advocating to Regulatory and Focus on Operations Sanctioning Authority

A Overview

Focus on Sustainability

54 Advocating to Regulatory and Sanctioning Authority Overview

Regulatory and Sanctioning Authority may include representation of the politicians, top management of government / authority and other staff heads

C Case Study 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

55 Advocating to Regulatory and Sanctioning Authority Advocating to Regulatory and Sanctioning Authority

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.

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

1. Introduction Soft skills: They include overall communication skills for better persuasion. They include the following: 2. Business Environment • Context and Timing – the meeting should be short and to the point. 3. Understanding Objectives • Setting expectations – the expectation from the citizens should be analyzed carefully. 4. Advocating to Citizens • Create urgency – the urgency for the bus transport organization in terms of funds. 5. Advocating to Regulatory and • Images/facts matter – facts/graphs/visuals displaying critical information with ease of understanding. Sanctioning Authority • Build rapport – rapport by previous commitment fulfillment and sincerity towards bus transport.

A Overview • Behavioral flexibility – the behaviour should be professional and sincere. • Communicating clearly – the communication should be clear and honest. Advocating to Regulatory and B • Confidence and Certainty – the confidence builds up the trust from the politician’s perspective. Sanctioning Authority

C Case Study Bus context: They include bus context expertise for technical persuasion. They include the following 6. Managing Change • Back up your advocacy by bus data (GPS / ETM) through graphs. This data should be honest and data 7. Business Continuity Planning projection should be realistic. 8. Marketing and Branding • 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.

56 Advocating to Regulatory and Sanctioning Authority Advocating to Regulatory and Sanctioning Authority (Examples)

Advocating regarding funding for a new depot to be constructed

• The senior manager should review the lands available in the city for prices • Analyze need and cost beforehand 1. Introduction • The allocation of funds and return on investment or benefits to public must be explained 2. Business Environment • Data visualization regarding the funding should be prepared beforehand 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority Advocating regarding funding for new buses to be procured A Overview

57 Advocating to Regulatory and Sanctioning Authority 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. 1. Introduction • The authority needs to develop soft skills and expert knowledge in the bus 2. Business Environment sector which helps in professional conversation with the Regulatory and 3. Understanding Objectives Sanctioning Authority. 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

A Overview

Advocating to Regulatory and B Sanctioning Authority

C Case Study 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

58 Managing Change Managing change based on objectives set

1. Introduction 2. Business Environment Existing infrastructure Process and procedures 3. Understanding Objectives Based on the objective, existing Based on the objective and the type 4. Advocating to Citizens infrastructure may need to be 1 2 of organization, business continuity equipped with advanced technology or planning may differ. 5. Advocating to Regulatory and new infrastructure may be required. Sanctioning Authority

6. Managing Change Financial capacity Manpower strength and skills Based on the objective, financial Based on the objective, manpower / A Based on Objectives Set capacity may need to be enhanced by 3 4 skills may need to be improved. B Based on Customer Feedback utilizing funds from the government or Further, training in certain specialized signing up for schemes, etc. skills might be required. 7. Business Continuity Planning 8. Marketing and Branding

59 Managing Change Managing change based on customer feedback

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 1. Introduction • The purpose of the customer feedback is to cater to the requests of 2. Business Environment the customers 3. Understanding Objectives • The authority should understand that the objective is not to minimize the complaints received from customers. The customer 4. Advocating to Citizens would give a feedback only if he/she is assured the feedback would 5. Advocating to Regulatory and be evaluated. Sanctioning Authority • Therefore, a proper communication channel between the customers 6. Managing Change and the grievance redressal team is essential A Based on Objectives Set B Based on Customer Feedback 7. Business Continuity Planning Delhi Metro Rail Corporation (DMRC) closes all complaints and records them. This ensures the 8. Marketing and Branding commuters that their requests are heard and taken care of.

For further reading, kindly refer to the following material • http://eprints.cmfri.org.in/10824/1/Theeranaipunya_Ramees.pdf 60 Business Continuity Planning Succession Planning

For further reading, kindly refer to the following material • 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 61 Business Continuity Planning Succession Planning – Case study

Succession Planning in Transport Organizations across the globe

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

For further reading, kindly refer to the following material • Best Operational and Maintenance Practices for City Bus Fleets to Maximize Fuel Economy, Box 3 (page 21) 63 Business Continuity Planning Transition Planning: From Predecessor to Successor

It is important to document your plan properly so that your successor understands his / her purpose and the purpose of the organization.

For further reading, kindly refer to the following material • 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 • Format for SoP - http://pibphoto.nic.in/documents/rlink/2018/dec/p2018121802.pdf 64 Managing Change + Business Continuity Planning Points to Ponder

• 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. 1. Introduction • Business continuity plan ensures smooth functioning of your organization in case 2. Business Environment of shuffle of Regulatory and Sanctioning Authority. Furthermore, it ensures that 3. Understanding Objectives standard operating procedures are written. 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning A Succession Planning B Transition Planning 8. Marketing and Branding

65 Marketing and Branding Introduction

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.

Why is Marketing and Branding important? What are the responsibilities of the authority?

66 Marketing and Branding Introduction

Stakeholder Analysis

Stakeholder identification Stakeholder consultation Stakeholder strategy 1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority Branding Strategy Marketing Strategy

1 2 3 1 2 3 4 67 Marketing and Branding Stakeholder analysis: Incorporate stakeholder inputs

Stakeholder identification Stakeholder consultation Stakeholder strategy

68 Marketing and Branding Stakeholder analysis: Incorporate stakeholder inputs

Stakeholder identification Stakeholder consultation Stakeholder strategy

2. Business Environment • For example, women (stakeholder group) may highly value the level of security within a service. This may 3. Understanding Objectives be essential to ensure utilization of services by women (specially in the evening). By understanding this concern, various security elements of the service (e.g., security personnel, lighting, security cameras) may 4. Advocating to Citizens be highlighted when presenting the service to this audience during the stakeholder consultation. 5. Advocating to Regulatory and • There are two ways to consult stakeholders. Sanctioning Authority • Focus groups are a rapid evaluation • Surveys enable capturing 6. Managing Change technique in which a moderator leads a information in a structured group discussion to share their knowledge manner with the help of 7. Business Continuity Planning and opinions on a specific topic. questionnaires. 8. Marketing and Branding • This is a way to collect a significant amount of • The results from surveys can be qualitative information quickly and in an in- examined through using A Introduction depth manner. Surveys quantifiable methods and statistical analysis. B Stakeholder analysis • A focus group can be composed of 6 to 12 Focus Groups participants, and a typical session can last • They have the added value of C Branding strategy approximately two hours. representing qualitative information with quantitative D Marketing strategy • The moderator must be social science properties such as graphs, professionals and have experience in these frequency distributions, types of investigation methods to obtain medians, means, modes, optimal results. etc..

Atal Indore City Transport Services Limited (AICTSL) conducted stakeholder consultations through focus groups. This has been explained in the next slide. 69 Marketing and Branding Stakeholder analysis: Incorporate stakeholder inputs

Stakeholder identification Stakeholder consultation Stakeholder strategy

Brand Name Brand Logo Brand Tagline

The name of the brand is one of the first decisions that isare taken taken on on the the launch launch of of bus bus services. services. There There are area range a range of different of different strategies strategies that that can canbe adoptedbe adopted to create to create an appropriatean appropriate brand brand name. name. Some Some of the of thedifferent different qualities qualities that thata brand a brand name name can canexude exude include: include:

71 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change

72 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

Key considerations for a brand name – Don’ts

1. Introduction 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 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens 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 5. Advocating to Regulatory and Sanctioning Authority Avoid religious or political connotations and customers should identify with the name. Eg: Lakme 6. Managing Change cosmetics became popular but would not be accepted as “Laxmi” which was the original choice of the 3 7. Business Continuity Planning brand. 8. Marketing and Branding A Introduction Brand must be associated with sustained quality. Blue Line buses were taken off because of accidents. 4 B Stakeholder analysis C Branding strategy D Marketing strategy

73 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

Process for brand name development

6. Managing Change 7. Business Continuity Planning Key considerations to be kept in mind while forming a brand name 8. Marketing and Branding

04 The final decision on the system name should be made at the highest level (Municipal Commissioner, CEO, etc..) of decision making for the system. 74 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

6. Managing Change The proposed new system in Barranquilla (Colombia) uses the word “Metro” as part of its system name. 7. Business Continuity Planning 8. Marketing and Branding A Introduction

B Stakeholder analysis In Aichi (Japan), a toy mascot is given the driver’s seat in C Branding strategy a driverless bus system with full optical guidance. D Marketing strategy

Johannesburg has created a name that works well across the variety of languages in South Africa.

75 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

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.

Various examples related to brand logo are provided in the subsequent slides 76 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding

A Introduction The ubiquitous logo for the Brisbane system allows for rapid B Stakeholder analysis customer identification of station locations. C Branding strategy D Marketing strategy

77 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy

78 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

6. Managing Change 7. Business Continuity Planning

8. Marketing and Branding Bold A Introduction signage reflecting B Stakeholder analysis the logo C Branding strategy of BCLL attracts D Marketing strategy public attention to the BRTS.

79 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

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.

Joint marketing efforts with corporate or other organizational partnerships can be an effective way to broaden the reach of the brand’s message. 4 80 Marketing and Branding Formulating a branding strategy

Brand Name Brand Logo Brand Tagline

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

81 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

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; 1. Introduction ✓ Overcome doubts and concerns related to the system; 2. Business Environment ✓ Target different messages to specialized customer groups; etc.. 3. Understanding Objectives

The news media, web Visual images, specially the impact from sites, and direct outreach. before and after images. 82 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

1. Introduction This information kiosk in Brisbane helps answer 2. Business Environment basic customer questions as well as creates awareness. 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy

Honolulu (left photo) and Bogotá (right photo) employed direct outreach teams to promote the new public transport system. 83 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding Bhopal MyBus: A Introduction Comparative B Stakeholder analysis images of before and C Branding strategy after the project D Marketing strategy implementation were highlighted in local newspapers to send a strong message to the public. 84 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

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 1. Introduction complex those messages should be. When the specific activities of a strategy is implemented, it is important to take special care regarding the timing. 2. Business Environment 3. Understanding Objectives

4. Advocating to Citizens Creating awareness Behavioral change

5. Advocating to Regulatory and • It refers to the process by which the common • Behavior change is when a person changes their Sanctioning Authority people get to know about something. habits regarding mobility on a daily basis based on what a campaign or strategy has presented them (i.e. 6. Managing Change • However, it is important to understand that even if somebody has been made aware of something using a bus with greater frequency than before as a 7. Business Continuity Planning does not mean that a person will act according mode of transport). to what they have learnt. • It is the complement of raising awareness, because 8. Marketing and Branding • It is necessary to apply behavior change it complements the understanding of sustainable A Introduction strategies that make the person use sustainable transport to effective action. B Stakeholder analysis transport. C Branding strategy D Marketing strategy

85 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

Understanding Behavior: the 7 stages of change

➔ ”Walking might be an option”

➔ ”Walking is not relevant for me” 86 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

Stakeholder persuasion – In general, there are three “channels” which are typically used to motivate personal change: Think, feel and practice.

87 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

22nd September 22nd April 5th June

International Car Free Day Earth Day World Environment Day 88 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

Passenger trials of the Indore BRTS service began on the 10th of May 2013. 89 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

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 6 that they have chosen wisely. 90 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

91 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

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

1. Introduction How does it help? What should be considered? 2. Business Environment • It connects the authority directly with consumers by sharing • It’s better to do great marketing 3. Understanding Objectives updates, sales, contests, new services, and more! on 1 or 2 channels than to do it poorly across 5 channels. 4. Advocating to Citizens • Monitor reviews and comments on different platforms. Respond to questions, compliments, and complaints quickly and • When choosing a platform, 5. Advocating to Regulatory and professionally. consider the platform target Sanctioning Authority customers are on and the objective • Unlike web pages that feature static content, social media is of the agency. 6. Managing Change updated frequently. • Each platform has an algorithm • Host online contests, offer special discount codes exclusively 7. Business Continuity Planning that determines who sees posts. for social media followers, have customers submit photos, use Be wary of post frequency, 8. Marketing and Branding hashtags, and tag bus services on social media platforms. number of likes, and text A Introduction • Creative and distinctive content receives the most attention length to optimize social media online. impact. B Stakeholder analysis C Branding strategy Key considerations D Marketing strategy ✓ An organization should create multiple channels (Facebook, Twitter, Instagram, etc..) in order to post the Social media updates of the services. marketing ✓ The point of contact for social media marketing should channels post the same content on all the pages at almost the same time. 92 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

Context 1. Introduction Since the location of the BRTS corridor was adjacent to numerous schools and 2. Business Environment education institutes, a vital part of the 3. Understanding Objectives marketing strategy involved targeting the student and young adult 4. Advocating to Citizens demographic. 5. Advocating to Regulatory and Formulating a marketing strategy Action Sanctioning Authority To cater to this, the team created an iBus page on Facebook. 6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding A Introduction Benefits B Stakeholder analysis • The page provides service and construction updates to the general public. C Branding strategy • It also enables two-way communication between the iBus team and the public to receive feedback as well as D Marketing strategy 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. 93 Marketing and Branding Formulating a marketing strategy

Introduction Stakeholder Persuasion Events Media Tools Social Media

Twitter handle of Delhi Traffic Police providing real-time updates to commuters

1. Introduction 2. Business Environment 3. Understanding Objectives 4. Advocating to Citizens

5. Advocating to Regulatory and Sanctioning Authority

6. Managing Change 7. Business Continuity Planning 8. Marketing and Branding A Introduction B Stakeholder analysis C Branding strategy D Marketing strategy

94 Reference table

Participant Delivery PPT Manual

A. Overview A. 7-12 A. 7-11 1 Introduction B. Why advocate / what to advocate / whom to advocate? B. 13-14 B. 12 C. How to advocate? C. 15-20 C. 13-19

Business A. Overview A. 21-23 A. 20-21 2 B. External environment B. 24-26 B. 22-24 Environment C. Internal environment C. 27-28 C. 25-27

Understanding A. Citizen centric objectives 3 A. 29-36 A. 28-34 Objectives B. Essential elements of objectives B. 37-40 B. 35-39

A. Understanding Users and Non-Users A. 41-43 A. 40-41 B. Overview – 4P Model for Policy Advocacy B. 44 B. 42 Advocating to C. First P – Product C. 45 C. 43 4 Citizens D. Second P – Place D. 46 D. 44 E. Third P – Price E. 47-52 E. 45-50 F. Fourth P - Promotion F. 53-54 F. 51-53

95 Reference table

Participant Delivery PPT Manual

Advocating to Regulatory and A. Overview A. 55-57 A. 54-55 5 B. Advocating to Regulatory and Sanctioning Authority B. 58-60 B. 56 Sanctioning C. Case Study C. 61-62 C. 57-58 Authority

A. Managing change based on objectives set A. 63-64 A. 59 6 Managing Change B. Managing change based on customer feedback B. 65 B. 60

Business A. Succession Planning A. 66-70 A. 61-63 7 Continuity B. Transition Planning B. 71 B. 64-65 Planning

A. Introduction A. 72-73 A. 66-67 Marketing and B. Stakeholder analysis B. 74-76 B. 68-70 8 Branding C. Branding strategy C. 77-80 C. 71-81 D. Marketing strategy D. 81-87 D. 82-94

96 Thank You !

Time for Discussion

97 Bibliography

98 Pre-Training Questionnaire

©2 0 19 Deloitte Shared Services India LLP P resentation title 1 [T o edit, click View > Slide Master > Slide Master] 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 Slightly Not Proficient Neutral Proficient Proficient 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

©2 0 19 Deloitte Shared Services India LLP P resentation title 1 [T o edit, click View > Slide Master > Slide Master] 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 fill 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 Slightly Not Proficient Neutral Proficient Proficient 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

©2 0 19 Deloitte Shared Services India LLP P resentation title 1 [T o edit, click View > Slide Master > Slide Master] Policy Advocacy for Senior Manages – 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.

Part A – Ice Breaker Question

Also mention the key decisions that a senior What are the key decisions that you make annually with respect manager should make but are currently not to bus transport. done.

Part B – Group Exercise

What are the challenges you face in your organization for Think from the perspective of advocating to advocating your decisions? What are the possible solutions to customers, politicians, your employees, etc. those challenges?

Challenges Solutions

Part C – Case Study

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.