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Workshop Innovation in Africa - Day one of operations by Cristina Albuquerque

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On 2018 the BRT+ CoE hosted the Workshop Innovation in Africa, on Dar es Salaam, Tanzania. These are the slides of the main sessions of the event.

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Workshop Innovation in Africa - Day one of operations by Cristina Albuquerque

  1. 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
  2. 2. 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. 4. 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
  5. 5. Foto: Wikipedia OVERVIEW High expectation of improve quality of service!
  6. 6. 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
  7. 7. TRANSANTIAGO • Santiago subway doubled its demand • Contracts were signed guaranteeing income without significant incentives for service improvement
  8. 8. TRANSANTIAGO • After several changes in deadline, the start date coincided with beginning of classes in schools and universities • Evasion reached 60%
  9. 9. TRANSANTIAGO • The President popularity fell more than 30 points and 4 ministers were dismissed • Reduction in transportation service satisfaction
  10. 10. 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
  11. 11. 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
  12. 12. OPPORTUNITY In the first experience, the customer must notice the improvement in the service quality in relation to the one offered previously
  13. 13. OPPORTUNITY During the inauguration, the system is also used by public authorities and, consequently, receives wide media attention
  14. 14. 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
  15. 15. 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
  16. 16. 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
  17. 17. 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
  18. 18. 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
  19. 19. 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
  20. 20. 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
  21. 21. 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
  22. 22. • Is this applicable for African context? • What should we add or adapt?
  23. 23. 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