% This file is part of the
% The Online BRT Planning Guide
%
% DO NOT EDIT THIS FILE MANUALLY!
%
% This file has been automatically generated from its sources
% using the OBRT tool:
%  tool version: 364c3e5
%  haxe version: 3.4.0
%  runtime: JS
%  platform: Linux

\chapter{21}{Infrastructure Management and Costing}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing}
% @ guide/21-infrastructure_management_costing/infrastructure-management-and-costing.src: lines 1-9: code points 1-65

The objective of this chapter is to provide an overview of the infrastructure design process required to deliver a BRT corridor and its associated infrastructure components. The chapter first describes the infrastructure components that make up a BRT system, and then describes the infrastructure design process. Finally, the chapter deals with the calculation of design and construction costs for the various infrastructure elements using an infrastructure cost calculator. The cost of maintaining the infrastructure can be assessed by means of an infrastructure maintenance cost calculator (as detailed in Section 21.4.2), whereby life-cycle costing of infrastructure elements or materials can be evaluated.\par
% @ guide/21-infrastructure_management_costing/infrastructure-management-and-costing.src: lines 3-9: code points 1-65

\section{1}{Infrastructure Components}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:infrastructure-components}
% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 1-38: code points 1-32

\quotation{A person should design the way he makes a living around how he wishes to make a life.}{Charlie Byrd, jazz musician, 1925–1999}
% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 3-4: code points 1-40

The physical design of the BRT system begins to give the project a tangible substance that better allows all stakeholders to properly envision the final product. This process also allows the planning team to better estimate the actual capital costs expected for the project.\par
% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 6-8: code points 1-66

Infrastructure consists of not only the roadwork that forms the busway, but also a range of other components, such as:\par
% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 10-12: code points 1-0

\begin{itemize}
\item Roadway and station configuration;% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 12-13: code points 1-0
\item Intersection and signal treatments;% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 13-14: code points 1-0
\item Station and terminal design;% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 14-15: code points 1-0
\item Depots and intermediate parking areas;% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 15-16: code points 1-0
\item Control center.% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 16-16: code points 1-21
\end{itemize}
% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 12-16: code points 1-21

Additionally, thought will need to be given to:\par
% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 18-19: code points 1-0

\begin{itemize}
\item Multi-modal integration pedestrian and bicycle integration;% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 19-20: code points 1-0
\item Universal accessibility;% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 20-21: code points 1-0
\item Urban design and land use.% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 21-21: code points 1-32
\end{itemize}
% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 19-21: code points 1-32

Connection to public utilities, discussed in Chapter 23: Roadway Design, might also play a part in the infrastructure design process.\par
% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 23-24: code points 1-34

The design and engineering of these components is dependent on several key factors including cost, functional attributes, and aesthetics. There is no one correct solution to infrastructure design. However, the elements of \emphasis{The BRT Standard} indicate an initial starting place for design considerations. The physical design and engineering of the system must be done in concert with the operational design and service plan chosen in Chapters 5: Corridor and Network Development and Chapter 6: Service Planning. The corridor selected, expected capacities, and service options all influence the physical design.\par
% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 26-31: code points 1-98

The initial stage in the infrastructure design process is to develop a conceptual design framework for the system. At this point in the process, the physical location and initial designs are completed for the various infrastructure elements, based upon inputs from previous demand modeling and the operational study. An initial cost analysis can then be performed to determine the feasibility of the proposed design. Finally, once the conceptual design has been thoroughly evaluated and approved, preliminary and detailed engineering designs can proceed.\par
% @ guide/21-infrastructure_management_costing/infrastructure-components.src: lines 33-38: code points 1-32

\section{2}{Infrastructure Design Process}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:infrastructure-design-process}
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 1-111: code points 1-68

\quotation{The designer has an obligation to provide an appropriate conceptual model for the way that the device works. It doesn’t have to be completely accurate but it has to be sufficiently accurate that it will help in both the learning of the operation and also dealing with novel situations.}{Don Norman, scientist and psychologist, 1935–}
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 3-4: code points 1-47

The design of the infrastructure takes place in three basic stages, though in practice it is often more of an evolutionary process. In the first stage, conceptual designs will be developed based on the emerging service plan. The second and third stages—the preliminary and detailed engineering design follow once the conceptual study and the initial cost estimates warrant a commitment toward a particular design. Thus, for each infrastructure component discussed in this section (e.g., bus lanes, stations, terminals, etc.), the planning team will first complete a conceptual study prior to moving towards more detailed engineering plans and specifications. Most of the conceptual design issues are addressed in the operations chapters. This chapter provides additional detail to the physical design process necessary to complete the conceptual design. Preliminary and detailed engineering will follow general engineering practice.\par
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 6-14: code points 1-101

\subsection{1}{Conceptual Design}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:infrastructure-design-process:subSection:conceptual-design}
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 16-78: code points 1-12

The infrastructure conceptual design should provide a sufficient level of detail so that decision makers may properly evaluate the cost, functionality, and aesthetics of the proposed system.\par
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 18-19: code points 1-85

Even for a basic conceptual design, a considerable knowledge of the corridors will be required. A full audit and inspection of each corridor segment will allow the design team to understand the nuances of the corridor as well as identify the most problematic areas. It is also critical to know which services will operate on the corridor, as well as projected target yearly ridership on each route (Chapter 6: Service Planning). This will be a major factor in determining infrastructure sizing and accommodation of routes that may enter and exit the corridor at various locations.\par
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 21-26: code points 1-68

Particular attention should be given to intersections and proposed station locations.\par
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 28-28: code points 1-85

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/bd4e64e997d2bd11409571a9e7612fc7d1e212ca.png}
		\fignote{1}{Conceptual layout and cross section of a median BRT in Jakarta, Indonesia, to illustrate the insertion of dedicated infrastructure within a corridor.\label{chapter:infrastructure-management-and-costing:figure:conceptual-layout-and-cross-section-of-a-median-brt-in-jakarta-indonesia-to-illustrate-the-insertion-of-dedicated-infrastructure-within-a-corridor}}{ITDP.}
	}
\fi

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/dcb8b7ace34460843937b9792e2697255d8cdc62.jpeg}
		\fignote{2}{Early rendering of the proposed Guangzhou, China, BRT system (top), and photo showing the rendering being used for outreach purposes during the BRT construction (middle). The bottom photo shows ITDP’s BRT station rendering on display at the Yichang BRT construction site in May 2014.\label{chapter:infrastructure-management-and-costing:figure:early-rendering-of-the-proposed-guangzhou-china-brt-system-top-and-photo-showing-the-rendering-being-used-for-outreach-purposes-during-the-brt-construction-middle-the-bottom-photo-shows-itdps-brt-station-rendering-on-display-at-the-yichang-brt-construction-site-in-may-2014}}{ITDP}
	}
\fi

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/7cc2366931b90fa0c1348ca7acc73ea2694d5ab4.jpeg}
		\fignote{3}{Early rendering of the proposed Guangzhou, China, BRT system (top), and photo showing the rendering being used for outreach purposes during the BRT construction (middle). The bottom photo shows ITDP’s BRT station rendering on display at the Yichang BRT construction site in May 2014.\label{chapter:infrastructure-management-and-costing:figure:early-rendering-of-the-proposed-guangzhou-china-brt-system-top-and-photo-showing-the-rendering-being-used-for-outreach-purposes-during-the-brt-construction-middle-the-bottom-photo-shows-itdps-brt-station-rendering-on-display-at-the-yichang-brt-construction-site-in-may-2014}}{ITDP}
	}
\fi

Once the conceptual stage is completed, it will be possible to develop fairly accurate artistic renderings of the system infrastructure. These initial renderings will help decision makers and interested parties begin to visualize the system. Figures 21.2 and 21.3 show an artistic impression for the Guangzhou, China, BRT system.\par
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 43-46: code points 1-11

Renderings can also be an important part of simulation videos that give decision-makers a fairly realistic idea of the proposed system. Renderings for the proposed Johannesburg, South Africa, Rea Vaya system helped secure necessary political support (Figure 21.4).\par
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 48-50: code points 1-56

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/57debf7d8fc2f992a13a271dff97e8c1a4508b77.jpeg}
		\fignote{4}{Rendering for the proposed Johannesburg Rea Vaya system.\label{chapter:infrastructure-management-and-costing:figure:rendering-for-the-proposed-johannesburg-rea-vaya-system}}{City of Johannesburg.}
	}
\fi

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/3f46baf293171ad30aeac3b4dd9914393b0e9f2c.jpeg}
		\fignote{5}{Photo of the existing federal highway in Kuala Lumpur, Malaysia\label{chapter:infrastructure-management-and-costing:figure:photo-of-the-existing-federal-highway-in-kuala-lumpur-malaysia}}{ITDP.}
	}
\fi

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/d04eb0a33e5092ff29d9ea76faecda6c88f84879.png}
		\fignote{6}{Rendering of a proposed BRT station along the same highway\label{chapter:infrastructure-management-and-costing:figure:rendering-of-a-proposed-brt-station-along-the-same-highway}}{ITDP}
	}
\fi

Likewise, early renderings in Bogotá helped communicate the project to a range of stakeholders, including the general public. It is critical, however, that these renderings be presented as accurately as possible.\par
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 59-60: code points 1-106

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/99ac0f74650cc86c78dc826d41a02013a6ac5a63.jpeg}
		\fignote{7}{This early rendering of the Bogotá system closely matches the ultimate shape and form of the actual system.\label{chapter:infrastructure-management-and-costing:figure:this-early-rendering-of-the-bogot-system-closely-matches-the-ultimate-shape-and-form-of-the-actual-system}}{TransMilenio SA.}
	}
\fi

The contracting of the design consultants can take on several different forms. In some cases, the design is carried out by one firm while the ultimate construction is to be done by another firm. This option avoids any problems with conflicts of interest between the design and construction work. For example, if the design and construction firm are one and the same, then there could be a tendency to choose designs that minimize construction costs. However, such a design may not be optimal from an operational perspective. If multiple firms are contracted, for example, for design, service planning, and construction, all should be in frequent communication to ensure the alignment of system objectives. Ideally one lead firm should carry out the detailed design as well as guide the actual implementation by all system subcontractors.\par
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 66-73: code points 1-102

Combining the design and construction work into a single contract, though, does hold some advantages. With a single firm undertaking both these tasks, there is a greater degree of continuity between the design and construction. The single contract can also ensure a greater degree of responsibility in delivering the project.\par
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 75-78: code points 1-12

\subsection{2}{Preliminary and Detailed Design}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:infrastructure-design-process:subSection:preliminary-and-detailed-design}
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 80-111: code points 1-68

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/ee4e9b3c814f57993e47d1396c5d41a697c2074d.jpeg}
		\fignote{8}{ITDP China’s preliminary design drawing for a BRT station, intersection, and roadway in Yichang, China.\label{chapter:infrastructure-management-and-costing:figure:itdp-chinas-preliminary-design-drawing-for-a-brt-station-intersection-and-roadway-in-yichang-china}}{ITDP and the Guangzhou Municipal Engineering Design \& Research Institute.}
	}
\fi

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/cffa5560a6da17d5f90bd50f1fd1833c66ab2c06.jpeg}
		\fignote{9}{An AutoCAD drawing of the North Terminal of the Barranquilla, Colombia, system.\label{chapter:infrastructure-management-and-costing:figure:an-autocad-drawing-of-the-north-terminal-of-the-barranquilla-colombia-system}}{Municipality of Barranquilla.}
	}
\fi

Once a conceptual design is completed and initial cost estimations are within an acceptable range, then a preliminary (followed by a more detailed) design process can begin. The detailed engineering design and specifications will be the basis for the actual construction work. The detailed design will also permit construction firms to make more accurate cost estimates within the construction bid process.\par
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 89-92: code points 1-99

It is during the preliminary design phase where public comment is often sought and is useful to the project. At the preliminary design phase, the conceptual design is being tested for robustness and input from the local community and local municipal officials must be sought to refine the layout and design, discussed in detail in Chapter 10: Public Participation. Once the preliminary design phase is complete, changes to the layout and design concept are counterproductive, as this leads to expensive redesign and abortive effort.\par
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 94-99: code points 1-16

Given the topographical changes throughout any corridor, each section of roadway will have its own unique design. Detailed drawings generated from software such as AutoCAD will be required along each segment. Other drawings will begin to provide some of the more precise dimensional and structural details that will later be transformed into highly detailed engineering drawings. Figures 21.8 and 21.9 are examples of these types of drawings.\par
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 101-105: code points 1-27

The bulk of detailed design terminates with the completion of the final construction drawings, project specifications, tender documentation (including conditions of contract), and full bill of quantities (with a complete capital cost estimate). The design firm, if different from the construction firm, should play a leading role during construction to ensure that contractors follow the designs, and to react to myriad contingencies and circumstances arising during construction.\par
% @ guide/21-infrastructure_management_costing/infrastructure-design-process.src: lines 107-111: code points 1-68

\section{3}{Project Management of the Design Process}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:project-management-of-the-design-process}
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 1-91: code points 1-56

\quotation{Everyone designs who devises courses of action aimed at changing existing situations into preferred ones.}{Herbert Simon, political scientist, 1916-2001}
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 3-4: code points 1-47

\subsection{1}{Structure of the Design Team}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:project-management-of-the-design-process:subSection:structure-of-the-design-team}
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 6-21: code points 1-68

For the roadwork and other predominantly civil-engineering components of the design, the design team is likely to be headed up by a civil-engineering firm with BRT design expertise. The team will require input from geotechnical, pavement, geometric, utility, structural, and traffic engineers, as well as urban designers and landscape architects.\par
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 8-11: code points 1-41

For the building work components of the design, the design team is likely to be led by a project manager. The design team would include architects for station design (see Chapter 25: Stations ) and quantity surveyors, who would work in association with geometric, pavement, electrical, mechanical, and structural engineers as required.\par
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 13-16: code points 1-12

Other specialist designers may be required on an ad-hoc basis, such as universal access specialists (see Chapter 30: Universal Access), non-motorized transit specialists (see Chapter 29: Pedestrian Integration and Chapter 31: Bicycle and Pedicab Integration ), surveyors, etc., and will need to be brought in at the appropriate time to provide the necessary input into the design.\par
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 18-21: code points 1-68

\subsection{2}{Design Management Tools and Resources}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:project-management-of-the-design-process:subSection:design-management-tools-and-resources}
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 23-60: code points 1-45

BRT systems are designed and planned by a team of professionals from different disciplines, each contributing a component of the designs for the final implementation product. It is, therefore, essential to manage the integration of the design input on a regular basis in order to achieve the required implementation deadlines.\par
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 25-28: code points 1-10

Once each member of the professional team has been appointed, it is useful to distribute an organizational chart, or organogram, indicating the various responsibilities and work streams (Figure 21.10 ). Although each sub-team or work group will focus on the delivery of a specific design, the targeted delivery of all the components of the full system can be coordinated through various tools and resources.\par
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 30-33: code points 1-93

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/722ce3befc8baf277ae8fb7341d9abc69c7ab71f.jpeg}
		\fignote{10}{Sample organogram of a professional design team.\label{chapter:infrastructure-management-and-costing:figure:sample-organogram-of-a-professional-design-team}}{HHO Africa.}
	}
\fi

The appointed project manager will distribute a coordinated schedule of project deliverables for both the individual work streams and the larger design team. This schedule of deliverables will take into consideration the complexity and time required for each design element, thereby managing key deliverables in the context of the infrastructure implementation schedule and the required system start-up dates. Various software options are available to assist in the management of design-project deliverables.\par
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 38-42: code points 1-98

Coordination meetings are also extremely important, particularly if multiple parties are working on the design of distinct elements. Changes in one design element may have significant impacts on other elements. The project manager must be knowledgeable of the overall infrastructure project to be able to foresee impacts across disciplines and to facilitate coordination.\par
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 44-47: code points 1-69

Design review meetings can also be a place where the system manager signs off on designs prepared by the various work streams. These meetings gain value from contributions by the project managers, various infrastructure designers, the system operational team, the systems planning team, the system financial team, and representatives from the various work streams. Once initial decisions have been made, a broader public consultation may be helpful. Such wide representation and contributions are required for the delivery of a coordinated and consistent design product, as well as for public support, for the entire system.\par
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 49-54: code points 1-101

Design audits should occur during the preliminary and detailed design phases to ensure that the final designs are consistent with the original concept, while being flexible to potential evolution and adaptation of the design. The final BRT system will have an optimal design if selective site visits are used to assist in designing local applications with knowledge of international best practice from operational BRT systems. (Refer to ITDP’s \emphasis{BRT Standard})\par
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 56-60: code points 1-45

\subsection{3}{Timelines}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:project-management-of-the-design-process:subSection:timelines}
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 62-91: code points 1-56

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/6c5b03a2408624154f6f680edf3c201c48db119f.jpeg}
		\fignote{11}{Sample timeline for a typical BRT system design and construction.\label{chapter:infrastructure-management-and-costing:figure:sample-timeline-for-a-typical-brt-system-design-and-construction}}{HHO Africa.}
	}
\fi

A timeline for the design process starts with an understanding of the required implementation date of the planned BRT system; the program is calculated from that date, taking into full consideration local procurement legislation and policies that may structure a design and implementation program (Figure 21.11). A matrix of individual design target dates will assist in coordinating the various detailed aspects of the infrastructure design. Several software options are available to draw such a matrix and link it with the required procurement and implementation timelines.\par
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 67-72: code points 1-54

A design program matrix is often used to manage a multiphase process and program, or a design process for an incremental rollout of implementation for a BRT system. This last option may be the most common choice for managing the design program, as it would, in most instances, be unrealistic to build an entire BRT network in a single brief period.\par
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 74-77: code points 1-37

In exceptional examples where the project implementation is linked with a predetermined date, such as the start of a mega-event, the construction-tendering process could occur at preliminary designs only. Detailed designs and construction drawings can then be completed during the statutory infrastructure-procurement period, thereby reducing the project timeline significantly. This, however, is risky. Generally, if construction bidding is happening during the preliminary design phase, a maximum of 25 percent variance between the bid and the actual project budget is permitted. Design and implementation periods can be condensed even more by dividing the required product into separate contracts of similar complexity or construction time, which could be implemented simultaneously. This approach will then require the careful management of several design process timelines, as each serves separate construction procurement and implementation schedules, while still adhering to the final implementation date of the BRT system.\par
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 79-88: code points 1-83

Examples of condensed design timelines may, however, result in cost variations against which the benefits of the shortened implementation program must be weighed.\par
% @ guide/21-infrastructure_management_costing/213-project-management-of-the-design-process.src: lines 90-91: code points 1-56

\section{4}{Infrastructure Costing}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:infrastructure-costing}
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 3-217: code points 1-38

\quotation{You and I come by road or rail, but economists travel on infrastructure.}{Margaret Thatcher, former UK Prime Minister, 1925-2013}
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 5-6: code points 1-56

Infrastructure capital costs can consist of both construction costs and any related land or property acquisition costs. Based on the preferred design characteristics, in conjunction with the size of the initial phase of the project, a city can determine if the capital cost estimates are in line with realistic financial resources. Several iterations of physical designs and service planning are likely before finding a balance between system cost and system performance.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 8-12: code points 1-53

\subsection{1}{Costing Techniques}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:infrastructure-costing:subSection:costing-techniques}
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 14-28: code points 1-65

The limited number of BRT systems to date, combined with the lack of a shared costing database, makes local estimations of infrastructure costs difficult. However, there are a few options for developing an initial estimate of infrastructure costs. These options include developing estimates based on:\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 16-19: code points 1-0

\begin{itemize}
\item Costs from BRT systems in other cities, with adjustments based on local design and macroeconomic factors;% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 19-21: code points 1-0
\item Similar past projects in similar areas of the municipality. Such projects could include road expansion efforts and previous bus-improvement measures;% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 21-23: code points 1-0
\item Informal discussions with local contractors and engineering trade associations;% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 23-24: code points 1-0
\item Survey work by consultants, which may incorporate all of the above estimation techniques;% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 24-25: code points 1-0
\item Comparisons of cost projections against actual costs of other projects.% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 25-25: code points 1-77
\end{itemize}
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 19-25: code points 1-77

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/05850004894df17aa852173728ce8e9be234e534.jpeg}
		\fignote{12}{A simplified budget for Yichang, China’s BRT demonstrates a sample cost breakdown. A complete budget can be found in Appendix B.\label{chapter:infrastructure-management-and-costing:figure:a-simplified-budget-for-yichang-chinas-brt-demonstrates-a-sample-cost-breakdown-a-complete-budget-can-be-found-in-appendix-b}}{ITDP.}
	}
\fi

\subsection{2}{BRT Cost Calculator}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:infrastructure-costing:subSection:brt-cost-calculator}
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 30-113: code points 1-9

Based on cost data from existing developing-nation BRT systems and inputs from BRT experts, a BRT cost calculator has been developed to give cities an initial estimation of infrastructure costs. Actual costing will depend much on local conditions and circumstances. However, the BRT cost calculator is useful in alerting project developers to the costing items that should be considered in planning a system. The BRT cost calculator is based on 2011 costs in U.S. dollars, so construction cost escalation, exchange rate variation, and other financial factors should be taken into account when utilizing this tool. The actual cost calculator can be accessed on the ITDP website and Appendix B at the end of this guide.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 32-38: code points 1-99

In order to demonstrate infrastructure costing, we provide an example of a preliminary budget prepared for a hypothetical BRT system. Using the infrastructure-maintenance section of the cost calculator, costing is estimated for a hypothetical Phase I project of fifty kilometers of trunk infrastructure.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 40-42: code points 1-92

The methodology utilized assesses the anticipated maintenance costs associated with each infrastructure element over a thirty-year period, and then yields an average annual maintenance cost for the system.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 44-45: code points 1-101

Typically, maintenance for the first year after completion of the construction contract is undertaken by the contractor as part of its defects-liability period. Thereafter, the local municipality (or BRT entity) will need to maintain the infrastructure for the duration of the project.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 48-50: code points 1-81

The objective of the cost calculator is to provide designers and decision makers with an idea of maintenance costs that can be expected once a system is built. The calculator can assist with the choice of materials for construction, as it takes into account life-cycle costs.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 52-54: code points 1-60

Table 21.1 summarizes the subtotals from each of the maintenance costing categories. The total infrastructure maintenance budget projected for this hypothetical project for a thirty-year period comes to approximately US\$180 million, which equates to approximately US\$6 million per annum (or 1.4 percent of total construction costs) and US\$120 thousand per kilometer of trunk services. Note that these costs are based on interviews conducted with professionals involved in infrastructure maintenance in the Cape Town, South Africa, municipal area. The percentages utilized are best estimates of the potential maintenance costs of the different infrastructural components of a BRT system. Actual costs may vary widely from region to region.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 56-63: code points 1-0

\tabletitle{1}{Summary of System Infrastructure Maintenance Costs (Phase I Project of 50 kilometers)}
\label{chapter:infrastructure-management-and-costing:table:summary-of-system-infrastructure-maintenance-costs-phase-i-project-of-50-kilometers}
\halign to 30\tablemodule{%
	\vtop{\sffamily\footnotesize\noindent\hsize=5\tablemodule#}\hbox to 0.5\tablemodule{}&
	\hbox to 0.5\tablemodule{}\vtop{\sffamily\footnotesize\noindent\hsize=5\tablemodule#}\hbox to 0.5\tablemodule{}&
	\hbox to 0.5\tablemodule{}\vtop{\sffamily\footnotesize\noindent\hsize=5\tablemodule#}\hbox to 0.5\tablemodule{}&
	\hbox to 0.5\tablemodule{}\vtop{\sffamily\footnotesize\noindent\hsize=5\tablemodule#}\hbox to 0.5\tablemodule{}&
	\hbox to 0.5\tablemodule{}\vtop{\sffamily\footnotesize\noindent\hsize=5\tablemodule#}\hbox to 0.5\tablemodule{}&
	\hbox to 0.5\tablemodule{}\vtop{\sffamily\footnotesize\noindent\hsize=5\tablemodule#}\cr
	\color{gray75}\bfseries BRT Infrastructure Elements& \color{gray75}\bfseries Total Maintenance Costs (US\$) for 30 year Period& \color{gray75}\bfseries Average Annual Maintenance Costs (US\$)& \color{gray75}\bfseries Average Annual Maintenance Costs (US\$)\slash{}Busway km& \color{gray75}\bfseries Total Maintenance Costs (US\$) for 30 year Period\slash{}Total Construction Cost& \color{gray75}\bfseries Average Annual Maintenance Costs (US\$)\slash{} Total Construction Cost \cr
	\noalign{\vskip 1mm} \hline \noalign{\vskip 2mm} 
	\color{gray50}Trunk busway infrastructure&
	\color{gray50}\$112,700,115&
	\color{gray50}\$3,756,671&
	\color{gray50}\$75,133&
	\color{gray50}62\%&
	\color{gray50}2.07\%\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Trunk stations&
	\color{gray50}\$32,115,567&
	\color{gray50}\$1,070,519&
	\color{gray50}\$21,410&
	\color{gray50}40\%&
	\color{gray50}1.33\%\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Integration&
	\color{gray50}\$10,208,626&
	\color{gray50}\$340,288&
	\color{gray50}\$6,806&
	\color{gray50}22\%&
	\color{gray50}0.73\%\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Feeder\slash{}kerbside services&
	\color{gray50}\$14,850,025&
	\color{gray50}\$495,001&
	\color{gray50}\$9,900&
	\color{gray50}30\%&
	\color{gray50}1.00\%\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Terminals, depots, and other&
	\color{gray50}\$11,280,106&
	\color{gray50}\$376,004&
	\color{gray50}\$7,520&
	\color{gray50}15\%&
	\color{gray50}0.51\%\cr
	\noalign{\vskip 2mm 
}	\color{gray50}\highlight{TOTAL}&
	\color{gray50}\highlight{\$181,154,439}&
	\color{gray50}\highlight{\$6,038,481}&
	\color{gray50}\highlight{\$120,770}&
	\color{gray50}\highlight{42\%}&
	\color{gray50}\highlight{1.40\%}\cr
	\noalign{\vskip 2mm 
}}
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 63-113: code points 1-9

\subsection{3}{Value Engineering Process}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:infrastructure-costing:subSection:value-engineering-process}
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 115-132: code points 1-12

A value engineering process is in essence an assessment of the design to determine whether there are more cost-effective ways of achieving the operational objectives using lower-cost infrastructure elements or alternative designs.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 117-119: code points 1-23

Value engineering can also take place during the preliminary and detailed design stages. Here the value engineering process takes the assessment deeper to interrogate whether there are more cost-effective materials or elements that can be used to minimize overall cost, with minimal reduction in quality (Figure 21.13). Life-cycle costing of materials form a major part of value engineering.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 121-124: code points 1-79

Once a portion of infrastructure is constructed, a value engineering exercise could be undertaken to input lessons learned from the construction phase into how costs could be reduced in future phases of the BRT project. These could include construction methods, proven new technologies, the use of smaller BRT vehicles to minimize pavement loadings, etc.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 126-129: code points 1-48

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/d37f3f63ea93fdd5149b07952a5499b4366d86f3.jpeg}
		\fignote{13}{Standard- and value-design engineering process flow diagrams.\label{chapter:infrastructure-management-and-costing:figure:standard--and-value-design-engineering-process-flow-diagrams}}{HHO Africa.}
	}
\fi

\subsection{4}{Capital Cost and Operating Cost Options}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:infrastructure-costing:subSection:capital-cost-and-operating-cost-options}
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 134-188: code points 1-19

In most BRT systems, the distinction between capital costs and operating costs is important from the standpoint of public versus private investment. The public sector generally provides the capital investment just as it typically funds roadways for private automobiles. Many BRT systems utilize private operators to cover operating costs, and thus such operators obtain access to revenues from fare collection. Some costs, such as vehicles and fare collection equipment, do not automatically fall into either category, and thus the assignment of these costs can depend on local circumstances (see also Chapter 17: Finance Plan).\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 136-142: code points 1-6

There are circumstances when some elements of the BRT system may be strategically moved between capital and operational cost categories (Figure 21.13 ). Some systems have room for higher fare levels and may prefer to reduce their capital borrowing for the initial system infrastructure. In such instances, putting some elements of equipment into the operating cost category can make sense. For example, Bogotá required the private firm with the fare collection concession to include the electronic turnstiles and smart cards as part of the operational bid. The private fare collection firm thus reduces the cost of this infrastructure through its share of the fare revenue. In effect, the concessioned firm is acting as a financing agent for the particular piece of infrastructure.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 144-151: code points 1-43

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/d9f0f4aa9e9ad2aa631564098c1125d3ca3580a0.jpeg}
		\fignote{14}{Fare gates in Quito, Ecuador. Cost items like vehicles and fare equipment could be listed as either capital or operating costs. Shifting all or part of these expenses to one category or another will impact the affordability of fares and the amount of infrastructure investment required.\label{chapter:infrastructure-management-and-costing:figure:fare-gates-in-quito-ecuador-cost-items-like-vehicles-and-fare-equipment-could-be-listed-as-either-capital-or-operating-costs-shifting-all-or-part-of-these-expenses-to-one-category-or-another-will-impact-the-affordability-of-fares-and-the-amount-of-infrastructure-investment-required}}{Lloyd Wright.}
	}
\fi

There are instances when some elements of the BRT system may be strategically moved between capital and operational cost categories. Typically, this situation arises when fare affordability in lower-income countries becomes a significant issue. Since the cost of vehicles and fare collection equipment will likely not be appreciably different between a low-income and middle-income nation, the costs of such equipment can put significant pressure on total operating costs in low-income nations. Thus, moving some of these costs to the capital cost category can help permit reasonable fare levels without the need for operating subsidies. However, all aspects of this decision must be weighed carefully, because placing bus procurement with the public sector sometimes results in higher vehicle costs. In most cases, vehicles will cost less if they are procured by the private sector. A more detailed description of this can be found in Chapter 16: Vehicle Operator Contracting.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 158-167: code points 1-50

Moving equipment purchases to the capital cost category can bring with it some unintended consequences. In general, it is best to have the companies utilizing the equipment to pay for it and to maintain it. Companies operating buses that they do not own will tend to not maintain the vehicles properly. Public procurement of equipment can result in many misplaced incentives. A compromise is for the public sector to share costs with the private sector. For example, the public sector may provide 50 percent of the vehicle cost while the private firm must pay off the other 50 percent through fare revenues. In this way, the private firm still has an incentive to properly maintain the vehicle, but the reduced cost means that pressure on cost recovery is lessened.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 169-176: code points 1-43

In general, it is always best for the private sector to purchase its own vehicles, based on the well-defined specifications developed by the public sector. However, in some instances with low-income nations, it may be necessary to transfer some of the vehicle purchase costs to the capital cost category in order to achieve an affordable customer fare (as was done in Mexico City, along the Insurgentes corridor). It is feasible to transfer the burden of the initial investment from private to public hands and to maintain the efficiency of the private sector. As an alternative to direct public investment in equipment, such as vehicles and fare equipment, the public sector could provide special-condition loans or tax incentives that will reduce the impact of the investment on cash flow and will not get the public sector involved in the actual purchasing process. The key element is to select financial options that will allow the city to achieve affordable fares, maximizing the respective resources and capabilities of both the public and private actors.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 178-188: code points 1-19

\subsection{5}{Land and Property Acquisition}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:infrastructure-costing:subSection:land-and-property-acquisition}
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 190-217: code points 1-38

One of the most variable cost items when comparing different BRT systems is the level of land and property acquisition required, especially along the road at stations and terminals due to the greater land requirement.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 192-193: code points 1-110

In instances where property purchases are necessary, infrastructure costs can quickly skyrocket. Infrastructure costs on Bogotá’s TransMilenio system jumped from approximately US\$5.3 million per kilometer in Phase I to as high as US\$15.9 million per kilometer in Phase II. Much of this increase was due to the much greater need for land purchases in the second phase. In Phase I of TransMilenio, approximately 600 plots were purchased. In Phase II, the municipality purchased approximately 4,000 plots (Figure 21.13).\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 196-200: code points 1-97

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{infrastructure/assets/6fffb8f62ddd852e4b134dd9a1f89c4c4d4c98e0.jpeg}
		\fignote{15}{Land and property expropriation in Phase II of TransMilenio greatly increased the overall capital investment.\label{chapter:infrastructure-management-and-costing:figure:land-and-property-expropriation-in-phase-ii-of-transmilenio-greatly-increased-the-overall-capital-investment}}{Carlos Pardo.}
	}
\fi

Resettlement can have major impacts on livelihoods. While the homes of residents may be able to be replaced elsewhere—ideally nearby—the livelihoods of residents may be much harder to directly replace due to their reliance on a particular location.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 205-207: code points 1-47

Some characteristics of a well-designed property-purchase program include:\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 209-210: code points 1-0

\begin{itemize}
\item Clarity in the procedures;% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 210-211: code points 1-0
\item Transparency and openness of the process;% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 211-212: code points 1-0
\item Timeliness in processing and timeliness in resolving conflicts;% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 212-213: code points 1-0
\item An overriding sense of fairness in the process.% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 213-213: code points 1-53
\end{itemize}
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 210-213: code points 1-53

The World Bank has developed a set of recommended procedures for compulsory purchase programs in infrastructure projects. Likewise, Bogotá has developed a similar process to fairly deal with property purchases required by the expanding TransMilenio system.\par
% @ guide/21-infrastructure_management_costing/214-infrastructure-costing.src: lines 215-217: code points 1-38

\section{5}{Appendix A: Bogotá’s Land Acquisition Process}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:appendix-a-bogots-land-acquisition-process}
% @ guide/21-infrastructure_management_costing/appendix-a-bogotas-land-acquisition-process.src: lines 3-33: code points 1-57

The following steps outline the process Bogotá developed for land acquisition:\par
% @ guide/21-infrastructure_management_costing/appendix-a-bogotas-land-acquisition-process.src: lines 7-8: code points 1-0

\begin{enumerate}
\item Design adjustments should be undertaken to minimize land acquisition, even if this implies reducing the number of mixed traffic lanes.% @ guide/21-infrastructure_management_costing/appendix-a-bogotas-land-acquisition-process.src: lines 8-10: code points 1-0
\item Determine the property-ownership history of any required properties.% @ guide/21-infrastructure_management_costing/appendix-a-bogotas-land-acquisition-process.src: lines 10-11: code points 1-0
\item Survey the actual activities and socioeconomic conditions of existing occupants, in order to define a baseline for potential financial compensation.% @ guide/21-infrastructure_management_costing/appendix-a-bogotas-land-acquisition-process.src: lines 11-13: code points 1-0
\item Assess the property value through independent appraisers to compensate the commercial value of the plots. If only the property tax registrar is used, properties may be significantly undervalued, which may prompt litigation and delays in the purchase process.% @ guide/21-infrastructure_management_costing/appendix-a-bogotas-land-acquisition-process.src: lines 13-16: code points 1-0
\item Estimate the required compensation based on the current property conditions. Also include a value for potential impacts on sales during the relocation process.% @ guide/21-infrastructure_management_costing/appendix-a-bogotas-land-acquisition-process.src: lines 16-18: code points 1-0
\item Offer assistance in searching for relocation options. This assistance should be particularly directed toward any low-income families and other vulnerable groups that are being displaced.% @ guide/21-infrastructure_management_costing/appendix-a-bogotas-land-acquisition-process.src: lines 18-20: code points 1-0
\item Provide a complete and well-documented compensation offer for the displaced inhabitants. It is helpful to include a down payment at this stage to help move the transaction toward completion.% @ guide/21-infrastructure_management_costing/appendix-a-bogotas-land-acquisition-process.src: lines 20-22: code points 1-0
\item Provide a fast-track process to complete the transaction documents and issue the down payment. Failure to promptly deliver promised documentation and payments will undermine public confidence in the process and lead to less cooperation in future acquisitions.% @ guide/21-infrastructure_management_costing/appendix-a-bogotas-land-acquisition-process.src: lines 22-25: code points 1-0
\item If the offer is declined due to the amount of the proposed compensation, then both parties can agree to an arbitration process to determine the correct value. If the parties do not agree to arbitration, then eminent domain law will be applied. A subsequent legal proceeding will take place in which the property owner(s) can present the case against expropriation or argue for a different compensation value.% @ guide/21-infrastructure_management_costing/appendix-a-bogotas-land-acquisition-process.src: lines 25-28: code points 1-96
\end{enumerate}
% @ guide/21-infrastructure_management_costing/appendix-a-bogotas-land-acquisition-process.src: lines 8-28: code points 1-96

The key to any land-expropriation process is the quality of the property appraisal and the clarity of the procedures to be undertaken. The entire process should be designed to account for all eventualities and to provide timely actions at each step. Delays due to legal proceedings not only increase the project-implementation speed, but also increase construction costs dramatically.\par
% @ guide/21-infrastructure_management_costing/appendix-a-bogotas-land-acquisition-process.src: lines 30-33: code points 1-57

\section{6}{Appendix B: BRT Infrastructure Maintenance Cost Calculator}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:appendix-b-brt-infrastructure-maintenance-cost-calculator}
% @ guide/21-infrastructure_management_costing/appendix-b-brt-infrastructure-maintenance-cost-calculator.src: lines 3-25: code points 1-9


			\ifxetex
				% disabled for now
			\else
				{  % group required to avoid fignote settings escaping
					\tabletitle{2}{BRT Infrastructure Maintenance Cost Calculator}
\label{chapter:infrastructure-management-and-costing:table:brt-infrastructure-maintenance-cost-calculator}

					\img{\hsize}{infrastructure/assets/c337afed80281751a765b4da71282b92ed013098.png}
				}
			\fi


			\ifxetex
				% disabled for now
			\else
				{  % group required to avoid fignote settings escaping
					\tabletitle{3}{BRT Infrastructure Maintenance Cost Calculator}
\label{chapter:infrastructure-management-and-costing:table:brt-infrastructure-maintenance-cost-calculator}

					\img{\hsize}{infrastructure/assets/c337afed80281751a765b4da71282b92ed013098.png}
				}
			\fi


			\ifxetex
				% disabled for now
			\else
				{  % group required to avoid fignote settings escaping
					\tabletitle{4}{BRT Infrastructure Maintenance Cost Calculator}
\label{chapter:infrastructure-management-and-costing:table:brt-infrastructure-maintenance-cost-calculator}

					\img{\hsize}{infrastructure/assets/7e324a2490cee814f561ad99e40ecf2a53c08cf0.png}
				}
			\fi


			\ifxetex
				% disabled for now
			\else
				{  % group required to avoid fignote settings escaping
					\tabletitle{5}{BRT Infrastructure Maintenance Cost Calculator}
\label{chapter:infrastructure-management-and-costing:table:brt-infrastructure-maintenance-cost-calculator}

					\img{\hsize}{infrastructure/assets/7e324a2490cee814f561ad99e40ecf2a53c08cf0.png}
				}
			\fi


			\ifxetex
				% disabled for now
			\else
				{  % group required to avoid fignote settings escaping
					\tabletitle{6}{BRT Infrastructure Maintenance Cost Calculator}
\label{chapter:infrastructure-management-and-costing:table:brt-infrastructure-maintenance-cost-calculator}

					\img{\hsize}{infrastructure/assets/8d2ee0f3ce42c231eb1bd8979fb09d4b00a34358.png}
				}
			\fi

\section{7}{Appendix C: Yichang BRT Project Investment Cost Estimates}
\label{volume:infrastructure:chapter:infrastructure-management-and-costing:section:appendix-c-yichang-brt-project-investment-cost-estimates}
% @ guide/21-infrastructure_management_costing/appendix-c-yichang-brt-project-investment-cost-estimates.src: lines 1-20: code points 1-9


			\ifxetex
				% disabled for now
			\else
				{  % group required to avoid fignote settings escaping
					\tabletitle{7}{Yichangs BRT Preliminary Design, ITDP, January 2013}
\label{chapter:infrastructure-management-and-costing:table:yichangs-brt-preliminary-design-itdp-january-2013}

					\img{\hsize}{infrastructure/assets/bf7ea654d9affa2fe85f16532d15591b8b4584fc.jpeg}
				}
			\fi


			\ifxetex
				% disabled for now
			\else
				{  % group required to avoid fignote settings escaping
					\tabletitle{8}{Yichangs BRT Preliminary Design, ITDP, January 2013}
\label{chapter:infrastructure-management-and-costing:table:yichangs-brt-preliminary-design-itdp-january-2013}

					\img{\hsize}{infrastructure/assets/a4f3186bfb901d58629078594fe0d55d28a72228.jpeg}
				}
			\fi


			\ifxetex
				% disabled for now
			\else
				{  % group required to avoid fignote settings escaping
					\tabletitle{9}{Yichangs BRT Preliminary Design, ITDP, January 2013}
\label{chapter:infrastructure-management-and-costing:table:yichangs-brt-preliminary-design-itdp-january-2013}

					\img{\hsize}{infrastructure/assets/45fd30dd74f9aad3dfdea72c0f2184c479a14a3e.jpeg}
				}
			\fi


			\ifxetex
				% disabled for now
			\else
				{  % group required to avoid fignote settings escaping
					\tabletitle{10}{Yichangs BRT Preliminary Design, ITDP, January 2013}
\label{chapter:infrastructure-management-and-costing:table:yichangs-brt-preliminary-design-itdp-january-2013}

					\img{\hsize}{infrastructure/assets/3688f32d2b71411546f6b9e6bc4e46c783df8c50.jpeg}
				}
			\fi

