The document discusses lessons learned from the launch of Transantiago, the bus rapid transit system in Santiago, Chile. Key challenges included the system lacking readiness in infrastructure, fleet, and ticketing systems. There was also a lack of adequate planning and testing prior to launch. The document then provides guidance on developing operational manuals to minimize risks for new bus system launches. It suggests the manual define processes, responsibilities, indicators, and contingency plans. The goal is to ensure a smooth start-up that improves public perception and quality of service. Adaptations may be needed for contexts in Africa, including additional infrastructure considerations.

1. Um produto do WRI Ross Center for Sustainable CitiesUm produto do WRI Ross Center for Sustainable Cities
CRISTINA ALBUQUERQUE, URBAN MOBILITY MANAGER
DAY ONE OF
OPERATION

3. DAY ONE OF OPERATION
• Minimizes the risks of
starting bus systems
operation
• Promotes the
development of
operational manuals and
contingency procedures
• BRT + Centre of
Excellence collaboration

4. SANTIAGO, CHILE

5. OVERVIEW
• Public transport system was considered the worst public
service in Santiago
• Network restructured
• Trunk-feeder routes
• Integrated fare
• New buses equipped with GPS
• New electronic ticketing fare
• New infrastructures

6. Foto: Wikipedia
OVERVIEW
High expectation of
improve quality of
service!

7. TRANSANTIAGO
• Large financial resources were invested in weak publicity
campaigns
• The construction, the fleet and the electronic ticketing
system were not ready
• The lack of infrastructure dedicated to buses had a severe
impact on operating speeds

8. TRANSANTIAGO
• Santiago subway
doubled its demand
• Contracts were signed
guaranteeing income
without significant
incentives for service
improvement

9. TRANSANTIAGO
• After several changes
in deadline, the start
date coincided with
beginning of classes in
schools and universities
• Evasion reached 60%

10. TRANSANTIAGO
• The President popularity fell more than 30 points and 4
ministers were dismissed
• Reduction in transportation service satisfaction

11. LESSONS LEARNED
• Every start of operation has a strong impact
• It’s necessary to reduce the negative impact and generate
a positive perception in the city, convincing the population
of new system benefits
• Setting the start date of operation is vital
• The system lacked adequate infrastructure
• Implementing all steps at once proved to be very risky and
costly

12. OPPORTUNITY
The good start of the operation of a bus
priority system is essential for the
construction of a positive and reliable
image of the public transport

13. OPPORTUNITY
In the first experience, the customer must
notice the improvement in the service
quality in relation to the one offered
previously

14. OPPORTUNITY
During the inauguration, the system is
also used by public authorities and,
consequently, receives wide media
attention

15. PUBLICATION STRUCTURE
• Chapter 1: Challenges of the Day One of Operation
• Cases of Santiago and Bogotá
• Chapter 2: Guide to prepare operational manual
• Suggested content
• Application of the tool in Belo Horizonte and Rio de
Janeiro

16. OPERATIONAL MANUAL
• Common practice in several sectors, but incipient in
public transport by buses
• Alignment of all elements that must be ready for the
start of the operation
• Determine a set of standardized processes and
procedures that provide to bus system customers a
timely, reliable, secure and quality service
• Provide clear and objective information to stakeholders
in the system operation
• Define action responsibilities in different situations

17. SUGGESTED CONTENT
1 Managing body and general regulations
Responsibilities of entities related to the transport system
2 Objective of the manual
Description of purpose of the manual
3 Reach of the manual
Main actors to which the manual is intended
4 Person in charge
Tasks for preparing, revising and approving the manual
5 Definitions
Description of the terminology used in the operational manual

18. SUGGESTED CONTENT
6 System objectives
Description of the objectives of the transport system
7 System infrastructure
Description of the physical infrastructure of the system
8 System fleet
General characteristics of the fleet
9 Operation
Definition of the operating parameters of the system
10 Drivers
Drivers requirements

19. SUGGESTED CONTENT
11 Line programming system
Services/trips planning system
12 Fleet control and scheduling system
Fleet monitoring system
13 Ticketing system
Fare payment system of the transport system
14 Customer information system
Description of the customer information system
15 Road safety
Definition of road safety aspects of the system

20. SUGGESTED CONTENT
16 Operational indicators
Operational or performance indicators of the transport system
17 Contingency procedures
Definition of contingency procedures
18 Diversion plans
Plans for operational diversions due to interruption of the
dedicated lanes
19 Forms
Structure of documents and forms of the transport system
20 Appendices
Other related documents in the manual

21. 17 CONTINGENCY PROCEDURES
Name of the procedure (Code, version, date of last revision)
Objective: to define in details the objective
Scope: where and when it applies
People in charge: actors involved in the procedure
Activities: list the activities that must be performed for the execution of the
procedure according to a chronological order and explaining who is in charge
Flowchart: figure of the compliance of the procedure chart, facilitating the
understanding of the activities described in the previous item
Contingency record: at each occurrence, the incident information must be
collected
References: to which other documents the procedure is bound (contracts, laws,
etc.)
Information from the people responsible for the production, revision and
adoption of the procedure

22. 18 DIVERSION PLANS
X X
Station 2Station 1 Station 3
Station 4
Closed part
Usual route
Diversion route for Terminal 1
Diversion route for Terminal 2

23. • Is this applicable for
African context?
• What should we add or
adapt?

24. Um produto do WRI Ross Center for Sustainable CitiesUm produto do WRI Ross Center for Sustainable Cities
CRISTINA ALBUQUERQUE, CRISTINA .ALBUQUERQUE@WRI.ORG
Day One of Operation
THANK YOU