Latin American experience using ITS ITS in City Bus Public Transport Knowledge & Experience Exchange Workshop Mysore, India Latin American experience using ITS May 30, 2016

ITS in Bogota’s Integrated Public Transportation System (SITP) Due to time constraints, I will focus on the case of Bogota. In the afternoon session, I hope to have a chance to give a few examples from other cities. Bogota is currently implementing an integrated public transportation system, called the SITP, based purely on buses for now (In the future, there may be heavy or light rail systems, Cable cars, suburban train). Let’s start with a bit of history.

Bogota, 1999 20 years ago Bogotá had a public transportation model where bus companies ran a network of over 500 bus routes authorized by the city. Rather than providing the service directly, these companies affiliated hundreds of bus owners and charged them a monthly fee to operate buses on the approved routes. The bus owners hired drivers without a formal contract, requiring them to pay a dailiy rental fee.

Traditional payment model Transit authority – STT (now SDM) Rental fee Affiliation fee Operating permit fee Drivers Bus owners Bus company Bus drivers collected the fare revenues in cash from passengers and used that money to pay for gas, parking, minor repairs and the rental fee. The amount left over was their remuneration. To increase their income, bus drivers worked long hours and competed aggresively on the road for passengers. There were no ITS. Fare Commuters

Transmilenio Bogota, 2003 In the year 2000 the BRT system, Transmilenio, was implemented to address these issues and improve mobility In Bogota.

Transmilenio Bogota, 2004 This system changed the transportation service operational and business models.

Transmilenio Bogota, 2005 Bus-operating companies signed concession contracts that imposed high standards of service and strict labor rules to guarantee drivers a fixed pay and workload.

Passenger Information System Transmilenio included the implementation of a Passenger Information System

Fleet Management System – Control Center a Fleet Management System

Contactless payment system And an Automated Fare Collection System

Stations With card top-up booths and turnstiles at the stations. The ITS allowed to measure performance indicators, optimize the transport system operation, and provide essential traveller information.

Transmilenio payment model 4 Transmilenio Payment Order Trunk Bus Operator 2 3 3. Trust Fund $ 5 $ 2. Cash Collection Feeder Bus Operator The AFC enabled collection of fare revenues by a third party contractor who deposited all cash into the system’s trust fund daily Based on ITS system reports, Transmilenio gave weekly payment orders to bus operators, based on the kilometers run by each of them, and discounted from the payment all penalties for service-level agreement infractions. $ 1 AFC Operator 1. Card top up

Transmilenio network, 2015 Transmilenio was very successful. But in the rest of the city there were still more than 20000 buses running under the traditional business and operational models.

SITP bus operator zones, 2011 In 2006, the city decided to expand the Transmilenio business model –but not its infrastructure– to the entire city. After lengthy negotiations with the bus companies, through a public tendering process, Transmilenio awarded the public transport routes in Bogotá to nine bus-operating companies. These were built from the merger of traditional bus companies. They signed concession contracts, and by doing so, accepted new standards of service.

12300 zonal buses Again, the ITS systems play a significant role in the control and monitoring of the operation. The buses now stop for boarding and alighting only at designated stops, and bus routes operate under the supervision of a satellite assisted control center.

Buses are equipped with fare collection devices The AFC system also played a key role in the transformation. All passengers must pay with a smartcard, which allows them to receive new benefits such as transfer discounts, integration with the BRT, travel on credit for certain segments, and subsidized fares.

AVL equipment In addition to fare collection devices, buses are equipped with Automatic Vehicle Location equipment.

Passenger information devices Passenger information devices, including internal

Passenger information devices and external displays

4500 retail top-up locations In a system like this an external top-up network is required. The city required 4500 regular top-up points

40 card personalization centers and 40 card personalization centers.

Personalized card for senior citizens, handicapped and students Contactless smartcards Personalized card for senior citizens, handicapped and students Personalized cards Anonymous cards Transfer discounts X Travel on credit Balance recovery when card is lost Discounted fares Three types of card were introduced: Personalized cards for special segments of the population Regular personalized cards Anonymous cards

SITP payment model 4 2 3 $ 5 $ $ 1 Transmilenio Payment Order Trunk Bus Operator 2 3 3. Trust Fund $ 5 $ 2. Cash Collection Feeder Bus Operator It is similar to the Transmilenio Payment Model. There is a new actor: Zonal bus operator $ 1 AFC Operator Zonal Bus Operator 1. Card top up

SITP institutional model Defines: Fares Discounts User subsidies City Mayor Transmilenio S.A. Appoints: Mobility Secretary Transmilenio CEO Supplies: Infrastructure – road, stations, bus depots, workshops, control center Plans: Bus routes Time tables System expansion or modification Concession contract procurement System services Tecnological requirements Service Level Agreements (SLA) Manages: Concession contract execution Compliance with SLAs Compensation of each player Controls: Daily transit operations: fleet tracking and monitoring Compliance with planned operation Designs, supplies, installs, and maintains: All ITS: fare collection, fleet management, user information, surveillance system, communications, etc. Operates: Fare collection system, including card issuance, personalization, recharge, and validation Cash collection, transportation and deposit User information system, including customer service Fare Collection Operator Supplies: Buses Drivers and maintenance staff Provides: Transport service Vehicle and driver dispatch Vehicle maintenance Bus Operator Manages: Funds according to the risk level defined by Transmilenio S.A. Payment for each player Trust Fund

SITP operational model – Transmilenio Transmilenio S.A. Transport network management Timetable generation Operation control Operational service plan Operators Buses and drivers assignment

SITP operational model – Zonal buses Transmilenio S.A. Demand analysis Transport network management Analysis and approval Timetable validation Operators Operational service plan Timetable generation Buses and drivers assignment

Benefits resulting from ITS Transit authority has control over the quality of the service (FMS) Transparent revenue management and distribution (AFC) End of penny war (AFC) Fare integration (AFC) Discounted fares (AFC) Availability of information to improve transport planning (FMS + AFC) Improved driving safety (FMS) By implementing ITS systems on all city buses, transport authorities have taken effective control of the quality of the service and now have leverage to impose sanctions on operators that do not comply with the standards. With appropriate cash handling and conciliation processes, and the use of a trust fund for the system, open and transparent revenue management and distribution can be achieved. Since cash is no longer accepted on buses, drivers do not have an incentive to compete for passengers. Access to the SITP with a single payment medium, and transfer discounts Discounts for special populations, subsidies System collects data that can be used to improve transport planning The FMS allows supervision and control of driving practices.

Major issue: Lack of interoperability

What went wrong? 2000: Concession contract for Transmilenio Phase I AFC system was awarded to Angelcom 2003: Concession contract for Transmilenio Phase II AFC system was awarded to JV in which Angelcom is the main partner For several years Transmilenio had a single technology for the payment media and field equipment (MIFARE Classic) 2011: Concession contract for AFC, FMS and PIS for the SITP was awarded to Recaudo Bogota The new fare collection operator selected a more modern, secure and versatile smartcard technology

Consequences Each card enables access to only some parts of the SITP Users with old cards cannot benefit from Integrated fares Differentiated fares Travel on credit Discounts for special profiles

How can this pitfall be avoided? Contractual relationship Transit Authority Responsibility Transit Authority Third party or in-house Define: Technical standard Commercial model Certification process Operator Designer, provider, integrator Operator Designer, provider, integrator Detailed design Devices, installation, maintenance Integration Operators implement their systems using proprietary technology, which hinders interoperability Design based on technical standard Devices, installation, maintenance Integration

Example – State of Jalisco, Mexico Supervisory Board Clearing house SITEUR IFM Traditional Bus IFM Public Bikes IFM Train IFM Macrobús IFM Other IFM Payment media

Customer service module Guadalajara Train IFM Central system Station system Self-service top-up Top up network Customer service module Counting bars Validators External top-up point Pretren Call center Stations Puestos de atención Balance inquiry Validators

Benefits of an interoperable AFC system Passengers Transit Authorities Bus Operators Enables seamless travel Allows access to any service with a single payment medium Enables transfer discounts and special profile discounts Facilitates development of loyalty programs Enables access to other city services Guarantees real control over the AFC system Allows independence from specific providers Reduces costs with increased competition Allows to build inter-city knowledge networks for best practices sharing Facilitates regional connectivity Encourages customer acquisition and retention Allows to offer users a variety of products (e.g., passes, e- purse, trips) Yields a more secure and reliable fare collection system Increases demand and hence revenue

Latin American experience using ITS ITS in City Bus Public Transport Knowledge & Experience Exchange Workshop Mysore, India Latin American experience using ITS May 30, 2016

Some unsuccessful experiences Let’s start with some experiences that went wrong.

Quito, Ecuador Today they use paper tickets The AFC at the Trolley stops does not work Quito es un ejemplo de que la planeación y contratación del sistema son etapas críticas. Mensaje: Problema contractual. Dado que el operador no cumplió con lo establecido en el contrato respecto al número de medios de pago (tokens y TISC), el sistema se tornó deficiente en muy poco tiempo y se optó por utilizar un sistema de recaudo alternativo (boletos de papel), que tampoco estaba contemplado como una opción en dicho contrato. Problemas detallados: Escasez de tokens y tarjetas inteligentes desde el arranque de operación del sistema. La tarjeta tenía un costo de 1,5 dólares y debía ser recargada, mientras que la ficha tenía un costo de 0,25 dólares y era válida por un solo viaje. Aspectos generales: Los tokens se extraviaban con facilidad. El recaudo a través de boletos: Incrementó la evasión de pago No permitía identificar el tipo de tarifa que pagaba cada pasajero (normal, estudiante, tercera edad) No almacenaba la información de recaudo automáticamente. No permitía la consulta de la información de recaudo actualizada en línea. Today they use paper tickets

Manizales, Colombia The system lasted 5 days Demonstrators block avenue in Manizales to protest against transportation system Mensaje: A pesar de que la tecnología fue adecuada, la puesta en operación del sistema no se realizó siguiendo las recomendaciones de los estudios previos. El factor institucional y de gerencia es indispensable que esté claro previo a la implementación Problemas detallados: Diseño: Las tarjetas inteligentes costaban $3062 y $1862 y se pagaban en efectivo. No había suficientes medios de pago para atender a todos los ciudadanos. El dinero electrónico del que disponían se agotó muy rápidamente en algunos puntos de pago No se suplió la infraestructura básica propuesta que de por sí era insuficiente para suplir la demanda Se realizaron pruebas de la plataforma tecnológica pero no fueron suficientes para evidenciar los problemas presentados Implementación: El sistema no tuvo aceptación por parte de los ciudadanos y duró en funcionamiento menos de una semana (del 27-feb a 3-mar de 2010) ya que fue suspendido por un juez a través de una medida cautelar. No se obedecieron los estudios previos que indicaban una implementación gradual. Además, Se incrementó la tarifa en $200 Las campañas de información tuvieron muy bajo impacto, sobretodo en aspectos claves como adquisición del medio de pago. La administración municipal no ejerció ninguna fiscalización sobre los contratos que ejecutó para el sistema. Se recibieron denuncias sobre validadores que no estaban configurados correctamente y descontaban un valor diferente a la tarifa de transporte. Hubo problemas con los descuentos por trasbordos. Judge shut down new transportation system The system lasted 5 days

Santiago, Chile Evasion around 30% Fleet was too small to cover the demand Card top-up network was deficient Transantiago: Announces contingency plan for card distribution Mensaje: A causa de la realización de una implementación no gradual y un mal diseño del sistema, la plataforma tecnológica tuvo fallas de lectura en los validadores y una red de recarga externa insuficiente. Problemas detallados: Diseño: Diseño de un esquema troncal-alimentador con rutas suplidas por excesivos transbordos que aumentaban los tiempos de viaje Remuneración fija al transportista, sin incentivo para cubrir la demanda, no operación de la flota completa, Número de buses insuficientes para suplir la demanda Insuficientes puntos en la red de recarga No se suplió la infraestructura básica propuesta que de por sí era insuficiente para suplir la demanda Implementación: Fallas de lectura en validadores a bordo implementación no gradual Aspectos generales: El sistema Tran-santiago colapsó durante sus primeros meses de operación. El Estado debió solventar el déficit económico del sistema y múltiples manifestaciones se tomaron la ciudad La falta de socialización con los usuarios fue la principal causa de las manifestaciones públicas

Systems Engineering Handbook (INCOSE, 2015) Cost to extract defects increases disproportionately after the design phase Systems Engineering Handbook (INCOSE, 2015)

Systems Engineering Handbook (INCOSE, 2015) Systems Engineering is likely to result in better performance Systems Engineering Handbook (INCOSE, 2015)