chapter 8 scheme 8.1 transport administrationopen_jicareport.jica.go.jp/pdf/12234092_04.pdf · ·...

Preparatory Survey for New Integrated Urban Public Transport System Introduction Project

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CHAPTER 8 Institutional Arrangements and Operation & Maintenance

Scheme

8.1 Transport Administration

The National Transport Policy sets the following administrative structure to ensure the adequate provision of transport infrastructure and services.

The transport administrative structure is divided into five categories, i.e. policy, planning, implementation and monitoring, regulation, infrastructure provision, and service provision. The table shows the institutions which deliver the abovementioned five functions by transport mode.

Table 8.1.1 Transport Administrative Structure by Transport Mode

Policy

Making Planning Regulation

Infrastructur

e Provision

Service

Provision

Motor vehicles (all) Ministry of Transport assisted by National Transport Commission (NTC) and other stakeholders

NTC

(in concurrence with the provinces for national plans and to get concurrence from the centre for provincial plans).

DMT RDA/PRDA/ LA & Private

Private

Railways SLR

Inland Waterways Provincial Councils

Private

Road Passenger Transport Services

NTC (Inter)

RPTA (Intra)

SLTB/NTC/ RPTA/LA/ Private

SLTB/Private

Para-transit (carriage of passengers)

DMT/NTC RPTA (Intra) LA

LA Private

Rental vehicles DMT Private Private

Freight vehicles (carriage of goods)

NTC (Inter)

RPTA (Intra)

Private Private

Non-motorised LA RDA/PRDA/

LA

Private

Traffic Management LA RDA/PRDA/ LA

RDA/PRDA/ LA

Note: NTC stands for the National Transport Commission. DMT stands for the Department of Motor Traffic. PRDA stands provincial department of road development. RPTA stands for Road Passenger Transport Authority. LA stands for Local Authority. SLR stands for the Sri Lanka Railways. SLTB stands for the Sri Lanka Transport Board.

Source: National Transport Policy in Sri Lanka, Ministry of Transport, 2009.

Corresponding to the table above, detailed functional responsibilities are illustrated in Table 8.1.2. Although Table 8.1.1 indicates transport policy is made by the MOT assisted by the NTC and other stakeholders and the planning is done by the NTC, the reality is that there are central and provincial governments involved in the vertical sector, and some numbers of institutions are involved in the horizontal sector, even only at the central government level. If including subsidiary institutions, such as the DMT, MOFP and so on, the number of stakeholders increases.


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Table 8.1.2 Functional Responsibilities of Transport related Institutions

Policy Planning Regulation Fare/Revenue Infrastructure Development Asset Management Operation and Management Law

Sector Sub-sector

Plolicy Making

Master Plan (Mid-, Long-term Planning)

Strategic planning (Action Plan)

Service Delivery Planning

Planning for Public Transport Infrastructure Development

(include Budgeting)

Authorization/License and Permit Approval

Regulatory Authority/Regulator

Formulating and updating Administrative & Technical

Standards, Norms, Minimum Service Standards and

Guidelines

Fare Setting

Managing Fare Collection System

Sales revenue and assets management

Financial planning and Budgetary Expenditure (Budgeting)

Land Acquisition

Procurement of Infrastructure Development (Construction)

Construction Supervision & Technical Inspection

Land

Base Infrastructure

Upper Infrastructure (Equipment & Facility)

Financial Source for Operation and Maintenance

(O&M)

Operation and Maintenance of Constructed Infrastructure

(Base)

Operation and Management of Equipment & Facility (Upper)

Financial Arrangement for Business Operation

Business Operation

Property Management (shops, vendors and so on)

Business Operation Performance Evaluation

Law Enforcement

Class A & B (National Road) MoHPSRDA

MoHPS

RDA

MoHPSRDA RDA RDA

RDA

MoHPS

RDA

MoHPSRDA RDA RDA RDA RDA RDA RDA

RDA &

LA

RDA &

LA

RDA &

NPL

Class C (Provincial Road) PRDA PRDA PRDA PRDARDA

MoHPSPRDA PRDA PRDA PRDA PRDA PRDA PRDA PRDA PRDA PRDA

PRDA &

NPL

Class D & E (Local Authority Road)PRDA &

LA

LA

PC

LA

PCLA

RDA

MoHPS

LA

PCLA LA LA LA LA LA

LA

PCLA LA

LA &

NPL

Urban expressway (toll road) MoHPSRDA

MoHPS

RDA

MoHPSRDA RDA RDA RDA

RDA

MoHPS

RDA

MoHPSRDA RDA RDA RDA RDA RDA RDA RDA RDA RDA RDA RDA RDA RDA RDA

RDA &

NPL

Railway MOTSLR

MOT

SLR

MOT

SLR

MOT

SLR

MOTMOT SLR SLR

SLR

MOTSLR SLR

SLR

MOTMOT SLR SLR SLR SLR SLR SLR SLR SLR SLR SLR SLR

SLR

MOT

SLR

MOT

General bus serv ice (Public)

(Inter-province bus serv ice)NTC NTC NTC NTC SLTB *5 NTC NTC NTC

NTC &

SLTBSLTB SLTB SLTB SLTB SLTB *5 SLTB SLTB SLTB

NTC &

NPL

General bus serv ice (Private)

(Inter-province bus serv ice)NTC NTC MoPTS MoPTS NTC NTC

NTC &

MoPTSNTC NTC OPR OPR OPR OPR *5 OPR OPR OPR

NTC &

NPL

General bus serv ice (Public)

(Intra-province bus serv ice)NTC NTC NTC SLTB SLTB SLTB NTC NTC SLTB SLTB SLTB SLTB SLTB SLTB *5 SLTB SLTB SLTB

NTC &

NPL

General bus serv ice (Private)

(Intra-province bus serv ice)RPTA RPTA RPTA RPTA RPTA RPTA RPTA

NTC &

RPTANTC OPR OPR OPR OPR OPR OPR OPR OPR

RPTA &

NPL

Bus terminal

(Inter-provincial bus terminal) (Public)NTC SLTB SLTB SLTB SLTB SLTB NTC NTC NTC SLTB SLTB NTC NTC NTC NTC NTC NTC NTC NTC NTC NTC NTC NTC

NTC &

NPL

Bus terminal

(Inter-provincial bus terminal) (Private)MoPTS MoPTS MoPTS MoPTS MoPTS MoPTS NTC NTC NTC OPR OPR NTC NTC NTC NTC NTC NTC NTC NTC NTC NTC NTC NTC

NTC &

NPL

Bus terminal

(Intra-provincial bus terminal)

RPTA &

UDA

RPTA &

UDARPTA RPTA RPTA

RPTA &

PCNTC NTC RPTA RPTA RPTA

Prov

Council

Prov

Council

Prov

Council

Prov

Council

Prov

Council

Prov

Council

Prov

CouncilRPTA RPTA RPTA RPTA

RPTA &

LA

RDA &

NPL

Bus stop/shelter (Class A & B roads)

NTC,

RDA

UDA

NTC,

RDA UDA

NTC,

RDA UDA

NTC,

RDA UDARPTA RDA RDA RDA RDA RDA RDA RDA RPTA RPTA RPTA RPTA RPTA

RDA &

NPL

Bus stop/shelter (Class C, D & E roads)RPTA

LA

RPTA

LA

RPTA

LA

RPTA

LA

RPTA

LA

PRDA &

LAPRDA & LA

RPTA

LA

RPTA

LA

RPTA

LA

RPTA

LA

RPTA

LARPTA RPTA RPTA RPTA RPTA

PRDA, LA

& NPL

Paratransit

Three Wheeler & Tax i MoPTS RPTA RPTA RPTARPTA &

LARPTA RPTA RPTA RPTA OPR OPR OPR OPR OPR OPR OPR

RPTA &

NPL

Private coach serv ices (school van,

corporate van)MoPTS RPTA RPTA RPTA

RPTA &

LARPTA RPTA RPTA RPTA OPR OPR OPR OPR OPR OPR OPR

RPTA &

NPL

Road Network

Rail-based

Transport

Bus Transport

Note: LA: local authorities, OPR: operator

Source: CoMTrans Study Team


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The complexity of the existing urban transport administration, as illustrated in Table 8.1.2, makes the urban transport administration in CMR inefficient and this makes it difficult to carry out new transport measures and integrated transport policies, such as inter-modal transfers and connections, common transport pass system and so on.

8.2 Implementation Schemes for a New Transit System (Monorail)

This section proposes a suitable scheme for the Organisational aspects and for the Operation & Maintenance (O&M) of a New Railway System (Monorail). First, a proposal is given for a suitable and optimal organisational structure for all levels of decision making. Then, a description is given of the most common approaches to implement the O&M of a New Railway System. Although operation and maintenance schemes are closely related, these are described separately for the operation and maintenance aspects of the functions of an owner/operator. Later, the schemes are evaluated, and finally, a proposal is made for the most appropriate scheme for the SKYTRAIN.

The recommendation is based on the legal, institutional, and political situation in Sri Lanka, and also on international experiences.

8.2.1 Organizational Structure for the Railway Sector

Besides the level of planning that was previously discussed in Section 8.1, another three possible levels could be created and applied to implement new mass transit projects, to wit:

• Supervisory and regulatory agency

• Implementation (O&M)

• Maintenance Provider

(1) Proposal for the Establishment of Sri Lanka Mass Transit Authority (SMA) 1

The creation of an autonomous Sri Lanka Mass Transit Authority (SMA) as a governing body for setting transport policy, regulatory parameters, and for implementing all Railway Programs, is recommended.

The main objectives are to secure delivery by the industry of its regulatory obligations, assure satisfaction levels of the passengers, equivalent to the best in railways and other forms of transport.

The key tasks of the new entity are to provide for:

• Changes in the regulations of public transport operations for a Government-owned operator as well as in joint venture with the private sector and, private operator,

• Health and safety regulations

1 Proposed name. Final name to be decided by Sri Lankan authorities.


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- Accident and incident investigation

- Regulation and certification

Safety approvals; Safety Directive; Interoperability; Train driving licences and certificates; Rail vehicle accessibility;

- Inspections and audits

Conduct inspections and audits to check that the rail industry has the management systems in place and is effectively controlling health and safety risks.

- Enforcement of health and safety legislation

- Safety guidance and research

Provide on-site and written advice and guidance on how to comply with the law.

- Worker and Infrastructure safety

- Occupational health - Moving the health agenda forward

• Land acquisition power,

• Access and market regulations

Responsible for licensing the companies that operate Sri Lanka’s trains, stations, light maintenance depots and networks. These operators must hold a licence, or be exempted from doing so by this Authority.

- Operator licensing

- Competition and consumer issues

- Sustainable development

- Investments

- Closures

• Setting up a transparent, consistent, efficient administrative mechanism to create a level playing field for all participants and protect the interests of all stakeholders,

• To prepare a project list to be implemented under Government funds, ODA, or to be offered for PPP and take the projects forward, after approval from the Planning Agency, with assistance of the highly qualified staff through a transparent selection process.

• Putting in place an effective and efficient institutional mechanism for speedy clearance of the projects.

This SMA would be funded through a combination of licence fees and a railway safety levy. Economic regulation activities are funded through the licence fee and health and safety activities through the safety levy.

Figure 8.2.1 shows a proposed organizational chart of the new SMA, and Figure 8.2.2 shows the concept of the new SMA and its relationships with existing and future entities.


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Source: SKYTRAIN Study Team

Figure 8.2.1 Proposed O

rganizational Chart for SMA


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Scheme 4:

Multi-Line Urban System

Different Concession per Line

Maintenance Subcontract

Scheme 3:

Concession Operation &


Pla

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ing

Ag

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ross

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)

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tenance

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.

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e 1

Op

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Ma

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Schem

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Superv

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and regula

tory

agency

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rnm

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epartm

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ccounta

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ment and the C

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if a

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s, g

ranting c

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tors

, health a

nd s

afe

ty in

spect

or.


Figure 8.2.2 Concept of New

Transit Regulatory, Operation and M

aintenance Schem

es in Sri Lanka


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(2) The Implementing and Operating Agency (Agency/Corporation)

The SKYTRAIN would be the first urban mass transit project in Colombo, and even in all of Sri Lanka. The operating organization is recommended to be a newly established under the umbrella of the future SMA, also under the MOT and supported by central Government.

This section describes the organization plan of SKYTRAIN Corporation (STC)2 in terms of its positioning, role and responsibility as the New Transit Operator & Implementing Agency (or Corporation), and indicates those responsibilities and tasks that could be given in concession according to the type of PPP scheme, if any, adopted during the implementation of the SKYTRAIN.

Creation of PMU

During the implementation of the project, a Project Management Unit (PMU) shall be created as the organization to be in charge of the actual implementation of the project and liaison with the Consultant, Contractor, and other concerned stakeholders. Currently, the core team for SKYTRAIN project, within the authority of MOT, has been set up, primarily taking an active role in environmental and social issues. However, as mentioned below, its role should be expanded, and consequently, its manpower also expanded.

This current core team should take responsibility for the initial duties until the formal establishment of the permanent future PMU within the STC before official approval of the project. Some staffs of the core team can be absorbed by the PMU.

The main scope of works of the PMU is summarised below:

• Reviews the Consultants design methods, standards and criteria used in the preparation of the design;

• Assures that the Contractor’s work complies with the plans and specifications of the contract by conducting regular site inspections.

• Monitors work accomplished by of the contractors.

• Analyses and interprets financial statements/reports;

• Responsible for all matters relating to taxes and transactions related to the Bureau of Internal Revenue;

• Responsible for the safekeeping of all project records and correspondence.

• Coordinates with MOT Accounting Division and Auditor General regarding financial transactions of the PMU.

• Coordinates with the ODA Bank’s Representatives regarding the Bank’s Guidelines, which includes, but not limited to, environmental & social safeguards, procurement, monitoring of implementation, and disbursements financed from ODA loans, if any.

• Prepares all financial reports other than the PMU’s financial statements as may be required by MOT, Department of National Planning (DNP) of MoF and fiscal

2 Proposed name. Final name to be decided by Sri Lankan authorities


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authorities/other agencies.

• Monitors and assists in the verifications of disbursements that are financed under the ODA loans (Foreign Currency).

Scope of Work of Agency

The following Table 8.2.1 shows the list of tasks STC is responsible for in the service operation and maintenance. This is the key to which tasks an individual party can access, review, handle and ultimately how a task is routed and approved. The STC will jointly develop stations with the private sector and franchise station operations.

Among the tasks and duties mentioned in Table 8.2.1 below, the Operations (III) and Maintenance (IV) are the tasks that could be given in concession to a private party if such party has entered into a PPP with STC and requires return on investment.

Table 8.2.1 STC Tasks and Duties

No. Task Category Description of the Task Category

I. Management To formulate policies, prescribe and promulgate the rules and regulations for the attainment of the objectives of the SMA

Implements, enforces, and applies the policies, plans, standards, guidelines, procedures, decisions, rules and regulations issues, legal affairs, and public relations.

II. Administration The administration-related departments and section shall advise and assist the Management in the formulation and implementation of rules and regulations necessary to carry out the objectives and policies of the authority concerning administrative, finance, accounting, budget, human resources, etc.

III. Operation To ensure the safe, reliable and efficient operating of the monorail and satisfactory service to the passengers on a day-to-day basis.

IV. Maintenance To perform the daily and the long term planning and execution of scheduled and unscheduled, preventive and corrective maintenance actions to ensure overall systems are ready for required operation at all times.

V. Engineering & Construction

Advise and assist the Management in the formulation and implementation of rules and regulations necessary to carry out the objectives and policies of the SMA/STC concerning engineering. Monitor and be counterpart of Consultants and supervise Contractors.


Organization Structure and Staffing of STC

a) Organization Structure

Consistency of responsibility and autonomy will facilitate integration of the O&M perspective into system design, which will reduce lifecycle costs and achieve long-term sustainability. Such a system would also make it possible to identify future STC leaders (technical managers required for the O&M phase) during the E/S and construction phases. Early identification of future


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leaders from the PMU organization will lead to early capability-building activities in the organization, as they develop competency and acquire a holistic understanding of the integrated systems.

The STC organization shall start with a core team (i.e. PMU), and it will gradually evolve into its full form before start of the O&M phase. With the STC in charge of all phases, the engineers, supervisors, technicians, and operators (required for O&M phase) can be trained during the construction phase by the system contractors and Original Equipment Manufacturers (OEMs) to equip them with necessary knowledge and skills to effectively handle supervisory tasks for the O&M activities. The technical training should be done by visiting successful cases overseas and by inviting contractors and OEMs to Colombo. There should also be independent training on management and operational skill development, such as financial and business planning, maintenance auditing and service operations and general problem-solving.

All successful overseas metro systems, such as the Tokyo and Delhi Metros, share four key principles in their organizational design:

• The rail business unit is designed as a function-based organization. This is necessary to achieve the required level of competency in each railway system function, which needs to have specialised functional areas.

• The non-rail business unit (non-core) is designed differently from the rail business unit (core). This is important because the culture, skills, recruitment process, and business unit basis differ for the two businesses. Railway businesses require rigid adherence to technical standards to ensure safety and achieve specific operating standards, while non-rail businesses need creativity and flexibility to enhance non-fare box revenue.

• All decision-making authority is delegated to the board. Complete empowerment of the STC Board of Directors can achieve transparent corporate governance, faster decision-making, and rapid project implementation.

• An internal independent safety monitoring unit is important for controlling the system’s safety and security by monitoring daily O&M activities. Since a railway system involves running trains through narrow passages with a high density passenger load, it is critical to ensure safe and secure operations.

b) Staffing

The staffing planning mentioned here is on a general basis and is independent of what type of funding and contractual scheme will be selected. The staffing requirements are subdivided into three stages: Planning and Basic Design; Engineering Services (E/S); and Revenue Operation.

1) Planning/Basic Design Stage

The hardware plan for the railway is essentially something that must be decided based on what sort of operations and what kind of scheme will be implemented. Therefore, an entity which mainly carries out that task is required when planning the railway.

Generally, in an urban railway, a local government authority will, based on urban transport policies, independently carry out facility planning based on an operations structure and a standard of provided services. However, Sri Lanka has no experience in operating urban railway systems and it is difficult for MOT by itself make decisions.


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On the other hand, as discussed so far in this chapter, in order to implement the SKYTRAIN and make use of a variety of overseas knowledge, it is proposed to develop operations and establish a public company (STC) which would be comprised of the MOT and the possible contribution of external advisors from some reputable monorail operators combined into a single body. For concept of a railway that aims to actualise and fulfil the role of an urban transportation railway in the future, operations must be developed using a structure decided by MOT which is the principal shareholder of the STC, and is also ultimately the main planning body that will take advice from external advisors participating in the STC - based on their experience in operating urban railways.

In order to implement this, the STC must be established prior to the planning stage of SKYTRAIN, or else the main planning body set up and a system put into place for possible discussion by members who can fulfil the primary role of the STC in the future.

Therefore, if it is firmly decided to develop the SKYTRAIN, the preparatory organization must be established as soon as possible. At this stage, the STC is assumed to be the small-scale organization to make decisions in the future.

Furthermore, it is necessary to implement the basic design and detailed planning of the SKYTRAIN with the SMA and STC as the main body and with cooperation from the central government. After securing the investment necessary to address this kind of system and basic planning operation, a period of two years will be necessary to finish basic planning and start construction.

2) Construction Bidding/Construction Management Stage

After the completion of basic planning and procurement of the financing for construction, implementation of bidding and construction management will be conducted by the STC. At this stage, STC will be assisted by a Consultant that will provide the Engineering Services (E/S) including bid document preparation and assistance in bidding. It is also necessary to procure the needed personnel for the management of these activities. This staff would be the one forming the PMU mentioned before.

Therefore, it is necessary to start the recruitment of personnel six months before the completion of basic planning, and when the basic planning is completed, it will only be necessary to secure the suitable personnel to transfer for bidding works. The staff hired for the PMU would eventually become permanent staff of STC.

Also, if operations and investment procurement is performed in an orderly manner, one year will be required from the start of bidding until the commencement of construction, and the period for construction will be 4~5 years until completion.

3) System Expansion towards the Start of Business

The level of staff requirements for the revenue operation would vary greatly depending on the selected funding and contractual scheme, from a minimal requirement in case of a concession operation with a Net Cost scheme to the maximal requirement under a fully direct operation and maintenance by STC. In this particular subsection, we describe the case of direct operation as being the most complex scheme in terms of procurement of suitable staffing.

Prior to the start of business operations, it will be necessary to train the personnel, particularly the drivers that will be required for the start of operation. Due to the large number of required drivers, the hiring of a number of instructors at the stage when on-site


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training is possible is advised. The driving instructors who develop the system to train drivers on site by themselves must be trained overseas.

The selection of personnel to be trained overseas must be in accordance with the training system of the concerned parties abroad. In this regard, the personnel will be required to speak the language of the corresponding country, or at least have a very good command in English. On the assumption of training in Japan, a suitable number of personnel will be selected and pursue one year of training in Japan with proper education allowing them to become instructors themselves, receiving a License as Drivers and Instructor from the corresponding Japanese accredited agency. This would necessarily include Japanese language lessons. Subsequently, the personnel will train the drivers, including test drives at the start of operations for a part or section of the completed area. If the period of training in Sri Lanka will take one year and the test drive will take six months to complete, training in Japan for the driving instructors will have to take place two and half years before the start of operations.

The MOT should create a section to be accredited to issue Driver Licenses for Monorail drivers based on training and test certificates issued by the Licensed Instructors.

It will not be a problem if the training period in other areas is short compared to that of the drivers, but train control centre personnel require six months training before the start of test-driving. The OEM Instructors will conduct training at the actual site to a suitable number of future STC Instructors. In order to be able to start training, recruitment will need to be done one year before starting operations. The training period for station employees should take half a year from the start of test-driving. However, the number of personnel could be considerably large, and therefore it is desirable that about 20 persons would be trained as instructors in Japan and the on-site training system will be developed. The training period for each instructor is assumed to be one month.

Furthermore, regarding maintenance, it is necessary to decide what to do regarding the share of outsourcing and in-house maintenance activities. In order to address this at the start of test-driving, it is necessary to proceed according to the defined maintenance requirements.

8.2.2 Operation Scheme

The railway businesses in general and particularly since the expansion of the industry in 19th century, has been developed with strong expertise in railway engineering as well as operational supervision, evaluation, management and control activities. Currently, railway companies provide comfortable and pleasant, safe and secure, and environmentally conscious travel. In addition, they developed the IT based ticketing, fare collection and settlement system serving also as a managerial information tool. This was brought about through the development of a railway organization integrated vertically and horizontally.

The railway industry around the world, however, has been re-organizing or re-shaping in order to introduce more effective operations and define responsibilities among different types of operations. Some auxiliary services such as the rolling stock and station cleaning, station security, ticketing and IT services are outsourced. Holding company options have been used when a railway has many lines and/or its business has a wide range of activities.

Those vertical and horizontal disintegrations are considered as a way to make clear the


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responsibilities of each activity and at the same time to achieve more effective operations. One should note - as the key feature in those cases - that the railway companies always keep their main operations and their management under their direct control and thus they maintain their institutional capacity within the organization.

Given the above global trend and also the relatively recent introduction of Public Private Partnership (PPP) schemes, the possible types of contracts for the implementation of the SKYTRAIN could be some of the following:

(A) ODA including O&M Concession,

(B) Operation and Maintenance Concession under PPP Net Cost Scheme,

(C) Operation and Maintenance Concession under PPP Gross Cost Scheme,

(D) Direct Operation and Contracting Maintenance,

(E) Direct Operation and Direct Maintenance, and

(F) Direct Operations with Contractual and Outsourcing as illustrated in the following table.

For purposes of convention, in Table 8.2.2 the government is the public party of the PPP, and concessionaire to the private party of the PPP scheme.

Table 8.2.2 Type of Contract

Type of Contract Definition

(A) ODA Implementation + Concession O&M Leasing (PPP Net or Gross Cost)

The government builds the entire infrastructure (civil, E&M and rolling stock) using private sector contractors, and then engages the private sector to undertake O&M through a concession. The government sets safety and service standards, service levels, and fare structure and level.

The concessionaire retains all fare revenue. The form of concession contract will be taken from either (B) Net Cost or (C) Gross Cost Schemes mentioned below, and the division of roles between the government and the private sector in the O&M contract will correspond to (B) or (C) accordingly.

This type is applicable when using ODA or its own funds to finance the project and outsourcing maintenance.

(B) Concession O&M

(PPP Net Cost)

Hybrid: Gov.:civil (i.e. VGF);

private: E&M + rolling stock

In the case of full PPP, the Private sector funds the entire project, but this will not be considered now. In the case of a Hybrid, the government manages civil infrastructure delivery using private sector contractors; the government engages the private sector to provide electrical and mechanical (E&M) assets and trains and to undertake operation and maintenance (O&M) through a concession. Hybrid PPP is equivalent of having a VGF (Viability Gap Fund)

The government leases the civil infrastructure to the concessionaire.

The government sets safety standards and the fare structure.

The concessionaire determines services to be provided and retains fare and other revenue. The government may need to make additional payments to the concessionaire to cover revenue shortfall, and if revenue exceeds costs, the concessionaire pays back the excess to the government.


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Type of Contract Definition

This type is applicable when using a PPP scheme such as Build Operate Transfer (BOT) for the E&M portion and Build Lease Transfer (BLT) for infrastructure.

(C) Concession O&M

(PPP Gross Cost)

Hybrid: Gov.: civil (VGF); private: E&M + rolling stock

The government builds civil infrastructure using private sector contractors.

The government engages the private sector to provide E&M and trains and to undertake O&M through a concession; the government sets safety and service standards, service levels, and fare structure and level.

The government pays the concessionaire an amount equal to the costs the concessionaire incurs in providing agreed services as established through a competitive, quality-based tender.

The government retains all fare revenue.

Same as above, this type is applicable when using a PPP scheme such as BOT for the E&M portion and BLT for infrastructure.

(D) Direct O & Contract M

The government builds civil infrastructure and E&M systems using private sector contractors using ODA or its own funds.

The government engages in overall operation activities with their own staffing.

The government contracts with an external entity to provide maintenance services.

(E) Direct O&M The government builds civil infrastructure and E&M systems using private sector contractors using ODA or its own funds.

The government engages in overall operation and maintenance activities with their own staffing.

(F) Direct Operations with Contractual and Outsourcing

The government builds civil infrastructure and E&M systems using private sector contractors using ODA or its own funds.

The government engages in overall operation activities by their own staffing for core operations but some non-core operations are contracted out or outsourced.

The government contracts with an external entity to provide maintenance and other railway related services.


8.2.3 Maintenance Schemes

(1) General

Maintenance management is a concept which integrates all the activities of maintaining and controlling rolling stock and other facilities ranging from commissioning to heavy repair.

In order to maximise the effectiveness and productivity of the system as a whole, a planned but also corrective maintenance policy is required. The primary aim is the prevention of faults to the greatest extent possible and when they do occur, restoring the items concerned to their former condition as quickly as possible at any time. Maintenance involves carrying out the functions of inspection, servicing and repair.

To achieve optimum efficiency of maintenance efforts, maintenance philosophy and planning should not only consider the previous and present condition of the items concerned, but also their future expectancy and life cycle and the economic aspects of maintenance. Early failures, unexpected failures and failures due to wear and tear can also occur within the life cycle of any


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individual component. Each of the above problems must be approached in a different manner.

The Maintenance Philosophy for the SKYTRAIN must therefore not only provide preventive maintenance, but also for predictive maintenance and to a certain extent trouble-shooting maintenance in respect of specific items. The aim will be that the operation of the rolling stock and other facilities provided, will be safe and the service and maintenance of all facilities and rolling stock will be carried out accurately so as to extend their life to a point economically and physically justified. This section describes the general maintenance alternative schemes available for the SKYTRAIN. There are, however, only two basic schemes for maintenance, to wit:

• Direct Maintenance (by Owner/Operator)

• Outsource Maintenance (by third party contractor)

As its name indicates, Direct Maintenance is the scheme where the Owner/Operator carries out the maintenance activities with an in-house work force. This scheme is self-explained, and does not require further elaborate description. Outsourced maintenance, on the other hand, has different options for the degree and tasks to be outsourced. The section below describes those options.

(2) Maintenance Outsourcing Schemes

An important consideration in making the maintenance outsourcing decision is what aspects of maintenance to outsource. If we consider the maintenance management process as consisting of six major steps, as shown in Figure 8.2.3 below, then a number of options exist.

Figure 8.2.3 Maintenance Task Work Flow

In the first instance, organizations may choose simply to outsource the work execution step, while retaining the remaining steps in-house. This is often done on a limited basis, for example, when employing contractors to supplement an in-house work force during times of high workload. This is the minimalist approach to outsourcing.

An alternative approach is to outsource all of the above activities with the exception of the analysis and work identification steps. In this approach, the contractor is permitted to plan and schedule his own work, and decide how and when work is to be done, but the outsourcing organization retains control over what is to be done.

A third approach is to outsource all of the above steps, thus giving control over the development of equipment maintenance strategies (i.e. Preventive and Predictive Maintenance programs) to the


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contractor. In this instance, the contract must be structured around the achievement of desired outcomes in terms of equipment performance, with the contractor being given latitude to achieve this to the best of his ability. There are advantages and disadvantages to each approach, and the most appropriate approach will depend on the client’s particular situation.

Accordingly, outsourcing needs to be well targeted and framed by properly worded contracts. When outsourcing railway maintenance there are two contractual strategies to follow: i) functional requirements, and ii) job specific requirements. As stated in the paragraphs above, variations of the two do exist and it is also possible to choose a mixture.

Contracts based on functional requirements, also known as Key Performance Indicators (KPI), are typically related, for example, to track quality, track availability, rolling stock availability, AFC availability, etc. A price for the contract is negotiated prior to the implementation of the contract, bonuses and penalties are used if performance is better, or worse than agreed upon. The time horizon for contracts could be 5 to 10 years, but also longer depending on investment.

Contracts based on job specification requirements are for example rail grinding, tamping, inspection and revision of signalling system, station equipment repair, etc. Typical time horizon is short, equal to the duration of the job.

Looking at how maintenance fits into the wider asset management strategy of an organization also raises interesting challenges.

For example, one challenge that needs to be met is how the maintenance contractors will interface with the railway operators, and the relative responsibilities and duties of each party. Many organizations today are adopting Total Productive Maintenance principles, which encourage operators to take a higher level of responsibility for equipment performance, and also encourage them to perform many minor maintenance tasks. There is also a growing realization that the manner in which equipment is operated can have a huge bearing on maintenance costs and the maintenance activities required to be performed if equipment performance targets are to be met. A high level of teamwork between the Maintenance contractors and the railway operators is, therefore, vital to the successful completion of the contract. This leads to the view that an alternative, and possibly better, approach to the outsourcing of maintenance is to include operation in the scope of the contract, hence, the letting of Operations and Maintenance contracts.

Finally, taking things one step further again, there is also a growing realization that maintenance is limited in achieving higher equipment performance by the fundamental design of the equipment being maintained. The best that maintenance can achieve is the inherent reliability and performance of the equipment that is built in by design. There is, therefore, a school of thought that says that the best way to overcome this limitation, in an outsourcing environment, is to also give the contractor responsibility for the design of the equipment. This can be done either by giving him responsibility for ongoing equipment modifications, or by giving him responsibility for the initial design of the equipment, as in a BOOM (Build, Own, Operate and Maintain) contract, which is gaining favour in many infrastructure projects.

Accordingly, there is a trend to contract the Original Equipment Manufacturer (OEM) as the Maintenance Contractor for newly implemented projects, where equipment is not well known to the owner and it is still under warranty.


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8.2.4 Evaluation of O&M Schemes

(1) Operations

In this section each type of contract is evaluated in consideration of possible funding schemes.

ODA + O&M leasing

The first type of contract of the six mentioned in Table 8.2.2 corresponds to a project implementation funded by the Government’s funds, either by ODA or other direct funding schemes. Although there is no contribution from the private sector on the project capital funding, this scheme is also considered as a PPP scheme as private participation is still included in the operation and/or maintenance of the system, conveying some of the risks to the private sector.

Once the infrastructure is built, the entire operation and maintenance is leased to a concessionaire for a certain period of time based on public bidding. This scheme is usually implemented under a Net Cost Scheme where the private sector assumes the market risk, but controls the revenue. The concessionaire pays a fixed amount to the government for the leasing of the facilities.

Operation by Concession

The next two types of contracts of the five mentioned in Table 8.2.2 correspond to the appropriate contract for implementation funding under a PPP scheme (the Net Cost Scheme and the Gross Cost Scheme). They are applicable for either a wholly privately funded project under BOT or, in case of a funding scheme, with Public participation by means of Viability Gap Funding (VGF) or a Hybrid scheme. In the case of a fully private investment project, the concessionaire owns the infrastructure and the Electrical and Mechanical (E&M) system, and in the case of public participation in the capital investment (Hybrid), the Government would own the infrastructure and lease it to the concessionaire, while the concessionaire owns the E&M system.

The main difference between these two schemes, the gross and net cost schemes, is who controls the revenue collection and the method of payment to the private concessionaire. In the case of the Net Cost Scheme, the concessionaire collects the revenue and pays an agreed fixed amount or a percentage of the revenue to the government (the implementing and supervisory agency, in our case STC). Although the risk of low ridership rests on the private party in this case, the concessionaire would usually request a Minimum Revenue Guarantee (MRG). In the case of a Gross Cost Scheme, the government retains the fare revenue by either collecting it by itself or collected by the concessionaire and then transferred completely to the agency, and then pays an agreed fixed amount to the concessionaire. The risk in this case is entirely on the government side.

There are some points worth mentioning for both cases:

• The Net Cost Scheme

This scheme puts most of the risk on the concessionaire, but to make the project commercially viable the Government is usually required to provide a MRG. However, the floor line should be carefully defined, as if it is too high it will lead to lack of encouragement by the concessionaire to improve services or provide excellent maintenance, as a possible reduction in capacity will eventually not greatly affect its profit.


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On the other hand, there should be some kind of protection for the concessionaire if the planned railway network assumed during the forecast analysis is not completed as scheduled by the government. Under the Net Cost Scheme the owner/government has little hands-on control regarding the operation and maintenance of the system (a.k.a. Loss of Control), and also it is difficult to gain experience for its own in-house technical staff (a.k.a. Loss of Expertise).

• Gross Cost Scheme

In the case of this scheme, the owner/government bears all the demand risk; there is a fixed amount to be paid to the concessionaire for O&M services where such amount is bid for prior to the selection of the concessionaire. Therefore, there is no need of an MRG. The government (implementing agency) has more control over the operation and maintenance activities (supervisory control), but requires a sufficient level of technical capability to perform such supervisory control.

As we can clearly see, both schemes have advantages and disadvantages that are being weighed differently by different agencies around the world. The conditions, requirements and needs of each agency or government will rule the decision on the best appropriate contract scheme.

Each type of contract could be tailored to the needs of the government and the project situation by incorporating specific clauses to address some of the issues mentioned above. For example, loss of control and expertise can be addressed by a tight requirement for performance supervision by the Owner to the concessionaire and approved training throughout the concession period to the in-house staff, respectively.

Direct Operation by Owner

The last three types of contracts of the six mentioned in Table 8.2.2 correspond to a project implementation funded by the government’s funds, either by ODA or other direct funding schemes or with direct operation by the government. As mentioned before, albeit there is no contribution from the private sector on the project capital funding, except for Direct O&M by the Government (E), these schemes are also considered as PPP schemes as private participation is still included in the operation and/or maintenance of the system, conveying some of the risks to the private sector.

In all these cases, the government, using its own funds, contracts private contractors to build the infrastructure and E&M systems. The difference among them is the outsourcing of operations or maintenance.

If the government is in a good financial condition, this scheme could be applied; despite the fact that the global trend is to include the participation of the private sector in order to reduce the financial burden on the State, allowing more resources to be used for other urgent matters.

The main challenge is how to obtain the know-how in the case of countries which have no internal experience with urban railway operation, like Sri Lanka. In order to resolve this, it is possible to construct infrastructure and E&M systems, and administer operations and maintenance while aiming for cooperation with private companies who have the expertise and specific know-how so technology can be transferred to the local people.


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(2) Maintenance

In this subsection the outsourcing of maintenance services is evaluated.

Benefits

First of all, the advantages of outsourcing the railway maintenance works over in-house maintenance are enumerated below. Companies surveyed in the UK indicated that the main benefits were reported to be3:

• Reduction in the cost of obtaining the service 78%

• Reduction in the headcount of the organization 65%

• Increased flexibility of the business enterprise 61%

Very often not only the potential economical savings are identified as the main reason, but there are also other potential advantages that could defend a decision to outsource one or more activities:

• Outsourcing enables budget flexibility allowing operators to pay for only the services that are needed and when they are needed.

• Using a contractor to focus 100 percent on a particular area lets the Owner/Operator better manage existing assets, and focus in-house resources on core functions

• A trend toward outsourcing maintenance and adopting asset management applications is helping operators make the improvements which are crucial to keeping a railway system up and running, and keeping costs down.

• Warehousing and supply chain management will improve. Procurement of needed spare parts and equipment will be faster by employing technical experts doing the canvassing, evaluating, and testing up to acceptance of delivered spare parts.

• Less red tape or bureaucratic procedures. If maintenance is under the government, it always requires government agencies such as the Auditor General to carry out purchases of spare parts.

• Standby funds are always available.

• It also reduces the need to hire and train specialised staff by the government operator, bringing in engineering expertise from the outside, and reduces capital expense, yielding better control of operating costs. Salaries are set to be attractive to acquire/hire qualified personnel (engineers. technicians, consultants, etc.).

• Unique technical expertise of the contractor, Improved quality of work and access to skilled personnel

• Reduced risk

Nevertheless, one of the main reasons to resort to outsourcing the railway maintenance activities in the case of a newly built railway system, in a country with no previous experience on mass

3 An Overview to Outsourcing – Trends and Different Options. SINTEF, Norway, Nov. 2003


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transit railway systems, is the limited in-house resources, and lack of equipment and expertise.

Secondly, as mentioned in a previous subsection, the level of outsourcing, i.e., How much maintenance to be outsourced?, can vary, having advantages and disadvantages to each approach, and the most appropriate approach will depend on the client’s particular situation.

Needless to say, the degree of involvement of the Owner/Operator in maintenance activities will depend greatly on the technical capability of its in-house work force.

Common practice globally is that when an outsourcing scheme is applied and an experienced well established Operator is involved, the operator usually keeps control what and when. However, in the case of a newly formed Operator or Owner/Agency, the approach would be to outsource all activities under an equipment performance type of contract (functional requirements or KPI).

Pitfalls and Concerns

In the previous sections we discussed potential benefits that could be the result of an outsourcing strategy. However, there is no guarantee that these benefits will be achieved, and there could also be negative effects of the outsourcing:

• Loss of control

• Loss of expertise

• Taxes

• Contractor is not capable for doing the job

Loss of control

When work is outsourced to a contractor, the Owner/Operator transfers control over the activity that is outsourced to the contractor. To some extent, the Owner/Operator can implement countermeasures against this by conducting audits of the contractor, but full control is almost impossible to obtain. The overall responsibility will be placed on the Owner/Operator, at least in the view of the public/customers.

Loss of expertise

A frequently encountered negative effect of outsourcing is that the owner loses important knowledge, competence and expertise within the area that is being outsourced, or in the case of a newly formed operator, they fail to gain suitable experience, remaining unaware of the necessary maintenance procedures and skills.

“Loss” here is applicable to existing an experienced Owner/Operator “losing” expertise and control, but in the case of a new Owner/Operator it means losing the possibility to acquire such expertise and control.


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8.2.5 Proposed O&M Scheme

(1) Operations

Given a proper setting of STC as mentioned above, STC should engage in the task of implementing the SKYTRAIN. After discussion with different high level authorities in Sri Lanka regarding the mode of implementation of this project, it was considered that the vision of the Government of Sri Lanka is to have the SKYTRAIN wholly government funded, probably with some considerable portion being an ODA.

It is still undecided if the O&M could be given in concession to a private party or not, thus leaving the Options (A), (D), (E), and (F) mentioned in Table 8.2.2 as possible schemes to be applied in the implementation of the SKYTRAIN.

(2) Maintenance

This subsection introduces our proposed maintenance scheme, which is a general description of the most appropriate scheme for this project, and it is independent from the mode of implementation that would be finally selected.

The Study Team, considering all available information, site conditions, potential technical and financial capabilities the of future STC, is suggesting the following maintenance scheme for the SKYTRAIN: The Concessionaire/Operator shall outsource the maintenance activities, preferably to a contractor closely linked to or associated with the main OEM (Rolling Stock), including, among others, light & heavy maintenance, troubleshooting, and procurement of capital and consumable spare parts.

The reasons to choose this scheme are that to date, the implementing and supervisory agency STC has not yet been established. Then, it is not baseless to say that the required technical level of knowledge and capability to have direct control over the O&M activities would not be achieved by its in-house staff by the time of the opening for revenue of the first line.

Due also to the complexity and difficulty of the maintenance of the E&M systems, lack of experience due to the fact that Sri Lanka currently has only a non-electrical suburban railway, and the condition of having a Warranty period in effect right after the opening for commercial revenue, it is highly recommendable to subcontract (outsource) all maintenance activities to a well experienced and capable contractor, preferably to the rolling stock OEM, as it is one of the critical and more complex railway subsystems that should be properly maintained.

(3) Scope of Work

This subsection offers a follow up of the Scope of Work of Agency in subsection 8.2.1 with a more specific description of the scope of work for the possible schemes mentioned above.

We first suggest the outline of the responsibilities to be addressed by and between the STC, which is represented as the owner/Authority (A), the Concessionaire/Operator (O), if any, otherwise its responsibilities lay on STC, and the Maintenance Contractor (C). A basic matrix of tasks and duties for the three stakeholders is shown in Table 8.2.3. The basic concept of sharing of duties is that the Owner approves, the Operators monitor, and the Contactor implements the Maintenance Plan, which is prepared based on policies and guidelines for maintenance, and the OEM


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maintenance guidelines. They all should be bound by two contracts: a Concession Agreement between STC and the Operator (in the case of a Net Cost Scheme) or Service Agreement (in the case of a Gross Cost Scheme), and a Maintenance Contract between the Operator and Contractor for a period between 3 to 5 years.

The monitoring and supervision of the maintenance activities should be done using a Computerised Maintenance Management System (CMMS). Currently, the software MAXIMO© is one of the most widely used CMMS.

Capital equipment (rolling stock, subsystems, etc.) replacement due to end of life cycle or new acquisition due to capacity expansion is the responsibility of the Owner or Concessionaire depending of the type of contract, if any.


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Table 8.2.3 Tasks & Duties Matrix for Maintenance

Task Responsibility

Maintenance Authority/ Owner

Operator/ Concessionaire

Contractor of Maintenance

1 Formulate policies and guidelines in the maintenance of rolling stock, E&M subsystems, and civil works

√

2 Approve policies and guidelines in the maintenance of rolling stock, E&M subsystems, and civil works

√

3 Implement policies and guidelines in the maintenance of rolling stock, E&M subsystems, and civil works

√

4 Inspect repair maintenance activities of the maintenance contractor √

5 Implement of all maintenance activities related to rolling stock, E&M subsystems, and civil works

√

6 Approval of special repairs and corrective maintenance activities √

7 Approval of large rehabilitation programs of capital equipment √

8 Monitor Maintenance progress implementation of all maintenance activities by using CMMS

√

9

Monitors the performance of the contractor and oversee the proper implementation of Quality Assurance/Quality Control of all maintenance/repair works

√

10 Audit/approve status reports of the maintenance of the tools and equipment

√

11 Supervise and monitor the Contractor to plan and procure local and foreign spare parts, material, tools and equipment

√

12 Plan and procure local and foreign spare parts, material, tools and equipment

√

13 Supervise the control of inventories and the issuance of spare parts √

14 Responsible for the control of inventories and the issuance of spare parts √

15 Prepare annual materials/spare parts budget (local and imported) for the operation and maintenance of the system

√

16 Assist in managing the procurement process √


Accordingly, all parties (the Owner, Operator, and Maintenance Contractor) should adopt the concept of fully integrated teams. The recommended functional organization structure is shown in the following figure, showing the case of operation by concession.


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Figure 8.2.4 Functional Organization Structure for O&M Scheme

The following measures should be taken into consideration to avoid the issues seen in other railway systems;

It is important that the Owner/Operator be able to have some hands-on control over the maintenance process in order to maintain the growth of the capacity building of the in-house workforce at all levels, especially the technician level.

Although in the beginning all works should be assigned to the Maintenance Contractor, eventually, STC would desire to have more control and expertise through Capacity Building programs over the years in order to reach a level where the what and when are controlled by the Owner/Operator.

Approved training programs should be carried out periodically to the benefit of the STC’s in-house technical staff in all related activities of the O&M of the system.

Eventually, STC should be able to take more responsibilities, control, and risks in time for the implementation of the new railway lines (extension) that will increase the network in Colombo, and also in time for when the Concession Agreement for the SKYTRAIN expires, and STC would have to take control.

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Maintenance Contract.What, when, and how.

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LawApproval

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Implementing

STC


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8.3 Structure of Operation and Maintenance

The operator and the maintenance contractor’s objective in selecting and developing the organization structure is to ensure that the organization will provide clear lines of formal communication and control, and effective informal communications (networking). The organization must also function smoothly both internally and in its relationship with its counterpart (STC/Contractor) and the various agencies that will be involved directly or indirectly with the project. It will clearly identify the functional requirements related to the management of this contract; it will provide the correct balance of management and operational staff and the optimum numbers, categories and disciplines of staff to ensure the technical and managerial success of the maintenance activities for the SKYTRAIN.

Accordingly, the operator/maintenance contractor should follow guiding principles in its organization structure and adopt the concept of fully integrated teams. The entire organization could be subdivided into management/administration and site maintenance groups.

Because it might take time to cultivate a suitable environment for the contractor in Sri Lanka, it is necessary to decide whether or not to expand the responsibilities of the contractor in light of the situation as it develops. An organizational chart of the operator (STC) is shown in Figure 8.3.1 and that of the maintenance contractor is shown in Figure 8.3.2, which is a suggested functional framework assuming that a relatively large-scale maintenance operation can be introduced instead of separate systems for individual facilities. Maintenance operators can be segmented depending on the subject, or alternatively, there is a great possibility that one section will directly supervise the operators; but whichever the case may be, the organizational development must be performed in order to implement a singular operations and maintenance structure from the total framework of the operators and maintenance operators.


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8.4 Operation and Maintenance (O&M) Cost for SKYTRAIN

The Operation and Maintenance cost for the SKYTRAIN was estimated based on the Operation plan envisaged in Chapter 8.2.2 and 8.2.3. The principal components of the O&M cost are labour for both operation and maintenance, materials (spare parts), and power consumption for both rolling stock and other facilities. It was assumed that rental of office will not be necessary as such facilities will be built within the depot, and also no extra security (professional guards) will be needed. The main parameters used to determine the cost are the track length, number of stations, number of trains, train-km/year, number of RSS, etc.

Except for electrical power rates, the prices of each item were estimated using current unit prices of existing similar railway systems.

8.4.1 Labour

The workforce needed to operate the SKYTRAIN was determined based on standard needs for each Department in the Organization Chart. The manpower needed is considering for the operation and maintenance without subcontractors. Some of the functions could be subcontracted, as explained in previous sections, but for purposes of the cost calculation we assumed all personnel as in-house staff. The effect on cost in the case of subcontracts is minimal and can be neglected.

Manpower for administration and management is considered to be a constant number, independent of the size of the system (length of tracks, number of stations, number of trains, etc.), but based on similar organizational structures.

The staffing for other technical departments depends on the size of the system, and the ration is based on detailed evaluation of duties, number of shifts, and number of persons needed for each task. For example, the number of drivers is assumed to be 5 drivers per train for multiple shifts, in the case of one-man driving mode (no conductor). In the case of station teller, 2 staff per station per shift (two shifts per day), so 4 persons per station. The breakdown of staffing for the Colombo SKYTRAIN is shown in Table 8.4.1.

The cost of labour is estimated based on average annual wages for different categories of staff. These values were provided by MOT as reference. The different average annual wages are shown in Table 8.4.2. The combination of these two tables gives the result of US$8.86 million per year in terms of manpower. The results are summarised in Table 8.4.4.


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Table 8.4.1 Manpower Breakdown for SKYTRAIN


Table 8.4.2 Average Salaries for Different Staffing Categories


8.4.2 Spare Parts (materials)

The cost of spare parts (materials) was determined as an average ratio per several parameters, such as train maintenance, track maintenance, train operation, etc. among 7 existing monorail companies in Japan. Those ratios were aggregated for length and train-km related items and applied to SKYTRAIN’s case.

The table showing the data with the spare parts cost from the seven companies is shown in Table 8.4.3. The aggregated average annual value for the length related ratio is US$0.275 million per

Summary: StaffRs/year US$ M/year Rs Millions/year US$ M/year

Management 15 2,000,000.00 0.0154 30.00 0.23

Administration 130 1,000,000.00 0.0077 130.00 1.00

Engineers 113 1,000,000.00 0.0077 113.00 0.87

Technicians 419 1,000,000.00 0.0077 419.00 3.22

Drivers 120 800,000.00 0.0062 96.00 0.74

Station Tellers 108 600,000.00 0.0046 64.80 0.50

Station Assistants 216 700,000.00 0.0054 151.20 1.16

Cleaning Staff 351 400,000.00 0.0031 140.40 1.08

Total 1,472 777,445.65 average per person 1,144.40 8.80

Annual CostAverage salary

Main parameter Value Ratio Staff

Administration Fixed 145

Management 15

Administrative 130

Operations

Management fixed 16

Train Control (OCC) fixed 40

Drivers # of trains 24 5.0 120

Stations # of stations 27 3.0 81

Station Tellers # of stations 27 4.0 108

Engineering & Maintenance

Management fixed 38

Civil, Track line length (km) 23.7 6.0 142

Signalling, traction, AFCline length (km) 23.7 4.0 95

Power # of RSS 6 4.0 24

Rolling Stock # of trains 24 4.0 96

Cleaning Staff # of stations 27 13.0 351

Security Stations # of stations 27 8.0 216

Total w/o Cleaning 1,121

w/Cleaning 1,472

Item

line length (km)


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km of track, and the equivalent for train operation is US$7.25 per train-km. It is assumed that that within the initial investment cost, the manufacturer is delivering spare parts equivalent to three years of operation. Hence that cost is not included for the period 2021-2023, however, a cost of US$4.39 million per year is estimated, based on contractual data from existing operators, 22% of the total cost corresponds to consumable material for the necessary for consumable materials for maintenance. The annual cost for spare parts for 2024 is US$19.97 million.

Table 8.4.3 Data of spare parts cost for selected Monorail Systems in Japan (2010)

Source: Japan Railways Annual Statistic Handbook, 2010

8.4.3 Power Consumption

Based on a computer simulation of the operation plan, the power consumption was estimated to be 22.76 million kWh for 2021, 33.43 million kWh for 2025, and 44.09 million kWh for 2035. Assuming a power rate of 24 Rs per kWh, the total annual cost for power consumption was estimated for SKYTRAIN, and it is shown in Table 8.4.4.

8.4.4 Summary

The summary of O&M costs per year and per item is presented in Table 8.4.4. The O&M Cost for the opening year (2021) would be around US$17.46 million. As a verification of the cost, the value of O&M cost per track km and per train-km of the SKYTRAIN was compared with the seven (7) existing monorail systems in Japan. The average of the existing Japanese systems is shown in Table 8.4.5. In turn, the ratios for the SKYTRAIN for the year 2025 are 1.78 US$M/km and 15.5 US$/train-km, which indicates an acceptable range for the SKYTRAIN.

Table 8.4.4 Operation & Maintenance Cost


Tokyo

Monorail

Syonan

Monorail

Chiba

Monorail

Tama

Monorail

Osaka

Monorail

Kitakyusyu

Monorail

Okinawa

MonorailAverages Aggregated

Track cost per km US$M/km 0.474 0.138 0.049 0.053 0.136 0.024 0.083 0.137

Power supply cost per km US$M/km 0.156 0.037 0.151 0.262 0.060 0.173 0.127 0.138

Rolling Stock cost per train-km US$/train-km 1.823 0.999 1.489 6.388 1.864 3.014 1.458 2.434

Operation cost per train-km US$/train-km 1.972 1.595 1.025 1.054 1.654 1.497 1.379 1.454

Others cost per train-km US$/train-km 7.16 0.84 3.19 4.02 5.97 1.25 1.10 3.360

Item

7.248

0.275

Unit : US$Mill

Item/Year 2021 2024 2025 2030 2035

Manpower 8.86 8.86 9.54 10.10 10.10

Administration, OCC, fixed 1.95 1.95 1.95 1.95 1.95

Stations 2.28 2.28 2.28 2.28 2.28

Civil, Tracks 1.82 1.82 1.82 1.82 1.82

Rolling Stock 1.48 1.48 2.15 2.71 2.71

Power 0.25 0.25 0.25 0.25 0.25

Cleaning Staff 1.08 1.08 1.08 1.08 1.08

Spare Parts 4.39 19.97 26.24 32.51 32.51

Power 4.20 4.20 6.40 8.14 8.14

Total 17.46 33.04 42.18 50.74 50.74


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Table 8.4.5 Comparison with Existing Monorail Systems (mil. USD)

Source: Japan Railways Annual Statistic Handbook, 2010

Operatio

nStations Cars train-km OM Cost

OM

Cost/km

OM Cost/

train-kmkm 1000 train-km/year US$M/year mil.US$/km USS/train-km

Tokyo (6cars) 17.8 11 120 3,321.5 75.6 4.25 22.76

Osaka (4cars) 28.0 18 84 2,284.0 38.9 1.39 17.04

Tama (4cars) 16.0 19 64 1,347.5 32.5 2.03 24.08

Chiba (2cars) 15.2 18 36 1,173.0 19.8 1.30 16.87

Okinawa (2cars) 12.9 15 26 1,047.0 13.6 1.06 13.03

Syonan (2cars) 6.6 8 21 617.3 11.2 1.70 18.13

Kitakyusyu (4cars) 8.8 13 40 666.8 12.1 1.37 18.14

Japanese average: 1.87 18.58

Operator


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CHAPTER 9 MMC and P&R Development

9.1 Introduction

The CoMTrans Master Plan proposed the importance of facilities which provide convenient

transfer between each transport mode. The Multi Modal Transport Hub at Fort, Multi Modal

Centres at suburbs of Colombo, and Parking & Ride Facilities were proposed.

In line with the feasibility study on the monorail system, this chapter aims to discuss the

development of Multi-modal Centre (MMC) at Malabe and Park and Ride facilities (P&Rs) on the

monorail alignment, and describe the layout plan and cost estimations.

The locations of the MmTH, MMCs and P&Rs are illustrated in Figure 9.1.1


Figure 9.1.1 Locations of MmTH, MMCs and P&Rs in SKYTRAIN Project


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9.2 Development Concept for MMC and P&R

9.2.1 Role and Functions of All the Stations

The monorail route is proposed from IT Park Malabe to Kotahena, and a branch line from

National Hospital to Kollupitiya for the first phase. In the future, it is planned to extend the line

to Kelaniya MMC in the north and Kaduwela in the east. The areas along the monorail route are

identified considering four specific features, as shown in Figure 9.2.1.


Figure 9.2.1 Four Features of Monorail Stations

� Water Front: Stations from Kelaniya to Kotahena and Amour Street.

The monorail route in this section passes through the port or harbour front area and Kelani

River Area. Although the location of the stations between Kelaniya and Kotahena are not

identified yet, the water front character would be enhanced by the Monorail system and

following development. Development of the section is treated as Stage 2 and it is not

studied in this report.

� Business Centre: Stations from Sebastian Canal to Borella, and National Hospital to

Kollupitiya.

The monorail route in this section passes through the central area of Colombo, and it is

identified as a business centre. The monorail brings commuters to the area of the business

centre, and gives more opportunity to re-develop the area.

� Capital Corridor: Stations from Cotta Road to Battaramulla.

The monorail route in this section passes through the administrative capital area, more

specifically, Rajagiriya area of Sri Jayawardanapura Kotte Municipal Council and


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Battaramulla area of Kaduwela Municipal Council area. The Monorail brings passengers to

the government offices or other related facilities. It also encourages the development of the

capital area.

� Residential and Green: Stations from Palan Thuna to IT Park Malabe.

The monorail route in this section passes through mainly residential areas, and it provides

convenient public transport to the people residing the areas. There are wetlands and other

greenery still remaining. The area would be developed as an IT area with Malabe IT Park,

however, the green features should be kept for better environmental and residential

conditions.

All stations of the monorail route would have their own identity. Table 9.2.1 shows the design

concepts of the all stations based on the preliminarily observations around the station area. The

colour scheme is also proposed so that the all stations would have their own theme colour to show

their identity. Main feature of the stations and facilities to be planned are also shown in the table.

Table 9.2.1 Concepts of All Monorail Stations

Station Name

Design Concept

Colour Scheme

Transfer Point /

Main Features Facilities to be planned

Bus Station Plaza Car

Parking Others

Kelaniya MMC New Gate City Railway, BRT/Highway

Bus Terminal

Station Plaza, Taxi Berth, Pick-up / Drop-off Areas

P&R BRT Station, Railway Station, Pedestrian Deck

TBD - - - - - - -

Kotahena P&R Workshop Town Commerce Facilities Bus Stop Station Plaza Parking Area

Armour St. Calm Avenue Commerce Facilities Bus Stop

Sebastian Canal Old Town Bus Stop

Maradana City Bridge Railway Bus Stop Station Plaza Parking Area

Railway Station

Keselwatta New Developing Town

Commerce Facilities Bus Stop Station Plaza Parking Area

Fort MmTH Entrance of the City w

hite Railway, BRT/Bus

Terminal, Commerce Facilities

Bus Terminal


P&R

BRT Station, Railway Station, Pedestrian Deck, Road Improvement

WTC Urban Business Park

Office Complex Bus Stop Station Plaza Parking Area

Slave Island Bustling Town Railway, Commerce Facilities

Bus Stop Station Plaza Parking Area

Union Place Commercial Town

Commerce Facilities Bus Stop

National Hospital

Medical Centre Monorail Transfer, Hospital Complex, Town Hall

Bus Stop Transfer Station

Punchi Borella Leafy Street Residential Area Bus Stop


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Station Name

Design Concept

Colour Scheme

Transfer Point /

Main Features Facilities to be planned

Bus Station Plaza Car

Parking Others

Borella Crossing Artery Commerce Facilities, Bus Terminal

Bus Stop Station Plaza Parking Area

Cotta Rd. Homelike Town Railway, Residential Area

Bus Stop Station Plaza Railway Station

Welikada P&R Park Street Commerce Facilities Bus Stop


P&R

Rajagiriya P&R IT Business Centre

Office Centre Bus Stop


P&R

Diyawanna Lake

Water Park Park Area, Recreation Facilities

Bus Stop

Sethsiripaya P&R

Civic Centre Government Offices Bus Stop


P&R

Battaramulla Shopping Square

Commerce Facilities Bus Stop Station Plaza Parking Area

Palan Thuna St. Bus Stop Station Plaza Parking Area

Robert Gunawardena Mw.

Administrative District

Government Offices Bus Stop


Lumbini Temple P&R

Peaceful Forest Residential Area Bus Stop


P&R

Talahena Urban Nest Residential Area Bus Stop

Malabe MMC Sustainable Sub Centre

Fairground, Public Office

Bus Terminal


Parking Area

Public Facilities, Pedestrian Deck

IT Park Gate to ICT Entrance of IT Park Malabe, Residential Area

Bus Stop


P&R

Dharmapala Mawatha

Urban Green Highway Bus Stop

Kollupituya Ocean Park Railway, BRT/Highway

Bus Stop Railway Station



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9.2.2 Concept of MMC

Multi Modal Centres (MMC) are proposed in suburban areas. In the case of the Monorail,

Malabe Station is selected for the first phase and Kelaniya Stations are proposed for the second

phase when the monorail route is extended. They are the transferring stations for feeder buses

from the surrounding areas, railway passengers, and passenger cars traveling to the monorail in

order to get to central areas of Colombo easily. This contributes to ease the traffic congestion

from the existing roads. It is also encourages developing the area as Transit Oriented

Development (TOD).

Main functions of the MMCs are transport transfer functions and public areas.

Transport Functions are made up of the following;

• Local (Feeder) Bus Terminal

• Monorail (Terminal) Station

• BRT Station and Railway Station (applicable for the Kelaniya MMC)

• Taxi and 3-weeler Bays / Pick-up and Drop-off Areas

• Car Parking

Public Area includes a terminal building and a station plaza.

• Waiting Areas and Meeting Points

• Modern Facilities with Universal Design (Lift, Escalator)

• Vending Machines for Tickets

• Smooth Access with Station and Parking

• Café and Rest Areas

• Evacuation Area for Disaster

Malabe MMC is located in the eastern area of the monorail alignment, receiving bus passengers

and passenger cars from Kaduwela and further north-eastern areas through New Kandy Road and

Athurugiriya, Godagama and further eastern areas through Athrugiriya Road and High Level Road.

It would be developed as TOD and the gate to IT Park Malabe which is located north-east of

Malebe Station

Kelaniya MMC is located in the northern area of the monorail alignment. It receives bus

passengers and passenger cars from Wattala, Ja-Ela and further northern areas through Negombo

Road, and Kawatha and further north-eastern areas through Kandy Road, and railway passengers

from the Main Line and Puttalam Line. It would be the gateway to Colombo from the northern

area of Western Province.

In this chapter, the concept of Malabe MMC is described as the MMC is in the first phase of the

Monorail Route. Kelaniya MMC, which is on the extended route, is described in Appendix 7.

Figure 9.2.2 illustrates the locations and the functions of the MMC.


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Figure 9.2.2 Concept of MMC

9.2.3 Concept of P&R

Park and Ride (P&R) facilities are car parks with connections to public transport that allow

passengers to leave their vehicles and transfer to public transport. This encourages using the

Monorail and reducing the number of vehicles on the roads.

Based on the land availability and necessity, the 6 locations for P&Rs are identified as Kotahena,

Welikada, Rajagiriya, Sethsiripaya, Lumbini Temple, and IT Park stations.

Main functions of the P&Rs are transferring from passenger cars, but also modern facilities and

public areas are proposed.

Transport Functions are as follows;

• Local Bus Stop

• Monorail Station

• Taxi and 3-weeler Bays / Pick-up and Drop-off Areas

• Car Parking


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Public Area contains a terminal building and a station plaza.

• Modern Facilities with Universal Design (Lift, Escalator)

• Vending Machines for Tickets

• Smooth Access with Station and Parking

• Evacuation Area for Disaster

P&R Kotahena receives the passengers from the northern parts of CMC.

P&R Welikada, Rajagiriya, Sethripaya, Lumbini Temple and IT Park are located along

Malabe Corridor or New Kandy Road, receiving passengers from their surrounding areas. In the

case of P&R Sethsiripaya, the car parking is located behind the building complex of government

offices. It would be shared car parking for P&R and the complex.

Figure 9.2.3 illustrates the locations and the functions of the P&R.


Figure 9.2.3 Concept of P&R

Out of the 6 identified P&R stations, Welikada, Sethsiripaya, and Lumbini Temple stations are

selected for the concept design, due to land availability and necessity for such P&R function.

Thus, preliminary layout plans are prepared for the 3 P&R stations and described in this Chapter.


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9.3 Layout Plans of MMC Malabe

9.3.1 Functional Requirements of Malabe MMC

Calculated peak time demand based on the future bus demand at Malabe is approximately 2,700

bus/day in 2035. Thus, 15-22 bays will be required.

Table 9.3.1 Future Bus Demand (2035)

Future Bus

Demand Peak Ratio

Peak Bus

Demand Bay Capacity Bay Demand

2,700 buses/day Dp.: 8%

Ar.: 9%

Dp.:108 buses/h

Ar.:122 buses/h

Dp.:10-12 buses/h

Ar.:15-20 buses/h

9-11 bays

6-11 bays


The facility scale of each transportation mode is estimated based on the access/egress

transportation demand for the monorail at Malabe MMC, which is approximately 1,700 person/h.

Access/egress facility demand for each transportation mode is as shown in Table 9.3.2.

Table 9.3.2 Malabe MMC access/egress Functional Requirements (2035)

Mode Share Peak Demand Facility Demand

Bicycles, Motorcycles 1-3% 20-50 bikes/h

(100-300 bikes/day) 100-300 bike spots/day

Taxis,3-wheelers 2-3% 30-50 cars/h 1-2 bays

Taxi pool 3-5 cars

Pick-up/staff-service 3-5% 40-80 cars/h 2-4 bays


9.3.2 Characteristics of the Site

Malabe is located nearly 15 km east of Fort Station along the monorail route. The site of the

MMC Malabe is located near the junction of New Kandy Road connecting to Kaduwela and

Athurugiriya Roads connecting to High level Road at Godagama. This location is an entrance to

Colombo from the eastern and north-eastern areas. 1 km from Malabe Junction, there is Malabe

IT Park, which will have IT related facilities, such as universities. Malebe is the terminal station

of the monorail in the first phase. The site is a part of Kaduwela Municipal Council, and is east

of Battaramulla area where governmental facilities are gathered. It is the suitable location for an

MMC as a transferring point to the monorail from the other transport modes

There is 1.5 ha of government land, which is used for bus stands, Kaduwela DSD office and Pola

or a farmer’s market, as shown in the Figure 9.3.1.


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Figure 9.3.1 Location and Characteristics of the Site of MMC Malabe

9.3.3 Layout Plan of MMC Malabe

Figure 9.3.2 is the layout plan of the Malabe MMC. The Malabe MMC is proposed on the

existing bus stand area and the DSD office. The Malabe monorail station is located on the New

Kandy Road, on the west side of Malabe Junction, just in front of the new bus terminal of the

MMC Malabe. A pedestrian deck connects both facilities directly.

As the conceptual section diagram of Figure 9.3.4 shows, there is approximately 10m difference

in elevation from the north edge, along New Kandy Road, to the south edge of the site. The bus

terminal is set on the lower ground level, car parking set on top of the bus terminals, and the DSD

office building is proposed on top of the car parking, which is shown in Figure 9.3.3, the first

floor plan of MMC Malabe.

The pedestrian deck connects from the monorail station to the upper level of the bus terminal.

In addition, a station plaza and taxi and 3-weeler bays are also set on the ground level, next to the

bus terminal.

On the corner of Malabe Junction, there are private lands used as retail shops. In the future, the

area has a potential to be developed as a commercial or business building, which can be a

landmark of Malabe area to encourage TOD development around the area.


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Figure 9.3.2 Layout Plan of MMC Malabe


Figure 9.3.3 First Floor Plan of MMC Malabe


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Figure 9.3.4 Conceptual Section Diagram of MMC Malabe

9.4 Layout Plans of P&R

9.4.1 General Concepts of P&R Stations

Preliminary layout plans for the 3 selected Park and Ride facilities are prepared based on the same

concepts; providing smooth transfer and access from the monorail stations to the station plaza and

car parking. The main target to prepare the P&R stations is to encourage using the public

transport for passenger car users. It is proposed that the pedestrian access connects from the car

park to the monorail station, as well as to facilities located the surrounding area, such as

government offices, public areas, and commercial facilities. A station plaza is also set in the

P&R station facilities. The general conceptual section diagram is shown in Figure 9.4.1.


Figure 9.4.1 Conceptual Section Diagram of General P&R Stations

Accordingly, layout plans for the 3 selected stations are prepared with consideration of the

characteristics of each station.

9.4.2 P&R Welikada

(1) Characteristics of the Site

Welikada Station is located almost in the middle of the monorail route, 7km east of Fort. Next to

Welikada Junction, there is a local government owned commercial centre, called Welikada Plaza.

West of Welikada Plaza, there is Welikada Police Station which has open land in front of their

building. The land is used for the P&R facilities for Welikada Station. The land totals 0.7 ha,

as shown in Figure 9.4.2. Welikada Junction connects Malabe Corridor and Horana Road from

the south. People living in the surrounding area, especially along Horana Road, can easily get to

the P&R to ride the Monorail.

The station is in Sri-Jayawardenapura Kotte Municipal Council. The area can be developed as a

part of the capital function. For the moment, the station is proposed as a P&Rs, however, in the

future, the station would be a major station in this area together with development of the

commercial centre.


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Figure 9.4.2 Location and Characteristics of the Site of P&R Welikada

(2) Layout Plan

Welikada Monorail station is proposed at the junction in front of the shopping centre or Welikada

Plaza. A pedestrian deck connects to the car parking directly from the Station. A small station

plaza is set along Malabe corridor.

The land extent is 0.7 ha, which holds 170 car parking spaces. A station plaza for bus stops, taxis,

3-wheelers, drop-off, and pick-up functions are also proposed around a small public plaza.

Layout plan is shown in Figure 9.4.3.


Figure 9.4.3 Layout Plan of P&R Welikada

Welikada Plaza

Police Station


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At the moment, the Road Development Authority (RDA) is proposing a flyover for the junction.

Monorail alignment, the location of the station, and composition of the P&R facilities are to be

examined.

9.4.3 P&R Sethsiripaya


Sethsiripaya Station is located on the back side of Sethsiripaya, which is a common building for

government offices having many employers and staffs. It is approximately10 km from Fort.

West of Sethsiripaya, there is Diyawanna Park, which is a park recently opened around

Diyawanna Lake and very popular place for the public. Sethsiripaya Station is one of the closest

stations to the park.

There is already car parking around the station. One car park is for employees and staffs of

Sethsiripaya and it is located under the proposed station, the other one is developed by UDA for

temporary use when the Commonwealth Heads of Government Meeting was held at 2013. At

this moment, UDA wishes to re-develop the land for buildings.

P&R Sethsiripya has 1.1 ha of land on the existing Sethsiripya car park, which is to be reorganised,

in order to function as a P&R.

The location and characteristics of the site are shown in Figure 9.4.4.


Figure 9.4.4 Location and Characteristics of the Site of P&R Sethsiripaya


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(2) Layout Plan

P&R facilities are proposed on the existing Sethsiripaya car parking site. The car parking is to

be reorganised to obtain more capacity, and to share with Sethsiripaya’s staff and P&R users.

At this moment, UDA is proposing a new road on the back side of Sethsiripaya, which would be a

bypass road for the Malabe Corridor. The alignment is similar to the monorail route. This is

also considered for the preliminarily layout plan.

On the new road, Sethsiripaya Monorail station is proposed. In front of the station, a station

plaza is set for monorail passengers to get to the Sethsiripya building. This plaza is also used for

riding buses and taxis or 3-wheelers.

The car park has 280 spaces and it is shared with Sethsiripaya staffs and monorail passengers. In

the future, the parking can be multi story when more parking spaces are required.

The main concept is to provide smooth access from the station to the car parking as well as

Sethiripaya.

Figure 9.4.5 shows the layout plan of P&R Sethsiripaya.


Figure 9.4.5 Layout Plan of P&R Sethsiripaya


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9.4.4 P&R Lumbini Temple


Lumbini Temple Station is located 2km west of Malabe, which is the terminal station of the

Monorail for the 1st phase. P&R is proposed on the wetland. Although wetland is important

environmentally, the proposed site is in the upper stream of the wetland, and it can be developed

with proper assessment and approval procedures.

The site has 1 ha, and is located in a residential area along the New Kandy Road. There is a

temple located south of the station, which attracts local residents to the P&R.

Figure 9.4.6 shows the location of the P&R site.


Figure 9.4.6 Location and Characteristics of the Site of P&R Lumbini Temple

(2) Layout Plan

There is a 1.0 ha site consisting of a car park with 240 spaces and a station plaza. Along the New

Kandy Road, bus stops are set. The preliminary layout is a very simple composition since it is

located in a residential area. The P&R encourages residents in the surrounding area to ride the

monorail.

Figure 9.4.7 shows a layout of the P&R Lumbini Temple.


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Figure 9.4.7 Layout Plan of P&R Lumbini Temple

9.5 Floor Volume and Cost Estimation (MMC+P&R)

9.5.1 Floor Area and Cost Estimation of MMC Malabe

The development area of MMC Malabe is approximately 23,600m2. Local Bus Terminal,

Monorail Station, Taxi Stand, Drop-off/Pick-up Area, Parking, Terminal Building, and Station

Plaza and DSD building were proposed on the development.

The floor area is summarised in Table 9.5.1, and the construction cost of MMC at Malabe is

estimated and summarised in Table 9.5.2.

Table 9.5.1 Gross Floor Area

Area/Component FL Floor Area (m2)

Pedestrian Area, Walkway, Plaza Paving 5,816.1

Bus Bays, Waiting Pool Paving 1,256.4

Access Road, Parking, Taxi & 3-wheeler Bay Paving 4,277.8

Landscape and Others Paving 184.1

Car Parking on 1st Floor 1FL 3,110.3

Bus Terminal Building GFL 2,197.9

DSD Office 2 – 4FL 6,163.6

Pedestrian Deck 1FL 352.8

Parking Access Ramp 217.2



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Table 9.5.2 Summary of the Estimated Construction Cost of MMC Malabe

Item Cost per sqm (YEN)

Amount (th. YEN)

STEP (th. YEN)

Note

Total Construction Cost 131,608 3,317,041 496,000 15%

Total Floor Space: 25,204 sqm

I. Architectural Construction Cost A+B+C 131,608 3,317,041 0 0% Total Floor Space: 25,204 sqm

A. Direct Construction Cost 1+2+3

106,878 2,693,762 0 0%

1 Architectural Work (1)+(2)+(3)+(4)+(5)+(6)

59,460 1,498,628 0 0%

(1) Direct Temporary Works

1,821 45,887 0 0%

(2) Earth Works 425 10,720 0 0%

(3) Pile Work 0 0 0 0%

(4) Structural Works 16,050 404,523 276,000 68%

(5) Exterior Finishing Work

19,189 483,642 0 0%

(6) Interior Finishing Work

21,975 553,856 0 0%

2 Facilities Works (1)+(2)+(3)

26,349 664,106 0 0%

(1) Electrical Facilities Work 1+2+3+4

12,800 322,613 0 0%

1. Power Supply and Main Feeder Wiring System Work

5,609 141,359 0 0%

2. Lighting & Outlet socket

1,821 45,887 0 0%

3. Light Electrical System

5,371 135,367 0 0%

4. Photovoltaic System

0 0 0 0%

(2) Water Supply and Drainage System Work 1

4,942 124,567 0 0%

1. Water Supply and Drainage System

4,942 124,567 0 0%

(3) Air-Conditioning and Mechanical Ventilation System Work 1+2

8,607 216,926 0 0%

1. Air-Conditioning and Mechanical Ventilation System

6,331 159,567 0 0%

2. Fire Protection System

2,276 57,359 0 0%


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3 Other Works (1)+(2) 21,069 531,028 0 0%

(1) Special Facilities Work 1

8,729 220,000 220,000 100

%

1. Elevating Machine Work

8,729 220,000 0 0%

(2) Landscape Work 1+2+3

12,340 311,028 0 0%

1. Architecture・Civil Engineering

8,418 212,158 0 0%

2. Electrical Facility 2,724 68,660 0 0%

3. Air Conditioning and Water Supply/Drainage System

1,199 30,210 0 0%

B. Indirect Construction Cost 1+2

14,520 365,956 0 0%

1 Common Temporary Cost 3,474 87,547 0 0%

Direct Construction Cost x 3.25%.

Based on Architectural Construction

Cost Standard of MLIT

2 Field Expenses 11,046 278,409 0 0%

(Direct Construction Cost + Common

Temporary Cost) x 10.01%. Based on

Architectural Construction Cost

Standard of MLIT

C. Administrative Expenses 10,210 257,322 0 0%

(Direct Construction Cost + Common

Temporary Cost + Field Expenses) x 8.41%. Based on Architectural

Construction Cost Standard of MLIT


9.5.2 Floor Area and Cost Estimation of P&Rs

There are the three locations of the P&R stations and each site area is shown in below.

• Welikada Station: Site Area is approximately 6,500m2

• Sethsiripaya Station: Site Area: approximately 11,200m2

• Lumbini Temple Station: Site Area: approximately 10,400m2

The facility’s functions of the P&R are Local Bus Stop, Monorail Station, Taxi Stand,

Drop-off/Pick-up Area, Parking and Station Plaza. Gross floor areas of the P&R stations are

summarised in Table 9.5.3, and the construction cost of the three P&R Stations are estimated and

summarised in Table 9.5.4


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Table 9.5.3 Gross Floor Area of the P&R Stations

Area/Component FL Floor Area(m2)

Welikada


Bus Bays, Waiting Pool Paving 51.0



Pedestrian Deck 1FL 210.0

Sethsiripaya





Lumbini Temple

Pedestrian Area, Walkway, Plaza Paving 1815.5



Landscape and Others Paving 1,123.8



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Table 9.5.4 Summary of the Estimated Construction Cost of the P&R Stations

Item

Amount (th. YEN)

Note Welikada

Lunbini Temple

Sethsiripaya

Total Construction Cost 238,234 220,678 245,876 Total Floor Space: 28,104 sqm

I. Architectural Construction Cost A+B+C

238,234 220,678 245,876 Total Floor Space: 28,104 sqm

A. Direct Construction Cost 1+2+3

193,469 179,213 199,676

1 Architectural Work 0 0 0

(1) Direct Temporary Works

(2) Earth Works

(3) Pile Work

(4) Structural Works

(5) Exterior Finishing Work

(6) Interior Finishing Work

2 Facilities Works 0 0 0

(1) Electrical Facilities Work

(2) Water Supply and Drainage

(3) System Work

(4) Air-Conditioning and

Mechanical Ventilation

System Work

3 Other Works (1)+(2) 193,469 179,213 199,676

(1) Special Facilities Work 1

37,500 0 0

1. Elevating Machine Work

37,500 0 0

(2) Landscape Work 1+2+3

155,969 179,213 199,676

1. Architecture・Civil Engineering

108,781 104,434 119,296

2. Electrical Facility 32,770 51,930 55,820

3. Air Conditioning and Water Supply/Drainage System

14,418 22,849 24,560

B. Indirect Construction Cost 1+2

26,284 24,346 27,126

1 Common Temporary Cost

6,288 5,824 6,489

Direct Construction Cost x 3.25%.

Based on Architectural Construction

Cost Standard of MLIT

2 Field Expenses 19,996 18,522 20,637

(Direct Construction Cost +

Common Temporary Cost) x

10.01%, Based on Architectural

Construction Cost Standard of MLIT

C. Administrative Expenses 18,481 17,119 19,074

(Direct Construction Cost +

Common Temporary Cost + Field

Expenses) x 8.41%, Based on

Architectural Construction Cost

Standard of MLIT



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CHAPTER 10 Economic Evaluation

10.1 Overview

This chapter evaluates the economic feasibility of the monorail line between Kotahena and

IT-park via Malabe Line (Line 1), the line between National Hospital and Kollupitiya (Line 2),

multi-modal centre at Malabe (MMC) and, park and ride facilities (P&R). Economic evaluation

examines the economic feasibility of a project through cost-benefit analysis from a viewpoint of

the national economy, where the quantified project benefits are compared with the economic cost

of the project. In addition, the economic evaluation of the entire SKYTRAIN project including

the monorail, the MMC, the P&Rs and the MmTH at Pettah area was conducted to improve the

financial viability as an option.

10.2 Comparison of Benefits and Costs

10.2.1 “With Project” and “Without Project” Assumptions

In a cost-benefit analysis, two scenarios, “With Project” and “Without Project”, are assumed in

order to distinguish and compare the benefits and costs resulting from the project implementation.

The two scenarios are assumed as follows:

1. The integrated transportation system including the monorail Project in the Western Province

will be established by the target year of the Project. In this economic evaluation, the

scenario of the transportation master plan is regarded as the “With Project”.

2. On the other hand, the “Without Project” scenario is formulated under the assumption that

the monorail project is eliminated from the “With Project” scenario.

10.2.2 Economic Costs of the Project

Total project cost of the monorail project consists of the construction work cost, rolling stock

procurement cost, cost for consulting services, physical contingency and O&M cost of the project

as described in Chapter 8. It is also assumed that additional cost for the monorail rolling stock

and the depot will be procured in 2030 to meet the increased demand. They were estimated in

constant 2014 prices, identified by each category of foreign/local cost for the economic evaluation

and then converted into economic prices for the economic evaluation under the assumptions

described below.

10.2.3 Economic Benefits of the Project

Although there are a variety of direct and indirect benefits (quantitative and qualitative) derived

from the monorail project implementation, generally speaking, the beneficiaries of a transit system

are four groups: transit passengers, road users in the metropolitan area, landowners along the line,

and all of the national and global communities.

Passengers of the monorail will receive direct benefit from fast, comfortable, reliable and safe


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public transport services in exchange for the fares that they pay. Road users, including private

vehicle users, bus passengers, and commercial freight vehicle users in the Western Province, can

enjoy less congested roads due to the monorail project. The whole national and global

community can receive the benefit of the reduction of greenhouse gas emission, noise, pollutants

and traffic accidents. The route-side landowners enjoy the increase in the value of their

properties due to their proximity to the stations.

In principle, among those benefits, benefits from savings in vehicle operating cost (VOC) and

passenger travel time cost (TTC) are treated as quantitative benefits in conventional economic

analysis of urban transportation. In this economic evaluation, cost savings in VOC, TTC, and

reduction in loss due to traffic accidents are estimated as quantitative benefits comparing “with the

monorail project'” scenario with “without the monorail project” scenario.

10.3 Assumptions for the Economic Evaluation

10.3.1 General Assumptions for the Economic Evaluation

The following are the assumptions for the general conditions in the economic evaluation.

a) Base Year: Year 2014

b) Project Life: 30 years after the start of operating services of the monorail considering the life

period of the infrastructures and rolling stocks.

c) Life Period: Life periods of the facilities are estimated as the following years based on the

physical life period of the facility.

Civil works, structures and buildings: 50 years

Rolling stock: 30 years

d) Replacement cost of the facilities and rolling stock is estimated based on its life period.

e) Financial and Economic Costs: Considering value added tax other tax duties as well as

subsidies from the government which should not be counted as economic cost for economic

analysis, financial costs of the initial investment are converted into economic cost. The

conversion factor of 0.906, the investment conversion factor proposed in "Assessing Public

Investment in the Transport Sector" by the Department of National Planning, Ministry of

Finance and Planning, was utilised for the initial investment. It is assumed that tax

exemption can be applied for a part of imported materials for the initial investment. On the

other hand, average conversion factor of 0.785 from the same source is utilised for operation

and maintenance cost as majority of materials and services can be procured in the country.

These conversion factors are commonly utilised for the evaluation of transport projects in Sri

Lanka. Therefore, the economic cost of the Project is consistent with other projects in

transport sector.

f) Discount Rate: A discount rate of 12% is used considering the description in "Assessing

Public Investment in the Transport Sector 2001" by the Ministry of Finance and Planning as

well as other projects in the transport sector in Sri Lanka.


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g) Inflation: Inflation is not taken into account either in the benefit or cost estimates during the

evaluation period.

h) Foreign Exchange Rate: The foreign exchange rate is fixed at the following rate as of 2014

and the shadow exchange rate is not considered.

US Dollar 1.00 is equivalent to LKR 130.4550, the monthly average exchange rates of May

2014, according to the Central Bank of Sri Lanka. US Dollar 1.00 is equivalent to 101.79

JPY, the monthly median exchange rates of Tokyo market of May 2014 according to Bank of

Japan.

i) As mentioned in Chapter 3, fare level of the monorail is assumed to be as same as current

normal bus fare.

10.3.2 Basic Calculation of Unit Value for Benefit Estimate

(1) Vehicle Operation Cost (VOC) Reduction due to the Monorail

The unit vehicle operating cost (VOC) is assumed based on "Assessing Public Investment in the

Transport Sector 2001" by the Department of National Planning, Ministry of Finance and

Planning. The price was converted to 2014 price based on the Colombo Consumer Price Index

(CPI) of the transport sector. Unit vehicle operating cost is estimated by the representative

vehicles and operating speed in 2014 prices shown in Table 10.3.1.


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Table 10.3.1 Unit Vehicle Operating Cost for Economic Analysis

Velocity

(km/h)

Motorcycle 3 Wheeler Car & Van Medium &

Large Bus

Medium

2-Axle Lorry

& Large

2-Axle Lorry

Large 3-Axle

Lorry

10 18.1 47.4 68.1 152.5 126.8 184.0

15 15.8 39.0 57.3 116.2 98.0 148.0

20 14.7 34.9 52.1 97.9 83.5 130.0

25 14.1 32.4 49.1 87.0 74.8 119.2

30 13.7 30.7 47.1 79.8 69.1 112.1

35 13.5 29.6 45.7 74.7 65.2 107.1

40 13.3 28.7 44.8 71.0 62.3 103.5

45 13.1 28.0 44.1 68.3 60.2 100.9

50 13.2 27.7 43.9 66.3 58.7 99.0

55 13.3 27.5 43.7 64.7 57.5 97.7

60 13.3 27.3 43.7 63.7 56.8 96.7

65 13.4 27.2 43.6 62.9 56.2 96.2

70 13.5 27.1 43.7 62.4 56.0 96.0

75 13.6 27.0 43.8 62.2 55.9 96.1

80 13.6 27.0 43.9 62.3 56.1 96.5

85 13.7 27.0 44.0 62.5 56.5 97.2

90 13.8 27.0 44.2 63.0 57.1 98.2

95 13.9 27.0 44.4 63.7 57.9

100 14.0 27.0 44.6 64.6 58.8

Unit: LKR / km Note: Prices were adjusted for 2014 economic price. Vehicle categories are summarised.

Source: Based on "Assessing Public Investment in the Transport Sector 2001" by the Ministry of Finance and Planning

(2) Travel Time Cost Reduction due to the Monorail

Hourly travel time value of passengers was estimated by three income groups based on the results

of the Home Visit Survey conducted in 2013 for the CoMTrans Project and the Household Income

and Expenditure Survey 2012 by the Department of Census and Statistics. Income categories

were identified by the Home Visit Survey considering vehicle ownership and mode choice

characteristics. The mean household income was estimated by the Household Income and

Expenditure Survey 2012. It is assumed that the future value of time by income class is

consistent throughout the analysis period. Table 10.3.2 presents the time value of workers

average trip for three income categories in 2014 prices. Average passenger occupancy rates of

each type of vehicle are shown in Table 3.1.11.


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Table 10.3.2 Hourly Value of Time by Income Group

Income

Level 1)

Mean

Household

Income (LKR)

2)

Avg. No of

Workers

in

Household

3)

Monthly

Working

Hours 4)

Social

Security

&

Benefits

5)

Time

Value of

Work

Trip

(LKR/h)

Work

Trip

Ratio 6)

Avg.

Time

Value

(LKR/h)

7)

Group A 195,267 1.9 140 30% 953 23% 485

Group B 59,588 1.72 140 30% 322 16% 143

Group C 25,183 1.2 140 30% 195 15% 85

All 73,807 1.36 140 30% 502 16% 226

Source: CoMTrans Study Team, Avg. Stands for” average”.

Note: 1) Group C is less than LKR 40,000. Group B is LKR 40,000 - 79,999. Group A is LKR 80,000 and above.

2) Mean household incomes were estimated from the Household Income and Expenditure Survey 2012 by the

Department of Census and Statistics.

3) Average number of workers in a household was estimated from the Home Visit Survey of the CoMTrans Project that

was conducted in 2013

4) 20 working days are assumed per month considering public holidays. 7 working hours are assumed excluding rest

time during work hours.

5) Including medical and employment insurance payments from employer, benefits, allowances and bonuses

6) According to the Home Visit Survey of the CoMTrans project conducted in 2013

7) Work trips are multiplied by 1.2 considering company overhead. Non-work trips were multiplied by 0.3 referring to

the ”Handbook on Economic Analysis of Investment Operations”, The World Bank, 1998

Average time value of freight vehicles are estimated from freight value and interest rate. The

estimated time value is shown in Table 10.3.3.

Table 10.3.3 Time Value of Freight Vehicles

Vehicle Type Truck

(10t)

Trailer

(25t)

Freight Value (LKR/veh) 1) 5,094,351 12,735,878

Interest Value 10% (LKR/veh) 2) 509,435 1,273,587

Time Value of Goods (LKR/veh-h) 203 510

Time Value of Freight Vehicle

(LKR/veh-h) 203 510

Source 1) "Study on the outer circular highway of the city of Colombo, 2000". Adjusted for 2014

economic price

Source 2) "Economic and social statistics of Sri Lanka, 2014"

(3) Reduction of Accident Costs due to the Monorail

Accident loss was estimated by the method proposed in "Assessing Public Investment in the

Transport Sector 2001" by the Ministry of Finance and Planning. Assumptions on accident loss

estimation are shown in Table 10.3.4. Unit accident cost per vehicle-kilometre in 1999 was

converted to 2014 value. It is assumed that traffic accidents will decline 4% every year.


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Table 10.3.4 Assumptions on Accident Loss

Accident Cost 1) 0.396 LKR/vehicle-km in 1999 values

Accident Cost 1.537 LKR/vehicle-km in 2014 values

Annual decline in accident rate 1) 4%

Accident rate reduction in '35 41% '35/'14

Accident Cost in 2035 0.626 LKR/vehicle-km in 2014 values

Source 1): Based on "Assessing Public Investment in the Transport Sector 2001" by Ministry of Finance and Planning

(4) Estimate of benefit by reduction of GHG emission

Environmental improvement due to decrease of GHG emission is also considered as a benefit of

the monorail system. While there are several greenhouse gases, carbon dioxide (CO2) was

considered for the analysis due to data availability. Unit emission factors of carbon dioxide by

vehicle type are shown in Table 10.3.5.

Table 10.3.5 Carbon Dioxide Emission Factor by Vehicle Type

Vehicle Type Emission Factor (g/km)

Cars Diesel 275

Cars Petrol 200

Cars Gas 175

Vans Diesel 400

Vans Petrol 285

Motorcycle Petrol 60

Land Vehicle Diesel 113

Taxi(3-Wheeler Petrol) 130

Medium Bus Diesel 788

Bus Diesel 800

Lorry/Truck Diesel 800

Lorry Petrol 285

Source: L.U.Preethika and Saman Bandara, Department of Civil Engineering University of Moratuwa

Proceedings of the First National Symposium on Air Resource Management in Sri Lanka - 2004 of the Air MAC -

Ministry of Environment & Natural Resources

http://cleanairinitiative.org/portal/sites/default/files/60272_presentation.pdf

The emission of carbon dioxide (CO2) was converted to the price based on the annual average

European Union Allowance (EUA) Price. As of 2012 the unit price was 18.8 USD/ton according

to “State and Trends of the Carbon Market 2012”, The World Bank. Available on the internet

from the link below.

http://siteresources.worldbank.org/INTCARBONFINANCE/Resources/State_and_Trends_2012_Web_Optimised_1903

5_Cvr&Txt_LR.pdf


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10.4 Economic Evaluation

10.4.1 Estimation of Benefits

The benefit of vehicle operating cost is estimated as the difference of vehicle operating cost

between “With Project” and “Without Project”. The vehicle operating cost is derived from the

computed daily vehicle-kilometres for each operating speed and the unit vehicle operating cost for

each speed by vehicle type. The daily vehicle-kilometres for both cases of “With Project” and

“Without Project” are obtained as the traffic assignment results in the transport demand forecast.

The benefit of passenger travel time cost is estimated as the difference in passenger travel time

cost between “With Project” and “Without Project”. The passenger time cost is derived from the

computed daily passenger-hours and the unit passenger time cost of the three income groups by

vehicle type. The daily passenger-hours for both cases of “With Project” and “Without Project”

are obtained from traffic assignment results.

The benefit of reduction in traffic accidents are also estimated as the difference of volume of

accident loss between “With Project” and “Without Project”.

10.4.2 Cost Benefit Analysis

The Economic Internal Rate of Return (EIRR) was estimated at 16.7%. The net present value is

estimated at 70.7 billion rupees. Cost benefit ratio was 1.61. The economic cost and benefit

stream is shown in the Table 10.4.1. It should be noted that there are benefits which cannot be

counted on a monetary basis.


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Table 10.4.1 Economic Cost and Benefit Stream

Unit: LKR billion (2014 Economic Price)

Cash - In

Monorail

Construction

Monorail

Rolling StockMalabe M MC Park & Ride

Operation &

Maintenance

2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2015 1.93 0.00 0.00 0.00 0.00 1.93 0.00 0.00 0.00 0.00 0.00 -1.93

2016 1.93 0.00 0.00 0.00 0.00 1.93 0.00 0.00 0.00 0.00 0.00 -1.93

2017 36.54 6.41 0.08 0.00 0.00 43.03 0.00 0.00 0.00 0.00 0.00 -43.03

2018 39.63 6.41 0.08 0.07 0.00 46.18 0.00 0.00 0.00 0.00 0.00 -46.18

2019 39.66 6.41 1.67 0.72 0.00 48.46 0.00 0.00 0.00 0.00 0.00 -48.46

2020 26.79 6.41 1.67 1.38 0.00 36.26 0.00 0.00 0.00 0.00 0.00 -36.26

2021 1 0.00 0.00 0.00 0.00 1.79 1.79 5.62 16.89 0.02 0.04 22.57 20.78

2022 2 0.00 0.00 0.00 0.00 1.79 1.79 5.34 17.65 0.02 0.03 23.05 21.26

2023 3 0.00 0.00 0.00 0.00 1.79 1.79 5.05 18.42 0.02 0.03 23.52 21.74

2024 4 0.00 0.00 0.00 0.00 3.38 3.38 4.77 19.19 0.02 0.03 24.00 20.62

2025 5 0.00 11.75 0.00 0.00 4.32 16.07 4.49 19.95 0.02 0.02 24.48 8.41

2026 6 0.00 0.00 0.00 0.00 4.32 4.32 6.04 26.47 0.03 0.03 32.57 28.25

2027 7 0.00 0.00 0.00 0.00 4.32 4.32 7.59 32.99 0.03 0.03 40.65 36.33

2028 8 0.00 0.00 0.00 0.00 4.32 4.32 9.14 39.51 0.04 0.04 48.73 44.41

2029 9 0.00 0.00 0.00 0.00 4.32 4.32 10.70 46.03 0.04 0.05 56.81 52.49

2030 10 2.97 9.61 0.00 0.00 5.20 17.78 12.25 52.55 0.05 0.05 64.90 47.12

2031 11 0.00 0.00 0.00 0.00 5.20 5.20 13.80 59.07 0.06 0.06 72.98 67.78

2032 12 0.00 0.00 0.00 0.00 5.20 5.20 15.35 65.58 0.06 0.06 81.06 75.87

2033 13 0.00 0.00 0.00 0.00 5.20 5.20 16.91 72.10 0.07 0.07 89.14 83.95

2034 14 0.00 0.00 0.00 0.00 5.20 5.20 18.46 78.62 0.07 0.07 97.23 92.03

2035 15 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2036 16 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2037 17 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2038 18 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2039 19 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2040 20 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2041 21 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2042 22 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2043 23 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2044 24 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2045 25 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2046 26 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2047 27 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2048 28 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2049 29 0.00 0.00 0.00 0.00 5.20 5.20 20.01 85.14 0.08 0.08 105.31 100.11

2050 30 -0.99 0.00 0.00 0.00 5.20 4.21 20.01 85.14 0.08 0.08 105.31 101.10

148.5 47.0 3.5 2.2 139.5 340.6 455.7 1,927.3 1.8 1.9 2,386.6 2,046.0

81.3 18.3 1.7 1.0 13.8 116.1 36.4 150.0 0.2 0.2 186.7 70.7

discount rate 12.0% 1.61

16.7%

Net Cash

FlowInvestment

Total VOC TTC CO2 Accident Total

Cash - Out

Total

NPV

B/C

EIRR

Year

Yrs

after

ope.

Note: ”ope.” stands for ”operation”.

10.4.3 Sensitivity Analysis

The effect of variations in the costs and the benefits on the EIRR is examined, when the cost

increases by 10% and the benefits decrease by 10%, simultaneously. Table 10.4.2 examines the

sensitivity of the EIRR, NPV and B/C.


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Table 10.4.2 Sensitivity Analysis Results


Cost +10% Benefit -10% Cost+10% & Benefit -10%

Cash-Out Cash-InNet Cash

FlowCash-Out Cash-In

Net Cash


Net Cash

Flow

2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2015 2.13 0.00 -2.13 1.93 0.00 -1.93 2.13 0.00 -2.13

2016 2.13 0.00 -2.13 1.93 0.00 -1.93 2.13 0.00 -2.13

2017 47.33 0.00 -47.33 43.03 0.00 -43.03 47.33 0.00 -47.33

2018 50.80 0.00 -50.80 46.18 0.00 -46.18 50.80 0.00 -50.80

2019 53.31 0.00 -53.31 48.46 0.00 -48.46 53.31 0.00 -53.31

2020 39.88 0.00 -39.88 36.26 0.00 -36.26 39.88 0.00 -39.88

2021 1 1.97 22.57 20.60 1.79 20.31 18.52 1.97 20.31 18.34

2022 2 1.97 23.05 21.08 1.79 20.74 18.95 1.97 20.74 18.77

2023 3 1.97 23.52 21.56 1.79 21.17 19.38 1.97 21.17 19.21

2024 4 3.72 24.00 20.28 3.38 21.60 18.22 3.72 21.60 17.88

2025 5 17.68 24.48 6.81 16.07 22.03 5.96 17.68 22.03 4.36

2026 6 4.75 32.57 27.81 4.32 29.31 24.99 4.75 29.31 24.56

2027 7 4.75 40.65 35.90 4.32 36.58 32.26 4.75 36.58 31.83

2028 8 4.75 48.73 43.98 4.32 43.86 39.54 4.75 43.86 39.11

2029 9 4.75 56.81 52.06 4.32 51.13 46.81 4.75 51.13 46.38

2030 10 19.56 64.90 45.34 17.78 58.41 40.63 19.56 58.41 38.85

2031 11 5.72 72.98 67.26 5.20 65.68 60.48 5.72 65.68 59.96

2032 12 5.72 81.06 75.35 5.20 72.96 67.76 5.72 72.96 67.24

2033 13 5.72 89.14 83.43 5.20 80.23 75.03 5.72 80.23 74.51

2034 14 5.72 97.23 91.51 5.20 87.50 82.31 5.72 87.50 81.79

2035 15 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2036 16 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2037 17 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2038 18 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2039 19 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2040 20 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2041 21 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2042 22 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2043 23 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2044 24 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2045 25 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2046 26 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2047 27 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2048 28 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2049 29 5.72 105.31 99.59 5.20 94.78 89.58 5.72 94.78 89.06

2050 30 4.63 105.31 100.68 4.21 94.78 90.57 4.63 94.78 90.15

374.7 2,386.6 2,012.0 340.6 2,148.0 1,807.4 374.7 2,148.0 1,773.3

127.7 186.7 59.0 116.1 168.0 52.0 127.7 168.0 40.4

1.46 1.45 1.32

15.7% 15.6% 14.6%

Year

Yrs

after

ope.

Total

NPV

B/C

EIRR Note: ”ope.” stands for ”operation”.


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The EIRR of the project is 14.6 % which is higher than the discount rate, 12%, when the cost

increases by 10% and the benefit decreases by 10%, simultaneously.

In addition, there is a variety benefits derived from the monorail project implementation, although

they are not included in the benefits of this economic evaluation. Land value along the monorail

is also expected to increase “With Project”. However it is difficult to distinguish and estimate

the increased value solely due to monorail project implementation, since there are a variety of

factors to determine the land prices in addition to monorail project implementation. The

monorail project will reduce emission of air pollutants such as carbon monoxide, nitrogen oxide,

sulphur oxide, and suspended particle matter from private vehicles. This can improve the health

of residents in the Western Province. The project will also contribute to reduce the emission of

greenhouse gas which has an impact on the global warming. Taking these benefits into

consideration, the monorail project is an economically viable project.

10.5 Economic Evaluation with the Multi-Modal Transport Hub (MmTH)

Since the integrated implementation of the monorail and the multi-modal transport hub (MmTH)

will improve financial viability, economic benefits of the entire SKYTRAIN project including

MmTH at Pettah area was also estimated as an optional case.

10.5.1 Method of Estimating MmTH Benefits

The economic benefits of MmTH are considered as the following.

1) Reduction of passenger transfer time, by connecting each transport mode in a short

distance

2) Reduction of travel time and vehicle operating cost, by mitigating traffic congestion

3) Reduction of transfer time, by improving the walking speed

4) Reduction of waiting time, by installing automatic ticket machines

5) Reduction of traffic accidents

Of which, 1) and 2) are adopted for the evaluation as they are easily numerically analysed

(1) Reduction of Transfer Time due to Multi-Modal Transport Hub (MmTH)

An optional benefits arise from the multi-modal transport hub (MmTH) at Pettah were estimated

in the method below. In the current status at Fort and Pettah area, boarding and alighting points

of each transport mode are dispersed. For example, the distance between the Fort railway station

and the Bastian Mawatha bus terminal is about 800 meters, and it takes roughly 10 minutes.

By installing MmTH, the boarding and alighting points of each transport mode, including new

transport systems, will be focused in one place. The average transfer time between each mode

will be decreased and it will bring economic and social benefits.


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Assumptions

The estimation of the benefit is based on following assumptions.

• Value of transfer time by income level is twice1 the normal value of time by income level

(for details, see Economic Benefits of the Monorail in part I)

• Average walking speed is 4 km/hour in both “with case” and “without case”

• Assumed walking speed between each floor, using steps or the escalator, is half of normal

walking speed

• Number of operating days is 313 which is calculated with the assumption that Saturday

and Sunday are counted as half days

• Both in the “with case” and “without case”, the Monorail station and BRT station are

assumed to be at the same location

Table 10.5.1 shows the transfer time in the “with” and “without” cases. Transfer time in the

“with case” is calculated based on the measured distance of transfer. The values are the median

of minimum and maximum transfer time. Transfer time in the “without case” is based on the

interview survey, which was conducted to capture the transfer behaviour of passengers around

Fort station. The transfer times between bus and monorail as well as bus and BRT are assumed

to be the same as bus and railway in the “without case”. Because the locations of the railway,

monorail and BRT stations are assumed to be the same in the “with case” and “without case”, the

transfer time between these modes is the same.

Table 10.5.1 Transfer Time between each Transport Mode

With Case (min)

From/To Bus Railway Monorail BRT

Bus 4.0 7.1 5.1 4.4

Railway 4.5 1.4 3.5 4.4

Monorail 2.7 3.5 0.0 2.6

BRT 2.3 4.4 2.6 1.9

Without Case (min)


Bus 7.1 8.7 8.7 8.7

Railway 7.7 1.4 3.5 4.4

Monorail 7.7 3.5 0.0 2.6

BRT 7.7 4.4 2.6 1.9


1 Reference: Evaluation Manual for Railway Projects 2012 Revision, Ministry of Land, Infrastructure, Transport and

Tourism ( Name in Japanese is ”Tetsudou Project no Hyouka Manual (2012 Kaitei ban)”


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Table 10.5.2 shows the estimated transfer demand in the future. The numbers are from the result

of the traffic demand forecast in the CoMTrans master plan. While the numbers of transfers

between the railway, monorail and BRT do not affect the benefit, they are abbreviated here.

Table 10.5.2 Transfer Demand in 2020, 2025 and 2035 (pax./day)

2020


Bus 41,330 10,821 2,456 14,244

Railway 10,821 - 4,372 2,789

Monorail 2,456 4,372 - 1,026

BRT 14,244 2,789 1,026 -

2025


Bus 38,454 10,044 2,700 14,704

Railway 10,044 - 3,939 2,600

Monorail 2,700 3,939 - 1,356

BRT 14,704 2,600 1,356 -

2035


Bus 13,837 14,052 1,531 13,001

Railway 14,052 - 8,386 6,527

Monorail 1,531 8,386 - 4,996

BRT 13,001 6,527 4,996 -


(2) Reduction of TTC and VOC by Mitigating Traffic Congestion due to MmTH

Many pedestrians and transferring passengers cross the Olcott Mawatha, the 4 lane road located

on the north side of the Fort station. The Capacity of the road is reduced due to the pedestrian

crossings and traffic lights for pedestrians. In addition to that, a number of buses randomly stop

in front of the Fort station while passengers are boarding and alighting. This also reduces the

capacity of the Olcott Mawatha (Figure 10.5.1). Even today, the road is chronically congested in

the evening peak time.

After the installation of the MmTH, the average vehicle speed will be improved considering the

following factors.

• The mixture of the traffic line and pedestrian flow line will be resolved, while the most

part of the pedestrian flow lines will be elevated to the 2nd

floor

• Boarding and alighting will be managed inside the MmTH, not on the road side

• The number of lanes will be increased from 4 lanes to 6 lanes

This mitigation of traffic congestion will lead to the reduction of travel time and vehicle operating

cost of drivers. And it can be counted as the economic and social benefits of the MmTH.


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Figure 10.5.1 Traffic Condition of the Olcott Mawatha in the Evening Time

Assumptions

The estimation of the benefit is based on the following assumptions.

• The average speed by time range is calculated with a BPR function with the most popular

parameter setting (alpha: 0.15 and beta : 4.0)

• Traffic demand for 2020, 2025 and 2035 is from the traffic assignment in the master plan

• Traffic demand is divided into 1 hour periods, using the hourly fluctuation data from the

traffic count survey

• The length of the target road link is 1.2km (World Market～Technical College)

• Applied capacity and max speed of the road link

- With case (2,700 pcu/direction hour, 60km/h) 2

- Without case (887 pcu/direction hour, 45 km/h)

These are half of the normal 4 lane capacity3, considering the effect of pedestrians

crossing and buses boarding and alighting

• The vehicle operation cost is the same as that in the calculation of economic benefit of the

monorail (for details, see Economic Benefits of the Monorail in part I)

• The BPR function is applied to traffic demand in each time range (1 hour period from 6:00

to 22:00).

10.5.2 Cost Benefit Analysis

The project costs for the multi-modal transport hub (MmTH) were estimated based on the concept

proposed in the CoMTrans master plan, and, the cost benefit analysis was conducted. The

Economic Internal Rate of Return (EIRR) was estimated at 15.2%. The net present value is

estimated at 57.6 billion rupees. Cost benefit ratio was 1.39. The economic cost and benefit

stream is shown in the Table 10.5.3. It should be noted that there are benefits which cannot be

counted on a monetary basis.

2 CoMTrans standard capacity and maximum speed for 6 lane roads in urban areas 3 CoMTrans standard capacity and maximum speed for 4 lane roads in urban areas


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Table 10.5.3 Economic Cost and Benefit Stream


Cash - In

Monorail

Cnst.

Monorail

R.S.

Malabe

MMC

Park &

Ride

MmTH

Initial Inv.O&M VOC TTC CO2 Accident

Transfer

Benefit

TTC

Cng.

VOC

Cng.

2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2015 1.93 0.00 0.00 0.00 1.17 0.00 3.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -3.10

2016 1.93 0.00 0.00 0.00 1.17 0.00 3.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -3.10

2017 36.54 6.41 0.08 0.00 0.58 0.00 43.61 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -43.61

2018 39.63 6.41 0.08 0.07 16.47 0.00 62.65 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -62.65

2019 39.66 6.41 1.67 0.72 16.01 0.00 64.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 -64.47

2020 26.79 6.41 1.67 1.38 16.01 0.76 53.02 0.00 0.00 0.00 0.00 3.87 0.13 0.04 4.04 -48.99

2021 1 0.00 0.00 0.00 0.00 0.00 2.55 2.55 5.62 16.89 0.02 0.04 3.51 0.13 0.04 26.25 23.70

2022 2 0.00 0.00 0.00 0.00 0.00 2.55 2.55 5.34 17.65 0.02 0.03 3.16 0.13 0.04 26.37 23.82

2023 3 0.00 0.00 0.00 0.00 0.00 2.55 2.55 5.05 18.42 0.02 0.03 2.80 0.13 0.04 26.50 23.95

2024 4 0.00 0.00 0.00 0.00 0.00 4.14 4.14 4.77 19.19 0.02 0.03 2.44 0.14 0.04 26.62 22.47

2025 5 0.00 11.75 0.00 0.00 0.00 5.08 16.83 4.49 19.95 0.02 0.02 2.09 0.14 0.04 26.74 9.91

2026 6 0.00 0.00 0.00 0.00 0.00 5.08 5.08 6.04 26.47 0.03 0.03 2.54 0.14 0.03 35.28 30.20

2027 7 0.00 0.00 0.00 0.00 0.00 5.08 5.08 7.59 32.99 0.03 0.03 3.00 0.14 0.03 43.82 38.74

2028 8 0.00 0.00 0.00 0.00 0.00 5.08 5.08 9.14 39.51 0.04 0.04 3.46 0.13 0.03 52.35 47.27

2029 9 0.00 0.00 0.00 0.00 0.00 5.08 5.08 10.70 46.03 0.04 0.05 3.91 0.13 0.03 60.89 55.81

2030 10 2.97 9.61 0.00 0.00 0.00 5.96 18.54 12.25 52.55 0.05 0.05 4.37 0.13 0.03 69.43 50.89

2031 11 0.00 0.00 0.00 0.00 0.00 5.96 5.96 13.80 59.07 0.06 0.06 4.83 0.13 0.03 77.97 72.01

2032 12 0.00 0.00 0.00 0.00 0.00 5.96 5.96 15.35 65.58 0.06 0.06 5.29 0.12 0.03 86.50 80.54

2033 13 0.00 0.00 0.00 0.00 0.00 5.96 5.96 16.91 72.10 0.07 0.07 5.74 0.12 0.03 95.04 89.08

2034 14 0.00 0.00 0.00 0.00 0.00 5.96 5.96 18.46 78.62 0.07 0.07 6.20 0.12 0.03 103.58 97.62

2035 15 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2036 16 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2037 17 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2038 18 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2039 19 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2040 20 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2041 21 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2042 22 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2043 23 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2044 24 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2045 25 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2046 26 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2047 27 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2048 28 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2049 29 0.00 0.00 0.00 0.00 0.00 5.96 5.96 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 106.16

2050 30 -0.99 0.00 0.00 0.00 0.00 5.96 4.97 20.01 85.14 0.08 0.08 6.66 0.12 0.03 112.11 107.14

148.5 47.0 3.5 2.2 51.4 163.1 415.6 455.7 1,927.3 1.8 1.9 163.8 3.8 0.9 2,555.2 2,139.6

81.3 18.3 1.7 1.0 26.8 16.9 146.0 36.4 150.0 0.2 0.2 16.3 0.5 0.1 203.6 57.6

Disc. rate 12.0% 1.39

15.2%

Cash - Out

Net Cash

Flow

Investment

Total

Monorail MMTH

Total

Total

NPV

B/C

EIRR

Year

Yrs

after

ope.

Note: ”ope.” stands for ”operation”. ”Cnst.” stands for” construction”. ”R.S.” stands for ”rolling stock”. ”Inv.”

stands for” investment”. ”O&M” stands for” operation and maintenance”. ”Cng.” stands for” congestion”. ”Disc.

Rate” stands for” discount rate”.

10.5.3 Sensitivity Analysis

The effect of variations in the costs and the benefits on the EIRR is examined, when the cost

increases by 10% and the benefits decrease by 10%, simultaneously. Table 10.5.4 examines the

sensitivity of the EIRR, NPV and B/C. The EIRR of the project is 13.2 % which is higher than

the discount rate, 12%, when the cost increases by 10% and the benefit decreases by 10%,

simultaneously. This means that the entire SKYTRAIN project including the monorail lines,

Malabe multi-modal transport centre, park and ride facilities and the multi-modal transport hub at


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Pettah area is economically viable under the condition of 10% increase of costs and 10% decrease

of benefits.

Table 10.5.4 Sensitivity Analysis Results


Cost +10% Benefit -10% Cost+10% & Benefit -10%

Cash-Out Cash-InNet Cash


Net Cash


Net Cash

Flow

2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2015 3.41 0.00 -3.41 3.10 0.00 -3.10 3.41 0.00 -3.41

2016 3.41 0.00 -3.41 3.10 0.00 -3.10 3.41 0.00 -3.41

2017 47.97 0.00 -47.97 43.61 0.00 -43.61 47.97 0.00 -47.97

2018 68.92 0.00 -68.92 62.65 0.00 -62.65 68.92 0.00 -68.92

2019 70.91 0.00 -70.91 64.47 0.00 -64.47 70.91 0.00 -70.91

2020 58.33 4.04 -54.29 53.02 3.63 -49.39 58.33 3.63 -54.69

2021 1 2.80 26.25 23.44 2.55 23.62 21.07 2.80 23.62 20.82

2022 2 2.80 26.37 23.57 2.55 23.73 21.18 2.80 23.73 20.93

2023 3 2.80 26.50 23.69 2.55 23.85 21.30 2.80 23.85 21.04

2024 4 4.56 26.62 22.06 4.14 23.96 19.81 4.56 23.96 19.40

2025 5 18.52 26.74 8.23 16.83 24.07 7.24 18.52 24.07 5.55

2026 6 5.59 35.28 29.69 5.08 31.75 26.67 5.59 31.75 26.16

2027 7 5.59 43.82 38.23 5.08 39.44 34.35 5.59 39.44 33.85

2028 8 5.59 52.35 46.77 5.08 47.12 42.04 5.59 47.12 41.53

2029 9 5.59 60.89 55.30 5.08 54.80 49.72 5.59 54.80 49.21

2030 10 20.39 69.43 49.03 18.54 62.49 43.95 20.39 62.49 42.09

2031 11 6.55 77.97 71.41 5.96 70.17 64.21 6.55 70.17 63.62

2032 12 6.55 86.50 79.95 5.96 77.85 71.89 6.55 77.85 71.30

2033 13 6.55 95.04 88.49 5.96 85.54 79.58 6.55 85.54 78.98

2034 14 6.55 103.58 97.02 5.96 93.22 87.26 6.55 93.22 86.66

2035 15 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2036 16 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2037 17 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2038 18 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2039 19 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2040 20 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2041 21 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2042 22 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2043 23 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2044 24 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2045 25 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2046 26 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2047 27 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2048 28 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2049 29 6.55 112.11 105.56 5.96 100.90 94.94 6.55 100.90 94.35

2050 30 5.47 112.11 106.65 4.97 100.90 95.93 5.47 100.90 95.44

457.2 2,555.2 2,098.0 415.6 2,299.7 1,884.0 457.2 2,299.7 1,842.5

160.6 203.6 43.0 146.0 183.3 37.3 160.6 183.3 22.7

1.27 1.26 1.14

14.3% 14.2% 13.2%

Total

NPV

B/C

EIRR

Year

Yrs

after

ope.


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CHAPTER 11 Financial Evaluation

11.1 General

This chapter evaluates the financial viability of monorail system, which is a part of the “Integrated

Transport System with Monorail, SKYTRAIN Project” including the monorail line between

Kotahena and IT-park via Malabe Line (Line 1), the line between National Hospital and

Kollupitiya (Line 2), Multi-modal Centre at Malabe (MMC) and Park and Ride facilities, from the

viewpoint of the implementation body. In addition, the case which includes the multi-modal

transport hub (MmTH) is also evaluated as an option.

This evaluation is implemented based on the estimation in terms of revenues, construction costs,

and operation and maintenance costs (O&M). Additionally, required financial conditions are

assumed.

As a first step of financial evaluation, based on the said estimation in terms of revenues,

construction costs, and operation and maintenance costs, the financial internal rate of return

(FIRR) without loan interest is calculated in order to examine the return on the total investment.

In this case, FIRR is calculated regardless of financing conditions without interest cost in which it

is assumed that the initial investment is done without any loan. Then, based on the assumption

on the financing plan, the cash flow analysis is implemented by use of value for money (VMF).

11.2 Assumptions for the Financial Evaluation

The following are the assumptions for general conditions in the financial evaluation.

a) Base year: Year 2015

b) Evaluation period: 34 years after the start of operating services of the monorail, considering

the completion period of the loan repayment as well as the interest payment.

c) Life period: Life periods of facilities are estimated as the following years based on the

physical life period of the facility. The residual value for the evaluation is zero.

Civil works, structures and buildings: 50 years

Rolling stock: 30 years

d) Replacement cost of facilities and rolling stock is estimated based on its life period.

e) Discount Rate: A discount rate of 2.6% is considered as the following calculation.

Real rate of interest (2.6%) = Nominal rate of interest for the government bond (6.9%1) - Rate

of inflation (4.3%2)

1 May 2014 2 The average from January to June 2014


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f) Inflation: Inflation is not taken into account either in the revenue or cost estimates during the

evaluation period.

g) Foreign Exchange Rate: The foreign exchange rate is fixed at the following rate as of 2013.

US Dollar 1.00 is equivalent to LKR 130.4550, the monthly average exchange rates of May

2014, according to the Central Bank of Sri Lanka. US Dollar 1.00 is equivalent to 101.79

JPY, the monthly median exchange rates of Tokyo market of May 2014 according to Bank of

Japan.

11.3 Financial Cost and Revenue

11.3.1 Financial Cost

Total project cost of the SKYTRAIN project consists of the construction work cost, rolling stock

procurement cost, cost for consulting services, physical contingency and O&M cost of the project

as described in Chapter 8 for monorail. It is also assumed that additional cost for the monorail

rolling stock and the depot will be procured in 2025 and 2030 to meet the increased demand.

11.3.2 Revenue

The revenues are composed of the monorail fare and the railway related business as in the

following Table 11.3.1. The monorail fare is set the same as the normal bus level which is 1,221

LKR million in the opening year of 2020. Based on the demand forecast, the annual fare revenue

will be increased. The other fare levels are also indicated in the following Table 11.5.1.

Table 11.3.1 Estimation of Revenue except Fare Revenue

Item Unit cost, area and operation rate Amount (LKR mil)

Monorail

Railway related

Floor space for lease 5,382 LKR/m²/month, 800 m², operation rate=95%

49.08

Advertisement space (station)

50,000 LKR/m²/month, 2,500 m², operation rate=85%

1,275.00

Advertisement space (inside monorail car)

50,000 LKR/train/month, 24 trains, operation rate=85%

11.22

Advertisement space (exterior monorail car)

50,000 LKR/train/month, 24 trains, operation rate=85%

11.22

Car parking at P&R 75 LKR/hour, 9hours/car, 900 cars/day, 360 days

218.70

Total 1,565.22


11.4 Financial Evaluation of the Project

Based on the above estimated revenues and costs, the cash flow analysis of the project itself

without interest cost was implemented, and the financial internal rate of return (FIRR) did not

show any viable results.

As the next step, the loan condition in the initial investment is considered for the evaluation.


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11.5 Financial Evaluation with Loan Conditions

11.5.1 JICA STEP Loan

In this project, the STEP loan from JICA is assumed for the financial evaluation.

The loan condition is that the interest rate is 0.1 % per annum, and the repayment of principals is

40 years including 10 years grace period.

11.5.2 Evaluation Indicator

Value for Money (VMF) is applied to this project as an indicator. The evaluation of VFM is to

compare the best value for money to achieve development outcomes from each case of the

government project. The target is the minimum deficit balance of net present value (NPV) in the

government cash flow.

11.5.3 Financial Evaluation in the Case of Government Operation

When the government of Sri Lanka takes a STEP loan3

from JICA to cover the construction cost of the monorail

and rolling stock, and then operates the monorail, and

receives the revenue from the operation of the monorail,

the NPV of the government cash flow shows the negative

value of 141.63 LKR billion.

If the government takes another loan from other country,

which has the interest rate of 3.6% per annum, and the

repayment of principals is sixteen years including four

years grace period, the NPV of the government cash flow

shows the negative value of 224.05 LKR billion.

3 In the STEP loan, the purchase of additional rolling stocks in 2025 and 2030 as well as the construction cost of the depot for expansion in 2030 are not included.


Figure 11.5.1 The Case of the

Government Operation


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The cash flow of the government is shown in Table 11.5.1.

Table 11.5.1 The Case of Government Operation

Unit: LKR billion

In-flow Out-flow

Normal

Bus

Semi-

Luxury BusLuxury Bus

Constructi

on

Rolling

Stock

Malabe

MMC

Park &

RideO&M

2014 0.00 0.00 0.00 0.00 0.00 0.00

2015 2.12 2.12 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2016 2.12 2.12 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2017 47.48 40.32 7.07 0.09 0.00 0.00 0.00 0.00 0.00

2018 50.96 43.72 7.07 0.09 0.07 0.00 0.00 0.00 0.00

2019 53.48 43.76 7.07 1.85 0.80 0.00 0.00 0.00 0.00

2020 40.00 1.22 1.68 1.99 1.57 29.56 7.07 1.85 1.52 2.28 0.00 0.51 0.97 1.28

2021 1 0.00 1.28 1.77 2.10 1.57 0.00 0.00 0.00 0.00 2.28 0.00 0.57 1.06 1.39

2022 2 0.00 1.34 1.87 2.21 1.57 0.00 0.00 0.00 0.00 2.28 0.00 0.63 1.16 1.50

2023 3 0.00 1.40 1.96 2.33 1.57 0.00 0.00 0.00 0.00 2.28 0.00 0.69 1.25 1.62

2024 4 0.00 1.46 2.06 2.44 1.57 0.00 0.00 0.00 0.00 4.31 0.00 -1.28 -0.68 -0.30

2025 5 12.97 1.52 2.16 2.56 1.57 0.00 12.97 0.00 0.00 5.50 6.54 0.20 -9.15 -8.51 -8.11

2026 6 0.00 1.65 2.35 2.82 1.57 0.00 0.00 0.00 0.00 5.50 6.54 0.19 -9.01 -8.31 -7.84

2027 7 0.00 1.78 2.54 3.09 1.57 0.00 0.00 0.00 0.00 5.50 6.54 0.18 -8.87 -8.11 -7.57

2028 8 0.00 1.92 2.74 3.36 1.57 0.00 0.00 0.00 0.00 5.50 6.54 0.18 -8.73 -7.91 -7.29

2029 9 0.00 2.05 2.93 3.63 1.57 0.00 0.00 0.00 0.00 5.50 6.54 0.17 -8.59 -7.71 -7.02

2030 10 13.89 2.18 3.13 3.89 1.57 3.28 10.61 0.00 0.00 6.62 6.54 0.16 -9.57 -8.62 -7.86

2031 11 0.00 2.32 3.32 4.16 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.16 -9.43 -8.42 -7.59

2032 12 0.00 2.45 3.52 4.43 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.15 -9.29 -8.22 -7.31

2033 13 0.00 2.58 3.71 4.70 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.14 -9.15 -8.02 -7.04

2034 14 0.00 2.72 3.91 4.96 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.14 -9.01 -7.82 -6.76

2035 15 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.13 -8.87 -7.62 -6.49

2036 16 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.12 -8.87 -7.61 -6.48

2037 17 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.12 -8.86 -7.60 -6.48

2038 18 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.11 -8.85 -7.60 -6.47

2039 19 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.10 -8.85 -7.59 -6.46

2040 20 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.10 -8.84 -7.58 -6.46

2041 21 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.09 -8.83 -7.58 -6.45

2042 22 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.09 -8.83 -7.57 -6.44

2043 23 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.08 -8.82 -7.56 -6.44

2044 24 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.07 -8.81 -7.56 -6.43

2045 25 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.07 -8.81 -7.55 -6.42

2046 26 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.06 -8.80 -7.55 -6.42

2047 27 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.05 -8.79 -7.54 -6.41

2048 28 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.05 -8.79 -7.53 -6.40

2049 29 0.00 2.85 4.10 5.23 1.57 0.00 0.00 0.00 0.00 6.62 6.54 0.04 -8.78 -7.53 -6.40

2050 30 2.85 4.10 5.23 1.57 6.62 6.54 0.03 -8.77 -7.52 -6.39

2051 31 0.00 2.85 4.10 5.23 1.57 6.62 6.54 0.03 -8.77 -7.51 -6.38

2052 32 0.00 2.85 4.10 5.23 1.57 6.62 6.54 0.02 -8.76 -7.51 -6.38

2053 33 0.00 2.85 4.10 5.23 1.57 6.62 6.54 0.01 -8.75 -7.50 -6.37

2054 34 0.00 2.85 4.10 5.23 1.57 6.62 6.54 0.01 -8.75 -7.49 -6.36

223.01 84.84 121.74 153.33 54.85 164.87 51.88 3.87 2.39 206.40 196.16 3.04 -265.91 -229.01 -197.42

-141.63 -121.81 -105.16

Total

Normal

Bus

Semi-

Luxury Bus

Loan

Repaymen

t

Interest

Payment

Year

NPV

Yrs

after

ope.

Cash Flow

Luxury Bus

Monorail

Loan

Revenue from Monorail

Related

Revenue



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Figure 11.5.2 The Case of the

Public Corporation Operation

11.5.4 Financial Evaluation in the Case of Public Corporation Operation

As described in the Figure 11.5.2, when a public

corporation operates the monorail, the corporation is

responsible for the O&M cost and receives the revenue

from the operations of the monorail, and the government

is responsible for the construction cost of monorail, loan

repayment and interest, and receives the loan.

The cash flow of the public corporation which includes

the in-flow of revenues from the monorail and out-flow

of O&M on the monorail, the NPV shows a negative

value of 35.34 LKR billion with the fare level of normal

bus.

In other cases of the fare level of semi-luxury bus and

increase in steps4, these NPVs show negative values as

shown below. Only the NPV with the fare level of

luxury bus shows a positive value of 1.13 LKR billion,

though the cash flow indicates negative from the year of

2024 to 2034. This negative period is caused by the

increase of O&M on the monorail due to the purchase of

new rolling stocks in 2025 and the expansion of the depot

in 2030 for catching up the increase of demand after

2030.

・ Normal bus level : -35.34 LKR billion

・ Semi-Luxury bus level : -15.51 LKR billion

・ Luxury bus level : 1.13 LKR billion

・ Increase in Steps : -7.23 LKR billion

4 This fare is increased in steps, in which the normal bus level is set up from the opening year to 2024, semi-lux. level from 2025 to 2034 and lux. level from 2035.


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Table 11.5.2 shows the cash flow of the public corporation.

Table 11.5.2 The Case of Public Corporation Operation (the Cash Flow of Public Corporation)

Unit: LKR billion

In-flow Out-flow

Normal BusSemi-

Luxury BusLuxury Bus

Increase in

StepsO&M

2014 0 0.00 0.00 0.00 0.00 0.00 0.00

2015 0 2.12 0.00 0.00 0.00 0.00 0.00

2016 0 2.12 0.00 0.00 0.00 0.00 0.00

2017 0 47.39 0.00 0.00 0.00 0.00 0.00

2018 0 50.80 0.00 0.00 0.00 0.00 0.00

2019 0 50.83 0.00 0.00 0.00 0.00 0.00

2020 0 36.63 1.22 1.68 1.99 1.22 1.57 2.28 0.51 0.97 1.28 0.51

2021 1 0.00 1.28 1.77 2.10 1.28 1.57 2.28 0.57 1.06 1.39 0.57

2022 2 0.00 1.34 1.87 2.21 1.34 1.57 2.28 0.63 1.16 1.50 0.63

2023 3 0.00 1.40 1.96 2.33 1.40 1.57 2.28 0.69 1.25 1.62 0.69

2024 4 0.00 1.46 2.06 2.44 1.46 1.57 4.31 -1.28 -0.68 -0.30 -1.28

2025 5 12.97 1.52 2.16 2.56 2.16 1.57 5.50 -2.42 -1.78 -1.38 -1.78

2026 6 0.00 1.65 2.35 2.82 2.35 1.57 5.50 -2.28 -1.59 -1.11 -1.59

2027 7 0.00 1.78 2.54 3.09 2.54 1.57 5.50 -2.15 -1.39 -0.84 -1.39

2028 8 0.00 1.92 2.74 3.36 2.74 1.57 5.50 -2.02 -1.20 -0.58 -1.20

2029 9 0.00 2.05 2.93 3.63 2.93 1.57 5.50 -1.89 -1.00 -0.31 -1.00

2030 10 13.89 2.18 3.13 3.89 3.13 1.57 6.62 -2.87 -1.92 -1.16 -1.92

2031 11 0.00 2.32 3.32 4.16 3.32 1.57 6.62 -2.74 -1.73 -0.89 -1.73

2032 12 0.00 2.45 3.52 4.43 3.52 1.57 6.62 -2.60 -1.53 -0.62 -1.53

2033 13 0.00 2.58 3.71 4.70 3.71 1.57 6.62 -2.47 -1.34 -0.35 -1.34

2034 14 0.00 2.72 3.91 4.96 3.91 1.57 6.62 -2.34 -1.14 -0.09 -1.14

2035 15 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2036 16 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2037 17 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2038 18 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2039 19 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2040 20 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2041 21 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2042 22 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2043 23 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2044 24 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2045 25 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2046 26 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2047 27 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2048 28 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2049 29 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2050 30 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2051 31 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2052 32 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2053 33 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

2054 34 0.00 2.85 4.10 5.23 5.23 1.57 6.62 -2.20 -0.95 0.18 0.18

216.75 84.84 121.74 153.33 141.67 54.85 206.40

-35.34 -15.51 1.13 -7.23

Total

NPV

Semi-

Luxury BusLuxury Bus Increase in

StepsNormal Bus

Year

Yrs

after

ope.

Cash Flow

Loan


Related

Revenue

Monorail



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Figure 11.5.3 Component of MmTH and

Mall-1 & Mall-2

11.5.5 The Case Study: Public Corporation Operation of Monorail with MmTH

The public corporation cannot operate the monorail only to cover the O&M from the revenues of

the monorail fare and railway related business. Therefore, as an option, MmTH which is a part

of SKYTRAIN project is set up the commercial facility restrictively, and financial evaluation is

also analyzed, including its additional revenue of MmTH.

Additional Revenues from MmTH

When the additional revenue of MmTH is

considered as a part of the SKYTRAIN project,

MmTH is composed of railway, monorail,

MmTH terminal, bus terminal, shopping Mall-1

and shopping Mall-2. The shopping Mall-1

which produces the main revenue, is built

above the MmTH terminal from the second

floor to the sixth floor. The Mall-2, which is

not considered as a part of the SKYTRAIN

project, is expected to be located next to

Mall-1.

The revenues from MmTH and Mall-1 are estimated as shown the following Table 11.5.3.

Table 11.5.3 The Revenues from MmTH and Mall-1

Item Unit cost, area and operation rate Amount (LKR mil)

MmTH

MmTH terminal

Floor space for lease 700 LKR/shop/month, 500 shops, operation rate=100%

4.20

Advertisement space for lease

50,000 LKR/m²/month, 100 100 m², operation rate=85%

51.00

Bus terminal Terminal charge

50 LKR/bus/entering, 6,600 buses/day, 360 days

208.02


50,000 LKR/ m²/month, 100 100 m², operation rate=85%

51.00

Car parking Parking charge 75 LKR/hour, 9hours/car, 200 cars/day, 360 days

48.60

Sub-total 362.82

Mall-1

Floor space for lease

5,382 LKR/m²/month, 6,960 m²/floor, operation rate=95%

2,313.67


50,000 LKR/m²/month, 200 m²/floor, operation rate=85%

510.00

Sub-total 2,823.67

Total 3,186.49



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Figure 11.5.4 The Case of the Public

Corporation Operation with MmTH

Financial Evaluation in the Case of Public Corporation Operation

As described in the Figure 11.5.4, when a public

corporation operates the monorail and MmTH

with Mall-1, the corporation is responsible for the

O&M cost and receives the revenue from the

operations of the monorail and MmTH with

Mall-1, and the government is responsible for the

construction cost of monorail and MmTH, loan

repayment and interest, and receives the loan.

In terms of cash flow of the public corporation

which includes the in-flow of revenues from the

monorail as well as MmTH with Mall 1 and

out-flow of O&M on the monorail and MmTH,

the NPV shows a value of 13.28 LKR billion with

the fare level of normal bus.

In this case, the public corporation will make a

profit from the operations of the monorail and

MmTH with Mall-1, though the cash flow

indicates negative from the year of 2030 to 2035.

This negative period is caused by the increase of

O&M on the monorail due to the purchase of

new rolling stocks and the expansion of the depot

in 2030 for catching up the increase of demand

after 2030.

In order to make annual cash flow positive to cover the O&M, the semi-luxury bus, luxury bus

levels and increase in steps are also evaluated as follow. In all cases, the NPV shows positive

and make a profit every year from the commencement of operation.

・ Normal bus level : 13.28 LKR billion

・ Semi-Luxury bus level : 33.10 LKR billion

・ Luxury bus level : 49.75 LKR billion

・ Increase in steps : 41.39 LKR billion

Table 11.5.4 shows the cash flow of the public corporation.

Revenue: Monorail + MmTH with Mall-1


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Table 11.5.4 The Case of Public Corporation Operation with the Revenue from Monorail

and MmTH (with Mall-1) (the Cash Flow of Public Corporation)

Unit: LKR billion

In-flow Out-flow

Normal BusSemi-Luxury

BusLuxury Bus O&M O&M

2014 0 0.00 0.00 0.00 0.00 0.00 0.00 0.00

2015 0 3.41 0.00 0.00 0.00 0.00 0.00 0.00

2016 0 3.41 0.00 0.00 0.00 0.00 0.00 0.00

2017 0 48.04 0.00 0.00 0.00 0.00 0.00 0.00

2018 0 68.98 0.00 0.00 0.00 0.00 0.00 0.00

2019 0 68.50 0.00 0.00 0.00 0.00 0.00 0.00

2020 0 54.30 1.22 1.68 1.99 1.57 3.19 2.28 0.76 2.94 3.39 3.70 2.94

2021 1 0.00 1.28 1.77 2.10 1.57 3.19 2.28 0.76 2.99 3.49 3.82 2.99

2022 2 0.00 1.34 1.87 2.21 1.57 3.19 2.28 0.76 3.05 3.58 3.93 3.05

2023 3 0.00 1.40 1.96 2.33 1.57 3.19 2.28 0.76 3.11 3.68 4.04 3.11

2024 4 0.00 1.46 2.06 2.44 1.57 3.19 4.31 0.76 1.14 1.74 2.12 1.14

2025 5 12.97 1.52 2.16 2.56 1.57 3.19 5.50 0.76 0.01 0.64 1.05 0.64

2026 6 0.00 1.65 2.35 2.82 1.57 3.19 5.50 0.76 0.14 0.84 1.31 0.84

2027 7 0.00 1.78 2.54 3.09 1.57 3.19 5.50 0.76 0.27 1.03 1.58 1.03

2028 8 0.00 1.92 2.74 3.36 1.57 3.19 5.50 0.76 0.41 1.23 1.85 1.23

2029 9 0.00 2.05 2.93 3.63 1.57 3.19 5.50 0.76 0.54 1.42 2.12 1.42

2030 10 13.89 2.18 3.13 3.89 1.57 3.19 6.62 0.76 -0.44 0.50 1.27 0.50

2031 11 0.00 2.32 3.32 4.16 1.57 3.19 6.62 0.76 -0.31 0.70 1.53 0.70

2032 12 0.00 2.45 3.52 4.43 1.57 3.19 6.62 0.76 -0.18 0.89 1.80 0.89

2033 13 0.00 2.58 3.71 4.70 1.57 3.19 6.62 0.76 -0.04 1.09 2.07 1.09

2034 14 0.00 2.72 3.91 4.96 1.57 3.19 6.62 0.76 0.09 1.28 2.34 1.28

2035 15 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2036 16 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2037 17 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2038 18 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2039 19 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2040 20 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2041 21 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2042 22 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2043 23 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2044 24 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2045 25 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2046 26 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2047 27 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2048 28 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2049 29 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2050 30 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2051 31 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2052 32 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2053 33 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

2054 34 0.00 2.85 4.10 5.23 1.57 3.19 6.62 0.76 0.22 1.48 2.61 2.61

273.48 84.84 121.74 153.33 54.85 111.53 206.40 26.67

13.28 33.10 49.75 41.39

Total

NPV

Semi-Luxury

BusLuxury Bus Increase in

Steps

MmTH

Normal BusYear

Yrs

after

ope.

Cash Flow

Loan


Related

Revenue

Revenue

from MmTH

Monorail



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11.5.6 Summary of Evaluation

The NPV of the government cash flow funded by JICA STEP loan shows less government deficit

rather when compared to another loan in order to implement the SKYTRAIN Project.

In the case that public corporation operates the monorail without MmTH, only the case of luxury

bus fare level shows the positive value of NPV for the public corporation, though the cash flow

indicates negative from the year of 2024 to 2034.

In the case that the public corporation operates the monorail and MmTH with Mall-1, the fare of

normal buses with the revenue from MmTH is almost covered the O&M of both the monorail and

MmTH, though the cases of semi-luxury bus level as well as the fare increase in steps are more

practical and preferable from the financial view point.


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CHAPTER 12 Environmental and Social Considerations

12.1 Project Component

12.1.1 Project outline

The project is planned within the Colombo Metropolitan Area, connecting key economically and socially important areas, including the Colombo Central area and Battaramulla administrative capital. An image map of the proposed project, Monorail system for Malabe Corridor, is shown in Figure 12.1.1.

The projects components are; the Monorail system which has a total length of 23.5km with a total 26 stations, the Multi-Modal Transport Centre, and Park and Ride Facilities. The Monorail network is composed of the following 2 lines.

Route Section Length Station

Line1 IT Park – Malabe – Fort - Kotahena 21.4km 24 (Incl., National Hospital St.)

Line2 Town Hall - Kollupitiya 2.1km 3 (Incl., National Hospital St.)

The depot area is planned to be constructed on paddy fields—north of the Malabe town bounded by Chandrika Kumaratunga Mawatha to the east. The proposed structure is elevated and the platform will be on a series of pillars.

Please refer to Chapter 5 for the Monorail system and structure.


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Figure 12.1.1 Proposed Monorail Route

12.1.2 Location and Study area

The study area was defined as the land within 500m of the project components, taking account of the nature of the impact. The study area falls under four divisional secretariat divisions namely; Colombo, Thibirigasyaya, Sri Jayawardanapura kotte and Kaduwela (Table 12.1.1). There are about 133 Grama Niladhari Divisions and the Monorail will goes along or through 37 of them.

Table 12.1.1 Sections of the route traverses through the Divisional Secretariat Divisions

Divisional Secretariat Division Section of the Monorail Route

Colombo Kotahena to Eye Hospital Junction via Panchikawatta, Maradana, Fort & Union Place.

Thibirigasyaya Eye Hospital Junction to Rajagiriya Via Punchi Borella, Borella and Ayurveda junction.

Sri Jayawardenapura Kotte Rajagiriya to Diyatha Uyana (Battaramulla)

Kaduwela Diyatha Uyana to Bandaranayake Mawatha (Malabe) via Palan thuna, Thalahena and Malabe.


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12.2 Environmental and Social Baseline Conditions

12.2.1 Overview of the project area

The project area is located in a relatively flat area. The climate of the project area is categorised as tropical monsoon, having a wet season and short dry seasons. In Colombo, May, October and November are observed to be rainy months with around 330 – 350 mm rainfall each, while January and February are observed to be dry periods with around 50 mm rainfall each. The

mean daily maximum temperature in the study area is approximately 29 – 31°C while the mean

daily minimum temperature is around 22 - 25°C. The highest temperatures seemed to have occurred in February and March when it rises up to 36ºC, still the average temperature remains at about 28 ºC, which is also equal to the average temperature all through the year. The monthly maximum wind speed exceeds 10m/s in many months in the project area. The Monorail will be implemented primarily on existing roads and land use around the Monorail route is mainly for commercial purposes. The land use around the project area is shown in Figure 12.2.1-(a) and Figure 12.2.1-(b). Along the planned route, there are commercial facilities such as, office buildings (World Trade Centre, etc.), shopping malls and administrative buildings and public facilities including hospitals and stations (Fort and Maradana, Kollupitiya, etc.). In addition, Diyawanna Lake is a major water body along the route and is now serving as a key leisure zone. In general, the Western side of the project area, including the business capital of Fort area is a more business orientated zone, while eastern area toward Malabe becomes a semi-urban area with more green open spaces. The images of the project areas are shown in Figure 12.2.1-(c) and Figure 12.2.1-(d). The land use of the area is shown in Figure 12.2.2 and Figure 12.2.3.

Figure 11.2.1-(a) View around Fort station

Figure 11.2.1-(b) View at Lipton Circle.

Figure 11.2.1-(c) View at Pelawatta Road

Figure 11.2.1-(d) View near Robert

Gunawardena Mawatha


Figure 12.2.1 Pictures of selected project areas


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Figure 12.2.2 Land use map around the project area (1)


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Figure 12.2.3 Land use map around the project area (2)


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12.2.2 Conservation area

There are two conservation areas around the project area as below. Location of these areas is shown in Figure 12.2.4.

(1) Thalangama Environmental Protection Area

Thalangama Environmental Protection Area was designated by the Central Environmental Authority (No. 1,487/10 , MARCH 05, 2007) in 2007. It is noted that the Monorail will not go through the area designated as Environmental Protection Area, which is approximately 2 km from the Monorail route. Only the following activities are permitted under the gazette.

1) The cultivation of paddy.

2) Fishing.

3) Nature trails.

4) Construction of towers for the observation of Birds.

5) An Environmental Educational Information centre and a sales outlet.

6) Construction of a Security Post.

A tank was built during King Parakramabahu VI era (1551-1547AD) to irrigate paddy cultivation. The tank and its surrounding habitats serve as an important flood retention area. The tank has a rich biodiversity that includes 41 plant species and 15 freshwater species. While the freshwater fish in the tank comprises both exotic and endemic and indigenous fish species the flora is highly modified with many exotic species.

(2) Sri Jayawardana Bird Sanctuary

This sanctuary was designated by the Department of Wildlife Conservation (No.331/8 WEDNESDAY, JANUARY 09, 1985) in 1985. Unlike a National Park, which is fully legally protected and no development activity is allowed, the Sanctuary has a lower protection status than a National Park and development may be allowed in a Sanctuary with the approval of the Department of Wildlife Conservation. Even though the area is designed as Sri Jayawardana Bird Sanctuary, the area has already been developed with many road and building projects.

Figure 12.2.4 Conservation area around the project area

Sri Jayawarnapura Sanctuary

Thalangama EPA

Monorail route Depot site


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12.2.3 Social Environment

The Monorail will be implemented primarily on existing roads and land use around the Monorail route is mainly for commercial purposes. The population density in the Colombo Metropolitan Core is roughly 20 person/ha while the population density along the major corridors is 40 person/ha. It is expected that the population density in Colombo Metropolitan Area will rise from 20 to 80 person/ha.

Along the planned route, there are commercial facilities such as, office buildings (World Trade Centre, etc.), shopping malls and administrative buildings and public facilities including hospitals and stations (Fort and Maradana, Kollupitiya, etc.). In addition, Diyawanna Lake is a major water body along the route and is now serving as a key leisure zone.

There are several development plans/proposals along the proposed route, including the Slave Island Redevelopment, shifting of Manning Market and relocation of the capital function to Sri Jayewardenepura Kotte.

There are several culturally important features along the route, including a temple, historically important buildings (Town Hall, etc.) and Bo trees. The Bo tree situated at Borella Junction is regarded as highly sensitive.

12.3 Environmental Policies and Regulations in Sri Lanka

12.3.1 National Environmental Act (NEA) No. 47 of 1980, and its amendment Act No. 56 of 1988

and Act No. 53 of 2000

Under provisions of Part IV C of the NEA No. 47 of 1980 and subsequently stipulated in Gazette (Extra Ordinary) No. 772/22 dated June 24, 1993 the Government of Sri Lanka (GoSL) made Environmental Assessment (EA) a legal requirement for a range of development projects. The list of projects requiring an EA in the form of an Environmental Impact Assessment (EIA) or Initial Environmental Examination (IEE) is prescribed in the above Gazette notification. The basic considerations underlying the identification and listing of project activities as "prescribed projects" are sensitivity and magnitude, since those factors are likely to cause adverse impacts on the environment. Such projects include, among others, those which may have adverse impacts on natural resources and those which have a high pollution potential. Listed prescribed projects that are of relevance to the proposed monorail project include:

Construction of railway: A monorail system itself is not listed as a prescribed project for EIA, however, according to the Central Environmental Authority’s (CEA’s) opinion, it is deemed to be subject to an EIA given that its impact is considered to be similar to a railway project.

Reclamation of land, wetland area exceeding 4 hectares: The development of the Depot may require 6 -7 ha of reclaimed wetland area.

Within 100 meters of the boundaries of or within any areas declared as a Sanctuary under the Fauna and Flora Protection Ordinance: The proposed monorail route is expected to pass a Sanctuary.

There are 6 major steps in the IEE/EIA process; 1) Screening, 2) Scoping, 3) Preparation of the


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EIA/IEE, 4) Report review, 5) Approval with terms and conditions or rejection with reasons and 5) Post approval monitoring. These steps are described below and the EIA process in Sri Lanka is shown in Figure 12.3.1.

(1) Screening

The project proponent submits preliminary information to the Project Approving Agency (PAA) by filing a Basic Information Questionnaire (BIQ).

PAA reviews the BIQ and determines whether no further environmental analysis is required or whether the proponent is required to prepare an Initial Environmental Examination (IEE) or an Environmental Impact Assessment (EIA).

The screening period is 6 days.

(2) Scoping

If an EIA/IEE is required, a scoping meeting is conducted with a scoping committee to set the Terms of Reference (TOR) for the EIA/IEE. The scoping committee is organised by PAA and is composed of representatives from relevant agencies.

This scoping period is set as 14 days for IEE and 30 days for EIA.

(3) Preparation of the EIA/IEE

An EIA/IEE report is prepared in accordance with the TOR and submitted to PAA by the project proponent. There is no time limit given for the report preparation.

(4) Report review

The review of the EIA/IEE report involves both public and technical reviews. After PAA confirms the adequacy of the report, the report becomes open for public review for a period of 30 working days for an EIA and 14 days for an IEE. The notice for public disclosure of the EIA report shall be announced in a national newspaper of all three languages. The project proponent shall respond to comments raised during the public review period.

If required by PAA or stakeholders, a public hearing should be held immediately after the expiration of the 30-working day public comment period and before the project proponent is formally asked to respond to public and agency comments.

After the public review period, the technical evaluation committee reviews the report and gives any recommendations. The technical evaluation committee is composed of technical experts charged with all technical aspects of the EIA process. The technical review period is 21 days for an IEE and 30 days for an EIA.

(5) Approval with terms and conditions or rejection with reasons

PAA decides whether a project is to be approved based on public comments as well as recommendations from the technical evaluation committee. If the project is rejected, the project proponent can appeal.


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(6) Post approval monitoring

Mitigation and other conditions established and committed to in the IEE/EIA process should be implemented by the developer and monitored by the PAA.

Source: Central Environmental Authority

Figure 12.3.1 EIA process in Sri Lanka

<Scoping>

Preliminary Information (PI)

Public notice

Technical Evaluation Committee

Adequacy of Report

PI accepted as IEE NO

Set TOR Scoping

Committee Set TOR

Preparation of IEE

YES

Submitting to PAA Decide if IEE/EIA required

EIA required IEE required

IEE or EIA

EIA Report Preparation

NO

Modification

YES

Public notice

Forward comments to project proponent

Response by project proponent

Decision

Approved with conditions

Notice to public

Not approved

Appeal

Decision

Approved with conditions

Not approved

Notice to public

Appeal

<Screening>


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12.3.2 Fauna and Flora Protection (Amended) Act (No. 49 of 1993)

The Fauna and Flora (Protection) Ordinance No. 2 of 1937, as amended by the Fauna and Flora (Amended) Act No. 49 of 1993 and Act No. 22 of 2009 provides regulations for the protection, conservation and preservation of the fauna and flora of Sri Lanka, for the prevention of the commercial exploitation of such fauna and flora; and to provide for matters connected therewith or incidental thereto. Offenses relating to amphibians and fish included in Schedules III and IV of the Act. Part IV (sects. 42 to 48) concerns the protection of flora.

12.3.3 Flood protection Ordinance (chapter 449)

Under this ordinance the relevant minister is empowered to declare any area in Sri Lanka to be a flood area. And while such order remains in force the area indicated shall form a flood area and be subjected to the provisions of this ordinance.

According to the guidelines of this ordinance the Director of the Irrigation Department or any other person designated by the relevant minister shall prepare and carry out a scheme for the efficient protection of such area against floods.

12.3.4 Colombo District (Low Lying Areas) Reclamation & Development Board Act No. 15 of 1968

The Land Reclamation and Development Corporation (SLLRDC) established under this act has the power to declare low lying areas within the Colombo district as flood protection areas. The act was amended by Law No. 27 of 1976, Act No. 52 of 1982 and Act No. 35 of 2006.

12.4 Alternative analysis

12.4.1 No action alternative

As the largest metropolitan area in Sri Lanka, the population of Western Province was5.84 million inhabitants in 2012. It is estimated that the total population of Western Province will increase to 7.9 million persons by 2035 and economic growth with urban development plans are also expected. Thus the total person trip demand would increase and the trip demand made by private mode of transport such as passenger cars, three wheelers and motorcycles would increase rapidly due to said population growth and expected increase of household income.

It should be noted that current traffic congestion becomes serious during morning and evening peaks within and around the boundary of CMC and is expanding its area. Furthermore, traffic congestion will worsen due to the anticipated increasing demand if appropriate countermeasures are not taken. Less utilisation of high occupancy vehicles, a lack of facilities for pedestrians and bus passengers, insufficient capacity of public transport and poor enforcement of traffic rules aggravate the situation. Therefore, if an “Integrated Transport System with Monorail, SKYTRAIN” is not implemented, traffic congestion would become worse and the city will lose the following benefits;

• Alleviation of traffic congestion

• Enhancement of Economy

• Reduction of air pollution/traffic noise


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• Reduction of traffic accident

• Improvement of security

Because the proposed project would bring more positive impacts than the few negative impacts in terms of the environmental and social aspects, consideration of the “no action alternative” does not merit any further consideration. Alternative Analysis in Corridor Selection

The CoMTrans Urban Transport Master Plan proposed public transport networks for 2020, 2025 and 2035 taking efficiency, environmental friendliness, equity, safety and security aspects into consideration. Based on the large-scale home visit survey on travel behaviour, a series of transport surveys and secondary data from various resources; seven major transport corridors in the Colombo Metropolitan Area were identified.

The survey results showed that Malabe Corridor has the highest number of vehicles followed by Kandy Corridor and Galle Corridor. As for travel speeds of major transport corridors, Malabe Corridor and Galle Corridor were the lowest peak hour average travel speed of 13.8 km/h. The five percentile lowest travel speed of the Malabe Corridor was 8.0 km/h which is the lowest among all transport corridors.

12.4.2 Alternative Analysis in Monorail Route Selection

The route alignment and the station location are basically proposed in compliance with the above criteria. However, several locations with particular features, such as accessibility to facilities with high customer attraction, construction cost and restrictions on alignment, were examined individually with alternative options. Please refer chapter 4 for a detail. Alternative options and comparative studies were conducted from the environmental and social aspects for the following locations, and options / routes with less environmental and social impacts were selected:

• National Hospital Station to Borella Station: Social sensitivity and accessibility

• Borella Station to Welikada Station : Impact to Bo tree

• Sethshiripaya Station to IT Park Station: Traffic Impact

• Line 2: Landscape Impact

12.5 Environmental Scoping Results

An environmental scoping matrix was prepared by JICA study team based on the nature of expected impacts from the proposed project and environmental and social baseline condition as shown in Table 12.5.1.


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Table 12.5.1 A Result of Environmental Scoping for the Proposed Project

No Impacts

Rating

Assumed impacts

Construction

Operation

Social Environment

1 Land acquisition and resettlement

A－ D Pre-construction：For the Monorail project, no more than 50

households are expected to be resettled and some government and commercial lands need to be acquired, particularly areas for stations. The planned site for the Depot is agricultural land and marsh land.

2 Local economy such as employment and livelihood, etc.

B＋ B＋ Construction：Local economy is expected to improve through

creation of employment opportunities for both skilled and unskilled labourers.

Operation：The reduction of commuting time and improvement of

accessibility will contribute to the development of the local economy.

3 Land use and utilization of local resources

B－ B＋ Construction：The Monorail will utilise existing roads as much as

possible, avoiding changes in land use. Approximately 10ha of agricultural land in Malabe will be used as a Depot site.

Operation：Sophisticated use of land as well as development of the

local economy is expected along the Monorail route.

4 Social institutions and local decision-making institutions

D

D The proposed project does not have any anticipated impacts.

5 Social infrastructures and services

A－ B＋ Construction：The proposed project may require the replacement of

social infrastructure, such as light cables or water pipes.

Operation：The implementation of the Monorail will bring a

positive impact on social infrastructure.

6 Poor D D No slums are located along the proposed route and impoverished people will not likely be adversely affected by this project.

7 Indigenous and ethnic people

D D There are no indigenous or ethnic people in the project site.

8 Misdistribution of benefits and damage

D D The proposed project will not have a serious negative impact on this issue, however, careful attention should be paid to compensation for those who are required to be resettled or with lost livelihood.

9 Local conflict of interests

D D The proposed project will not have serious impacts on this issue.


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No Impacts Rating Assumed impacts

10 Gender D D The proposed project will not have serious impacts on this issue.

11 Children rights D D The proposed project will not have serious impacts on this issue.

12 Cultural heritage A－ D Construction：The Monorail may affect culturally important trees,

namely Bo trees. Several Bo trees have been identified along the route and the Bo tree at Borella Junction is known to be highly sensitive due to its religious value.

13 Landscape A－ A+/-

Construction：Construction activities will cause adverse impacts on

the landscape due to the presence of construction equipment and/or construction dust.

Operation：The implementation of an elevated transport system will introduce a new landscape element in Colombo, which could be negative or positive depending on the design of construction, monorail cars, etc.

14 Hazards (Risks) of Infectious diseases such as HIV/AIDS

D D The proposed project will not have serious impacts on this issue.

15 Accidents B- B＋ Construction：construction activity will reduce traffic capacity on

roads around the construction area, possibly increasing the number of accidents.

Operation：The proposed project will provide a safer transportation

method.

Pollution

16 Air pollution A－ B＋ Construction：Emission from construction equipment and vehicles

will increase air pollutants. The impact will be temporary and limited to the area near the construction area.

Operation：No major air pollutant will be emitted during the

operational stage. Air quality is expected to improve due to reduction of traffic through implementation of the Monorail.

17 Noise/Vibration B－ B－ Construction ： Construction noise will be generated by

construction equipment and activities.

Operation：The proposed monorail is expected to be equipped with

rubber tires and noise and vibration impact is expected to be limited.

18 Waste management (Solid and liquid)/ Soil contamination

B－ B－ Construction：Construction surplus soil, sludge, general waste and

wastewater will be generated from construction activities.

Operation：Solid and liquid waste will be generated from stations

or the Depot.

19 Odour D D Construction/Operation：No odour is anticipated.


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No Impacts Rating Assumed impacts

Natural Environment

20 Hydrology C C Construction・Operation：The Monorail route is expected to pass

along the reservoir and the Depot is expected to be installed on marsh land. These activities may cause hydrological impacts.

21 Topography and Geographical features.

D D Construction/Operation：The site is relatively flat and no large scale cut or fill is anticipated.

22 Bottom Sediment D D Construction：There is the possibility of impacting bottom sediment if construction activities occur around watersheds. If construction of bridges is proposed, careful consideration is necessary to minimise the impact.

Operation：No impact is anticipated to bottom sediment during the

operational stage.

23 Protected area B－ C Construction：The proposed route may pass designated areas,

including Sri Jayawardenapura Sanctuary designated by the Department of Wildlife Conservation (DWC) and an Environmental Protection Area designated by the Central Environmental Agency (CEA).

24 Flora, Fauna and Biodiversity

B－ D Construction：Trees and vegetation along the Monorail route will

be removed or partly trimmed during construction. These may include older large trees and culturally valuable trees (Bo trees).

Operation：No impact is anticipated.

Other

25 Global warming D B＋ Operation：The proposed project will contribute to the reduction of

CO2 emissions from the transportation sector.

26 Sun light D D There would not be a significant negative impact on this issue due to the fact that the structure of the beam is light as well as that the altitude of the sun is high all year around.

A+: Significatnt positive impact is expected

B+: Some positive impact is expected

A-: Significant negative impact is expected

B-: Some negative impact is expected

C: Impact is unknown

D: Impact is negligible or no impact is expected



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12.6 TOR Development for Relevant Environmental and Social Studies

In order to minimise the potential adverse impacts of the proposed project as identified in the above scoping matrix, it is important to conduct an Environmental Impact Assessment (EIA) study to assess and mitigate the expected impacts. The general procedure applied for the EIA study is described below. Collection of baseline data and information relating to ecological, physical, physio-chemical and social environments in and around the project site, in order to set the baseline of the existing environment around the project route and to evaluate the potential environmental and sociological impacts during the construction and operational stages of the project.

Carrying out baseline studies on noise, vibration, ambient air quality and water quality (ground water and surface water) measurements along the project route in order to understand the baseline parameters.

• To have a dialogue with all stakeholders including Government agencies having jurisdiction over the project and the project affected areas, local communities and householders directly or indirectly affected by the project.

• To assess the potential impacts from the project during the construction and operational stages.

• To formulate the required mitigation measures for the potential adverse impacts so as to minimise such impacts and to ensure compliance with all environmental regulatory standards prescribed by the Central Environmental Authority as well as other regulatory agencies.

• Prepare an Environmental Management and Monitoring Plan (EMP) in order to ensure that the project activities are carried out in a sustainable manner during the construction and operational period.

A survey methodology for each impact item was developed and is described in Table 12.6.1.

Table 12.6.1 Survey mythology for each item

Item Survey Methodology

Land acquisition and Resettlement

� Collect secondary and primary data through document review and interviews with the affected people.

� Identify the number of houses, businesses/livelihoods, industries, structures and other properties affected by the project.

� Identify families to be relocated and impacts of relocation as well as impacts on livelihoods and economic activities.

� Prepare Resettlement Action Plan (RAP)

Land use and utilization of local resources

� Identify the source of material use and assess the impact

� Identify practicable mitigation measures


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Social Infrastructure and Service

� Collect the secondary data regarding public infrastructure including underground utilities affected by the Project, such as roads, electric cables/poles, street lights, water supply, sewage and drainage, gas and telecommunication and other public infrastructure and utilities.


Cultural Heritage � Identify and collect data on the culturally important components, including worshiped trees, temples and churches.


Landscape � Define the landscape character and evaluate landscape impacts


Accidents � Conduct traffic count survey and review secondary data to collect traffic data at key traffic points.


Air � Collect secondary data regarding ambient air quality in Colombo area


Noise � Conduct noise measurement survey at selected locations

� Assess the impact based on international practice


Vibration � Conduct vibration measurement surveys at selected locations

� Assess the impact based on international practice


Waste Management � Identify Types of solid and liquid waste and their quantities treatment methodology


Hydrology � Collect information on the hydrological situation of flood retention areas, marsh areas, and water bodies around the project area.

� Conduct hydrological modelling to study the possibility of ground subsidence and aggravation of floods


Protected areas � Describe the condition of protected areas located in proximity to the project route, including the declared year, responsible organization, reason for the designation and important aspect of a protected area.

� Predict and assess the significance of the impact from construction and operational activities on the protected area.

Flora, Fauna and Biodiversity

� Conduct a site visit and review relevant documents to identify the status of flora, fauna and biodiversity.

� Evaluate the impact to flora and fauna considering the conservation status as well as biodiversity value.



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12.7 Impact Assessment

Land acquisition and Resettlement

Total population affected by the Project is 474+ persons. This includes 10 residential household heads with their 35 family members, 57 business owners with their 170 employees, 39 commercial property owners, and 37 paddy land owners and 7 "Ande" farmers (tenant cultivators) working in paddy lands. There are also 36 "other" landowners who own lands categorised in neither residential, commercial nor agricultural land. Number of affected structures are 74 and total affected land is 180,933.5 m2. Number of households and business owners to be relocated due to this project is estimated as 3 households and 12 business owners.

A RAP (Resettlement Action Plan) was developed in order to mitigate the impact of land acquisition and resettlement. Please refer to section 12.11 for more detail.

Land use and utilization of local resources

Construction materials used for the project include concrete (rubble, sand and cement), metal and soil with following approximate quantities of each material. These materials will be sourced from the approved sources (e.g. quarries/burrow pits with EPL, sea sand from SLLRDC sand stockpiles etc.) “

• Concrete : 345,000m3

• Metal: 35,000m3

• Earth work: 177,000m3

Social Infrastructure and Service

Existing infrastructure utilities, including water supply pipes, sewage pipes, telecommunication lines and electricity lines would be disturbed during the construction stage due to excavation activities as well as construction activities such as for piers, beams and stations. Underground utilities including water supply pipes, telecommunication lines and some electricity cables may not be impacted by the excavation activity, since these are buried on the edge of the road. Excavation for preparation of pier foundations is required up to 4m from the centreline of the Monorail alignment, therefore if lines are installed on the edge of roads, they would not be impacted by the excavations. However, some sections with centre medians including a section between Borella and Rajagiriya have street lights in the middle of the roads, therefore these lights need to be temporally replaced and reinstall in the area later.

Overhead lines including distribution lines and transmission lines will be disturbed pre construction stage. Especially, since there are many distribution lines crossing the proposed Monorail route, appropriate mitigation measures such as rerouting are necessary. The proposed Monorail route crosses 22kv transmission lines at 2 points, one is between the proposed Malabe station and the IT park station, and the other is at the entrance to the Depot. Since the 22kv transmission lines are reasonably high, the Monorail may be able to go under the line with a safety buffer. However, detailed investigation and consultation with CEB is required at the detail design stage.


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Cultural Heritage

The monorail route may affect several Bo trees, which have religious value. Through an interview with government personnel as well as the general public, it was revealed that the Bo tree at Borella junction is particularly important. Therefore, alternatives were evaluated to avoid significant impact to the Bo tree as described detail in Section 4.2.3. The route was decided to go through the bus terminal site which is situated north of the Bo tree to avoid any impact to the Bo tree.

Landscape

During construction stage, construction activities such as the presence of construction machinery, dust or increased traffic due to construction would create adverse visual impact. Therefore, there would be significance adverse visual impact during the construction stage, however the impact would be temporary and limited to the construction area.

The project will not have a major adverse impact on aesthetics during the operational stage. However the landscape could be improved through the adoption of certain measures. Figure 12.7.1shows an image of the Monorail System in Colombo.

Figure 12.7.1 Image of Monorail System in Colombo

Accidents

There will be a major impact on traffic flow during the construction period of the project which would increase accident risk significantly. Several critical areas have been identified which will be severely affected during the construction period. These sections include the Borella Junction, Lipton Circle, and the Talahena- IT Park road section, Battaramulla to Welikada road section and E. W. Perera Mawatha. A comprehensive traffic management plan must be drawn up in consultation with the RDA, CMC and the Traffic Police in order minimise the traffic impact caused during the construction period of the project.

Air

During the operational period, the monorail will have no adverse impact on air quality as there are no air emissions from the monorail. In fact, there will be a contribution to improvement in air


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quality due to the reduction in the number of private vehicles on the road due to the operation of the monorail. During the construction period, however, there could be adverse impacts on air quality due to dust generation from the construction work. Several mitigation measures must be adopted in order to reduce the pollution and nuisance due to dust generation, such as watering.

Noise and Vibration

With respect to noise pollution due to the operation of the monorail, an analysis was carried out using the noise levels from similar monorail systems in Japan. The analysis has shown that the area within which the monorail will operate has relatively high baseline noise levels and the monorail noise will have minimal impact on the existing noise levels in the area concerned. The monorail route passes close to the National Hospital which is considered to be a sensitive location. Since there is a redevelopment plan for the National Hospital in the near future, the hospital could be redesigned in such a way as to minimise the impact of noise to the hospital patients.

Waste Management

As far as the waste water from the depot and stations are concerned, the wastewater will be treated to the standards stipulated by the CEA through suitable treatment systems. The treated wastewater will be reused for flushing toilets and gardening purposes and only the remaining wastewater will be discharged into the environment. The wastewater from some stations could be directed to the sewerage system if a sewer system is available in the area. It is also very likely that by the time the monorail system commences operation, the existing sewerage system in the Colombo City will be expanded to cover other areas such as Battaramulla in which case the wastewater from the depot and the stations in this area also could be discharged into the sewer.

Hydrology

With respect to hydrology, the monorail route traverses through a wetland area and paddy fields in the Battaramulla and Malabe areas. A depot is to be built in Malabe. Due to the potential impacts due to the filling of land in this sensitive area, a decision has been taken not to build the depot on filled land but to build it on columns in order to ensure minimum impacts on the hydrology. The hydrological study carried out for the project has revealed that under these conditions the hydrological impact of the proposed project will be minimal.

Protected area

There are two environmentally sensitive areas in close proximity to the monorail route, namely the Sri Jayawardenapura Bird Sanctuary, declared by the Department of Wildlife Conservation in 1987, and the Thalangama Tank Environmental Protection Area declared by the Central Environmental Authority in 2007. However the impact of the monorail operations on these two areas is considered to be insignificant.

Flora, Fauna and Biodiversity

Since the monorail mainly goes on existing roads, the number of trees which need to be cut down is low and there are no endemic or rare species which require to be protected along the monorail route as the route traverses through a heavily built up urban area.


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12.8 Environmental Management Plan

An Environmental Management Plan (EMP) was developed as shown in Table 12.8.1 based on the impacts and mitigation measures discussed in the EIA study. It is important that this EMP is revised during the detailed design stage and the updated EMP should be part and parcel of the contract documents. Implementing the EMP during the construction period is a responsibility of the contractor under the supervision of PMU. A budgetary provision should be kept for such measures. Implementation of the Environmental Management Plan (EMP) will also be carried out under the control of the PMU.

Table 12.8.1 Environmental Management Plan (EMP)

Impact

Theme

Impact

Rating

Reasons for attributed impact rating Proposed Mitigation Measures Monitoring

(Agency

responsible)

Pre/Construction

Operation

Land

Acquisitio

n and

Resettleme

nt

A- D Construction stage

Social impacts due to land acquisition and some resettlement. Land needs to be acquired for the stations and depot. Several residential and commercial buildings will be affected due to the project.

Construction stage

A comprehensive Resettlement Action Plan is being prepared indicating details of families being displaced or affected due to land acquisition. Compensation packages to be given will be in line with Government Policy.

PMU/External Monitoring Agency

Operational Stage

Affected people may be disturbed bychange to a new life.

Operational Stage

Monitoring shall be conducted for affected people under the Resettlement Action Plan.

Land use

and

utilization

of local

resources

B- D Construction stage

Sand or gravel is required from local sources for the construction.

Construction stage

Construction materials such as metal and sand should be sourced only from quarries with the required permits and licenses.

The possibility of using sea sand should be investigated in order to minimise the use of river sand and the resulting environmental problems.

PMU

Social

Infrastruct

ure and

Services

A- D Construction stage

Water pipes, telecommunication lines, drainage pipes and electricity lines will be impacted during the construction.

Construction stage

The project implementing agency and contractor should have very close interaction with agencies having infrastructure facilities such as underground cables, pipelines etc. within the project area, such as the Ceylon Electricity Board, National Water Supply and Drainage Board, Sri Lanka Telecom.

PMU

Cultural

Heritage


The monorail route may affect several Bo trees which have religious value.

Construction stage

The monorail route shall be designed to avoid the Bo tree at Borella Junction which is known to be a very sensitive issue.

PMU


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Impact

Theme

Impact

Rating


(Agency

responsible)

Pre/Construction

Operation

Landscape

A- B+ Construction Stage

There could be adverse impacts during the construction stage on aesthetics due to construction activities.

Construction Stage

The adverse visual impacts during this stage could be reduced by measures taken to mitigate dust pollution and by efficient site management maximizing orderliness. Special care should be taken to conserve vegetation as much as possible when developing the monorail through the wetland between Lumbini temple and Palamthuna Station.

Operational Stage

The project will not have a major adverse impact on aesthetics during the operational stage. However the landscape could be improved through the adoption of certain measures.

Operational Stage

Depot: A belt of trees and shrubs should be established as an attractive screen along the edge of the Malabe Depot site, with some quick-growing species to provide early screening. There should also be planting of appropriate vegetation in pockets of open land if available within the site. Plants which tolerate water-logging should be used to the maximum possible, as the site will have to be maintained as a wetland, although a few small mounds and ridges may be made for planting other desirable species.

Between Lumbini Temple & Palamthuna: Tree and shrub planting should be done to compensate for trees and shrubs that may have to be removed.

Route along Dharmapala Mawatha adjoining Colombo Town Hall premises: The tree strip between the Monorail route and Colombo City Town Hall premises should be assessed and enhancement should be undertaken, involving inter-planting if necessary.

Accidents A- D Pre-Construction or Construction

Traffic congestion may occur on roads where construction is taking place.

Pre-Construction or Construction

A comprehensive Traffic Management Plan should be prepared and implemented in order to reduce traffic congestion. Special attention should be paid to critical locations such as Lipton Circus, E W Perera Mawatha, Borella Junction etc. as indicated in the report.

Road closures should be reported early to road users and residents.

Coordination with traffic police is important. Warning signs are to be provided. Material transportation vehicles should operate during low traffic times.

Traffic Police/RDA/PMU

Contractor/ PMU

Contractor/ PMU

There is a possibility of accidents and health hazards to workers

The workers should be properly trained on how to handle emergency situations without endangering their health and safety. .

Haphazard material stockpiling could result in visual impacts and may increase the risk of accidents and injuries.

Stockpile material only at predetermined approved places in an orderly manner. Conform to safety measures.

Operation

Traffic congestion may improve due to people using the monorail instead of buses or private vehicles,

Operation

No mitigation required


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Impact

Theme

Impact

Rating


(Agency

responsible)

Pre/Construction

Operation

Air

Pollution


Air pollution due to dust generation during the construction stage will be a major impact.

Air pollution due to vehicular emissions from heavy vehicles used for transport of construction materials will be an issue.

Construction stage

1. Water is to be used for dust suppression by wetting of dust generating surfaces. Construction equipment should be maintained properly. Vehicles transporting construction material are to be maintained in optimum condition in order to reduce vehicular emissions.

2. During Construction of temporary dust barriers, water sprinkling, floor wetting, limiting or slowing down of main dust generating activities such as excavation and heavy vehicle movement is required.

3. Use heavy vehicles that are in good condition.

4. Solid waste generated during the construction period including trees, bushes and other plants removed during site clearance are not to be burnt in the open.

5. All necessary protective equipment such as goggles, masks and other gear are to be provided to the workers in the construction site in order to minimise exposure to dust and lead fumes (during welding).

Contractor/PMU

through a recognised laboratory, independent monitoring by CEA

Operational Stage

Air pollution will not be an issue during the operational stage.

Operational Stage

No mitigation measures required

Noise and

Vibration

A- C Pre-Construction or Construction

During construction, noise will be generated in the construction area by construction activities and the operation of machinery used in construction possibly causing a public nuisance.

Construction stage

(Noise)

1. Use low noise emitting equipment and construction methods.

2. Limit night-time work as far as possible, in order to reduce nuisance. Carry out construction activities that generate high noise levels only during day time up to 2100 h. Only light construction activities should be carried out during the night time depending on the requirement.

3. Periodic noise level monitoring should be carried out in neighbouring community areas in order to identify noise related issues and take corrective action where necessary.

4. Transportation of materials using heavy vehicles should not be allowed during the night time.

(Vibration)

1. Carry out construction activities that generate high vibration levels only during day time up to 2100 h. Only light construction work should be carried out during night time depending on the requirement.

2. Periodic noise and vibration level monitoring should be carried out in neighbouring community areas in order to identify vibration related issues and take corrective action where necessary

Contractor/PMU through a recognised laboratory during construction period with independent monitoring by CEA.


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Impact

Theme

Impact

Rating


(Agency

responsible)

Pre/Construction

Operation

Noise and

Vibration

(Continue)

3. Establish a proper monitoring system to ensure regular inspection and maintenance of equipment.

Operation

(Noise)

Noise levels to be monitored around sensitive locations such as temples, hospitals and schools and if high noise levels are observed, action is to be taken to impose low speed zones in these areas.

(Vibration)

Monitor vibration if required.

Waste/Soil

Contamina

tion

Wastewate

r

B- C- Pre-Construction or Construction

Surface and groundwater quality may be affected during the construction period in terms of turbidity, oil and grease due to;

1. Impacts from sewage, if work crews live on the construction sites.

2. Impacts due to oil spills.

3. Impacts due to wastewater from concrete batching.


1. Collection of sewage/grey water generated in septic and soakage pits.

2. Minimise fuel and lubricating oil spills from construction equipment and vehicles by the use of secondary containment and adherence to good housekeeping practices.

3. The wastewater generated from cleaning of concrete batching equipment is to be collected separately in a tank in a manner that does not contaminate storm water, and should be subsequently treated in batches prior to disposal.

Contractor/PMU during construction period with independent monitoring by CEA.

Operation

Pollution due to sewage and wastewater from the depot and stations

Operation

1. General oily water, equipment and vehicle wash waters from the depot are to be contained and directed to an oil-water separation system. After oil separation, wastewater is to be directed to a wastewater treatment system and treated to the standards specified by the CEA.

2. Wastewater and sewage from the stations to be treated in a wastewater treatment system. Treated wastewater is to be used for gardening and toilet flushing. Remaining water is to be discharged into the sewer system where available. It is expected that sewer connections will be available in most of the areas of the monorail route.

3. Increase the frequency of preventive .maintenance to control oil spills from machinery and equipment.


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Impact

Theme

Impact

Rating


(Agency

responsible)

Pre/Construction

Operation

Waste/Soil

Contamina

tion

Solid Waste

B- B- Construction Stage

Pollution at work sites may occur due to haphazard disposal of construction wastes such as empty cement bags, rubble, off cuts, excavated soil material cut pieces, and solid and liquid waste from labour camps

Water pollution may occur due to oil spills and leaks.

Construction Stage

Make provisions for proper disposal of construction waste as well as domestic the waste from worksite. Make arrangements for collection and storage of all recyclable material such as plastics, paper and glass and hand over such materials to registered recycling companies. Have a formal agreement with the relevant Local Authority/ies for collection of waste on a regular basis

Construction equipment is to be well maintained in order to prevent oil spills and leakages from equipment. Good housekeeping practices are to be maintained at all worksites in order to prevent oil spills and leaks.

Contractor/PMU during construction period with independent monitoring by CEA.

Operational Stage

Pollution may occur due to haphazard waste disposal by passengers using Stations.

Operational Stage

A comprehensive waste management programme should be implemented at all Stations and the Depot. Sufficient receptacles of different colour codes are to be placed at strategic locations for waste collection. All recyclable waste such as paper, plastic and glass should be given to registered recycling companies. Biodegradable waste should be composted within each premises, and the compost used in the garden. A formal agreement should be in place for the relevant Local Authority/ies to collect the waste on a daily basis.

Hydrology B- D Construction stage

The site where the Depot is being planned is a low lying area, and land filling in this area may aggravate the existing flooding problem.

Construction stage

1. A comprehensive hydrological study has been carried out in order to assess the flood risk due to the project and construction of the Depot in particular. A decision has been made not to construct the Depot on filled land. The depot will therefore be constructed on pillars, in order to minimise the flood risk in the area.

2. Any filling related to the project should be carried out in phases in order to minimise the flood risk and other impacts.

SLLRDC/CEA

Operational Stage

There will be no hydrological impacts of the project during the operational stage.

Operational Stage

No mitigation measures are required during the operational stage.

Protected

area

C D Construction stage

The “Thalangama Environmental Protection Area” is located 1-2.55km from the Monorail track, but the monorail runs close to the Sri Jayawardanapura Sanctuary. However ecological impact on these and other sensitive habitats due to the monorail can be considered as low.

Construction stage

No specific action required in this regard.


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Impact

Theme

Impact

Rating


(Agency

responsible)

Pre/Construction

Operation

Flora,

Fauna and

Biodiversit

y

B- D Pre-Construction or Construction

Pruning of trees along the monorail route maybe required. Unplanned pruning can result in trees being uprooted during heavy rains and windy weather.


Expert advice should be sought during pruning of trees along the monorail route.

Contractor/PMU

Imbalance in the ecological environment due to unplanned clearing of marsh/paddy field vegetation and tall trees for construction activities.

Robert Gunawardene Mawatha, removal of the thick vegetation belt of Annona glabra (S: Wel aththa) and Terminalia arjuna (S: Kumbuk) vegetation and species such as Trema orientalis (S: Gadumba), Macaranga peltata (S: Kanda), Dillenia suffruticosa (S:Diyapara), and Terminalia catappa (S:Kottamba) should be completely avoided. In the Depot area, conserving the tall trees as much as possible is highly recommended, and additional tree planting is recommended in this area.

Unplanned land clearing, excavation, and filling for infrastructure facilities at selected areas in Robert Gunawardene Mawatha and Chandrika Bandaranayake Kumaratunga Mawatha, could result in adverse effects to existing habitats, their fauna and flora.

1. Excavations, stockpiling and filling activities at sites in Robert Gunawardene Mawatha and Chandrika Bandaranayake Kumaratunga Mawatha should be completed before the onset of monsoons in order to prevent the spread of excavated material into the surrounding habitats.

2. The excavated material should be used for the construction activities as far as possible.

3. Unwanted material should be removed promptly and dumped at recommended dump sites only.

4. Stockpiling and filling should be carried out without disturbing the natural drainage system of the project area.

5. Stockpiles from ground excavations should be kept covered until used/removed, to prevent them from washing away.

Disposal of untreated sewage and wastewater from worksites can affect fauna and flora.

Cleaning water from concrete batching equipment if released to waterways will increase turbidity and reduce photosynthesis in the water, resulting in adverse impacts on organisms in the aquatic food chain as well as impair breathing in fish by clogging their gills.

1. Adequate treatment and disposal facilities should be provided for solid waste, wastewater and sewage

2. The wastewater generated from cleaning of concrete batching equipment should be collected separately in a tank in a manner that does not contaminate storm water runoff, and should be subsequently treated in batches prior to disposal.


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Impact

Theme

Impact

Rating


(Agency

responsible)

Pre/Construction

Operation

Flora,

Fauna and

Biodiversit

y

(Continue)

Lubricants from construction equipment can lead to oil pollution of the waterways in the study area, resulting in a surface oil film formation which will limit light penetration and subsequent primary production

Waste such as plastics, polythene, excess sand, boulders, coarse and fine aggregate, cement bags, cut pieces of materials, various chemicals, paints, etc. will bring adverse effects through visual pollution and by settling on different aquatic and terrestrial habitats,

1. Accidental spillages of oil and accidental spillages from construction equipment must be prevented through an effective and regular maintenance programme and good housekeeping practices.

2. Make provisions for proper disposal of construction waste as well as domestic waste from the worksites. Make arrangements for collection and storage of all recyclable material such as plastics, paper and glass and hand over such materials to registered recycling companies. Have a formal agreement with the relevant Local Authority/ies for collection of waste on a regular basis

The study area has one indigenous species Phyllanthus emblica (S*:Nelli) that falls into Vulnerable category, two indigenous species, Madhuca longifolia (S*:Mee) and Dipterocarpus zeylanicus (S*:Hora) that have been identified as a Near Threatened species and one endemic species, Diospyros ebenum (S*: Kaluwara) categorised as Endangered under the National Red List 2012 of Sri Lanka (MOE 2012).

These species should not be removed but only pruned as required.

Operational phase

During operational phase, the activities in the Depot area are likely to create some environmental problems.

Operational Phase

1. During the operational phase, a proper solid waste and a wastewater management strategy should be in place at the Depot area.

2. Leakages of oil, fuel and lubricants from maintenance work on the monorail and from parked vehicles at the Depot area should be controlled with appropriate measures.

3. Care must be taken to maintain the public sanitary facilities to minimise adverse effects. A comprehensive management system should be implemented for solid waste management

A+: Significatnt positive impact is expected

B+: Some positive impact is expected

A-: Significant negative impact is expected

B-: Some negative impact is expected

C: Impact is unknown

D: Impact is negligible or no impact is expected

12.9 Monitoring Plan

As part of the EMP, a monitoring plan was developed to monitor the significance of impacts as well as the effectiveness of the mitigation measures adopted. The monitoring plan is described in Table 12.9.1.


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Parameter

Stage

Location

Parameter

Responsible

Agency/Person

Frequency

Independent

Monitoring

Agency

Cost

Unit (Rs)

Total

Water Quality-oil

spills

Construction/Operati

on

Depot site-Detection

of oil spills

oil

PMU

Quarterly

CEA (during

routine

inspections)

Managem

ent cost

Noise

Construction

8 Locations at the

construction sites

along the route and

at nearby residential

areas

Laeq 24 hr Noise

Level (day &

night)

Peak noise level

(Lmax)

Contractor and

PMU through a

recognized

laboratory

Quarterly for 4

years and on

receipt of

complaints

Immediately on

receipt of

complaints

10,000/sam

ple

960,000(4

years)

Operation

PMU through a

recognized

laboratory

Bi annually and on

receipt of

complaints

Immediately on

receipt of

complaints

10,000/sam

ple

160,000/year

Vibration

Construction

8 Locations at the

construction sites

along the route and

at nearby residential

areas

Frequency Range

(Hz)

Vibration in ppv

(mm/sec)

Contractor and

PMU through a

recognized

laboratory

Quarterly for 4

years and on

receipt of

complaints

Immediately on

receipt of

complaints

10,000/sam

ple

960,000(4

years)

Operation

Area where

complain received

PMU through a

recognized

laboratory

immediately on on

receipt of

complaints

Immediately on

receipt of

complaints

10,000/sam

ple

NA

Ambient Water

Quality of Inland

Water body

receiving waste

water

construction

Baseline monitoring

points (4 points)

Water Quality of

receiving water

body to be checked

periodically pH,

BOD, COD,TSS

Contractor and

PMU

In house

Laboratory

Independent

monitoring

through a

recognized

Laboratory

Quarterly

CEA-Annually

10,000/sam

ple

580,000(4

years)

Operation

PMU

on receipt of

complaints

CEA-Annually

10,000/sam

ple

NA

Quality of

treated

Wastewater

Operation

Treated W

astewater

discharge point at

Depot

Treated wastewater

quality to be

measured

periodically.pH,

BOD, COD, TSS

PMU

Independent

monitoring

through an

appropriate

Laboratory

Quarterly

CEA (Annually)

10,000/sam

ple

30,000/year

Table 12.9.1 Monitoring plan for construction and operational stages


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12.10 Stakeholder Meeting

A stakeholder meeting was conducted at the scoping stage of the EIA study on 18 February 2014 to disclose the project information as well as to obtain ideas and experience of stakeholders for the project development. Stakeholders invited for the public consultation included relevant government agencies and relevant local authorities as well as the public and a total of 106 participants attended the public consultation. In the meeting, the Master Plan for Colombo Transport Development (ComTrans), objectives of the Monorail, Monorail route and the Project area, and the main features of the proposed Monorail Project were presented by MOT and the JICA Study Team. Subsequently, the JICA Study Team explained the EIA study for the Project including likely environmental impacts that may arise during the construction and operation periods. Following the above presentations, a question and answer session was held. Key points raised during the stakeholder meeting and action taken to address the comments are summarized below.

#1 Question : Mr.S.Opanayaka (Director Lands) Road Development Authority (RDA):

• Please provide us the exact trace of the monorail route, so we can clarify our plans and concerns, if any, in or around the trace

• RDA is planning for an elevated highway along the Baseline Road, sometimes there might be some issues during the construction of foundations, especially on the underground walkway tunnel at Borella Junction

• Since some main roads will be affected, roads may have to be widened to reduce the impact. Also there may be instances where new roads have to be constructed for the project ( e.g. behind Sethsiripaya)

• When land is acquired for the project, proper liaising should be done with RDA.

• There should be a proper traffic management plan.

Answer: JICA Study Team

• It looks like Borella is the place where the highway and the monorail route are crossing each other. The JICA Study Team agreed to consult with the relevant parties to resolve any issues.

• We will inform you after finalizing the route, land acquisition could be done by the ministry, and we are planning to obtain spaces/Government lands where available so that the acquisition process is minimised.

• We plan to consult with RDA for land requirements when finalizing the project designs.

Action taken by the project proponent

• Several consultations were held with RDA to discuss the proposed project and project information was shared with RDA.


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#2 Question: Mr.S.H.M Somawardena -(Engineer )Ceylon Electricity board (CEB):

• At some places underground electrical cables could be in the way of the foundations

• 4 new electricity substations have been proposed to supply additional electricity to Colombo city and they may be used to supply electricity to Monorail operation.

• We need more details about the monorail and the electricity requirements


• We will consider this in our project but we understand that underground line shifting may be difficult.

• We expect to liaise with CEB with repect to the electricity requirements for the project.

Action taken by the project proponent

• Several consultations were held with CEA to discuss the relocation of utilities.

#3 Question: Mr.Gayan Weerasekara – A resident from Kollupitiya

• Many lands and plots are available for depot and station type of developments. Regarding land requirements, for us to assist, we need to know the exact location of the monorail trace and where stations, depots, etc. are to be proposed

• What area of Kollupitiya will be acquired?


• We will definitely share the trace with you, and in some places we may need to store our beams and other building materials so we request you to relay this message to all your GNs to provide us necessary assistance during this project.

• No major land acquisition is planned in Kollupitiya at this point in time.

No further action was required for the EIA study.


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#4 Question: Mr. G.A.C.R. Ganepola (Engineer )Colombo Municipal Council–CMC

• It is important to acquire lands after the finalization of the project. It is a time consuming and difficult task.

• CMC is undertaking overhead bridge developments including a proposed overhead bridge in Kollupitiya area, you may need to share the trace and designs to go in line with these proposed developments.

• Construction of the proposed flyover near Kollupitiya junction will start soon and is planned to be completed in 2016. Monorail designs will have to be compatible with this construction.


• We will definitely share the trace with you.

• There are still no plans to acquire lands on a large scale around Kollupitiya area.

• We will share the trace and designs to go in line with the developments

Action taken by the project proponent.

• Further consultation will be made with CMC

#5 Question: Mr.A.D.V.Dushantha (Development Officer) –––– D.S Office Sri

Jayawardenapura – Kotte

• There are a large number of paddy fields around Malabe area along the roads. These could be utilised with minimum disturbance to traffic during construction and operation. Any impacts should be studied.


• We will study this aspect.

Action taken by the project proponent.

• It was confirmed that the suggested area is not big enough to accommodate the Depot.


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12.11 Land Acquisition and Resettlement

A Draft Resettlement Action Plan (RAP) was made based on the current data and information regarding the Project. In this section, some of the key points extracted from the draft RAP are shown.

12.11.1 Potential Impacts

(1) Project Component and Expected Areas of Land Acquisition and Resettlement

Main Components

Land acquisition and resettlement will be necessary due to introduction of Monorail project components which include the structure of the Monorail system, stations, depot and related facilities as described in Chapter 5.

The Monorail system is an elevated railway and most of the route for the proposed project goes over existing roads. In terms of the space (width) required for the Monorail, it is important, in practice, to secure sufficient space along the Monorail route for emergency evacuation in case of accident, so that evacuation devices (such as ladders) can be accommodated in the area. Taking account of this, the space to be secured for the proposed Monorail alignment was, in principle, decided to be total width of 12m, 6m each side of the centreline of the Monorail alignment. For the stations, secured space is set to be 2m from the structure. An image of secured space for the Monorail alignment is shown in the Figure 12.11.1.


Figure 12.11.1 Secured Space for Monorail Alignment

Other Facilities

It should be noted that the project components below Table 12.11.1 are not included in this RAP study mainly because the lands for these facilities are owned by governments.


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Table 12.11.1 Other Main Facilities associated with the Monorail

Facility Description Location Scale (approx.) Remarks

Multi Modal Centres (MMC)

MMC is a transferring station for feeder bus users, railway passengers, and passenger cars traveling to the monorail.

Malabe station 1.5 ha Not included in this RAP as the lands for MMC are basically owned by the government. Also, information about the exact area to construct MMC is not available at the time of this draft RAP.

Park & Ride (P&R)

P&R is a facility which is a car park with connections to public transport that allow passengers to leave their vehicles and transfer to public transport.

6locations includes: Kotahena, Welikada, Rajagiriya, Sethsiripaya, Lumbini Temple, and IT Park stations

Welikada: 0.7 ha

Sethsiripaya: 1.1 ha

Lumbini Temple: 1 ha

Others: unknown

Not included in this RAP as the lands for P&R are basically owned by the government. Also, information about the exact area to construct P&R is not available at the time of this draft RAP.


(2) Areas expected to be affected

The project will affect 30 Grama Niladhari (GN) Divisions under four Divisional Secretariat (DS) Divisions namely, Colombo, Thibirigasyaya, Sri Jayawardanapura Kotte and Kaduwela. The affected DS Divisions and GN Divisions are shown in the Table 12.11.2.

Table 12.11.2 Affected Divisional Secretary Divisions and Grama Niladhari Divisions

Divisional

Secretary

Divisions

(DS)

Colombo

Divisional

Secretariat

Division

Thimbirigasyaya

Divisional

Secretariat

Division

Sri

Jayawardenapura

Kotte Divisional

Secretariat Division

Kaduwela Divisional

Secretariat Division

Grama

Niladhari

Divisions

(GN)

Pettah

Fort

Hunupitiya

Masangasweediya

Keselwatta

New Bazar

Suduwella

Ibbanwala

Slave Island

Maradana

Boralla South

Gothamipura Kuppiyawatta West

Kurunduwatta Kollupitiya

Rajagiriya

Welikada North

Welikada West

Welikada East

Malambe West

Malambe North

Thalangama North

Thalahena North

Thalahena South

Batteramulla South

Subuuthipura

Muththettugoda

Asiri Uyana

Batapotha

Aruppitiya

Kotuwegoda

Udumulla



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(3) Alternative Analysis

Since the early stage of the project planning, priority has been given to avoid and minimize land acquisition and involuntary resettlement. Through mode selection analysis, several transportation systems including BRT, AGT, LRT and Monorail were examined based on the capacity and scheduled speed as well as economic, environmental and social aspects. One of the key factors to be considered during this analysis was the impact of land acquisition and resettlement and Monorail was selected as the preferred mode since the Monorail requires only minimum land to be acquired. More detailed information on alternative analysis is described in Chapter 12.4.

12.11.2 Legal Framework regarding Land Acquisition and Resettlement

(1) Laws and Regulations regarding Land Acquisition in Sri Lanka

The land acquisition and the resettlement processes in Sri Lanka are defined by the following relevant regulations.

Land Acquisition Act (LAA) of 1950

The Land Acquisition Act of 1950 stipulates general provisions for land acquisition procedures in Sri Lanka. It has been amended from time to time but only provides for compensation for land, structures and crops. It does not require project executing agencies to address key resettlement issues such as (a) exploring alternative project options that avoid or minimise impacts on people; (b) compensating those who do not have title to the land; (c) consulting affected persons on resettlement options; (d) providing for successful social and economic integration of the affected persons and the host communities of the relocation sites; or (e) full social and economic rehabilitation of the affected persons. It provides for the payment of compensation at market rates for lands, structures and crops. It should be noted, however, that this act makes no provision for involuntary resettlement.

National Involuntary Resettlement Policy (NIRP) 2001

As described above, no compensation is provided for involuntary resettlement issues under LAA. In addition, people without title to the land and others that are dependent on the land cannot be assisted under the LAA. In order to make sure that people affected by development projects are treated in a fair and equitable manner, as well as to address the gaps between local practice and international best practices, the Government of Sri Lanka (through the Cabinet of Ministers) adopted the National Policy on Involuntary Resettlement (NIRP) on the 24th May 2001, and thereby established a framework for involuntary resettlement in the project planning and implementation stage. NIRP is also aligned with JICA`s safeguard policy, and it also highlights the need for consultations with Affected Peoples (APs) and their active participation in the resettlement process.

The basic principles of the NIRP are as followings:


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a) Involuntary resettlement should be avoided or reduced as much as possible by reviewing alternatives to the project as well as alternatives within the project.

b) Where involuntary resettlement is unavoidable, affected people should be assisted to re-establish themselves and improve their quality of life.

c) Gender equality and equity should be ensured and adhered to throughout the policy.

d) Affected persons should be fully involved in the selection of relocation sites, livelihood compensation and development options at the earliest opportunity.

e) Replacement land should be an option for compensation in the case of loss of land; in the absence of replacement land, cash compensation should be an option for all affected persons

f) Compensation for loss of land, structures, other assets and income should be based on full replacement cost and should be paid promptly. This should include transaction costs.

g) Resettlement should be planned and implemented with full participation of the provincial and local authorities.

h) Participatory measures should be designed and implemented in order to assist those affected to be economically and socially integrated into the host communities.

i) Common property resources and community and public services should be provided to affected people.

j) Resettlement should be planned as a development activity for the affected people.

k) Affected persons who do not have documented title to land should receive fair and just treatment.

l) Vulnerable groups should be identified and given appropriate assistance to substantially improve their living standards.

m) Project Executing Agencies should bear the full cost of compensation and resettlement.

NIRP requires that a comprehensive Resettlement Action Plan (RAP) be prepared where 20 or more families are displaced. In cases where less than 20 families are displaced, the NIRP still requires a RAP with a lesser level of detail. NIRP is applied to all development projects regardless of the source of funding.

LAA Regulations in 2008

The latest of several amendments to the LAA is the Revised Regulation of 2008 (hereinafter LAA 2008) which was issued as Gazette No. 1585/7 in January 2009 by the Hon. Minister of Land and Land Development. The LAA 2008 aims to solve underpayment for land and structures since there had been a widespread opinion that compensation for land through the LAA process was significantly less than the prevailing market values. The LAA 2008 incorporated many of the NIRP principles into Sri Lanka`s legal framework.


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National Environmental Act No 47 of 1980 (NEA)

There are provisions in the NEA Act No.47 of 1980 which refer to Involuntary Resettlement. The Act stipulates the types of projects which need approval under the terms of the NEA. The schedule includes Item 12 which refers to “involuntary resettlement exceeding 100 families” that will require preparation of an Environmental Impact Assessment.

(2) JICA Policies on Involuntary Resettlement

Key principles of JICA policies on involuntary resettlement is summarised below:

a) Involuntary resettlement and loss of means of livelihood are to be avoided when feasible by exploring all viable alternatives.

b) When population displacement is unavoidable, effective measures to minimise the impact and to compensate for losses should be taken.

c) People who must be resettled involuntarily and people whose means of livelihood will be hindered or lost must be sufficiently compensated and supported, so that they can improve or at least restore their standard of living, income opportunities and production levels to pre-project levels.

d) Compensation must be based on the full replacement cost as much as possible.

e) Compensation and other kinds of assistance must be provided prior to displacement.

f) For projects that entail large-scale involuntary resettlement, resettlement action plans must be prepared and made available to the public. It is desirable that the resettlement action plan include elements laid out in the World Bank Safeguard Policy, OP 4.12, Annex A.

g) In preparing a resettlement action plan, consultations must be held with the affected people and their communities based on sufficient information made available to them in advance. When consultations are held, explanations must be given in a form, manner, and language that are understandable to the affected people.

h) Appropriate participation of affected people must be promoted in planning, implementation, and monitoring of resettlement action plans.

i) Appropriate and accessible grievance mechanisms must be established for the affected people and their communities.

The above principles are complemented by the World Bank OP 4.12, since it is stated in the JICA Guideline that “JICA confirms that projects do not deviate significantly from the World Bank’s Safeguard Policies.” Additional key principles based on the World Bank OP 4.12 are as follows:

a) Affected people are to be identified and recorded as early as possible in order to establish their eligibility through an initial baseline survey (including population census that serves as an eligibility cut-off date, asset inventory, and socioeconomic survey), preferably at the project identification stage, to prevent a subsequent influx of encroachers of others who wish to take advantage of such benefits.


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b) Eligibility of Benefits include the PAPs who have formal legal rights to land (including customary and traditional land rights recognised under law), the PAPs who don't have formal legal rights to land at the time of census but have a claim to such land or assets and the PAPs who have no recognizable legal right to the land they are occupying.

c) Preference should be given to land-based resettlement strategies for displaced persons whose livelihoods are land-based.

d) Provide support for the transition period (between displacement and livelihood restoration).

e) Particular attention must be paid to the needs of the vulnerable groups among those displaced, especially those below the poverty line, landless, elderly, women and children, ethnic minorities etc.

f) For projects that entail land acquisition or involuntary resettlement of fewer than 200 people, an abbreviated resettlement plan is to be prepared.

In addition to the above core principles on the JICA policy, it also laid emphasis on a detailed resettlement policy inclusive of all the above points; project specific resettlement plan; institutional framework for implementation; monitoring and evaluation mechanism; time schedule for implementation; and, detailed Financial Plan etc.

(3) Gap Analysis between Sri Lankan Laws and JICA Policies (WB.OP.4.12)

There are differences between JICA policies and the national law in Sri Lanka in relation to the approach to land acquisition and payment of compensation. However, NIRP which was designed to bridge the Gap with international best practice and is more or less aligned with JICA policies, is widely used in practice for projects involving resettlement issues. Therefore, it can be said that there is no significant gap between JICA policies and land acquisition and resettlement practice in Sri Lanka. A gap analysis is shown in Table 12.11.3.

Table 12.11.3 Gap Analysis of Sri Lankan Laws and JICA Policies (WB.OP.4.12)

No. JICA guideline/

WB OP 4.12 GOSL Laws/Policies Gap

Measures to

Bridge the

GAP

1 Involuntary resettlement and loss of means of livelihood are to be avoided when feasible by exploring all viable alternatives. (JICA GL)

No requirement under the LAA.

NIRP requires avoiding involuntary resettlement by reviewing alternatives.

No difference between JICA Policy and NIRP on this principle

To follow the NIRP and JICA Policy

2 When population displacement is unavoidable, effective measures to minimise impacts and to compensate for losses should be taken. (JICA GL)

NIRP requires assisting affected persons to re-establish themselves and improve their quality of life.




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No. JICA guideline/


Measures to

Bridge the

GAP

3 People who must be resettled involuntarily and people whose means of livelihood will be hindered or lost must be sufficiently compensated and supported, so that they can improve or at least restore their standard of living, income opportunities and production levels to pre-project levels. (JICA GL)

NIRP requires that affected persons should be assisted to re-establish themselves and improve their quality of life.



4 Compensation must be based on the full replacement cost as much as possible. (JICA GL)

NIRP requires that compensation for loss of land, structures, other assets and income should be based on full replacement cost and should be paid promptly.



5 Compensation and other kinds of assistance must be provided prior to displacement. (JICA GL)

NIRP requires prompt payment of compensation.

NIRP does not mention that compensation and entitlements are to be paid or provided prior to physical or economic displacement.

To make an agreement to follow the JICA policy.

6 For projects that entail large-scale involuntary resettlement, resettlement action plans must be prepared and made available to the public. (JICA GL)

NIRP requires a comprehensive RAP for projects exceeding displacement of more than 20 families.

JICA policy requires preparation of a RAP when the project causes displacement of more than 200 people, whereas NIRP requires this in cases exceeding displacement of more than 20 families.

To follow NIRP. Regarding the number of displaces families. To follow JICA GL regarding RAP to be made available to the public.

7 In preparing a resettlement action plan, consultations must be held with the affected people and their communities based on sufficient information made available to them in advance. (JICA GL)

NIRP requires that affected persons should be fully involved in the selection of relocation sites, livelihood compensation and development options at the earliest opportunity.




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No. JICA guideline/


Measures to

Bridge the

GAP

8 When consultations are held, explanations must be given in a form, manner, and language that are understandable to the affected people. (JICA GL)

LAA specifies that all notifications shall be prepared in all three languages (English, Sinhara and Tamil)

LAA/NIRP does not clearly mention this principle.

Note that since Tamil are a minority, the Tamil language in government papers is often mistranslated and incorrect.

To make proper arrangements (interviewers or translators) for Sinhara and Tamil people.

9 Appropriate participation of affected people must be promoted in planning, implementation, and monitoring of resettlement action plans. (JICA GL)

NIRP requires that resettlement should be planned and implemented with full participation of the provincial and local authorities. NIRP also requires that affected persons and other stakeholders should be consulted in monitoring and evaluation.



10 Appropriate and accessible grievance mechanisms must be established for the affected people and their communities. (JICA GL)

The LAA provides a limited grievance redress mechanism.

One of the key objective s of NIRP is that all affected persons are made aware of processes available for the redress of grievances and that the redress process is easily accessible and immediately responsive.



11 Affected people are to be identified and recorded as early as possible in order to establish their eligibility through an initial baseline survey (including population census that serves as an eligibility cut-off date, asset inventory, and socioeconomic survey), preferably at the project identification stage, to prevent a subsequent influx of encroachers or others who wish to take advantage of such benefits. (WB OP4.12 Para.6)

NIRP states the importance for identification of APs at an initial stage and describes risks related to the set-up of the cut -off date.




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No. JICA guideline/


Measures to

Bridge the

GAP

12 Eligibility for benefits includes the PAPs who have formal legal rights to land (including customary and traditional land rights recognised under law), the PAPs who don't have formal legal rights to land at the time of census but have a claim to such land or assets and the PAPs who have no recognizable legal right to the land they are occupying. (WB OP4.12 Para.15)

NIRP requests that affected people who do not have title deeds to land should receive fair and just treatment.



13 Preference should be given to land-based resettlement strategies for displaced persons whose livelihoods are land-based. (WB OP4.12 Para.11)

Replacement land should be an option for compensation in the case of loss of land; in the absence of replacement land, cash compensation should be an option for all affected persons.



14 Provide support for the transition period (between displacement and livelihood restoration). (WB OP4.12 Para.6)

NIRP requires that compensation for loss of land, structures, other assets and income should be based on full replacement cost and should be paid promptly. This should include transaction costs.



15 Particular attention must be paid to the needs of the vulnerable groups among those displaced, especially those below the poverty line, landless, elderly, women and children, ethnic minorities etc. (WB OP4.12 Para.8)

NIRP requires that vulnerable groups should be identified and given appropriate assistance to improve their living standards.



16 For projects that entail land acquisition or involuntary resettlement of fewer than 200 people, an abbreviated resettlement plan is to be prepared. (WB OP4.12 Para.25)

NIRP requires that RAP is prepared for projects where 20 or more families are affected and if fewer than 20 families are affected, a RAP with a lesser level of detail needs to be prepared.

NIRP`s requirement is more stringent than WB.

To follow NIRP



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(4) Involuntary Resettlement Safeguard Principles for the Project

Based on a review of the laws and regulations on land acquisition in Sri Lanka and the NIRP and JICA Guidelines, the following resettlement principles shall be adopted for this project. Where any gaps, besides the analysis shown above, are found between the Sri Lankan legal framework for resettlement and JICA’s Policy on Involuntary Resettlement, practicable mutually agreeable approaches will be designed consistent with the Government practices and JICA’s Policy.

1) Land acquisition and involuntary resettlement will be avoided where feasible, or minimised, by identifying possible alternative project designs that have the least adverse impacts on the communities in the project area.

2) Screen the project as early as possible to identify involuntary resettlement impacts and risks. Set up the scope of resettlement planning through a social economic survey and census survey of displaced persons.

3) Where displacement of households is unavoidable, all PAPs (including communities) losing assets, livelihoods or resources will be fully compensated and assisted so that they can improve, or at least restore, their former economic and social conditions.

4) Compensation and rehabilitation support will be provided to all PAPs, that is, any person or household or business which on account of project implementation would have his, her or their:

- Standard of living adversely affected;

- Right, title or interest in any house, interest in, or right to use, any land including premises, agricultural and grazing land, commercial properties, tenancy, or right in annual or perennial crops and trees or any other fixed or moveable assets, acquired or possessed, temporarily or permanently;

- Income earning opportunities, business, occupation, work or place of residence or habitat adversely affected temporarily or permanently; or

- Social and cultural activities and relationships affected or any other losses that may be identified during the process of resettlement planning.

5) All affected people will be eligible for compensation and rehabilitation assistance, irrespective of tenure status, social or economic standing or any such factors that may discriminate against achievement of the objectives outlined above. Lack of legal rights to the assets lost or adversely affected tenure status or social or economic status will not bar the PAPs from entitlement to such compensation and rehabilitation measures or resettlement objectives. All PAPs residing, working, doing business and/or cultivating land within the project impacted areas as of the date of the latest census and inventory of lost assets (IOL), are entitled to compensation for their lost assets (land and/or non-land assets), at replacement cost, if available and restoration of incomes and businesses, and will be provided with rehabilitation measures sufficient to assist them to improve or at least maintain their pre-project living standards, income-earning capacity and production levels.

6) PAPs that lose only part of their physical assets will not be left with a portion that will be inadequate to sustain their current standard of living. Reasonable options for compensation shall be provided.

7) People temporarily affected are to be considered PAPs and re settlement plans address the


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issue of temporary acquisition.

8) Where a host community is affected by the development of a re-settlement site in that community, the host community shall be involved in any resettlement planning and decision-making. All attempts shall be made to minimise the adverse impacts of resettlement upon host communities.

9) The resettlement plans will be designed in accordance with Sri Lanka’s National Involuntary Resettlement Policy and JICA’s Policy on Involuntary Resettlement.

10) The Resettlement Plan will be translated into Sinhara and Tamil languages and disclosed for the reference of PAPs as well as other interested groups.

11) Payment for land and/or non-land assets will be based on the principle of replacement cost.

12) Compensation for PAPs dependent on agricultural activities will be land-based wherever possible. Land-based strategies may include provision of replacement land, ensuring greater security of tenure, and upgrading livelihoods of people without legal land titles. If replacement land is not available, other strategies may be built around opportunities for re-training, skill development, wage employment, or self-employment, including access to credit. Solely cash compensation will be avoided as an option if possible, as this may not address losses that are not easily quantified, such as access to services and traditional rights, and may eventually lead to those populations being worse off than without the project

13) Replacement lands, if that is the preferred option of PAPs, should be within the immediate vicinity of the affected lands wherever possible and be of comparable productive capacity and potential. As a second option, sites should be identified that minimise the social disruption of those affected; such lands should also have access to services and facilities similar to those available in the lands affected.

14) Resettlement assistance will be provided not only for immediate loss, but also for a transition period needed to restore livelihood and standards of living of PAPs. Such support could take the form of short-term jobs, subsistence support, salary maintenance, or similar arrangements.

15) The resettlement plan must consider the needs of those most vulnerable to the adverse impacts of resettlement (including the poor, those without legal title to land, ethnic minorities, women, children, elderly and disabled) and ensure they are considered in resettlement planning and mitigation measures identified. Assistance should be provided to help them improve their socio-economic status.

16) PAPs will be involved in the process of developing and implementing resettlement plans.

17) PAPs and their communities will be consulted about the project, the rights and options available to them, and proposed mitigation measures for adverse effects, and to the extent possible, be involved in the decisions that are made concerning their resettlement.

18) Adequate budgetary support will be fully committed and made available to cover the costs of land acquisition (including compensation and income restoration measures) within the agreed implementation period. The funds for all resettlement activities will come from the Government.

19) Displacement should not occur before provision of compensation and of other assistance required for relocation. Sufficient civic infrastructure must be provided in the


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resettlement site prior to relocation. Acquisition of assets, payment of compensation, and the resettlement and start of the livelihood rehabilitation activities of PAPs, will be completed prior to any construction activities, except when a court of law orders so in expropriation cases. (Livelihood restoration measures must also be in place but not necessarily completed prior to construction activities, as these may be ongoing activities.)

20) Organization and administrative arrangements for the effective preparation and implementation of the resettlement plan will be identified and in place prior to the commencement of the process; this will include the provision of adequate human resources for supervision, consultation, and monitoring of land acquisition and rehabilitation activities.

21) Appropriate reporting (including auditing and redress functions), monitoring and evaluation mechanisms, will be identified and set in place as part of the resettlement management system. An external monitoring group will be hired by the project and will evaluate the resettlement process and final outcome. Such groups may include qualified NGOs, research institutions or universities.

12.11.3 Scope of Land Acquisition and Resettlement Impact

(1) Summary of Socioeconomic Survey

A socioeconomic survey and census survey have been undertaken since 16th June 2014, for PAPs to determine the magnitude of displacement and prospective losses, identify vulnerable groups for targeting and ascertain cost of resettlement. Necessary information for the purpose of this survey was mainly collected by interviews with PAPs using questionnaires.

According to the survey results, total affected population by the Project is more than 474 persons. It includes 10 residential household heads with their 35 family members, 57 business owners with their 170 employees, 39 commercial property owners, and 37 paddy land owners and 7 "Ande" farmers (tenant cultivators) working in paddy lands. There are also 36 "other" land owners who own lands categorised as neither residential, commercial nor agricultural land. There are 74 affected structures and total affected land is 180,933.5 m2. Impacts on lands, structures and people by the Project are summarised in the Table 12.11.4.


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DS

Division

Affected Persons

Affected

Structure(No.)

Affected Land

(m2)

Residential

Commercial

Agricultural

Other Land*2

HHs/

Business

Owners

(BOs) to

be re-

located*

3

Private

Gov’t

Private

Gov’t

Head

of HH

Fam

ily

mem

be

r

Prope

rty

owner

Busin

ess

owner

Empl

oyee

Paddy

land

owner

Fam

ily

mem

ber

Ande

farmer

*4

Fam

ily

mem

ber

Land

owner

Fam

ily

mem

ber

Colom

bo

00

55

22

00

00

10

0HH

0 BO

510

23.9

609.4

Thibirigas

yaya

514

717

37

00

00

62

2 HHs

2BOs

12

8450.8

253.1

Sri

J’pura

Kotte

12

00

00

00

02

01HH

0 BO

10

366.2

1,020.

2

Kaduwela

419

27

35

111

37

47

721

27

13

0 HH

10BOs

31

7160,627.0

17,58

2.9

SubTotal

10

35

39

57

170

37

47

721

36

15

3 HHs

12BOs

49

25

161,467.9

19,46

5.6

45*5

266

84

28+

51+

Total

474+ *

63 HHs

12BOs

74

180,933.5

Table 12.11.4 Summary of Impacts on Lands, Structures and People by the Project*1

*1 Basically, lands and structures within the secured space are counted, however, it is assumed that the entire land parcel and structure will be

acquired if a structure is affected more than 50% or the remaining parts are no longer economically viable. Numbers of Affected Persons can be

double counted. e.g. a person is a commercial property owner as well as business owner.

*2 Other land includes bare land used as car parks or other highlands that are not system

atically cultivated. Number of family mem

bers was provided

by only 5 land owners.

*3 Based on the assumption: Structure is affected more than 50%, or the remaining parts are no longer economically viable.

*4 Number of rent farmers who answered the questionnaire. The total number of the rent farmers is unknown.

*5 This includes 2 (two) households without title with their 12 fam

ily mem

bers.

*6 ‘+’ means there might be more than 474 persons.



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(2) Census

Information regarding Residential Households

The total number of affected residential households is identified as 10. Family members under these households are 35. Out of the 10 households 9 families are Sinhalese and their religion is Buddhism, other families are Muslim and the religion is Islam.

Among these, five are male and five are female. Two household heads are identified as above 70 years of age, who fall into the category of vulnerable people. They will need assistance during implementation of the Project. The following table presents the income status of household heads. Majority (50%) of households earn income of LKR 41,000 to 100,000 per month. Income is higher probably due to the urban setting of the Project. As identified, there are only two persons who are earning less than LKR 20,000.

Table 12.11.5 Distribution of Household Heads by Monthly Income

Levels of Income Thimbirigasyaya Sri J’pura Kotte Kaduwela Total

LKR >20,000 1 1 0 2

LKR 20,000-30,000 0 0 0 0

LKR31,000-40,000 0 0 0 0

LKR41,000-50,000 1 0 0 1

LKR51,000-60,000 0 0 1 1

LKR61,000-70,000 0 0 1 1

LKR71,000-80,000 1 0 0 1

LKR81,000-100,000 1 0 0 1

LKR<10 0,000 1 0 1 2

Not mentioned 0 0 1 1

Total 5 1 4 10


Information regarding Business Owners and Employees

There are 57 business places which are identified as affected due to the Monorail Project. Out of these, 7 are identified as companies. There are 170 members working in these 57 business places. Age and gender distribution of business owners and employees are shown in the tables below. A total of 38% of business owners are in the category of 41-50 years of age, while 46.5% of employees are identified as within the age bracket of 21 to 30 years of age.


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Table 12.11.6 Distribution of Business Owners by Age and Gender

Age Colombo

Thimbirig

asyaya

Sri J’pura

Kotte Kaduwela Total

M F M F M F M F M F

21-30 0 0 1 0 0 0 0 0 1 0

31-40 0 0 3 2 0 0 5 3 8 5

41-50 0 0 6 1 0 0 11 1 17 2

51-60 0 0 2 0 0 0 6 1 8 1

61-70 0 0 0 0 0 0 3 2 3 2

71-80 0 0 0 1 0 0 0 1 0 2

81< 0 0 0 0 0 0 1 0 1 0

Sub-total 0 0 12 4 0 0 26 8 38 12

Total 0 16 0 34 50


Table 12.11.7 Distribution of Business Employees by Age

Age Colombo

Thimbirig

asyaya

Sri J’pura

- Kotte Kaduwela Total

M F M F M F M F M F

11-20 0 0 4 3 0 0 3 3 7 6

21-30 3 13 12 3 0 0 33 15 48 31

31-40 4 0 5 2 0 0 18 1 27 3

41-50 1 0 4 2 0 0 22 3 27 5

51-60 1 0 1 1 0 0 6 2 8 3

61-70 0 0 0 0 0 0 5 0 5 0

71-80 0 0 0 0 0 0 0 0 0 0

81< 0 0 0 0 0 0 0 0 0 0

Not Mentioned

0 0 0 0 0 0 0 0 0 0

Sub-total 9 13 26 11 0 0 87 24 122 48

Total 22 37 0 111 170


The monthly income of the business owners is presented in the table below. It is observed that 33 business owners have income above LKR 100,001. However, 17 business owners have not mentioned their income including 7 company owners.


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Table 12.11.8 Distribution of Business Owners by Monthly Income

Levels of

Income Colombo Thimbirigasyaya

Sri J’pura -


<=1000 0 0 0 0 0

1001-2500 0 0 0 0 0

2501-5000 0 0 0 0 0

5001-7500 0 0 0 0 0

7501-10000 0 0 0 0 0

10001-20000 0 0 0 1 1

20001-40000 0 0 0 0 0

40001-60000 0 0 0 3 3

60001-100000 0 0 0 3 3

100001<= 0 13 0 20 33

Not Mentioned 5 4 0 8 17

Total 5 17 0 35 57


Information regarding Paddy Land Owners and “Ande” (tenant) Farmers

Out of 37 Paddy land owners on a list provided by the Agrarian Services Department, the Survey team was able to contact only 16 paddy land owners and 7 “Ande” farmers. All the contacted persons are Sinhalese and Buddhists. Tables below show their age and gender distribution. The tables reveal many of the household heads are between age 51 to 70, and percentages of male household heads are 88% and 71%, respectively.

Table 12.11.9 Distribution of Paddy Land Owners by Age and Gender

Age

Paddy Land

Heads

Paddy Land

Owner Family Total

Male Female Male Female Male Male

<20 0 0 7 7 7 7

21-30 0 0 5 8 5 8

31-40 0 0 4 3 4 3

41-50 4 0 2 4 6 4

51-70 9 2 1 4 10 6

>70 1 0 0 2 1 2

Sub-Total 14 2 19 28 33 30

Total 16 47 63



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Table 12.11.10 Distribution of “Ande” (tenant) Farmers by Age and Gender

Age ‘Ande’ Farmer

‘Ande’ Farmer’s

Family Total

Male Female Male Female Male Male

<20 0 0 1 2 1 2

21-30 0 0 2 1 2 1

31-40 0 0 7 0 7 0

41-50 1 0 2 2 3 2

51-70 4 2 2 1 6 3

>70 0 0 1 0 1 0

Sub-Total 5 2 15 6 20 8

Total 7 21 28


The table below summarises the income levels of paddy land owners and tenant farmers. Only 10 interviewees have provided the income information and all of them have an income above LKR 10,000.

Table 12.11.11 Distribution of Paddy Land Owners and “Ande” (tenant) Farmers by

Monthly Income

Income Levels (LKR) Kaduwela

Owners Tenants

<=1000 0 0

1001-2500 0 0

2501-5000 0 0

5001-7500 0 0

7501-10000 0 0

10001-20000 2 0

20001-40000 5 1

40001-60000 0 0

60001-100000 1 0

100001<= 1 0

Not Mentioned 7 6

Total 16 7



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Number of Vulnerable

The vulnerable household heads include: people over 60 years of age, households headed by women, physically disabled persons, chronically ill persons and widows/widowers, and the poor who are under the poverty line of Sri Lanka (monthly income < LKR 3,811, National Poverty Line as of March 2014, Department of Census and Statistics, Sri Lanka). The table below presents the distribution of such vulnerable households based on the vulnerable characteristics.

Table 12.11.12 Number of Vulnerable Households

Category of

Vulnerable HHs

Residential Commercial Agricultural Total

M F M F M F M F

HH Head > 60 years 1 4 4 4 5 5* 10 8

Women (Heads) 0 4* 0 4* 0 5 0 5

Disabled 0 1* 0 0 0 0 0 0

Chronically ill 0 0 0 0 0 0 0 0

Poor 0 0 0 0 0 0 0 0

Sub-total 1 4 4 4 5 5 10 13

Total 5 8 10 23

*Duplicated. Not counted in the gross.


(3) Inventory of Losses

Total lands and structures affected by the Project are summarised in the table below. The largest extent of land to be affected is located in Kaduwela DS, where 43,477.5 m2 of agricultural land are planned to be acquired for construction of the depot. Total affected structures are 74 (49 private and 25 government).


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Table 12.11.13 Total Affected Structures and Land (by Land Use)

(Unit: Structure = No.; Land = m2)

Land Use Colombo Thimbirig

asyaya

Sri J’pura


Residential (A) Structure 0 5 1 4 10

Land 0 29.5 4.4 45.4 79.3

Commercial

(B)

Structure 5 7 0 27 39

Land 23.1 324.4 180.9 8,840.9 9,369.3

Agriculture (C) Structure 0 0 0 0 0

Land 0 0 0 143,477.5 143,477.5

Other Land (D) Structure 0 0 0 0 0

Land 0.8 96.9 180.9 8,263.2 8,541.8

Private

(E=A+B+C+D)


Land 23.9 450.8 366.2 160,627.0 161,467.9

Government

(F)


Land 609.4 253.1 1,020.2 17,582.9 19,465.6

Total (E+F) Structure 15 19 2 38 74

Land 633.3 703.9 1,386.4 178,210 180,934

Note: Based on the assumption: Entire land and structure is acquired if a structure is affected more than 50% or the remaining parts are no longer economically viable.


Land (private)

Out of the total affected private land, the affected high land (residential, commercial and other land) area is 17,990.4 m2, which is minimal at 11% of the total affected private land.

Table 12.11.14 Affected Private Land (Highland: Residential, Commercial and Other Land)

(Unit: m2)

DS Division Residential Commercial Other Land Total

Colombo 0 23.1 0.8 23.9

Thimbirigasyaya 29.5 324.4 96.9 450.8

Sri J'pura Kotte 4.4 180.9 180.9 366.2

Kaduwela 45.4 8,840.9 8,263.2 17,149.5

Total 79.3 9,369.3 8,541.8 17,990.4



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The majority (89%) of lands affected due to the Monorail Project are paddy lands. These lands are mainly affected for the depot area to be constructed in Kaduwella.

Table 12.11.15 Affected Private Land (Paddy Land)*1

DS Division GN Division

No. of Affected Farmers Affected

Area (m2) Tenant

Farmers Paddy Land Owners

Kaduwela Malabe West 7 33 130,150.6*2

477B,Mutthettugoda 0 4 2,635.9

477A,Thalangama North 0

Neglected Paddy lands (no information)

10,691.0

Total 7 37 143,477.5

*1 This information may be changed. Information was obtained from the focus group meeting held on 29th July 2014 at Malabe, and Agrarian Services Officers who attached the 3 GN Divisions. Even Agrarian services officers do not have accurate information of paddy land owners/farmers. ”Ande” tenant farmers also do not know the current owners of their paddy fields.

*2 Including areas for the access route to the depot site. It should be noted that parts of the areas were acquired by UDA, according to Gazette 1364/1 on 2004.10.25, but still are cultivated by farmers.


Structures (private)

The number of affected structures within the impact corridor in each DS Division is presented in the table below. This includes both residential and commercial structures (Government buildings are excluded).

Table 12.11.16 Affected Structure (Private)

(Unit: No.)

DS Division Residential Commercial Agriculture Total

Colombo 0 5 0 5

Thimbirigasyaya 5 7 0 12

Sri Jayawardanapura

-Kotte 1 0 0 1

Kaduwela 4 27 0 31

Total 10 39 0 49

Note: Based on the assumption: Entire structure will be acquired if a structure is affected more than 50% or the remaining parts are no longer viable.


All affected residential and commercial structures could be broadly categorised into the following four types based on the materials used for construction. This categorization depicts the quality, value of structures and areas are as shown in Table 12.11.17 and Table 12.11.18 below.


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Table 12.11.17 Structure Type

Structure Type Material used Affected Area

Type 1 Asbestos, tiled or concrete roof, Brick wall with plaster, Tile or terrazzo floor, wooden or glass doors and windows, Ceilings

Residential: 0 m2

Commercial: 321.4 m2

Type 2 Asbestos or tiled roof, Brick or wall with plaster, Cement floor, wooden doors and windows

Residential: 75.8 m2


Type 3 Tin sheet roof, Brick or cement block wall with plaster, Cement floor, Doors and windows wood or plastic

Residential: 0 m2


Type 4 Tin sheet roof, Brick or cement block wall without plaster, Cement floor, Doors and windows wood or plastic

Residential: 3.5 m2

Commercial: 12.0 m2


Table 12.11.18 Affected Area by Structure Type

(Unit: m2)

Structure

Type

Colombo Thimbirigasyaya Sri J’pura Kotte Kaduwela Total

Res Com Res Com Res Com Res Com Res Com

Type 1 0 22.3 0 54.6 0 0 0 244.5 0 321.4

Type 2 0 0 26.0 26.3 4.4 0 45.4 220.7 75.8 247.0

Type 3 0 0 0 134.6 0 0 0 112.7 0 247.3

Type 4 0 0 3.5 12.0 0 0 0 0 3.5 12.0

Total 0 22.3 29.5 227.5 4.4 0 45.4 577.9 79.3 827.7


12.11.4 Eligibility, Compensation and Resettlement Package

(1) Cut-off date for Eligibility

The cut-off-date for eligibility refers to the date prior to which the occupation or use of the project area makes residents/users of the same eligible to be categorised as PAP and be eligible for Project entitlements. The establishment of the eligibility cut-off date is intended to prevent the influx of ineligible non-residents who might take advantage of Project entitlements. Based on the request, all four Divisional secretaries were asked to issue an official announcement in local language on the cut-off date for the Project. The official announcement was posted at DS offices. It is agreed that cut-off date for PAPs shall be the date of the beginning the Socio Economic Survey, which is 16th June 2014.


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(2) Entitlements

Based on the involuntary resettlement safeguard principles for the Project presented in the section above, the project entitlements were developed and presented in the Entitlement Matrix corresponding to the potential impacts that were identified during the census, Socio-Economic Survey (SES) and Inventory of Loss (IOL) survey. In order to provide benefits to affected people, a Project-specific compensation package was prepared by MOT and it is presented below.

Table 12.11.19 Project Entitlement Matrix

Type of

Loss

Entitled

Persons Entitlements Responsible Agency Remarks

A. Agricultural Land

A1 Loss of agricultural land

Land Owner with title deed or registration certificate

All (cash) payments for affected land at replacement costs. Value based on development potential could be considered for paddy lands acquired where permission to fill such lands have been granted by the Agrarian Services Commissioner General.

If the Affected Person (AP) loses 10% or more of their productive, income generating assets and / or the remaining portion is economically not viable for continued use as determined by the Divisional Secretary (DS)/Ministry of Transport (MOT), these options will be available:

1. If opted by AP, the remaining land will be acquired or injury will be paid at replacement cost if economically not viable. Reasonable time will be given to harvest perennial crops. If not payment will be made at market value.

2. Preference will be given to APs for land for land option (similar location and productive quality, subject to availability)

Compensation for crops: F1

Loss of Income: E1

Livelihood Restoration: I1

1. Chief Valuer (CV) assess all valuations as per LAA and 2008 regulations

2. Land Acquisition Officer of the Divisional Secretary (DS) manages the acquisition process

3. MOT provides funds

4. DS makes compensation payments

A2 Loss of access to agricultural land

Tenant, User with lease, Sharecropper

No payment for land


Loss of Income: E1


CV assess all valuations as per LAA and 2008 regulations

Land Acquisition Officer of the DS manages the acquisition process

MOT provides funds

DS makes compensation payments

A3 Loss of access to agricultural land

Non-titled user or squatter on private land or state land

No payment for land


Loss of Income: E1




MOT provides funds



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Type of

Loss

Entitled


B. Residential Land and Structures

B1 Loss of residential land and structures

Titled owner with deeds

All (cash) payments for affected land at replacement cost in accordance with LAA Section 17

All (cash) payments for affected structures at replacement cost

Payment of Transition Settlement Allowances: G1, G2, G3 and G4

Payment of Additional Allowances/ Incentives: H1 and H2



MOT provides funds


B2 Loss of residential land and structures

Non Titled owner

1. No payment for land

2. All (cash) payments for affected structures at replacement cost

3. Payment of Transition Settlement Allowances: G1, G2, G3 and G4

4. Payment of Additional Allowances/ Incentives: H1 and H2



MOT provides funds


B3 Loss of rental accommodation

Person renting in a residential structure

1. Expenses for finding alternative accommodation for maximum of 3 months

2. Payment of Transition Settlement Allowances: G3



MOT provides funds


C. Commercial Land and Structures

C1 Loss of commercial land and structures

Titled owner with deeds

1. All (cash) payments for affected land at replacement cost in accordance with LAA Section 17

2. All (cash) payments for affected structures at replacement cost

3. Payment of Transition Settlement Allowances: G1, G2, G3 and G4.


5. Payment for Loss of Income: E2 and E3

6. Payment for Livelihood Restoration: I1



MOT provides funds



Non Titled owner

1. No payment for land

2. All (cash) payments for affected structures

3. Payment of Transition Settlement Allowances: G1, G2, G3 and G4.


5. Payment for Loss of Income: E2 and E3

6. Payment for Livelihood Restoration: I1

1. CV assess all valuations as per LAA and 2008 regulations

2. Land Acquisition Officer of the DS manages the acquisition process




Person renting in a commercial structure

Expenses for finding alternative accommodation for maximum of 3 months

Payment of Transition Settlement Allowances: G3

Payment for Loss of Income: E2

Payment for Livelihood Restoration: I1



MOT provides funds



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Type of

Loss

Entitled


D. Other Private Properties or Secondary Structures

D1 Partial or complete loss of other property or secondary structures (i.e. sheds, outdoor latrines, warehouses, storage facilities, cold storage facilities, animal pens, etc.)

Owners of the structures (regardless of the ownership of land)

All payments for affected structures at replacement cost





D2 Loss of statues, tombs or graves

Owners of structure

Cash payment to cover cost of exhumation and relocation (including any religious ceremonies if required)





E. Loss of Income

E1 Loss of agricultural land

Owner, tenant, sharecropper

1. Cash assistance is included in the compensation for agricultural land.

2. Priority employment in the construction period, if the PAPs wish.


MOT provides funds

DS makes payments

E2 Loss of business (Temporary) (in case the commercial structure is affected partially or temporary, and being rebuilt on the site)

Affected business owners/tenants with registration /without registration (regardless of ownership of land)

An allowance of LKR15,000 or 3 months basic income/salary whichever is higher

MOT will decide the allowances/ incentives

E3 Loss of business (permanent)

Affected business owners with registration

Cash payment not exceeding the average annual net profit of three years

Advertising cost





Affected business owners without registration (regardless of ownership of land)

Cash assistance equal to three months basic income






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Type of

Loss

Entitled


E4 Loss of Income of Employees or Hired Labourers

People losing wage employment

Assistance to get another place to work

MOT will decide the assistance

F. Trees with Timber Value and Standing Crops

F1 Loss of crops, fruit trees and trees with timber value

Person who cultivates crops and/or owns trees (regardless of the ownership of the land)

An advance notice to harvest the crop shall be displayed at Grama Niladhari (GN) office and reported to AP by GN in advance

Where harvesting is not possible the market value for lost cash crops will be paid

All payments for affected trees at replacement cost

For landless tenant farmers, payment for crops will be paid to the tenant

For sharecroppers, payment for crops shall be shared between owner and sharecropper according to the sharecropping agreement



MOT provides funds


A “Landless tenant farmer” is a farmer who rents land for cultivation.

A “sharecropper” is a farmer who cultivates the land and pays the land owner in kind (with an agreed portion of crops that he raises).

G. Transition Settlement Allowances

G1 Loss of electricity, water and telecommunication connections

Households or business owners who will be relocated (regardless of the ownership of land)

1. Expenses for electricity facilities

2. Expenses for water facilities

3. Expenses for telecommunication facilities

MOT will decide the expenses This is included in the amount for structure compensation by the Department of Valuation.

G2 Cost of re-fixing of Fixtures and fittings

For households and owner/s of businesses and institutions that will be permanently displaced

An allowance will be paid for a household to re-fix fixtures and fitting at the new locations.



MOT provides funds


G3 The cost incurred in change of residence - Shifting

Households or business owners who will be relocated.

Cash assistance (relocation allowance) would be paid to households for transportation to new locations based on floor area of the house in occupation before relocation.



MOT provides funds


G4 Expenses for finding alternative accommodation

Households or business owners who will be relocated.

A rental fee will be paid for up to 3 months based on the floor area of the residential/ commercial building before relocation for those who need any transition assistance.

MOT will decide the amount.

H. Additional Allowances/Incentives

H1 Expenses incurred during acquisition process

All APs who appear for LAA Section 9 inquiry

An allowance not exceeding LKR 10,000 would be paid to each AP who appears for LAA Section 9 inquiry



MOT provides funds



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354

Type of

Loss

Entitled


H2 Payment for handing over possession of properties before the deadline

Households or business owners who will be relocated

25% of the statutory payment for building in accordance with LAA Section 17

MOT will decide the payment

I. Livelihood Restoration

I1 Livelihood Restoration Assistance for permanent effects on livelihood

AP having permanent effects on livelihood

1. If requested by household, MOT will assist in obtaining professional assistance and advice, to invest funds or to set up a business at a commercially viable location.

2. MOT would assist the household to obtain Micro Credit facilities to obtain production assets.

3. Vocational training, if requested by the household

MOT will decide the assistances Consultant shall be hired to conduct livelihood restoration assistance for the project

J. Special Assistance

J1 Special Assistance / Allowances for Vulnerable APs

Households having vulnerable APs

A special grant as assessed by the CV per household to improve living standards of vulnerable APs and households; - LKR 15,000.



MOT provides funds


“Vulnerable APs” include the old, the disabled or the handicapped, isolated groups, single head of households, women headed families, those below the poverty line, the landless, indigenous peoples, ethnic minorities.

K. Community Assets

K1 Loss of small scale community buildings and other structures such as shrines, temples, Kovils etc.

Divisional Secretary division, local community or local authority owning or benefiting from community property.

Chief priest of the religious place.

Restoration in existing location of affected community buildings, structures, infrastructure and common property resources to original or better condition; OR

Replacement in alternative location identified in consultation with affected communities and relevant authorities; OR

Cash payment at full replacement cost; AND

Restoration of access to community resources





5. Local Authority will carry out the works

K2 Loss of local infrastructure such as local roads, play grounds, footpaths, bridges,

Divisional

Secretary division, urban ward, local community or local authority owning or benefiting from community

Restoration in existing location of affected local infrastructure and common property resources to original or better condition; OR

Replacement in alternative location identified in consultation with affected communities and relevant authorities; OR

Cash payment at full replacement cost;






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Type of

Loss

Entitled


irrigation, water points or communal hand pumps etc.

property. AND

Restoration of access to community resources

5. Local Authority will carry out the works

K3 Shifting of common resources such as High tension and distribution electricity power lines, water supply lines, and telecommunication lines

Utility agency who owns the facility

Relocation in alternative location identified in consultation with relevant authorities





5. Respective Utility Service Agency (e.g. CEB, NWS&DB, SLT) will carry out the work

Shifting of services will be carried out by the contractor under the provisions of civil works contract

L. Unanticipated Adverse Impacts

L1 Any unanticipated adverse impact due to project intervention

Any unanticipated consequence of the project will be documented and mitigated based on the spirit of the principles agreed upon in this RAP.


(3) Livelihood and Income Restoration

Each affected person whose income or livelihood is affected shall be assisted to improve or at least restore his/her livelihood and income to pre-project level. Current livelihood and income restoration programs are as presented in the Entitlement Matrix above, including providing professional assistance and advice to invest funds or to set up a business at a commercially viable location, micro credit facilities to obtain production assets, and vocational training, if requested by the PAPs. The programs shall be re-arranged through consultation with the PAPs, with support from relevant agencies and NGO in the later stage.

12.11.5 Grievance Redress Mechanism

MOT will form Grievance Redress Committees (GRCs) in all four DS Divisions once PMU is established in MOT. Any disagreeing person can bring his/her case to this committee, free of charge (not even stamp duty), for a hearing of his/her case. The GRC can deal with complaints relating to unaddressed losses or social and environmental issues resulting from project implementation. It cannot challenge the statutory entitlements of persons and should refrain from making decision relating to designs or engineering matters or on any compensation matters that are pending before the Compensation Review Board or courts. The GRC will be headed by the Divisional Secretary/Assistant Divisional Secretary of the relevant division, the Representative of the Project Director (Officer from PMU), civil society representatives (who may be chosen from among the recognised NGOs/ CBOs, clergy, persons representing APs groups and women),


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and officers of CEA. In case of matters that cannot be solved by the above committee, an expert on the specific area can be invited to the committee. The Figure below shows the proposed structure of GRC.


Figure 12.11.2 Proposed Structure of GRC

12.11.6 Institutional Arrangements

Involuntary resettlement planning, implementation and monitoring involve various ministries and agencies. The Project Management Unit (PMU) that will be established under MOT for the Monorail Project will deal with land acquisition and payment of compensation as per the RAP. Therefore, it is essential for the PMU to effectively and efficiently coordinate with all relevant institutions to carry out land acquisition and involuntary resettlement properly and expeditiously. The institutional responsibilities in resettlement process are shown in the table below.

Table 12.11.20 Institutional Responsibilities in the Resettlement Process

Related Activities Responsible Agency

Setting up Resettlement Unit and placement of staff PMU/MOT

Arrangement of relocation for AHs PMU/MOT

Submission of land acquisition application and RAP to MLLD MOT

Acceptance of the land acquisition application MLLD

Appointment of DS as the Acquisition Officer MLLD

Formal request issued to Survey General DS, Acquisition Officer

Employment of NGO for preparation and implementation of Income Restoration Program

PMU/MOT

Employment of External Monitoring Agency PMU/MOT

Establishment of GRC PMU/MOT

Request for valuation to Department of Valuation DS, Acquisition Officer

Formal surveys Dept. of Surveys

DS/Assistant DS

PMU Officer Civil Society Representatives

CEA


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Related Activities Responsible Agency

Title inquiries DS, acquisition officers,

Valuations Dept. of Valuations (Chief Valuer)

Updating RAP and submit it to JICA PMU/MOT

Assist APs in preparation of land ownership inquiries with necessary documents and proofs

PMU/MOT

Pay cash compensation and/or other assistance to APs PMU/MOT

Assist displaced APs to find suitable lands if necessary PMU/MOT with assistance of DS

Assist displaced APs to get approval for new housing construction from local councils, if necessary

PMU/MOT with assistance of DS

Support physical relocation of APs when necessary PMU/MOT

Support APs in schooling of displaced children in nearby schools if necessary PMU/MOT with assistance of DS

Implement income restoration programs PMU/MOT with assistance of DS

Implement day to day monitoring of land acquisition and resettlement activities PMU/MOT

Implement monitoring of damages caused during construction PMU/MOT

Prepare monthly progress/monitoring reports and submit them to MOT PMU/MOT

Prepare quarterly internal resettlement monitoring reports and submit MOT and JICA

PMU/MOT


The RAP implementation mechanism for the Project is shown in the Figure below.

MLLD: Ministry of Land and Land Development MOT: Ministry of Transport PMU: Project Management Unit DS: Divisional Secretary CSC: Construction Supervision Consultant EMA: External Monitoring Agency PAPs: Project Affected Persons Source: SKYTRAIN Study Team

Figure 12.11.3 RAP Implementation Mechanism

MOT

PMU

DS

PAPs

MLLD (Implementation of

the NIRP)

CSC

EMA

Dept. of Survey (Conduct land survey)

Dept. of Valuation (Conduct valuation of

property) GRC


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12.11.7 Implementation Schedule

A time bound implementation plan is envisaged to be implemented for each activity of land acquisition and resettlement. This implementation schedule is based on the assumption that project related construction work, by which time all resettlement activities need to be completed, will commence four years after the signing of the Loan Agreement. The RAP implementation schedule is presented in the table below.

Table 12.11.21 RAP Implementation Schedule

Month 6 12 18 24 30 36 42 48 54 60

1 Loan Agreement

2 Consulting Service

3 Engineering Design

4 Civil Work

5 Land take under LAA*

6 Updating RAP

7 Payment of Compensation

8 Physical Relocation

9 Monitoring

*’LAA’: Land Acquisition Act. ’Land take under LAA’: From Submission of land acquisition application to the end of physical relocation of affected people.


12.11.8 Costs and Budget

Total cost of land acquisition and resettlement is estimated at approximately LKR 932.8 million, equivalent to US$ 7.15 million (at an exchange rate of LKR 130.455 for 1US$: base year of cost estimation is May 2014). This amount includes the cost of compensation for land and structures, compensation for loss of income, and relevant allowances. Table 12.11.22 shows the cost estimation for land acquisition and resettlement for the Project.

The number of land parcels and structures, and the number of recipients of compensation for income and allowances are based on the result of SES. The unit costs of compensation for land and structures are estimated based on the results of the RCS. Other unit costs for loss of income and allowances are set based on the LAA 2008 and normal practices in Sri Lanka, which are shown in the Entitlement Matrix. It is also assumed that:

• Land within the secured space for the Monorail alignment is to be acquired.

• All of the land and structure of an affected building are to be acquired when the affected part of the building exceeds 50% of its original area, and can be assumed that the remaining part of structure/land is no longer viable.

• Compensations for land acquisition/ relocation for MMC and Park & Ride, for relocation of utilities, and for government land are not included.


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The budget for RAP implementation shall be secured by the project executing agency, MOT. MOT shall allocate the budget for the compensations to the relevant DSs in a timely manner so as to conduct land acquisition and resettlement without any delay due to hampering flow of funds.

Table 12.11.22 Cost Estimation for Land Acquisition and Resettlement

Item Total LKR Total US$ Total JPY

Compensation for Lands 812,509,000 6,228,000 633,947,000

Compensation for Structures 27,284,000 209,000 21,275,000

Loss of Income 855,000 7,000 713,000

Allowances 15,326,000 117,000 11,868,000

External Monitoring 1,350,000 10,000 1,018,000

Sub Total 857,324,000 6,572,000 668,964,000

Administration Cost 21,433,000 164,000 16,694,000

Price Escalation 11,145,000 85,000 8652,000

Contingency 42,866,000 329,000 33,489,000

TOTAL 932,768,000 7,150,000 727,799,000

*Exchange Rate: US$ 1 = LKR 130.4550 = JPY 101.79 (May 2014)

*1 perch = 25.29285264m2 (source: http://www.convertunits.com/from/perch/to/square+meter)

*Total amounts are rounded off to the thousand and have rounding errors.


12.11.9 Monitoring and Evaluation

The RAP implementation will be supervised by the Project Director of PMU. The Resettlement Unit (RU) under PMU will conduct the day today activities regarding the RAP implementation with assistance of the Construction Supervision Consultant (CSC). The RU, with assistance of CSC, will prepare and submit reports on a monthly basis as a part of the progress report for the whole project.

Indicators of the internal monitoring will include but not be limited to the following;

Process Indicators:

• Setting up RU and placement of staff

• Training of RU staff

• Census, IOL, baseline socioeconomic survey

• Placement of funds for land acquisition and resettlement

• Deployment of independent monitoring agency

• Procedure of identification of eligible affected persons

• Procedure of determining loss and entitlements

• Development of livelihood and income restoration program

• Preparation of disclosure instruments

• Disclosure and consultation events


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• Formation of GRC

• Grievance redress procedures in-place and functioning

• Level of public awareness on RAP policy and provisions

• Cost of compensation collection by APs

• Monitoring reports submitted

Output Indicators

• Number of households relocated

• Number of households compensated and assisted

• Number of farmers assisted

• Number of businesses assisted

• Amount of compensation disbursed

• Amount of resettlement benefits disbursed

• Number of eligible persons identified for training

• Number of vulnerable households assisted

• Number and contents of received complaints and status of solution

• Implementation of livelihood restoration assistance

Impact Indicators

• Changes in housing

• Changes in occupation

• Changes in income and expenditure

• Changes in vulnerable households and women headed households.

Internal monitoring reports on RAP implementation will be included in the quarterly Project Progress Report (PPR) prepared by RU. The internal monitoring report will then be integrated by the PMU with the overall PPR submitted to JICA and/or other agencies associated with implementation. The CSC will assist PMU in preparing the overall PPR for JICA.

12.11.10 Community Participation

(1) Community Participation during the Draft RAP Preparation

It is important to promote public understanding and fruitful solutions to address the local needs of the communities and issues pertaining to resettlement, through information dissemination, consultation and participation processes involved with PAPs and other stakeholders. The Project employs a range of formal and informal consultative methods, including stakeholder meetings, awareness programs, focus group discussions (FGD), meetings and individual interviews.

First Stakeholder Meeting

In line with the above approach, prior to land acquisition and resettlement process commencement, MOT launched a series of public awareness creation and stakeholder consultation meetings at


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national, divisional and field levels addressing appropriate audiences. This series of meetings commenced with the national level stakeholder information sharing meeting held on 18th February 2014 at Colombo as described in chapter 12.10.

Awareness Program

Prior to the socio-economic survey, the Awareness Programs for the four affected Divisional Secretaries (DSs) and Grama Niladhari (GN) were held on 4th June 2014 in order to explain the project outline and to request the DSs and GN’s support for surveys for the RAP. A summary of the Programs is shown in the Table below.

Table 12.11.23 Summary of Awareness Programs

Colombo DS Thimbirigasyaya DS Sri J’ pura Kotte DS Kaduwela DS

Date & Time

4th June 2014

9.30am - 10.30am

4th June 2014

11.40am -12.45pm

4th June 2014

1.15pm -2.30pm

4th June 2014

3.00pm - 4.15pm

Venue Auditorium DS Office Board Room DS Office Office Room DS Office Auditorium DS Office

Organiser Ministry of Transport, JICA Study Team

Participants

(excluding MOT and JICA study team)

16, including

Divisional Secretary,

Additional Divisional Secretary,

Land Officer,

GN Officers

10, including


Assistant Divisional Secretary,

Management Assistant,

Land Officer,

GN Officers

8, including


GN Officers

53, including

Assistant Divisional Secretary,

GN Officers,

Development Officers,

Agriculture R. & P. Assistant

Objectives Introduce Outline of the Monorail Project

Present brief content and schedule of Resettlement Action Plan (RAP)

Request for the DS and GN schedule of Resettlement Action Plan (RAP)e DS

Discuss cut-off date

Main Points Discussed

� Cut-off date is the day of Awareness Program (4th June).*

� Socio-economic survey can be started after 15th June.

� No need for a stakeholder meeting for PAPs before the survey.

� DS and GN wanted to know the exact location of land to be acquired. MOT explained some land acquisition will be necessary for constructing stations although the land amount is minimised as much as possible.

� Cut-off date is the first day of the socio-economic survey, and DS will take necessary action to publicise this decision.


� No need for a stakeholder meeting for PAPs, religious /community organizations before the survey.

� GN showed concerns regarding Bo tree at Boralla junction. MOT explained that the route has been selected to avoid the Bo tree.

� Cut-off date is the first day of the socio-economic survey, and DS will take necessary action for implementation.


� GNs wanted to know actual locations of impacts. Survey team replied that before starting the survey maps will be provided.


� Cut-off date is the first day of the socio-economic survey, and DS will take necessary action to publicise this decision.

� DS requested to shift the location of Malabe station in order to avoid impact on students and parents of Rahula Girls School. Survey team agreed to submit this idea to MOT.

� DS and GNs wanted to know actual locations of impacts.


*Cut-off date for Colombo DS has been set as the same date (16th June 2014) as the other DSs, after all the Awareness Programs.



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Focus Group Discussion

In addition to the formal meetings mentioned above, Focus Group Discussions (FGDs) were held with some civil society groups such as three wheeler drivers and farmers in order to obtain their perceptions of the Project. Participants’ general perspectives toward the Project are as presented below.

Three wheeler drivers:

• In general, attendees to the meetings took a supportive stand towards the Project, and appreciated the selection of this area (IT Park junction) as the destination of the proposed Monorail (Malabe Corridor). They expect major changes and huge development in the area with the implementation of the Monorail, and expect that opportunities may arise for new income generation activities. Due to increasing population, they think they may have many chances to earn much more money with their three wheelers and expect an increase in property values in the area.

• In Battaramulla area three wheelers drivers believe, that the value of property and earning capacity of the business community may increase rapidly.

• However, during the construction period they think that they may face difficulties such as reducing daily earnings. Therefore if there is impact for their three wheelers park during the construction period, they requested another place (temporary) be arranged for them. They also expect assistance to maintain their income levels during this period.

Farmers:

• What were the reasons to select this paddy lands to construct the Monorail depot?

• Any construction in the paddy lands may cause flooding.

• If the government is going to construct a huge monorail depot within a 7-8 ha area, it may have a huge impact on the surrounding paddy fields.

• “Ande” tenant farmers will lose a great part of their income.

• The sentimental value of the property cannot be converted into Rupees.

• Old farmers cannot find other employment to continue for the rest of their lives.

• A request was made to change the proposed location or shift the IT Park junction. (There are neglected paddy fields there .)

(2) Further Community Participation

As noted above, it is important to promote public understanding and obtain local opinions through information dissemination, consultation and participation processes involved with PAPs and other stakeholders for smooth implementation of the RAP. In this regard, opportunities for PAPs’ involvement should be secured regularly in the further planning and implementation stages of the RAP process. Especially, stakeholder meetings in the draft RAP stage for the affected people have not been conducted due to the current situation surrounding the Project. Therefore, such stakeholder meetings should be conducted by MOT in a later stage, for finalizing the RAP with reflection of the stakeholders/PAPs’ opinions on the RAP. Other methods of public participation and information dissemination such as FGDs, interviews and community meetings shall be also conducted / organised throughout the process of RAP implementation.


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CHAPTER 13 Findings and Recommendations

13.1 Findings

In this Final Report, the entire Feasibility Study result of the monorail system, which is the part of

the Integrated Transport System with Monorail (SKYTRAIN) project, has been presented. As

the summary of the result, following points are the findings of the project:

• The monorail system which includes civil structures and electrical and mechanical

systems was designed as a technically and economically suitable and effective solution for

the introduction of a new transit system in the Colombo Metropolitan Area. The route

and stations were selected to capture many passenger demands under the constrains within

the urban area of Colombo. It can help to alleviate traffic congestion and to match social

and environmental considerations in urban area.

• The project costs for the implementation of the monorail system will be economically

covered by the large amount of benefits from the monorail system.

• In terms of financial sustainability, the public corporation is difficult to operate a monorail

system to increase the fare up to luxury bus level even if the monorail fare setting has the

flexibility for demand control. When the public corporation receives the additional

revenue from MmTH with Mall-1, the public corporation has the possibility to cover the

O&M.

• In terms of environment and social aspect, EIA study revealed that the potential impacts of

the proposed project take place mainly during the construction stage and impact during

operational stage is minimal. Although the impact from the project during construction

stage could be significant particularly for items such as noise/vibration, traffic and social

infrastructure, the impact could be minimised and mitigated to a great extent if appropriate

mitigation measures are implemented as suggested in the EIA study.

• Social study revealed that impact on agricultural land is relatively high due to acquisition

of such land for construction of depot, however, the number of houses and commercial

establishments to be relocated due to the project is relatively low, since the monorail route

traverses mainly through the already existing road network.

Therefore, the project is expected to be implemented as the introduction of the new transit system

not only for the public transport user but also the entire residence of Colombo city. In addition, it

is to be desired that the monorail project is developed together with MmTH in terms of financial

sustainability.


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13.2 Recommendations on the Project

13.2.1 Formulation of Project Management Unit (PMU)

In order to successfully implement the project smoothly and effectively, the project management

unit (PMU) shall play an essential role in communicating among stakeholders and to drive the

project. Before official approval of the project, it is necessary to reinforce the core team in the

MOT since they play a role for the implementation of the project. Then, right after the approval, it

is recommended to start formulating the PMU with a sufficient number of human resources from

the necessary fields and preparing the actual implementation. It will be helpful to study similar

experiences from other countries for the enforcement of the PMU.

13.2.2 Institutional Arrangement for Monorail Operation/Management

Close discussion on how to arrange the institutional arrangement of monorail operation is essential.

This study provided several ideas of operational bodies for monorails, so that more effective

operation/management methods should be examined before starting operation.

13.2.3 Environmental Impact Assessment

Draft EIA report was prepared according with TOR issued by CEA. The draft EIA report shall

be submitted to CEA for adequacy checking and shall be finalized based on comment from CEA.

After finalization of draft EIA, it is recommended to conduct stakeholder meeting to disclose the

result of EIA study to public and seek any comment against the project. The comment raised

from public shall be adequately considered and draft EIA report shall be updated to address a

comment as necessary.

13.2.4 Resettlement and Relocation Activities

As we discussed in the report, the resettlement and relocation activities affect the construction

plan and periods directly. In order to make a smooth implementation of land acquisition and

resettlement, all the necessary arrangements and measures should be taken in accordance with the

Resettlement Action Plan (RAP) prepared for the Project. It is also important to update the draft

RAP based on the stakeholders’ perceptions / opinions through continuous stakeholder meetings.

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