1. 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

2. 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.

3. 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.

4. 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

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

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

7. 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.

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

9. Fleet Management System – Control Center
a Fleet Management System

10. Contactless payment system
And an Automated Fare Collection System

11. 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.

12. Transmilenio payment model4
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

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

14. 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.

15. 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.

16. 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.

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

18. Passenger information devices
Passenger information devices, including internal

19. Passenger information devices
and external displays

20. 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

21. 40 card personalization centers
and 40 card personalization centers.

22. 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

23. 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

24. 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

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

26. 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

27. 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.

28. Major issue: Lack of interoperability

29. 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

30. 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

31. 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

32. 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

33. 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

34. 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

35. 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

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

37. 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

38. 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

39. 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

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

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