Chapter 5

Chapter 5

Guidelines for Public Transport Planning in

South Africa

Study objectives

At the end of this chapter students will be expected to be able to: -

• Outline the areas which should be covered by a strategic public plan

• Identify relevant issues in the preparation of strategy objectives for a strategic public transport plan

• Identify the elements in a system and market audit

• Understand the aspects to be covered by a SWOT analysis

• Identify the specific objectives to be developed in an operational public transport plan toward achieving the strategic objectives

• Identify land discuss in some detail, the various steps in the public transport planning process transport

5.1 INTRODUCTION

5.1.1 PURPOSE OF PUBLIC TRANSPORT PLANNING

• The purpose of public transport planning is to bring into being an integrated intermodal public transport system that is effective in meeting demand and efficient in its use of resources for a designated transport authority area.

5.2.2 SWOT ANALYSIS

• SWOT Analysis is a useful technique for understanding Strengths and Weaknesses, and for identifying both the Opportunities open to you and the Threats you face in a project or in a business venture.

• S - Strength• W - Weakness• O - Opportunities• T - Threats

5.2.2 SWOT ANALYSIS cont’

(A)FOCUSED SWOTS• The more focused the analysis the more

productive it will be. • In developing a strategic public transport plan a

series of SWOT analyses should be produced for specific elements of the system such as:

each mode; the fare system:

the degree of integration;the requirements of each market segment;

effectiveness;efficiency;passenger information systems.


(B) SHARED VISIONS• By involving the different disciplines of spatial

development, town planning, operational management marketing, finance, etc. for each focus area the SWOT analysis should produce a shared vision by consensus and the strategies will be more attainable.


• (C) CUSTOMER ORIENTATION• This is the most important rule for effective

SWOT analysis. • The strengths and weaknesses must be

evaluated only for those resources or capabilities that the customer would recognise and derive satisfaction from, in using the public transport system.


Example 1:• A generous housing subsidy scheme for bus

drivers is not strength recognisable by passengers, except insofar as they may understand that employees are treated well.

• What is recognisable by the passenger is how they are treated by the bus drivers.


Example 2: • To have the most sophisticated computer

system for passenger information is not a strength if it is not user-friendly or if the passenger has to listen to an automatic answering machine for fifteen minutes before his query is answered.


(D) ENVIRONMENTAL ANALYSIS• The purpose here is to ensure that strategies

are not perceived as opportunities.• For example reducing fares is not an

opportunity in SWOT analysis, it is a strategy which may lead to increased ridership.


(E) STRUCTURED STRATEGY GENERATIONThe central focus should be the matching of

strengths to opportunities.


5.3 DEVELOPING AN OPERATIONAL PUBLIC TRANSPORT PLAN

5.3.1 INTRODUCTIONThe operational public transport plan is the

phase where the transport authority develops a public transport plan for a totally integrated public transport system that is designed with the established vision, mission and strategic objectives in mind.

5.3.1 INTRODUCTION

• Specific objectives may be developed towards eventual attainment of strategic objectives contained in the strategic public transport plan.

Generally the specific objectives would fall into the following categories:

improving accessibility;minimising total travel distances; cont’

minimising total travel times;minimising total travel costs;minimising subsidy; andachieving initial modal split targets.

5.3.1 INTRODUCTION

The public transport plan may therefore specify:routes, terminals and stopping points;timetables for scheduled services;minimum frequencies for unscheduled

services;fare structures and concessionary fares:mode and vehicle type for each route or

network; cont’

5.3.1 INTRODUCTION

ticketing systems and equipment;the services to be provided under commercial

services contracts;the services to be provided under subsidised

services contracts;marketing strategies to encourage ridership.

5.3.1 INTRODUCTION

5.3.2 STEPS IN THE PUBLIC TRANSPORT PLANNING PROCESS

Fig 5.2

5.3.2 STEPS IN THE PUBLIC TRANSPORT PLANNING PROCESS cont’

(A)MARKET RESEARCH• The first step in the market research process

is to identify:– existing service modes, – routes and – route sections

to facilitate the collection of both demand and supply information.

• A route is defined as the roads that are traversed from point of origin to point of final destination consisting of one or more route sections.

• A route section is defined as the roads traversed between significant boarding and/or alighting points along a route.


B) DEMAND INFORMATIONThe demand information required in respect of the

existing services is therefore, for each mode:• passengers carried by route section, preferably by

trip but at a minimum within 15 minute time bands during peak periods;

• waiting times <5,6-10, 11-20, 21-30, >30 minutes;• mode to boarding point;• travel time to boarding point from origin;


• mode from alighting point;• travel time from alighting point to destination;• number of passengers transferring inter- and intra-

modally at each transfer point;• passengers’ true origins and destinations;• starting and finishing times at work and education;• travel patterns for shopping, medical, recreation

purposes; and attitudes to service characteristics.


(C) SUPPLY INFORMATION(D) DATA COLLECTION• Important to establish the number of people

in each market segment who need to travel by public transport between different origins and destinations at different times of the day.


The information must be sufficiently detailed and accurate to determine routes and stopping places in such a way as to ensure that:

the system is effective and efficient; routes and timetables or frequencies are

appropriate to passenger needs, especially for linking origins and destinations directly; cont’

5.3.2 STEPS IN THE PUBLIC TRANSPORT PLANNING PROCESS cont’(D) DATA COLLECTION cont’

where transfer points are necessary, they are optimally located; each mode is used optimally;

supply matches demand;total travel costs are minimised for both the

user and the subsidising

5.3.2 STEPS IN THE PUBLIC TRANSPORT PLANNING PROCESS cont’(D) DATA COLLECTION cont’


(E) DEMAND ESTIMATION(F) ROUTE DETERMINATIONIn determining the most effective route to meet

passenger demand it is important to consider the elements of total travel time, ie.:

1. Access time - from origin to boarding point/alighting point to destination (depends on route density and stop spacing):

2. Waiting time - at boarding point (depends on frequency and reliability);

3. Travelling time - in the vehicle from boarding point to alighting point (depends on the road network and its use by other vehicles).

5.3.2 STEPS IN THE PUBLIC TRANSPORT PLANNING PROCESS cont’(F) ROUTE DETERMINATION cont’

There are five basic types of route to be considered:

i. Radial routes – wheel spokeii. Cross-town routes - connect 2 radial routesiii. Circular routes - circle in CBDiv. Circumferential routes – links suburbsv. Local routes – links residential with nearby

centre of attraction like school


• In determining the routes passengers attach a penalty to transfers.

• If the physical transfer is difficult, or connections are poorly timed resulting in waiting delay, the penalty will be’ high.

• The service planner needs to strike a balance between route penetration and frequency.


• After route is determined it is time to plan the location of boarding and alighting points,

• Factors to consider: minimise walking distances, ensure passenger safety and avoid disruption to other traffic as far as

possible.


• Stopping places should be accessible to as many people as possible within a five minute walking distance (400 metres).

• The optimum spacing of stops depends largely on the density of development along the route but is normally two or three stops per kilometre in urban areas.


(G) MODE DETERMINATION• Competition between the minibus-taxi and

bus modes is an extremely sensitive issue. • Ultimately the criteria for selection will

depend on a combination of user preference and the effectiveness and efficiency of each mode.


(H) TRIP REQUIREMENTS (FOR SCHEDULED BUS SERVICES)

1st – determine the number of trips required on each route for the morning peak (max no. of vehicles)

2nd – determine Pre-and-post peak trips3rd – determine off peak4th - evening and night services were applicable5th - Saturday and Sunday services


(I) TIMETABLE COMPILATION (FOR SCHEDULED BUS SERVICES)

• Important for ensuring that supply matches demand.

• Public transport services are produced and consumed simultaneously.


(J) VEHICLE SCHEDULING• If the transport authority intends to specify

the number and types of vehicles in tenders for subsidised service contracts, it will be necessary to schedule the vehicles that would be required to operate the timetables for the routes that are to be tendered.


(K) FARE SYSTEMS• Fare systems embrace four broad elements:(1) Fare structures(2) Fare levels(3) Ticketing systems(4) Market segments


(1) Fare structures• The fare charged to a passenger consists of a:– boarding fee that contributes to the fixed cost of

the system and,– a user fee that is related to the distance travelled.

5.3.2 STEPS IN THE PUBLIC TRANSPORT PLANNING PROCESS cont’(K) FARE SYSTEMS cont’

(2) Fare levels• significant influence on the demand• Have to be a compromise between the level of

fares, the level of service, and the availability of funds


(3) Ticketing systems• Prepaid tickets for weekly, monthly, or even

longer periods of travel, encourage customer loyalty and travel regularity.

• They also speed up boarding times to facilitate shorter vehicle running times and improved vehicle utilisation.

• However, sales outlets for prepaid tickets must be readily accessible


(4) Market segments• Specify the concessionary fares policy for

special categories of passengers, such as: scholars, students and senior citizens.



(L) SERVICE PROVISION• The services to be provided will be

determined by the relationship between three independent variables i.e. – the level or service, – the costs of operation, and – the revenue generated.

The four basic steps in the competitive tendering process are:

(1) The government seeks competitive tenders for delivery of a specific quality and quantity of service for a defined period of time;

(2) A contract is awarded to the lowest possible and responsive tenderer that demonstrates the ability to provide the required quality and quantity of service;

5.3.2 STEPS IN THE PUBLIC TRANSPORT PLANNING PROCESS cont’(L) SERVICE PROVISION cont’

(3) Contractors that fail to provide the, service as specified are financially penalised or replaced;

(4) New competitive tenders are sought in sufficient time to award a new contract for service commencing at the expiration of the contract.

5.3.2 STEPS IN THE PUBLIC TRANSPORT PLANNING PROCESS cont’(L) SERVICE PROVISION cont’

(M) PROMOTION AND SALES(N) MONITORING AND ENFORCEMENT(D) REVIEW


(P) HUMAN RESOURCES AND SKILLS REQUIREMENTS

• The transfer of most of these responsibilities from the operators to transport authorities has tremendous implications in terms of skills requirements.


• Traditional transport planning skills available in government, will not be sufficient particularly for the final stages in the development of public in the areas of: – marketing, – scheduling and – operational management

THE END

5.3.2 STEPS IN THE PUBLIC TRANSPORT PLANNING PROCESS cont’(P) HUMAN RESOURCES AND SKILLS REQUIREMENTS cont’

Chapter 5

Documents

effective swot analysis

swot analysis contexample

swot analysisswot analysis

swot analysis cont5

swot analysisidentify

series of swot analyses

modethe fare system

sophisticated computer