Transformation in the Public Transport industry of the Western Cape: Focusing on the bus industry
Western Cape Background • Made up of one metro and five district municipalities • Either no or limited subsidised services in certain districts municipalities • Only 1 bus contract in respect of the Public Transport Operations Grant in the province
The Public Transport Strategy and Action Plan, 2007 Perhaps the most important national policy document relevant to public transport This Strategy has two thrusts : • “ Modal Upgrading” • “ High quality, integrated mass rapid public transport networks”
Provincial Land Transport Strategy (PLTF) 2011 - 2016 By 2050 the transport system in the Western Cape will be defined • by a fully integrated rapid public transport network(IRPTN) in the higher order urban regions Public transport system would be greatly improved through the • implementation of integrated operations Contracting Authority function should be the same for all public • transport operators. Achieving sustainable, efficient and effective • integrated transport,
Current Situation in the City of Cape Town Population of 3.8m (2011) people • Current transport system is inefficient, fragmented and • insufficient Safety and security remains a challenge. • Inadequate funding • Public transport is not properly distributed across the City •
Current Situation in the City of Cape Town (continued) System is dominated by a modal approach • Subsidies are also focused on modes • Contracting Authority function is fragmented: • Provincial Government - Golden Arrow Bus Services; The City of Cape Town (CoCT) - MyCiti Bus Service; Rail services - National Department of Transport CoCT made an application for the Contracting Authority •
Objective for the application of the Contracting Authority function Focused objectives includes : • efficient and effective intermodal transport in an integrated manner • transformation and restructuring of the current fragmented system • implementation of a single ticketing system, integrated fare management system, single timetable and a centralized clearing house • ensure that tansport services will be operating on vehicle per kilometer basis
Overview of Public Transport in the CoCT (2012) Overview of Public Transport of the City of Cape Town Service Line km Fleet Size Daily Pass. Mode Share Metrorail 610 85 trains 622 000 51% Conventional bus 27 000 1 134 buses 240 000 20% MyCiti 170 181 buses 20 000 2% Minibus taxi - 7 258 permits 323 000 27% Metered taxi - 686 permits - - Dial a ride - 30 vehicles - - Total 1 205 000 100% Source: CoCT ITP, GABS, Metrorail census 2012
Bus operations in CoCT Golden Arrow Bus System (GABS) • Private company owned by Hoskins Consolidated Investment Limited (HCI) • First operated as Tramway Holdings
Bus operations in CoCT (Continued) Golden Arrow Bus System (GABS) • Largest subsidised public transport service in the Western Cape • Subsidised bus services are provided by GABS in terms of an Interim Contract • Subsidies are paid per kilometer • GABS contract remained stagnant and managed on a month-to- month basis.
Bus operations in CoCT (Continued) Golden Arrow Bus System (GABS) • 1997: Interim Contract • 2007: Contract concluded between (NDoT) and GABS on 7 March 1997 and ceded from the NDoT to the Provincial Department on 10 May 2007. • 2009: Contract was amended • 2013: Vehicle Operating Company (VOC) for the City of Cape Town’s MyCiTi service.
Bus operations in CoCT (Continued) Improved GABS Services How do the physically disabled get access: Universally accessible busses •
Bus operations in CoCT (Continued) Improved GABS Services How is extra demand catered for taking into account the limited funds and resources Utilisation of train busses • Review of subsidised timetable to improve • scheduling How is Operational cost reduced: Recapitalisation of the fleet • Improved driver/vehicle scheduling •
Bus operations in CoCT (Continued) Improved GABS Services How is the operations improved: Introduction of Electronic monitoring of vehicles/driver behaviour Speeding reports Harsh braking Route tracking
Bus operations in CoCT (Continued) Improved GABS Services Manual monitoring – monitors on the road • IMM – Waybill analysis • Electronic monitoring • Scheduling Data processes processes Reporting Matching processes processes
Bus operations in CoCT (Continued) MyCiti Integrated Rapid Transit System • October 2010, the City of Cape Town Council approved the 2010 My CiTi Business Plan • Minor amendments passed by Council in February and October 2011.
Bus operations in CoCT (Continued) MyCiti Integrated Rapid Transit System • The start of trunk operations between the City Centre and Table View in May 2011, and a range of interim feeder services • Conclude a number of contracts with four Vehicle Operating Companies (VOCs) • Four phases, for completion in 15 to 20 years
Bus operations in CoCT (Continued) MyCiti Integrated Rapid Transit System Statistics of MyCiti Integrated Rapid Transit System No of routes rolled out 28 Includes trunk and feeder routes Number of Vehicle 4 Operating Companies Average operational 1 000 000 kilometers per month Average operational R35 000 000 Four VOC’s cost per month 35 Operational Stations
Bus operations in CoCT (Continued) MyCiti Integrated Rapid Transit System Timeline of the MyCiti • 2006-2011: Approval of the Integrated Transport Plan • 2011: Process of transforming public transport system into an Integrated Rapid Public Transit Network • 2013: 4.5 million passenger journeys provided since the start MyCiTi interim service • 2017: Expected that 120 000 passengers per day will be on the My Citi
GO George Public Transport Network Background The Municipality of George (MoG) don’t have the capacity to plan and manage the implementation and operational elements of a public transport system The Department of Transport and Public Works (DTPW) made a commitment to assist MoG and to transfer institutional knowledge and capacity to eventually take full responsibility
GO George Public Transport Network Background (Cont) GIPTN is a comprehensive strategy which seeks to transform and • standardise road-based public transport in the area First non-metro integrated public transport system • The first full transformation project done in collaboration with the • taxi industry in South Africa
GO George Public Transport Network (GIPTN) Progress • First route operationalised - December 2014. • Subsequent routes were rolled out at the end of February 2015. • Roll-out schedule has been guided by the taxi industry • 2-year contract was negotiated with the new company • First city outside of “big 12 ” to be allocated National grant funding
Timeline of GO GEORGE • June 2013: Signing of a compensation agreement • October 2013: Signing of the operator contract • January 2014: Formalisation of the vehicle operating company - inaugural AGM • 2014: Four routes activated on Monday 8 December last year • 2017: Expected that George will carry 20 000 a day
Challenges in rollout of Public Transport Capacity constraints at all spheres of government • Realisation of any form of improvement is slow – long implementation • timelines Mini-bus Taxi transformation is difficult • There is no “one size fits all” solution •
Challenges in rollout of Public Transport (Continue) High cost • Extremely expensive - (District Municipalities and Local Municipalities lack funding to transform public transport) National funding will not resolve this as: • Most LM’s and DM’s not in a position to access funding • PTIG and PTNOG funding focussed on 12 large cities • Grants only provide funding certainty for 1 year • Grant conditions require municipalities to cover direct operating cost
Way forward • Introduce an incremental approach • Focus on passenger • Create flexibility in the implementation process • Focus on low cost and high impact improvements • Reduce the risks to the minibus taxi and bus operators • Improved and sustainable relationship
“ It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change .” ~ Charles Darwin Thank you
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