Asks why governments intervene in the public transport business. And therefore, who should plan it, who should own it, and who should pay for it? I also ask, are these technical questions or political ones? These are internationally relevant but this presentation was to a Singapore audience and uses Singapore’s public transport story for most examples.
Presentation for Singapore's OTC leadership institute (10 April 2014).
Origin and Destination ( O-D) Study. defined all types very well with advantages and disadvantages. Introduction of OD, Objective of OD Study
Information required for OD
OD Survey Types
Methodology
Road Side Interview Method
License Plate Method
Tag on Car method
Home Interview method
postal method
online survey method
commercial and public vehilce method survey
OD MATRIX
Desire line diagram and Flow Line diagram
Conclusion and Reference.
Origin and Destination ( O-D) Study. defined all types very well with advantages and disadvantages. Introduction of OD, Objective of OD Study
Information required for OD
OD Survey Types
Methodology
Road Side Interview Method
License Plate Method
Tag on Car method
Home Interview method
postal method
online survey method
commercial and public vehilce method survey
OD MATRIX
Desire line diagram and Flow Line diagram
Conclusion and Reference.
Presentation on the Valdosta-Lowndes Metropolitan Planning Organization's Travel Demand Model to the Citizen's Advisory Committee and the Technical Advisory Committee.
In this presentation all concepts, needs of urban mass transportation system is explained in well manner. after seeing this presentation you can be able to answer all questions related to mass transportation syatem.
What is MRTS?
History
Role of Civil Engineers
Why MRTS?
Characteristics of MRTS
Network Design Parameters
Types of MRTS Networks
Types of MRTS
Bus Rapid Transit system
Case Study -1 : Ahmedabad BRTS
Metro Rail Transit System
Case Study-2 : Delhi Metro
Mono Rail Transit System
Light Rail Transport System
Impact
Mass rapid transit, also referred to as public transit, is a passenger transportation service, usually local in scope, that is available to any person who pays a prescribed fare.
It usually operates on specific fixed tracks or with separated and exclusive use of potential common track, according to established schedules along designated routes or lines with specific stops.
It is designed to move large numbers of people at one time.
Presented in Delhi at the Centre for Science and Environment (CSE India) workshop on 'Transport and Climate'. Day 2 on July 25 was on "Designing cities for sustainable mobility".
Presentation on the Valdosta-Lowndes Metropolitan Planning Organization's Travel Demand Model to the Citizen's Advisory Committee and the Technical Advisory Committee.
In this presentation all concepts, needs of urban mass transportation system is explained in well manner. after seeing this presentation you can be able to answer all questions related to mass transportation syatem.
What is MRTS?
History
Role of Civil Engineers
Why MRTS?
Characteristics of MRTS
Network Design Parameters
Types of MRTS Networks
Types of MRTS
Bus Rapid Transit system
Case Study -1 : Ahmedabad BRTS
Metro Rail Transit System
Case Study-2 : Delhi Metro
Mono Rail Transit System
Light Rail Transport System
Impact
Mass rapid transit, also referred to as public transit, is a passenger transportation service, usually local in scope, that is available to any person who pays a prescribed fare.
It usually operates on specific fixed tracks or with separated and exclusive use of potential common track, according to established schedules along designated routes or lines with specific stops.
It is designed to move large numbers of people at one time.
Presented in Delhi at the Centre for Science and Environment (CSE India) workshop on 'Transport and Climate'. Day 2 on July 25 was on "Designing cities for sustainable mobility".
2015 T&E Expense Benchmarking: Are Your Employees Splurging on the Company DimeAshley Emery
Travel and entertainment—second only to payroll as the largest business expense—is becoming increasingly more difficult to control as companies expand across borders and grow through acquisitions. Therefore effective budgeting, planning, and management of T&E expenses is critical for companies of all sizes in 2015 and beyond. How does your company’s overall Travel and Entertainment spend, and spend within key categories, compare with other companies? How are companies leveraging automation to better understand and control how employees are spending the company dime? Unfortunately, benchmarks for overall T&E spend and key T&E spend within each categories are all but impossible to find.
Taking control of employee spending business travel and expense management tr...Ashley Emery
Find out the latest business travel trends and how they’re driving the purchase decisions and preferences of your employees on the road. Plus, learn how automation improves the expense reporting process for employees and accountants with commentary from Teri Tocash, AP Manager for CBC Companies.
Increasing off-street parking supply is not as useful as you might think. Only on-street parking management can solve on-street parking problems. Three ways parking can cause congestion. The harm caused by high parking minimums. A map of reform options. Adaptive Parking as a promising alternative. Presented in Mumbai at Studio X on 24 October 2013.
A presentation depicting what are the advantages of publicly owned and operated transportation system over privately owned and operated transportation system with suitable case studies of a few big cities.
Bus system reform in India through JnNURMJaspal Singh
As part of Second Economic Stimulus Package by Government of India (announced on 02nd January 2009), the Government launched a scheme to provide one time assistance to States for the purchase of buses for their Urban transport system and identified 61 mission cities in the first phase. The presentation gives a brief overview of the complete scheme and its current status.
Public Transit 101 - Making Transit the Better WayMaytree
Transit activist and advocate Steve Munro addresses important questions about how to make transit the better way and the choices and challenges for Toronto. Questions that will be answered: What are some of the key transit challenges facing our city region. What decisions are needed to build a transit system? How do these choices shape the role of transit?
THIS IS JUST AN IMAGINARY THOUGHT,,, IF IT IS BEING INSTALLED IN PAK OR OTHER COUNTRIES WHERE IT COULD HELP TO INCREASE THE ECONOMY
THIS INCLUDE A TRASMITTAL LETTER,ABSTR
O Centro de Excelência em BRT Across Latitudes and Cultures (ALC-BRT CoE) promoveu o Bus Rapid Transit (BRT) Workshop: Experiences and Challenges (Workshop BRT: Experiências e Desafios) dia 12/07/2013, no Rio de Janeiro. O curso foi organizado pela EMBARQ Brasil, com patrocínio da Fetranspor e da VREF (Volvo Research and Education Foundations).
Running head LIGHT RAIL TRANSPORTATION LIGHT RAIL TRANSPO.docxcowinhelen
Running head: LIGHT RAIL TRANSPORTATION
LIGHT RAIL TRANSPORTATION 2
Light Rail Transportation Market Domain
University
Student Name
Introduction
The public transportation industry has grown tremendously since the beginning of time. Over the past couple of years, there have been numerous improvements in the transportation industry in the form of innovations and inventions. In the past people depend heavily on the motor vehicles and the old coal trains for transport. However, over the last decade the inventions of the airplanes and electric trains have revolutionized and improved the transport sector all over the world, and now people can move from one point to another relatively faster. The invention of Light Rail Transportation is one of the best come up modes of transportations in the industry today ("Fast-Growing Light Rail Adds to Transportation Choices", 2014). Comment by Dr. Deb: Comment by Dr. Deb: In text citations do not use quotes
Light rail systems refer to trains that are lighter and shorter as compared to the standard commuter rail or heavy rail systems. In the American Public Transportation Association (APTA) light rail defines light rail as a mode of transit service operating passenger rail cars singly on fixed rails in right-of-way that is often separated from a small portion of the way. Light trains are powered electrically with electric power cables that run overhead via pantographs or poles. The trains are steered by an operator that is on board the train and can either be low-level boarding or high platform boarding. There are however many definitions of a light rail as they vary from city to city or from one area code to another ("Fast-Growing Light Rail Adds to Transportation Choices", 2014).
History
The light rail system was originally conceived in the United Kingdom and the United States during the 1950’s. However, the light rail system has its chief origins from Germany as they had tried to introduce the mode of transport but failed. The rudimentary concept of the transportation mode was brought forward by Dean Quinby in 1962 when he wrote an article on light rail trains. In North America, the first light rail system of transportation began in 1978 when they adopted the German Siemens-Duewag U2 system. After this numerous states followed suit including California, Alberta, San Diego, and Calgary. In Britain, the trend to light rail started catching up in 1992 after the success of the Manchester Metro link system in 1992. Comment by Dr. Deb: Source for this date
Light rail systems can be divided into many types according to their capacities. There are low capacity ones, higher capacity ones, speed, and stop and mixed systems. There are two types of low capacity light rails, the traditional type, and the modern type. The traditional type is the ones in which the train tracks run along the street and engage with the roads traffic. Here there are frequent stops, but there are no special s ...
Under-appreciated and neglected urban transport policy opportunities (and ref...Paul Barter
Presentation to 6 May 2009 event in Singapore organised by the Land Transport Authority (LTA), the Asian Development Bank (ADB) and the Centre for Liveable Cities (CLC).
Similar to Public Transport: Who should own it? Who should plan it? Who should pay for it? (20)
'Learning from Parking Policies in Asia' for Rosario ConferencePaul Barter
Presented in May 2011 at the CONFERENCE ON SUSTAINABLE TRANSPORT, AIR QUALITY AND CLIMATE CHANGE FOR LATIN AMERICA AND THE CARIBBEAN. HOW TO ACHIEVE SUSTAINABLE URBAN TRANSPORT? See http://www.cleanairinstitute.org/evento_rosario_program_r.php
Barter on What is Success in Urban Transport?Paul Barter
Presented to Junior College geography students at Temasek JC, Singapore, 11 August 2010. Discusses for a general audience competing ideas about how to define 'success' in urban transport policy. Warns to be careful what you wish for. Wanting faster traffic and cheaper driving can be traps.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
2. OUTLINE
Why does government intervene in the
public transport business?
So, who should plan it, who should own it,
and who should pay for it?
And are these technical questions or political ones?
Using Singapore’s public transport story for most examples
Paul Barter, Reinventing Transport
3. 3
SINGAPORE NEEDS SPACE-
EFFICIENT TRANSPORT
from Kenworthy and Laube’s UITP Millennium database
Singapore: 93.5 persons per urban hectare in 1995;
and 98.5 in 2005 according to Kenworthy
This is NET urban density
Gross density comparisons are
totally useless
Paul Barter, Reinventing Transport
4. CARS ARE EXTREMELY SPACE CONSUMING
ROAD SPACE CONSUMED BY: AFULL BUS; THE SAME PEOPLE ON BICYCLES; THE SAME PEOPLE IN CARS
Paul Barter, Reinventing Transport
5. PUBLIC TRANSPORT IS VERY
SPACE-EFFICIENT
Mindboggling rail capacity through Shibuya in Tokyo
Paul Barter, Reinventing Transport
8. SINGAPORE’S BUSES PRE 1935
Singapore Traction Company (STC)
- private but with statutory monopoly in urban core
‘Mosquito buses’ (1910 or so to 1935)
- virtually unregulated by government
Paul Barter, Reinventing Transport
Source: Archives and Oral History Department Singapore
9. Some public transport assets are:
- long lived
- immobile
- purpose specific
- expensive to replace
So large sunk costs …
Hence natural barriers to entry
- imagine trying to build a
parallel competitor
Kuala Lumpur
Paul Barter, Reinventing Transport
10. Natural Monopoly:
- Due to inherent characteristics of industry
(examples: water, electricity transmission and distribution)
- Monopoly a problem if it also involves market power
(which allows firm to raise prices without losing sales)
Conditions for market power:
- Barriers to entry
- Lack of close substitutes
Does MRT have market power from natural monopoly?
How about the old mosquito buses?
SBS and SMRT bus services?
Paul Barter, Reinventing Transport
11. SO URBAN BUSES NOT A NATURAL MONOPOLY!
WHEN NOT REGULATED WE GET HUNDREDS OF SMALL BUS BUSINESSES
Manila
Jakarta
Paul Barter, Reinventing Transport
12. THE MAIN BUS REGULATION OPTIONS
Bus regulatory options (diagram by Paul Barter)
Public
monopolies
Proactive
planning
with service
contracts
Well-
regulated
Franchises
Passive
franchises
Deregulation
Government takes
much responsibility
Government
takes little
responsibility
Notice that there are many ways to organize urban bus industries!
Bus regulation options include deregulation (buses not a natural monopoly)
The options for urban rail are more limited
Paul Barter, Reinventing Transport
13. SINGAPORE’S BUSES PRE 1935
Singapore Traction Company (STC)
- private but with statutory monopoly
in urban core
‘Mosquito buses’ (1910 or so to 1935)
- virtually unregulated by government
Paul Barter, Reinventing Transport
Source: Archives and Oral History Department Singapore
Bus regulatory options (diagram by Paul Barter)
14. SO GOVERNMENTS OFTEN ERECT BARRIERS
TO ENTRY FOR BUS SERVICES
But why?
Bogor
Paul Barter, Reinventing Transport
15. MAYBE BECAUSE A PUBLIC GOOD?
EXCEPT THAT PUBLIC
TRANSPORT IS NOT A
PUBLIC GOOD!
(Easily) Excludable
Yes No
Subtractable
(or rivalrous)
Yes
Private
Goods
Common-
Pool
Resources
No
Club Goods
(or ‘toll goods’ or
‘low-congestion
goods’)
Public
Goods
Paul Barter, Reinventing Transport
16. STRATEGIC IMPORTANCE?
Yes, too important to risk
failure
MRT - and a strong bus system to go
with it - are both essential because
1971 Concept Plan calls for strong city
centre and dense transit-based
corridors
Paul Barter, Reinventing Transport
17. MAYBE BECAUSE IT IS A BASIC NECESSITY?
Yes, this is another reason
(although what would happen if we had almost no
public transport? – consider Hanoi for example)
Politics of prices is hot when
a good is a basic need
But there is another
very important set of
reasons that
governments intervene
Penang
Paul Barter, Reinventing Transport
18. PROBLEMS WITH DEREGULATED BUS INDUSTRIES
Even with real competition, service is
often poor and not comprehensive:
- Excess service on busy corridors/busy times
- Neglect of other corridors/quiet times
- racing and dangerous behaviour
- waiting to fill at terminals and busy stops
But real competition often doesn’t
last:
- mafia-based barriers to entry
- or dominant player in each market (UK)
- still neglect unprofitable routes and times
Paul Barter, Reinventing Transport
19. SINGAPORE’S BUSES 1935 - 1973
Ten ‘Chinese’ companies (1935-1970)
– route monopolies with fare regulation but weak
and little-enforced service obligations (“passive
franchises”)
Pirate taxis (especially in 1960s and 70s)
- illegal, unregulated
Three consortia (1970-1973)
- merged but still under “passive franchise”
Paul Barter, Reinventing Transport
A Changi Bus Company Limited bus. Image credit: Yeo Hong Eng
(via http://wwwyeohongeng.blogspot.sg/2012/11/buses-of-singapore-in-50s-60s-and-70s.html)
20. IMPORTANCE OF REGULAR, FREQUENT SERVICE
Hanoi bus reforms
(relative) success story
Regular service (10 min
headway) transformed
demand for buses in city of
motorcycles
Hanoi
Paul Barter, Reinventing Transport
21. IMPORTANCE OF COMPREHENSIVE SERVICE
Regular service from early
morning until late evening)
Decent service to all parts of
the metropolitan area
Paul Barter, Reinventing Transport
22. SINGAPORE’S BUSES 1973 - 2008
1973 - : SBS regulated bus monopoly
1982 - : SBS and TIBS (now SMRT)
• monopolies serving distinct regions
• regulated by Government
• Fare regulation (balanced)
• Quality of Service Standards
• PTC approved route change requests
Successful for almost 4 decades
But not adequate now?
Paul Barter, Reinventing Transport
23. IMPORTANCE OF A UNIFIED NETWORK
(‘INTEGRATION’)
MRT very important but still needs
help from buses
Can’t provide a direct service for every trip
Need easy and free connections/transfers
Paul Barter, Reinventing Transport
24. SINGAPORE UNIFIED NETWORK EFFORTS
Service obligations (QoS standards)
Bus interchanges at MRT
Common ticketing and info
Free transfers (via distance-based fares)
Covered walkways etc
But more ambitious connective
network is difficult with existing
regulation approach
Paul Barter, Reinventing Transport
Woodlands: bus interchange directly below MRT station
(Image credit: Flickr user xcode)
25. PUBLIC TRANSPORT SPEED
VIA HIGH FREQUENCIES
Good to
improve public
transport
vehicle
speeds on
roads
But speed for
users ALSO
depends on
high frequency
of service to
reduce waiting
times
Paul Barter, Reinventing Transport
26. ‘CONNECTIVE’ VERSUS
‘DIRECT’ PUBLIC
TRANSPORT NETWORKS
• More frequent
with SAME
resources
• Connections a
feature not a bug
• Lower travel time,
despite connections
• Simpler network:
easily understood
and remembered
Connective
Network
achieves
Based on a diagram in “Human Transit” by Jarrett WalkerPaul Barter, Reinventing Transport
27. SINGAPORE’S BUS NETWORK IS COMPLEX WITH
NUMEROUS OVERLAPPING ROUTE SEGMENTS
Difficult to convey on a map
Bus congestion problem if we boost frequencies much more
Paul Barter, Reinventing Transport
28. SEOUL’S 2004 ‘SEMI-PUBLIC’ BUS REFORMS
PUBLIC CONTROL, PRIVATE PROVISION SUITS AMBITIOUS INTEGRATION
Source: Kim, GC 2007 with permission
Paul Barter, Reinventing Transport
30. VIENNA EXAMPLE OF REGULAR, ALL-DAY, FREQUENT SERVICE
Paul Barter, Reinventing Transport
31. EXAMPLE: COPENHAGEN’S “A BUSES”
Bus funding cut
Rather than reduce frequencies,
decided to simplify network
New high-frequency “A-Buses”
• simple routes, high brand profile,
part of ‘mass transit’
• 3-5 minute headways all day
(10 min very early am, very late pm)
• Other routes complement/feed both
A-bus and metro
Paul Barter, Reinventing Transport
32. Simpler,
connective
network
Bus
headways
need to be
shorter
Waiting time
is huge
influence on
passenger
trip speed
Connective
network
forces more
transfers
Short
headways
make
transfers
less painful
Simpler
network
enables
shorter
headways!
Paul Barter, Reinventing Transport
This is the
unpopular bit!
33. SO, WHO SHOULD
PLAN IT, WHO
SHOULD OWN IT,
WHO SHOULD PAY
FOR IT?
NOW WE CAN THINK ABOUT THESE QUESTIONS
Paul Barter, Reinventing Transport
34. Singapore does seek a more
‘connective’ or integrated
network (gradually)
2007 review critical of half-hearted
integration
So LTMP 2008 embraced integrated
hub-spoke network
Does this goal require changes in
how the industry is organised and
regulated?
Paul Barter, Reinventing Transport
35. THE REGULATION OPTIONS EACH HAVE DIFFERENT
INTEGRATION POSSIBILITIES
Bus regulatory options (diagram by Paul Barter)
Public
monopolies
Proactive
planning
with service
contracts
Well-
regulated
Franchises
Passive
franchises
Deregulation
Government takes
much responsibility for
outcomes
Compatible with
ambitious integration
& connective network
Government
takes little
responsibility for
outcomes
Incompatible
with integration
Paul Barter, Reinventing Transport
36. SINGAPORE’S BUSES SINCE 2008 AND LOOKING AHEAD
Elimination of transfer penalty (distance fares)
LTA took over bus line planning
Towards competitive tendering?
Moving to the left on the diagram
(more government planning and responsibility)
How far will we go and how fast?
Paul Barter, Reinventing Transport
37. THE REGULATION OPTIONS ALSO EACH HAVE DIFFERENT
COMPETITION/OWNERSHIP POSSIBILITIES
Bus regulatory options (diagram by Paul Barter)
Public
monopolies
Proactive
planning
with service
contracts
Well-
regulated
Franchises
Passive
franchises
Deregulation
Government takes
much responsibility for
outcomes
Compatible with
ambitious integration
& connective network
Government
takes little
responsibility for
outcomes
Incompatible
with integration
Competition “for the market”
Competition
“in the market”
Paul Barter, Reinventing Transport
Which of
these two do
you like
better?
In house
with only limited
outsourcing
38. INTERNATIONAL EXAMPLES
Bus regulatory options (diagram by Paul Barter)
Public
monopolies
Proactive
planning
with service
contracts
Well-
regulated
Franchises
Passive
franchises
Deregulation
Paul Barter, Reinventing Transport
Most USA
cities
Many
northern
European
and
Australian
cities
Seoul 2004
Bogotá
Transmilenio
BRT
Singapore
1935
Singapore
1973
UK outside
London
Santiago
1973
Sri Lanka
1990s
Many
developing
cities
HK public
light buses
Many
developing
citiesHK
franchised
buses
39. WHO SHOULD PAY FOR IT?
Payments by users (fares)
Taxpayers
Other beneficiaries
Capital versus operations …
is it an important distinction here?
Is the right balance among these a technical question
or a political one?
Source: wikimedia commons
(http://upload.wikimedia.org/wikipedia/commons/6/61/Thales_ticket_barriers,_Dhoby_Ghaut_MRT_Station,_Singapore_-_20051231.jpg)
Paul Barter, Reinventing Transport
40. SINGAPORE FUNDING AND FARE-SETTING
MRT investment from
general government revenue
MRT operations from fares
Fare setting must be both
“affordable” and fund
adequate operations
But in most rich cities around the
world, even operation costs come
from a mix of taxation sources and
fares
Paul Barter, Reinventing Transport
Originally from http://www.lta.gov.sg/projects/proj_maps_rail_l.htm
41. FUNDING SOURCES THAT TARGET ‘OTHER
BENEFICIARIES’ (BEYONDFARES AND GENERALTAXES)
Station Air Rights (Hong Kong)
Land Value Capture (Hong Kong, Los Angeles, Miami, others)
Road charges (such as London congestion charge)
Advertising (many including Singapore)
Parking fees (San Francisco and others)
Parking Levies (Perth)
Employee Levy (France, Portland)
Fuel Taxes (many cities, including Seoul, Bogotá)
Vehicle Levy (Stockholm, many Canadian cities)
Paul Barter, Reinventing Transport This list is adapted from one by Todd Litman
42. OBJECTIVES OF FARE SETTING MAY INCLUDE …
Generate revenue to pay for operations
and …?
Attract (the right number of) passengers
in line with vision for the city
And others, including:
• Helping special groups (aged, people with disabilities, very low-
income, etc)
• Improving access to certain areas
• Specific travel behaviour shifts
• etc
Paul Barter, Reinventing Transport
43. THE REGULATION OPTIONS EACH HAVE DIFFERENT
FUNDING AND FARE-SETTING POSSIBILITIES
Bus regulatory options (diagram by Paul Barter)
Public
monopolies
Proactive
planning
with service
contracts
Well-
regulated
Franchises
Passive
franchises
Deregulation
Government takes
much responsibility for
outcomes
Compatible with
ambitious integration
& connective network
Government
takes little
responsibility for
outcomes
Incompatible
with integration
Competition for the market
possible
Competition in
the market only
Paul Barter, Reinventing Transport
Taxpayer and beneficiary
operational funding
possible too
Operational funding by fares
44. TOWARDS A LONDON/SCANDINAVIAN/SEOUL
MODEL FOR SINGAPORE?(I WOULD LIKE TO SEE THIS)
LTA plans bus lines AND schedules
Procures service from operators
(competitive tendering)
LTA gets fare revenue and pays
operators for service (LTA takes
revenue risk)
Compatible with setting an
ambitious vision for public
transport
London. Photo by David Hawgood and licensed for reuse under this Creative Commons Licence
Paul Barter, Reinventing Transport