pta2 3rd version (27 03 2013)

HANOI URBAN TRANSPORT DEVELOPMENT PROJECT (HUTDP)

INSTITUTIONAL STRENGTHENING OF TRAMOC AND CREATION OF PTA (CONTRACT IS08)

CONSIAConsultants

CONSIAConsultants

Hanoi Transport Development Project Institutional Strengthening of TRAMOC and Creation of PTA

(Contract No. IS 08)

Action plan for the creation of the PTA (PTA2 Report)

25 March 2013

The 3nd Version

Prepared by: Consia Consultants [Sub-Consultants: CONTRANS AB, PACO Trading and Investment Consulting

Company Ltd. (PACO Consultants)]

Project Office

Institutional Strengthening of TRAMOC

And Creation of PTA (Contract No. IS 08)

Unit 1806, 18th Floor, Artex Building

172 Ngoc Khanh Str.,

Ba Dinh Dist., Hanoi,

Tel: (84-4) 6273 7916

Fax: (84-4) 6273 7915

Email : [email protected]

Consia Consultants Vietnam Office

Rm. 504, 5th Floor North Star Building

4 Da Tuong Str., Hoan Kiem Dist.,

Vietnam Hanoi, Vietnam Tel: (+84) 4 39 42 81 04

Fax: (+84) 4 39 42 81 13

Email: [email protected]

Web: www.consia.com



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CONSIAConsultants

Hanoi Urban Transport Development Project Institutional Strengthening of TRAMOC and Creation of PTA

(Contract No. IS 08)

Action plan for the creation of the PTA (PTA2 Report)

25 March 2013

The 3rd Version

Consia Consultants [Sub-Consultants: CONTRANS AB, PACO Trading and Investment Consulting Company Ltd.

(PACO Consultants)]

Dr Olivier Crouzier

Team Leader/Institutional Expert



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Table of content

Acronyms and Abbreviations......................... .................................................................... 5

1. Objectives of the plan ............................. ..................................................................... 7

2. Functions and tasks of the future PTA .............. ......................................................... 7

3. Detailed model of Hanoi’s PTA...................... ............................................................ 10

3.1 Main objectives ...................................................................................................10

3.2 Main Functions (General description) ...............................................................11

3.3 Further technical developments for better results ...........................................13

4. Options for financing of the PPT system............ ...................................................... 16

5. Operational structure and relations of PTA with rel evant stakeholders ................ 16

5.1 City Council and consulting Committee ............................................................16

5.2 Relations with other bodies ...............................................................................18

6. Human resources .................................... ................................................................... 19

7. Requirement of facilities for PTA .................. ............................................................ 20

8. Implementation progress............................ ............................................................... 20

Annex 0: Brief policy outline for PTA in Hanoi.... ........................................................... 24

Annex 1: Actual Transport organization............. ............................................................. 27

Annex 2: TA assistance description ................. ............................................................... 30

Annex 3: Keys to choosing the most appropriate Fund ing Framework ........................ 35

Annex 4: Short Term Training Report ................ .............................................................. 40

Annex 5: Study Tour ................................ ......................................................................... 45

Annex 6: Technical Training Plan ................... ................................................................. 48

Annex 7: Existing Mobility and Public Transport Pol icies ............................................. 5 1



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ACRONYMS AND ABBREVIATIONS ADB Asian Development Bank

AFD Agence France Development

AVL Automatic Vehicle Location

BRT Bus Rapid Transit

CCTV Closed-Circuit Television

CB Capacity Building

CSMC Coach Station Management Centre

CPC Commune People’s Committee

CODATU Cooperation for urban mobility in the developing world

DOT Department of Transport

DOF Department of Finance

DOC Department of Construction

DPF Department of Public Security

DONRE Department of Natural Resources, Environment and Land

DPC District People’s Committee

GIS Geographic Information System

GEF Global Environment Fund

HPC Hanoi People Committee

HUTDP Hanoi Urban Transport Development Project

HUTDPMU Hanoi Urban Transport Development Project Management Unit

HAIDEP The Comprehensive Urban Development Programme in Hanoi Capital City

HRB Hanoi Metropolitan Rail Transport Project Board

HAUPA Hanoi Authority for Urban Planning and Architecture

HAPI Hanoi Authority for Planning and Investment

HUPI Hanoi Urban Planning Institute

ITS Intelligent Transport System

JBIC Japan Bank for International Cooperation

JIBC Research Institute for Development and Finance

LTA Land Transport Authority

LRT Light Rail Transit

MRB Hanoi Metropolitan Railway Management Board

MRT Mass Repid Transit

MPI Ministry of Planning and Investment

MOF Ministry of Finance

MOT Ministry of Transport



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MPS Ministry of Public Security

MOC Ministry of Construction

MOMU Infrastructure Maintenance Project Management Unit

MDC Motorcycle Dependent City

O&M Operation & Maintenance

OBU On-Board Unit

OST Oversea Study Tour

PTA Public Transport Authority

PT Public Transport

PPIF Public-Private Infrastructure Advisory Facility

PMU Project Management Unit

PPT Public Passenger Transport

PMU1 Project Management Unit 1

PMU2 Project Management Unit 2

PPTA Project Preparation Technical Assisstance

PPP Public Private Partnership

RC Research and Education Centre

SKF Successful Key Factor

ST Short Terms

SWOT Strength Weekness Oportunity Threat

SOE State Owned Enterprise

TRAMOC Transport Management and Operations Centre

TRANSERCO Transport Service Company

TA Teachnical Assisstance

TOR Term of Reference

TUPWS Hanoi Transport and Urban Public Works Service

TDM Transport Demand Management

TDSI Transport Development and Strategy Institute

UTC University of Transport and Communication

UMRT Urban Mass Rapid Transit

UPMU Urban Transport Project Management Unit

VNR Vietnam Railway

VNRA Vietnam Railway Administration

VIAP Vietnam Institute of Architecture Urban and Rural Planning

WB World Bank



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1. Objectives of the plan

The plan concentrates on the specific institutional action plan of Hanoi Government including HPC and relevant departments and agencies to create a Public Transport Authority (PTA) with enough description of operational conditions (structure, mechanisms, human resources, capital resources, facilities etc.) specifically in the content and progress.

The action plan is relevant for the most feasible option among all options of the creation of PTA stated in the PTA1 report, identified as the 1st level of PTA.

2. Functions and tasks of the future PTA

A benchmarking of the various PTA competences and organizations of different Metropolis around the world leads to the following main conclusions:

Some functions are in all the cases attributed to the PTA. These are the following:

- Strategic functions such as policy formulation including fare policy, long term planning (Public transport master plans), Capital and Operation financing (in validation with the Mayor and deputy mayors of the cities). The PTA’s responsibility in such a case would be to advise and report to HPC.

- Service Planning : Network and route design, demand assessment, service planning, inter-modal coordination. Operational Service planning is usually shared with the operators.

- Management of Transport Operations : Contracting with operators, contract control, reporting with the operator(s), fare collection, Service control

- PPT Infrastructure Planning : Part of PTA competences

- PPT Infrastructure construction : PTA involvement but only to a certain stage, in preparing General Specifications regarding PPP infrastructures such as depots, MRT, bus stops, … The detailed specifications and the procurement process could be run by some other bodies (PMUs in our Hanoi’s case).

- Material and equipment for operation (buses, trains ): Generally specifications and procurement are under PTA control. In some O&M contracts, bus fleet and other equipment can be attributed to the operator(s).

Some functions are generally out of scope for a PTA. These are:

- Other Infrastructure planning such as roads, bridges that are usually under control of other technical department (s).

- Infrastructure Construction and maintenance: Generally under other technical departments control with an adequate core of expertise.

- Regulations under law such as driver’s permit, vehicles registration, issues of permit, enforcement

Based on Codatu’s (Cooperation for urban mobility in the developing world) conceptualized representation, the different types of involvement of mass transit authorities could be as follows:

- Type 1 : Public Transport regulation;

- Type 2 : Overall Public Transit including taxis and mobility service

- Type 3 : Urban mobility policy in charge of ruling Traffic and parking, urban logistics and modal integration

- Type 4 : Urban Transport Authority with integration of transport and urban planning



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Figure 2.1

Which strategy for Hanoi

PTA necessary “minimal”positioning

4

3

2

1

Urban authority

Ambitious but efficient

Good use of existing strengths

Alternate strategies : 1. Choose to go directly on step 2 or 32. Phase the different moves

Hanoi is currently trying to reach the 1st level/1st step (Railway lines planning integration in the global PT planning is missing to reach this stage) and maybe the 2nd level/2nd step could be at reach.

Hanoi has developed very efficient taxis and xe-om that could be integrated in the overall PT offer (2nd level/step). An integration of Traffic demand and parking policy (3rd step/level) is very relevant for Hanoi, as traffic congestion and lack of parking are among the main weaknesses in the current situation.

There could be 2 alternative strategies to reach the 3rd level: Either going directly to the 2nd or 3rd level or phase the successive absorption of competences

Table 2.1 City London Singapore Paris Vancouver Hanoi

Lead Agency TfL LTA STIF Translink ActualFuture

Strategic Functions X X X X DOTPTA

Licensing - - - - - - - -

Permits and Faresincluding revenue collection system

X X X XHPC/Tramoc

HPC/PTA

Construction ie public Transport infrastructure

X X Not responsible

for roads and bridges

X DOT…

Service Planning X X X X TramocPTA

Common facilities Sub X X DOT…

Public Transport Operations

Subsidiaryfor metro

Public company(RATP)

Subsidarycompanies Tramoc

City London Singapore Paris Vancouver Hanoi

Lead Agency TfL LTA STIF Translink ActualFuture

Strategic Functions X X X X DOTPTA

Licensing - - - - - - - -

Permits and Faresincluding revenue collection system

X X X XHPC/Tramoc

HPC/PTA

Construction ie public Transport infrastructure

X X Not responsible

for roads and bridges

X DOT…

Service Planning X X X X TramocPTA

Common facilities Sub X X DOT…

Public Transport Operations

Subsidiaryfor metro

Public company(RATP)

Subsidarycompanies Tramoc



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Referring to examples/cases of large cities with centralized development options (Hanoi’s case), we could notice that three types of core competences have been integrated within the Lead Agency.

These are • Strategic functions • Fare policy • Service Planning.

The last column presents the present situation and expected future (in italic characters).

It is recommended that Hanoi PTA could take the same range of competences.

We can justify this option by the following SWOT analysis;

Table 2.2 Swot analysis about PTA’s creation

Environment (O/T)(O) Centralized Model(T) Uncomplete institutional frame(T) Traffic congestion and accidents(O) 3 new MRT and a BRT lines in project

(2015-2020)(T) Difficulties to work in consensus

about common components (ticketing, information)

(O) Strong will of donors to have a new governance

Transport Organization (S/W)(S) PPT Management Center (Tramoc)

with a good set of operating functions(S) Adjusted staff (24 in 2004,115 updated in 2/2013)(W) Difficult working conditions for Tramoc(W) Procees of validation through DOT or HPC(S/W) Dedicated structure for planning new

MRT lines (MRB)

2 main options. Improvement of Tramoc functionning. Setting a new efficient PTA

HPC expectations. Better understanding of global situation. Speed up of decision making. Better treatment of all multimodality aspects. Clarify responsibilities. Need for integrationSKF There is some time to settle a new

organizationSKF A centralized model is a good

situation to settle a strong PTA

Risks : Having a resistance to the change from MRB or DOTImplement Change Management methods and workingin groups to get the best answer

About the present organization

The actual PPT organization (annex 1) appears very complex as the process of decentralization in not achieved yet and it appears that the bus system and the mass transit system are not planned by the same organizations.

It may sure bring a lot of difficulties whenever it is necessary to conceive further intermediate restructured networks (bus + MRT lines).

Some complex systems that are to be designed such as smart ticketing, AVL, passengers information are actually not designed as integrated.

S : Strengths, W : Weaknesses ; O : Opportunities and T : Threats



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Finally, a concern of utmost importance is related to the forecasts of investment and operation budgets; It is really difficult to forecasts investment and operation budgets at an integrated level and this may lead to a mechanism of “stops and go” on the different projects.

In choosing the last option described as “creation of a PTA with responsibilities over the full scope of public transport” it will enable HPC to get a real opportunity to get rid of some drawbacks of the existing organization. This change needs a strong consensus and support by HPC to be set up and reach a full development within a 3 years time frame (before the establishment of the 1st MRT line).

Table 2.3 : Matrix of comptences (step 1, step 2, s tep 3)

��ComiteeComiteeIntercity transport2

nonoPrivate6

��Step 2Step 2Step 2Taxi transport5

��

�

General specs��Urban bus transport4

PTA or O&M

PTA or O&M

PTA or O&MMRB

PossiblePTA or

operator��

Urban railway transport3

nonononononononoRegional railway transport1

OperationVehicleOperationConstruc

tion

Transport supplyInfrastructure supplyControl

+ enforce

Setup regulatory & planning

frame

Setup dev.

policyAdvisestrategy

Transport madeType


nonoPrivate6

��Step 2Step 2Step 2Taxi transport5

��

�


PTA or O&M

PTA or O&M

PTA or O&MMRB

PossiblePTA or

operator��




tion


+ enforce


frame

Setup dev.


Transport madeType


nonoStep2Step 3Step 3Step2/3Step 2/3Step 2Private6

��Step2Step 2Step 2Step 2Taxi transport5

��

�


PTA or O&M

PTA or O&M

PTA or O&MMRB

PossiblePTA or

operator��




tion


+ enforce


frame

Setup dev.


Transport madeType


nonoStep2Step 3Step 3Step2/3Step 2/3Step 2Private6

��Step2Step 2Step 2Step 2Taxi transport5

��

�


PTA or O&M

PTA or O&M

PTA or O&MMRB

PossiblePTA or

operator��




tion


+ enforce


frame

Setup dev.


Transport madeType


nonoPrivate6

��Step2Step 2Step 2Taxi transport5

��

�


PTA or O&M

PTA or O&M

PTA or O&MMRB

PossiblePTA or

operator��




tion


+ enforce


frame

Setup dev.


Transport madeType


nonoPrivate6

��Step2Step 2Step 2Taxi transport5

��

�


PTA or O&M

PTA or O&M

PTA or O&MMRB

PossiblePTA or

operator��




tion


+ enforce


frame

Setup dev.


Transport madeType

Transport DemandManagement

Traffic management

The above matrix presents the new competences allocation for the different selected levels of PTA.

The actual Tramoc organization has to be reinforced accordingly with professional staff preferably from MRB and DOT and a new Committee has to be established.

MRB could indeed keep all its actual design and construction competences regarding the mass transit urban railway lines in good coordination with Tramoc. In a 2nd phase of the PTA settling it could be interesting to integrate some of the MRT lines design competences currently held by MRB.

The future PTA might get a direct lead on bus operation management and overall control about O&M companies that could operate the MRT lines in the future, should this O&M option be selected.

3. Detailed model of Hanoi’s PTA

3.1 Main objectives

The creation of a Public Transport Authority may ensure greater coherence since the contributions of all players can be coordinated. As the transport system in the near future will comprise several modes of transport, the PTA will coordinate the various players and ensure that there is financial equality in the implementation of an integrated ticketing system.

Regardless of the PTA legal status, to fulfil its role completely, it must possess recognised and stable powers of organisation, planning and control.




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3.2 Main Functions (General description)

Table 3.1 Functions Description Complementary explanation

Advise HPC in policy formulation Long term PPT master plan

Strategic functions

Global dislocation plan or Global Mobility Plan definition

Appraisal of impacts of PPT strategy actions plans

Continuous appraisal of all positive impacts on urban living conditions (reduction of transport costs, gain of time, air quality, avoiding unnecessary parking pressure)

PPT Budget definition and control (Accounting and Finance departments)

Capital and Operation financing (extended in comparison to actual Tramoc’s responsibilities) Manage and distribute public transport revenue and capital subsidy

PTA budget will be assured and will be adequate to fully discharge its functions. Resources will not be liable to short term fluctuations for politic reasons. Autonomy at least in its funding, expenditure, staffing, internal management and core functions. Limits of its autonomy are to be defined by law. Actually, these tasks are not under a single body control

Service definition and planning Network and route design PTA is not only an arbitrator between independent operators; it is in fact the provider of public transport services while operators are engaged to perform their specified duties.

Operational tasks will be sub-contracted to Transerco and future O & M companies. The responsibility and authority of PTA might include rail systems, otherwise it become less meaningful. Actually this competence is shared between MRB and Tramoc

Demand assessment

Demand assessment needs some surveys and traffic modeling (should be outsourced (TDSI, …)

Intermodal coordination These tasks could be very time consuming (committees, meetings, definition of respective tasks); This task is currently under DOT control, with Tramoc advises

Service Planning

Fare policy setting including normal and social fares (advising HPC)

Task assumed by Tramoc until now but MRB is advocating for setting railway lines tariff policy.




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Functions Description Complementary explanation Management of Transport Operation

Contracting with operators

The PTA must be able to cope with the various legal aspects connected with the launching and evaluation of public renders. These tasks may need a large range of expertise (to be found in Tramoc or through specialized TA). For rail projects, either an integration or a coordination has to be defined with MRB and VNRA. Until now, no operating contract had been signed unless maybe for line 2A (BOT contract)

Contract follow up and Reporting with operators

Define the type of reporting (on a monthly, annual base)

Quality survey and overall control

Some systems of auto-control might be developed by the operators (Transerco, …)

Management of Transport operations

Take in charge all the management process of ticketing

Actually for Tramoc: Print, manage, and issue bus tickets; Some of relevant tasks could be transferred to Transerco and a third company (ticket/fares collection) could be involved in the process.

Material and equipment for operation planning

PTA must take the lead in expressing main specifications of bus and other operating material. Generally, the PTA own these material and equipement Usually the PTA is usually in charge of smart ticketing and real time information at bus stops, light rail or metro stations.

Generally specifications and procurement are under PTA control (this allows to shorten the procurement process) Tasks related to writing of detailed specifications and procurement could either be outsourced (PMU) or kept inside In some O&M contracts, bus fleet and other equipment can be attributed to the operator(s).

PPT Infrastructure Construction

Writing of general specifications of PPT infrastructure such as depots, stations, bus stops, P+R, PTA scope of competences is to validate major construction options and make a formal reception of related works

Detailed specifications are written or subcontracted to consulting companies by convenient PMU’s. International or local companies involved in the process

Infrastructure Construction not related to transport

PTA is to be consulted (relevant committees)

Land acquisition and compensation

Some PTA’s have this responsibility

MRB has this responsibility for railway lines and could help the PTA for related tasks




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3.3 Further technical developments for better resul ts

Based on this definition of its scope of competences, the PTA will have to develop the following:

o Build digital database of legal aspects of PPT in H anoi

This digital base will serve as a basis for the planning, management, administration and other tasks in the management process and development PPT in the capital Hanoi. The construction of the data base PPT in Hanoi is very urgent.

The database consists of the following basic parts: Text of laws, decrees, circulars and decisions of the government of the People's Committee and the Department of Transportation institutionalized way, the policy of the party, state and city development PPT.

o Map the data

Status map of the network infrastructure, transportation service definition

Map of the transportation development planning, general construction, planning, land use planning of Hanoi

Digitized map of the PPT project development.

- Keep update all the data of the PPT

Including an actualized description of the fleet: number of vehicles of each defined type, place of manufacture, brand, manufacturer, date of 1st set in operation, ownership, engine power, fuel characteristics, environmental standards, number of miles run, number of accidents, number of major repairs...

Data on infrastructure (stations, transfer stations, bus garage, depot, etc.) including the following basic information: location, area and date of set into operation, basic design.

Figure 3.1

COLLECTION & DATA

STORAGE CENTER

DATA COLLECTION

& COMMUNICA

PROVIDED HANDLED

INFORMATIO

RECEIPT OF INFORMATION REQUEST

Transport business &

media

Transportation management

agencies

Transport information providers

Passenger

Tra

nsp

ort

busi

nes

s &

me

dia

Other organ

ization

s

Department of Transport

City Police Department




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- Improve the Management of quality (Smart bus manage ment system)

To ensure the effective management of quality as well as to ensure transparency in the management of contractors providing PPT services by bus in the city in general, while Planning the network (route, stations, transfer stations, start / end time, depot, garage)

Planning for network operators (chart drive, power supply)

- Manage service delivery and management of ticket sa les

Appraise the cost and propose an architecture for the design ticket system

Distribution of tickets on public ticket machine network

Get statistical reports and ticket sales across public networks ticket machines and ticket equipment on vehicles (or business)

- Manage network operators on quality

Monitor the operation of vehicles on the route through the online digital map online / car and equipment.

Order in the case of operating decisions relating to 2 or more operating companies

- Management information systems of passengers:

Ensure user-friendly and attractive information to passengers using PPT services, Need to upgrade passenger information system at bus stops on routes in order to provide passengers with information about network PPT mesh, support services, and real time operation schedules

- Management at the headquarters of Control Center o f PPT

- Manage ticket sales on the PPT network (Consider th e possibility of having an O&M company with ticket selling/control responsibil ities)

Ensuring the ability to connect and share information with Executive PPT Control Center the PPT companies expected investment in this project, the administration and investment companies need to have a smart PPT management system, in the capacity of performing the following functions:

- Planning and scheduling of network operators




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Figure 3.2

Quản lý đoàn ph ương ti ện

Trung tâmđiều khi ển

Thu th ậpdữ li ệu

Mua vé

Các trang thi ết b ị trên xe

Thông tinngười lái

Bộ ki ểm sóatphương ti ện

HK l ập hànhtrình c ủa mình

Lập ph ương án

Lập sơ đồmạng l ưới

Lập lịch trình

KH ngu ồn l ực

Lên l ịch trìnhphương ti ện

Phân côngnhiệm vụ

theo l ịch trình

Điều ph ối ngu ồn l ực

Điều độphương ti ện

Điều độ các t ổlái và ph ụ xe

Chờ đợi vàkhởi hành

Tại

trụ

sở

chí

nh/t

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epo

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hư

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ện/tr

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tại

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md

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nhà

ga

Radio

Lập hành trình tuyến

Báo chí in,Internet,...

Thông tin động

Các hi ển th ịmàn hình

Điều khi ểnmàn hình

Quản lý vé

Thu ti ền vé

Máy in ho ặcmáy ki ểm tra th ẻ

điện t ử

Hoạch địnhbi ểu giá

Máy bán vé

ATM

Tổng h ợp

Báo cáo vàphân tích

- General control and management of the quality of se rvices provided by the operators

Administration and control of the operation of vehicles on the route through digital maps and operating online / car and through vehicle equipment (OBU)

- Passenger information support:

The OBU will provide real-time information system for passenger information (Figure 3.3)

Figure 3.3: Table of real time information at bus s tops

Figure 3.4: Tickets management module

Chức năng không thuộc trung tâm QL & Điều hành GTĐT trực

Chức năng không thuộc doanh nghiệp trực tiếp quản lý (trừ Table thông tin




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Figure 3.5: Operating central of smart PPT

4. Options for financing of the PPT system

The financing of operating and investment costs cannot be covered by the income from fares and subsidies alone. Other sources are necessary, sources that cities and countries endeavour to find and implement as they best can, often with success but always with difficulty.

The sources of public funding for transport budgets of analyzed cities are diverse and sometimes very specific:

o General city budget funded through taxation:

- Taxes on fuel, vehicle ownership, etc. which are allocated to transport when permitted by legislation;

- Parking, toll revenues;

- Taxes on the payroll of private and public employers;

o Loans from banks, funding agencies;

o Grants from international funding agencies or bilateral aid.

There are indeed two major fields of Passengers Public Transport funding: Public funding of investments and public funding of operations.

Keys to choose the most appropriate funding framework have been summarized in the Handbook of good practices (annex 2 ).

Indeed a dedicated working group might be constituted to analyse technical feasibility, political acceptance of the various options.

5. Operational structure and relations of PTA with relevant stakeholders

5.1 City Council and consulting Committee

It is constituted by members that allow a good representation of interests to appraise the PPT in operation and developments. In centralized cities, different types of boards of director members may exist.




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Figure 5.1: Potential board of directors members

A convenient City PPT board will have to be constituted and have a proper identification name such as “PPT Transport Council”.

The Executive Public Passenger Transport Council may include the following representatives:

- Chairman: Chairman of the city;

- Standing Vice Chairman: Director of Transportation;

- 6-8 members: Director General of Planning and Investment, Department of Finance, Department of Planning and Architecture, CA city, the Department of Transportation, the director and deputy director of the PTA.

- Director PPT Management appointed by the Council.

- Deputy Director

- The head of the unit in the Board of Directors appointed.

Consulting Committee

This Consulting Committee’s role is to pre-analyse PTA staff’s recommendations and qualify the technical and political interest of proposed measures.

Such a Consulting Committee permits a representation of all the municipalities and some organizations such as Universities (main client of PPT), representatives of the private sector.




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5.2 Relations with other bodies Figure 5.2

This figure presents the different types of organisation (departments to set up) should HPC choose PTA step 1 (in pink), PTA step 2 (functions/departments in yellow boxes added) or PTA step 3 (blue functions/departments added).

An Urban railway authority could be created but with the risk of having many boundary problems with the PTA. As MRB is a young structure, it could be absorbed partly or totally in the PTA structure.

o Relation to HPC : The PTA either relates directly to HPC for urgent matters or through a Consulting Committee and an Executive City Council when some decisions have to presented in a complete process of approval (Technical and Political).

The PTA will prepare the decisions for HPC and not only about critical matters such as fare policy, subsidies level, budget control.

o Relation to DOT : The PTA relates to DOT for all the decisions regarding infrastructures or equipment that are not directly dedicated to PPT. PPT equipment or infrastructures are under PTA planning control (general specifications) but do not engage detailed specifications that could be either delivered by relevant PMU or sub-delegated to Transerco (whose competences in bus/BRT transport are at the cutting edge).

o Relations to MRB: The PTA is not dealing with detailed specifications and construction of the Mass Transit lines and is relying on MRB range of expertise to develop these lines.

The PTA responsibilities is to validate the general MRT lines specifications (mainly service offer, general layout), ensure that these projects are in due coherence (exchange stations, ticketing system(s), passengers information), bus restructuration in phases according to the gradual implementation of the different lines.

Convenient working groups have to be settled to achieve these objectives

Hanoi’s People Committee

DOT MRB

Public Transport Council

Public Transport Authority

Consulting committee

Appraisal of PPT

Devel. plan

Contract and Procurement

Finances Department

Development (Mobility plan) and Service

Planning

Information and

client claims

New projects definition

Procurement of services

Traffic demand and management (step 3)

O&M Railway operator(s)

Bus operators contracts

Taxis operators (Step 2)

Xe-om organisation (Step 2)

Railway projects

BRT operators contracts




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o Relations to Transerco : The PTA is establishing all the contract or bid for tenders regarding operation (buses, BRT, O&M in the railway lines case).

The PTA should indeed keep its confidence in the outstanding degree of professionalism of its main operator Transerco even though this operator is in a monopoly position. Nevertheless, after asking for technical advices, the PTA is responsible in front of HPC Executive Committee.

Keeping this in mind, The PTA must reinforce its competences in Transport Planning, Budget control, and Quality Control.

6. Human resources

A 1st appraisal of the Tramoc staff demonstrates that staff number had been multiplied by almost 500% between 2004 and 2013.

An new staff forecast for a PTA level 1 (1st draft) is proposed based on the new of PTA responsibilities/competences

Figure 6.1

Staff adjustments Tramoc (2013)

PTA

(2014-2015)

Comments

Advise strategy 3

Set up development policy 3 Including railway projects in coherence with MRB

Planning department 6 12 Very important

Science and Techno. Depart.

6 6 Working with Transerco on AVL and ticketing system

Procurement of services 8 Could mobilize a lot of energies

Procurement of equipment 8 General specifications, project follow up and receiption

Infrastructure Department 8 12 General specifications writing and sub delegate to convenient PMU

Finances and Accounting Depart.

9 12 In proportion to nb of invoices

Administrative Depart. 11 15 In proportion of staff

Ticketing Depart. 28 30 Depending on the ticketing system(s) and its operating conditions

Inspection Depart. 42 50 A drastic staff increase could be avoided in setting an AVL system

Total 115 159

Should the decision made to settle a PTA level 2 or level 3, staff might be reinforced accordingly.




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To ensure enhanced management efficiency of the PTA organisation, all units of the relevant departments and PPT companies need a team of qualified personnel in accordance with tasks . So, the project is expected to need following basic training tasks:

(1) Short-term training courses on PPT management and methods (CB1 Task description in Annex 1 )

To strengthen and improve the knowledge about business management PPT for professionals, staff departments, enterprise leaders and corporations. Training organizations improve knowledge of business management PPT targeted financial and economic efficiency at the same time environmentally friendly.

(2) Medium-term training courses (CB2 Task description in Annex 3 )

Besides, the need to strengthen human resources for the Centre in one of the following options:

a. Recruitment of additional long-term professional staff working from domestic sources through the normal recruitment process. Special preferential employment for staff members of the Management Board of Hanoi urban railway.

b. Select one or more key consultants to perform knowledge transfer and technical support temporary.

7. Requirement of facilities for PTA

New building for the Public Transport Authority (20 0 staff)

It is absolutely necessary to undertake the works for a new PTA building that could offer good technical working conditions.

Meeting rooms, PTA Management Center with monitoring of the network (computers with links with the AVL system and operational ticketing system located at Main Operator Technical Control Center, relevant statistical treatments of data issued by the Operator(s), computers with to access to data bases on depots, bus stops, stations, buses, equipments etc.).

Facilities

It is necessary to:

o Buy an adequate number of specialized automotive service for survey and inspection, minor repair infrastructure systems CCTV.

o Renew the Office equipment (computers, fax machines, scanners, cameras, etc.)

o Obtain necessary specialized transport software (Modelling, PTA Service Planning, budget control, contract follow up, service monitoring, surveys treatment, …)

8. Implementation progress

However, the political conditions are not already present for a PTA to assume all of the requested functions; a gradual approach is therefore necessary as institutional changes need to mature over time. It could be necessary to move forward through stages before finding a form of organisation which best suits the history and institutional culture of Vietnam and Hanoi.

The suggested implementation is the following:

o Approve the 2 reports relative to Creation and Planning of implementation of a PTA

o Organize 3 or 4 workshops to impulse a collective exam of recommendations by the stakeholders. Based on the conclusions of these workshops preliminary steps could be selected (description in PTA1)




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o Working groups will be constituted (from the 1st workshop – 2nd week of April) to work on a finding a name for the new PTA (Hanoi Transport ?), on a better definition of the action plan including organization preparation phases, reshaping of the institutional frame (Annex 4), analyzing public funding options (Annex 2), setting convenient committees.

o Revise the global Mobility Institutional framework regarding traffic, PPT, parking, (Laws, decrees, norms, specifications) to propose a Global Mobility Plan

o Revise the decentralization process (Law on cities and Capital city)

o Organize 2 Study Tour sessions (suggested in mid 2013 and during the 1st 2013 trimester with debriefing and notes about the lessons learned for Hanoi,

o Appraise the different type of staff and edit successive list of different posts to be filled up

o Organize CB1 and CB3 training sessions

Some preparation steps for establishing the future PTA are suggested (to be analyzed during the 1st workshop).

Preparation steps (migration from existing system t o a future PTA)

A preparing step might consist in identifying two development departments (one issued from Tramoc and the second from MRB); these two satellites will try first to identify common services to offer for both types of modes and copilot these projects.

This organizational step allows an approximation of the two bodies and possibly some fields were these bodies could merge.

Anyhow, these possible changes in organization have to be presented and analyzed with the different stakeholders in a dedicated workshop and a weighing of advantages/disadvantages is to be run at that time.

Indeed this step of re-engineering of the organization would be unlighted by the Study Tour conclusions in an identification in a retro-process of success key factors identification and measures that could fit with Hanoi situation (actual and future).

Following steps are indeed to be defined at further stages namely comprehensive Institutional Action Plan and Comprehensive Action Plan …

Suggestion for the short term

1st Component: While the PTA is not yet constituted, set up a permanent secretariat to manage the various public transport projects in different stages of implementation as suggested on the 5th of October 2012 Meeting at WB.

This technical secretariat would have the responsibility of coordinating the projects and activities, identifying key milestones and urgent decision making steps. Based on this technical enlightening, the here-below mentioned groups will be asked for complementary work and technical suggestions.

2nd component: Constitute Technical Committees or Task forces on “innocuous” subjects (matters that are assumed not to raise conflicts but in many ways urgent) as ticketing, transport needs appraisal, passenger information, revenue management and share between operators … with coordination by TRAMOC because these matters are within its scope of competences.

3rd component: Constitute a Technical Committee (maybe two) or Task Forces on physical intermodal aspects between the different projects and modes.

This (ese) group(s) are to be technical coordinated by a body that is (legally) untitled to technically assist the group production (DOT or …).




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Technical conclusions will be sent to HPC for approval with strong commitments of the managers attending the meetings (that help in the approval/validation process)

Basic planning of implementation and relevant technical assistance are described in following paragraph




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Table 8: Attempted planning for the creation of PTA

General action Plan (HPC and relevant bodies) and Consia (TA)

About HPC and Hanoi's organizationsAbout TA: R= Report; Rw= Review by PMU, Tramoc, …; W= Workshop; d= delay, a= added

TASKS DESCRIPTIONS

Month 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11

TA about PTA options and proposed option (Consia) R Rw

1st workshop W

Detailed review, analyse and reshaping of existing institutional framework (Working groups) W

Sub task Mobility Plan writing (added) a a a W

Updating of Public Transport Operation plan (Consia)

Formulation of a Capital and Operating budget for PTA in 3 years plan (Consia+HPC) d d d d W

Appraisal of Staff from Tramoc, MRB for PTA

Training Needs Assessment R

Preparation of Training Plan R Rw

Implementation of ST Training plan d d d d

Implementation of Overseas Study Tours R RwRw Europe and China W US and LA W

HPC decision for PTA structure and relevant staffin g D

Prepare technical training plan R Rw

Staffing of PTA

Implementation of Technical Training Plan

7

2012 2013 2014




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Annex 0: Brief policy outline for PTA in Hanoi

Consia team has been writing a 1st description of a policy for creation of a PTA; this 1st draft must be analysed and critisized by Tramoc, Transerco and other stakeholders in order to ascertain its main components

Role of public transport

For many years, public transport – tramway and bus – was dominant in Hanoi. After Doi Moi, the public transport system collapsed and for more than 10 years there was no bus service. With increased economic freedom, people chose the motorbike.

With more motorcycles and more travel, traffic increased. To provide sufficient road space and parking if high numbers of motorbikes become cars is impossible. Already most sidewalks are no longer for pedestrians but for parked motorbikes,

Government now realizes that public transport must have a much more significant role in Hanoi in the future. A target was set for 30% of all trips and we understand that this has been further increased.

Importance of an integrated public transport system for Hanoi

Many activities are now ongoing that will shape Hanoi for the future. The bus system has been revitalized with exceptional success (even though it can certainly be improved). Soon there may be urban rail lines and BRT lines operating.

Also, the role of Transerco as the major bus operator is changing and there may soon be many different bus operators.

When the number of actors increases, there is a risk that Transerco will loose a great advantage it has now, namely a single integrated public transport system. This should be avoided and the concept of an integrated system should be maintained and further developed.

In a fully integrated public transport system, routes and fares are coordinated to form one coherent system. Different routes design strategies can be applied in order to maximize overall performance – for example based on high-capacity vehicles on heavy corridors complemented by a feeder system. For the passenger, sole the integrated system offers full accessibility to the whole city with transfer possibilities between different routes and different modes without fare penalties. Fare schemes such as monthly passes are valid in the whole system. The possibility exists for cross-subsidies between ”profitable” routes and “social” routes.

Particularly in the case of publicly funded public transport systems, e.g. a rail system with high investments and national debt; it is crucial that this system becomes part of an integrated system with an efficient feeder mechanism.

Only then the investment benefits the whole population. If this is neglected (as is not unusual), it means that one or two singular and expensive rail lines are paid for by public money but only benefit the few lucky people that happen to live and work close to the stations.

PTA necessity

Several mass transit projects are underway promoted by different donors and countries (China, France, Japan, the World Bank, ADB). Although there are donor’s meetings, there is too little coordination among the suppliers.

Also on the Vietnamese side responsibilities will be scattered among too many different agencies.




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In this situation, there is a great risk that there will be no integration but instead many different sub-systems that don’t communicate. This sub-optimization is especially damaging for the rail lines - if they do not get proper feeder systems they will not get enough passengers.

Integration does not come by itself and therefore a PTA is needed.

The objective of PTA is to function as the tool by for HPC to plan and manage the entire public transport system in an optimal way.

PTA description

The PTA represents the City and its responsibility is to manage available resources in order to provide the best possible public transport system. Functions can vary, but mainly the key ones are depicted in the figure below.

PUBLIC TRANSPORT AUTHORITY

- ROUTE NETWORK PLANNING- PROVISION OF INFRASTRUCTURE- CONCESSIONS/SUBCONTRACTING- MONITORING

PLANNING: PUBLIC SECTOR RESPONSIBILITY

OPERATOR A OPERATOR B OPERATOR C

OPERATIONS: MONITORED COMPETITION PRIVATE AND/OR PUBLIC SECTOR

A

B

C

PTA Requirements

Since the PTA is responsible for designing and constantly adapting an efficient route network in response to transport needs, the PTA must have the resources and skills required for route network analysis and planning. This includes the ability to understand the public transport demand based on constant analysis of ridership data and passenger attitudes.

The PTA is responsible for setting an attractive and fair tariff policy that includes normal and social fares taking in account the real quality of offered service and necessity of getting an overall production net balance.




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The PTA is usually in charge of transport investments (infrastructure, bus stops, stations and equipment such as (smart) ticketing, real time information at bus stops, light-rail or metro stations).

In many countries, the PTA is leader to conceive a “global dislocation plan” (PDU approach in France) that express principles of a new equilibrium between different modes and car parking overall strategy, including a “new space sharing on urban roads”, and all kind of measures to improve the effectiveness of a new strategy.

Not to forget, a continuous appraisal of all the positive impacts on urban living conditions (reduction of individual transport costs, gain of time, better air quality, avoiding unnecessary parking pressure, …).

The PTA is responsible for the fulfilment of all the components of the overall strategy at a cost that does not overpass People Committee budget.

The PTA must be able to cope with the various legal aspects connected with the launching and evaluation of public tenders. It must also be able to handle a large budget with high demands on transparency and integrity.

In this scenario, PTA is not just an arbitrator between independent operators; it is in fact the provider of public transport services while operators are engaged to perform a specified duty.

There are certainly a large number of variations on this theme; for example on how the tendering system should be designed and how contracts should be made. As an example, there is considerable discussion in Europe whether to apply net contracts or gross contracts.

This means whether the operator should be paid according to production only or if there should be some incentive formula for the attraction of passengers – for example – but not only - through courteous behaviour of drivers. These options must of course be evaluated and a tailor-made solution for Hanoi be found.

PTA’s activities in Rail transport

The responsibility and authority of PTA must include rail systems – otherwise it becomes less meaningful. This may be resisted but is necessary.

PTA must consider rail routes when planning the bus system so that feeder routes can be provided and overlapping routes avoided. A rail system does not function alone.

Rail routes are fixed and cannot be changed but PTA can influence frequencies of service and capacity offered.

PTA will not interfere in the way either rail operators or bus operators are managed, it should just specify which service is required.

Revenues can be handled in different ways. One option is that PTA receives all revenues and uses the funds to buy services from the operators – bus or rail. Since revenues will not be enough, additional subsidies will then be handled by PTA.

Whether rail operators should be selected in a tender process like bus operators can be discussed. This is done in some countries but is more complicated. However, PTA should have the potential to carry out such policies if decided by HPC.




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Annex 1: Actual Transport organization

5

Actual Hanoi’s Transport organisation

MPI - MOF- MOT - MPS - MOC - Others

Administrative Units Operative Units

HUTPMUMPU UPMU

TramocCSMC RC

PMU1 PMU 2

Buses

Transerco

DOT

Agencies

Construction

Operators O&M ?

UMRTLine 2

UMRTLine 1

O&M ?

VRC

Management railwayBoard created in 2006

Ministries

HPC

Decision level

DPI - DOF – DOT - DPS - DOC

MRB+ Training & Organization Depart;+ Planning – Investment Depart.+ Technical Department;+ Accounting and Finance Depart.+ Land Compensation Depart.;+ Pre-Investment & Technical Support

Depart

PMU 2PMU 1

UMRTLine 2A

O&M ?

UMRTLine 3

O&MO&MO&M ?

VNRA

Transerco

BRT

The above scheme present in a simple manner the different structures in charge of urban transport on the Hanoi enlarged perimeter approved in 2008.

• Hanoi Department of Transport (DOT)

DOT will be the project/investment owner. DOT’s responsibility will be supervision of HUTDPMU implementation, review and appraisal of all submissions from PMU, and approval of detail design of BRT and RR2 components.

• Hanoi Urban Transport Development Project Managemen t Unit (HUTDPMU)

The HUTDPMU is under Hanoi DOT- the project’s Owner and is the executing agency managing the implementation of all project components including overall coordination, quality assurance, procurement, financial management, monitoring and reporting, obtaining site working permissions for contractors, and day-to-day supervision of project activities. The HUTDPMU will sign all contracts with contractors and consultants working on the Hanoi Urban Transport Development Project.

• TRAMOC is under Hanoi DOT and it ’s current main duties are:

o Prepare the planning and development plan for mass transit operation (route network, diagram, vehicles);

o Manage and distribute public transport revenue and capital subsidy;

o Manage public transport infrastructure;

o Print, manage, and issue bus tickets;

o Regulate, check and supervise the public transport operation;




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o Implement projects

TRAMOC is observing the rules of subsidiary revenue management.

As for vehicle management, TRAMOC has not yet had experience in handing over state assests (including vehicles and Depots) for enterprises, therefore, calling for help from the DOT( Meeting of September 6th)

Tramoc is on the move to upgrade existing functions or aggregate new functions to strengthen his status of Public transport Authority

• Transerco (State company) was established as a Transport Service Company by two Decisions, Decision No 72/2004/QĐ-UB, dated on 14 May 2004 and Decision No 112/2004/QĐ-UB dated on 20 April 2004.

Transerco is organized and operated in the Corporation model which is invested and established by several separate companies (the parent company – subsidiary). In which, Transerco takes the duty of the parent company, directly doing their performance, and implementing tasks and rights of the ownership or shareholders, and contributing capital to subsidiaries.

After establishment, Transerco has built up and developed a group of member and joint companies.

Transerco is operating 50/67 lines (source: TRAMOC’s Website in 2013) of Hanoi bus and will operate in the next future (2015) a BRT line (contract with Tramoc)

• MRB, Hanoi Metropolitan Railway Management Board was created under HPC on the basis of the re-synchronization of PMU-RAIL, by decision No: 925/2005/QD-UBND on 22 February 2012., with responsibilities for

o Advising to help Hanoi People’s Committee in study, construction, development, operation and management, exploitation of Hanoi urban railway system.

o Provide assistance for Hanoi People’s Committee (governing agency) in the project implementation(from project preparation, project implementation, acceptance, handover into operation) in right order and procedures of the law; ensuring the schedule, quality, and efficiency of the project

o Act as the Client and Operation and Management, and exploitation of Hanoi urban railways;

Tasks and rights are defined as such: a) Advise the Hanoi People’s Committee about the master plan for construction,

development, management, operation and exploitation of Hanoi urban railways. b) Play the role and function of a direct partnership with foreign donors in transactions

related to urban railway construction projects; c) Prepare letters, documents, negotiation contents, with relevant agencies to help Hanoi

People’s Committee to participate in negotiating treaties, and other agreements with donors related to Hanoi urban railway construction projects;

d) Implement functions, tasks and rights as a client, operation, management, exploitation of urban railways per current state regulations and HPC about construction investment project management;

e) Strictly obey State regulations during the project management and implementation and relevant issues in accordance with the best practice.

f) Set up program, plan, schedule of sub-projects; Organize, manage and use effectively resources of the project and handle arising problems during implementation;

g) Cooperate with Departments, branches to propose Hanoi People’s Committee (HPC) to establish the organization, operation, management ,and exploitation of Hanoi urban railways;




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h) Organize to build up training plan and program for technical staffs, officials, workers in construction, management, operation and exploitation of Hanoi urban railway system or hire experienced experts to train, improve professional skills and knowledge specialized in management, operation and exploitation of urban railways.

i) MRB is permitted establishing PMUs and belonging agencies to manage, operate and exploit urban railways after completing and putting into practice.

j) Manage organizational structures, personnel organization, salary policies, social insurance, reward and commendation policies, disciplines, training, improving qualifications for officials, staffs and laborers per current state regulations and the HPC;

k) Implement the policies for information, archives, confidentiality, periodical and unscheduled reports pursuant to HPC and the State;

l) Implement other tasks appointed and authorized by HPC MRB is in charge of MRT line 2 (Noi Ban to City Center and Ho Dong) and MRT line 3 (Nhon to Ga Hanoi and Hoang Mai) completed by the end of September 2017.

It is also necessary to mention some other stakeholders that are involved in some MRT lines:

• Vietnam Railway Corporation that is responsible for the railway line no 1 (34,5 km long line running through the center of Hanoi from Ngoc Hoi to Yen Vien)

• Vietnam Railway Administration (VNRA) of the Ministry of Transport (MOT) that is in charge of the design and build contract of Line 2A (Chinese project scheduled to be completed in 2015)

Some comments on actual organization : Strentghs an d weaknesses

This organization appears as very complex as the process of decentralization in not achieved yet and it appears that the bus system and the mass transit system are not planned by the same organizations.

It may sure bring a lot of difficulties whenever it is necessary to conceive further intermediate restructured networks (bus + MRT lines).

Some complex systems that are to be designed such as smart ticketing, AVL, passengers information are not designed as integrated.

Finally a concern of utmost importance is related to the forecasts of investment and operation budgets; It is really difficult to forecasts investment and operation budgets at an integrated level and this may lead to a mechanism of “stops and go” on the different projects.




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Annex 2: TA assistance description

The nature of this part of the TA assignment necessitates involving many governmental agencies as well as private and social agencies, as it will introduce a number of changes and reforms of the institutional system and a new way of operation and management of the public transport sector.

The active participation of the project’s stakeholders is very important and will be among the crucial factors to make the assignment successful (or not). The respect of this philosophy means that an adequate number of meetings with MOT, DOT, Tramoc, MRB, VNR, Transerco … and HPC elected members. Somehow, it is obvious that some public Vietnamese institutional experts have to help in the process to make the proposals more operational.

Study Tour is indeed a key tool to put the participants in “real situation” (other cities examples) and to confront them to various situations, perceive the decision making process and the impacts of these decisions (investments in infrastructures, alteration of institutional frame, new organization and follow-up procedures)

The actions plan (duration of 18 months) constitute the initial part (design and programming) of an action plan to set a new PTA.

As we know, the full process may last 3 years, with interaction with Capacity building comprehensive program, Study tour and BRT operation setting tasks.

Stage 1: Assist client in start operation of PTA

1.1 Task 1 – Design and implement plan for establishmen t of PTA

1.1.1

Review existing legal and institutional structure of transport in Hanoi

This job is to be done not only for Public Transport but for all the fields in relation to Mobility.(necessary for writing a Mobility Plan)

1.1.2

Review previous studies and proposals related to the establishment of the PTA

Done

1.1.3 Review international pratice regarding the administration of urban transport and public transport

Done

1.1.4 Recommend the functions, responsibilities and an institutional plan for PTA establishment

Recommended in the interim report on the creation of the PTA

(R) Interim report on the creation of the PTA (1st submission on 01.02.2013, 2nd submission in March 2013)

The report content is the following: (i) Overview of Hanoi Urban Transport, (2) Current status of PPT in Hanoi, (3) Development plan of Hanoi Public Transport in the next stage, (4) Appraisal of the current public transport management and organization model of Hanoi with SWOT analysis (5) Action plan for improving the PPT –regardless of organizational changes, (6) Requirements nad the nees of the establishment of the PTA at a current stage, (7) Options for the creation of a PTA, (8) Brief policy outline for PTA in Hanoi.




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(Rw) Report Review by Tramoc of PTA1 report

Necessary to get an approval about the following steps of method.

1.2 Task 2 - Support HPC in implementing the institutio nal plan

(R)

Report on Planning for the creation of the PTA (1st submission on 01.02.2013, 2nd submission in March)

The report is describing the institutional action plan for the creation of the PTA

(Rw) Review by Tramoc of PTA2 report - Necessary to get an approval about the following steps of method.

We recommend to add further steps of methods that are liked to other tasks

Preparation of PTA cases analysis for Study Tour and PTA data base – This task is of sound interest as it allows to share a common and organized knowledge with the stakeholders during the various workshops

Detailed review, analyse and reshaping of existing institutional framework - A 1st survey has be made starting from to 1999 to now; a further investigation and analyse about antecedent years and identification of still missing parts of Mobility institutional framework has to be made

(Add) Added necessary task – Two French internship might be mobilized to achieve this task

Mobility plan writing – It is our understanding that a Global Mobility Plan might constitute a fairly useful tool as its objectives are to set up principles of priority among modes, physical exchange stations design, common matters functional specifications of transport information, ticketing, communication, .. and identify coherent pieces of policies that are important

(W) Organization of a 1 st workshop in March/April 2013

Content might be the following: 1. Transport objectives of HPC 2. Limits of existing organization (discussion) 3.Institutional frame and organisational

options (pros/cons) 4. Launching of Mobility Plan team 5. Discussion and conclusions

It is suggested to settle working groups with focus on following subjects: Legal frame, Mobility Plan; Analyse of organization options, …)

(W) Preparation of a 2 nd workshop in July/August 2013

Content might be the following:

1. Presentation of Mobility Plan conclusions and following action plan, sharing the Mobility Plan Principles with stakeholders, gathering ideas and registering of improvements and suggestions

2. Results of working groups




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3. Discussions about PTA organization options and conclusions

1.3 PTA 3 – Support HPC with the organization structure and staffing for PTA

1.3.1 Confirm the proposed initial responsibilities of the PTA

An extra analysis of possible competences/ responsibilities has to be made to insure that the proposed responsibilities are well in line with expectations

1.3.2 Derive the organizational structure of PTA in the first 3 years

Mobilization of an HR international expert job (Wolfgang Tiede) with help of local HR consultant

1.3.3 Forecast the HR needs for PTA in the 1st 3 years

1.3.4 Formulate description of each position

This sub task is supposed to be achieved in June or July 2013 … As it needs a lot of time, we would like to set a dedicated Tramoc group in charge of supporting the process with involvement of the local consultants.

1.3.5

Review capacity and skills of Tramoc staff

Recommendations for transition period to PTA

This review has been already realized with Tramoc’s help (Excel tables with staff profile description (updated on 25.02.2013).

Recommendations about a transition period Already mentioned in the Report for the creation of PTA

1.3.6 Identify key positions and skills need for potential recruitment of international staff

1.3.7 Identify key positions for recruitment

1.3.8 Prepare training plans (related to CB1 and CB2

CB1 and CB2 will have to be rechecked in the scope of the organisation.

It is though that some of the CB1 have to be launched in the beginning of April, in order to appraise along the training the real content of the different responsibilities/tasks such as planning, operation management, maintenance management, line surveys…(actual situation versus expected one)

1.4 Task PTA 4 -Preparation of Public Transport Operati on Plan (initial bus and rail in the future)

1.4.1 Support PTA and related agencies in planning transport for Hanoi (MP 2050)

Meetings to be organised

1.4.2

Establishment of routes management plan (initial for bus and BRT and then extended PPT to urban railway, …)

Launch a CB1 training about these aspects and then review the PPT master plan in updating data, taking in account the new perimeter




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1.4.3 Developing a network planning and modelling capacity, including training

Network planning assistance could be offered through a “peer review” with recommendations and formalization of expertise (Manual or note)

1.4.4 Selection of types of vehicles, standards of vehicles operated by Operator(s)

Analyse of various buses bids for tenders and results.

Organisation of debriefing between Tramoc staff in charge of maintenance management and Transerco technical staff.

1.4.5 Information system for the entrepreneurial operation of public transport, set up reports system

Check up of the internal Transerco reports and reports addressed to Tramoc.

Propose some new type of reporting if assumed to be changed

Data bases either at Tramoc HQ and within Transerco will be analyzed to check up alteration of transmission processes to save staff time and gain in efficacy.

1.4.6 Set up control and supervision of quality of the services

Analyse of the existing control system and recommendations for a new improved system.

The content of “Client Satisfaction” survey will be defined

Classical concerns are about the number of control staff that might fit the need of fraud control and how to improve their methods

Basic training material and a benchmarking of different methods will be given to the participants

1.5 Task PTA5 – Support HPC in formulation a Capital an d Operating Budget for PTA in 3 years plan

1.5.1 Assess the needs of infrastructure, vehicles , tools for PTA operation

Check up of buses fleet renewing estimates related to the different phases of network restructuring when the new BRT and MRT lines are set up in operation

1.5.2 Recommend annual budget and source of fund for PTA operation

An Excel tables model will be set up aggregating different files checking the different network parameters

Stage 2 – Strengthening capacity of Tramoc and sett ing PTA

2.1 Task CB1: Implementation of the short term training plan (annex 1)

2.1.1 Training needs assessment

Done




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2.1.2 Preparation of Training Plan Done

(R) Submission of ST Training Plan Report in November 2012

Submitted

(Rw) Review of ST Training Plan Report Waiting for Tramoc’s validation

2.1.3 Implementation of ST Training Plan The implementation of the different modules will help to get a better understanding of different staff competences/professionalism and will help initiating different tasks of PTA4, PTA5 and indeed BRT tasks

2.2 Task CB2 – Implementation of Overseas Tour (Annex 2 )

(R) Submission of ST report on 11. 2012

(Rw) Review of CB2 Report Recommendations to split the ST between 2013 and 2014 in order to have some time to set up 2 operational Tours Planning and select staff that are clearly in line with PTA establishment concern and relevant tasks.

2.3 Task CB3 – Prepare Technical Training Plan (Annex 3 )

(R) Submission of Technical Training Plan in March

BRT tasks have not been detailed further but it is necessary to take in account their interaction on the here-above described tasks.

Basic information on the contents and planning of ST Training, Study Tour and Technical training plan is submitted in annexes 1,2,3

The following planning is presenting the different tasks duration and identifying reports submissions (symbols and tasks number stay alike between the planning and their content description.




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Annex 3: Keys to choosing the most appropriate Fund ing Framework

(HANDBOOK OF GOOD PRACTICES – CODATU 2009)

Six cities were closely reviewed in the context of this study.

Each of them has its own system of funding which is a function of its political and institutional history, as well as the interaction of the various players. Nonetheless, we can see that the underlying framework is the same, though the mix differs from one city to another, with varying levels of funding from three sources: public funds, contributions from users and contributions from indirect beneficiaries.

In sum, the system functions in a framework which requires more or less public resources depending on the contributions of the other sources.

Cities therefore need to understand to what extent the different sources of funding can contribute.

There are those which can be quickly mobilised because they are governed by regulations alone, and those which require a legal or political mechanism which may take longer to implement: passing laws, establishing a public transit authority, ensuring social acceptability, etc.

Finding a balance between the different players depends on the institutional, cultural and social history of each country and city but the balance is never stable and may evolve due to changes decided at a different level: for example, a government decision to allocate to cities the revenues from parking fines, or a new law allowing the creation of congestion charging schemes.

In the latter example, not all cities will choose to implement the scheme but it is still an opportunity for revenues which is now available to them.

The funding framework is not the same for infrastru cture investment and operating budgets , even though the players are the same. The arrangements for contributions differ. The best model, in which all contributions are allocated tothe urban transport system, can be summarised in the two diagrams below.

Figure 15 : Who pays what for investments?

1. Road users, private cars, trucks and public transport by bus (with certain exemptions) pay taxes on petroleum products which are allocated to national or local budgets. All or part of these taxes are allocated to urban transport.

2. The same users may also have to pay for congestion charging, infrastructure and parking tolls which are allocated to the transit authority.

3. Net revenues of the system are invested in the purchase of equipment.

4. Employers pay a tax on payroll, which is allocated to the transit authority.

5. Taxpayers pay direct and indirect taxes to the national, regional and local budget.

The public authorities may borrow money from national and international institutions.

6. In the framework of PPP, the private partner contributes funds either to the public authorities (in the case of a public-private company) or to the transit authority, or to the transport system in general, in the case of a fully delegated service.

7. Through various modalities, residents and retailers pay a portion of the property value gains generated by the construction of a transport infrastructure in their vicinity.

8. The public authorities, at the State and local levels, contribute to public transport funding from their budget, based on contributions from direct and indirect beneficiaries, taxpayers and financial backers.




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Figure 16: Who pay what for investments




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Figure 17: Who pay what for Operations

1. Users of individual means of transport contribute to operations by paying tolls (congestion

charging, parking, infrastructures) if this revenue is allocated to the transit authority. Users of public transportation contribute by way of transit ticket purchases.

2. The public authorities contribute to balancing the operating budget of transport companies, when in deficit, by way of subsidies.

3. Employers contribute to the purchase of transit tickets by way of direct aid to their employees.

4. Indirect beneficiaries, companies and retailers pay rent or taxes to the transit authority for the construction or rental of office or shop space, recreation centres, etc.

5. Residents near infrastructures pay taxes on property value gains, which may be allocated to the transport sector

Each city must decide on the mix of funding most ap propriate to its specific context and institutional capacities while seeking to optimise ticket revenues and reduce costs.

Cost reductions

When public funding possibilities are limited, the aim is to at least break even in terms of operations: direct operating expenses are covered by operating revenues.

Measures to achieve this involve not only system management but must also take into account all levels and phases of the system: proper design of the project which integrates all networks of the system with

o high-volume corridors and feeder lines;




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o transport modes adapted to forecasts for demand and future development;

o separation of public transport from traffic congestion by means of dedicated

o or reserved lanes, as well as right-of-way at traffic lights, etc.;

o training drivers to use green driving practices;

o modern operating systems: automated payment, integrated ticketing, real-time information.

Optimised revenues

Because ticket sales represent the primary source of revenue, it is important to make the system as attractive as possible:

o by applying variable fares in off-peak hours and days to achieve a better distribution of occupancy and to attract new users of public transport;

o by fighting fare evasion: installation of control lines, awareness campaigns, etc.;

o by attracting new customers and building loyalty: functional and fare integration for public transport, regulated individual transport to encourage a modal shift, real-time information for users by means of the latest technologies, etc.

Additional revenues

Other sources of revenue can contribute significantly to the funding mix and, in total, allow for investments and help balance the operating budget:

o land value capture: €850 million in Copenhagen, €500 million in Brasilia;

o congestion charging and parking tolls: €55.2 million in 2007 from tolls on seven bridges in the San Francisco Bay Area, €154 million in London from congestion charging in 2006-2007 and €120 million in Singapore in 2003;

o rent from retail and office space built alongside stations: 10% of the operating costs of JR East and soon 40% of the Tokyo-Station-City project in Japan;

o employer aid to employees: approximately €230 per year per passenger for Vale Transporte in Brazil, half of the monthly pass in France;

o advertising revenue in premises, stations and on vehicles.

All potential sources of funding should be explored, without pre-conceived ideas, for short-, medium- and long-term solutions:

o short-term: any solution which depends on regulations or is controlled by the transit authority: improved traffic plans for public transport, more revenue from parking, reduction in fare evasion, variable fares, more advertising revenue,etc.;

o long-term: any solution which requires fundamental changes and social acceptance: congestion charging, integrated urban development projects, land value capture, transport tax based on payroll, etc.

If the system management is delegated to a private operator, a contract must be established for a coherent duration, specifying the nature and volume of the delegated service, and clearly stipulating the respective roles of the transit authority and that of the company, as well as the latter’s commitments in terms of cost reduction and revenue optimisation.

The reliability and long-term viability of funding for urban transport systems depends greatly on the quality of the operating contract and the negotiation phase.




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If the system management is handled directly by a p ublic corporation, an internal performance contract should be established in the same spirit as the private operator contract so that the objectives and responsibilities are assigned and understood by all.

Organising new sources of funding may require major institutional reforms:

o establishing a transit authority;

o allocating revenue from certain taxes to urban transport;

o legislative or even constitutional changes.

Implementing all the necessary measures can take time because it requires an in-depth review of the transport system as a whole and the city’s mobility requirements. Environmental considerations such as the carbon footprint should also be taken into account.

An inter-disciplinary and inter-institutional approach is called for, requiring a very specific study of the city’s context in terms of its urban history, existing transport networks and their mode of management, local institutions and political possibilities. The choices for the future of a city’s public transport system must involve all decision-makers.




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Annex 4: Short Term Training Report

1. Appraisal of Training needs

At first, it appeared necessary to list of necessary competences and tasks in relation to actual and future competences of a fully settled PTA (Public Transport Authority).

This definition of this set of competences and tasks have been made through an analysis of existing PTA’s in European and Asian countries.

At a further stage, a Training Syllabus has been defined and administrated among 20 people of Tramoc’s staff through a questionnaire (Annex 2); questionnaires had been distributed to Transerco and will be collected in a short while (2 weeks delay)

Collected questionnaires have been treated in order to select a definite ST Training program detailed in the following chapter of this paper.

2. Initially proposed Training Program and final se lection

Based on competences and tasks of a “common international PTA”, an initial syllabus had been defined and submitted (for expression of interest) at 20 people that constitute Tramoc’s management and 20 staff of Transerco.

Treatment of questionnaires

Consia Team achieved a treatment of Questionnaire answers (Annex 3) and based on the selected staff needs conceived a new syllabus and modules contents in accordance with expectations/needs.

Suggestion of extension of trained staff (15 more s taff to be selected)

Meetings with Transerco, MRB, TDSI, VIAP, UTC and other relevant bodies clearly demonstrated that it might important to extend the population of trainees and trainers.

In many circumstances, managers of the different bodies told Consia team that they will be alternatively in a position of trainees or trainers for some of the modules.

So, we suggest to extend the perimeter of the trained staff to Transerco, MRB and VIAP

Phase 1

Identification of PTA competences and

tasks

Phase 5

ST training program definition

Phase 2

Training Syllabus Proposal

Phase 3

Questionnaire definition

Phase 4

Treatment of questionnaires




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Suggestion of Technical systems providers participa tion

For Public Transport technology such as AVL, Passengers Information, Ticketing, … Consia Team will ask some leading technical firms to present their systems and technologies (without any commercial commitment or financial aspects).

A sound equilibrium of mostly sold systems providers presentations will be followed as an overall principle of equity of treatment requested in procurement procedures (even if STT will not occur in a requirement process schedule). The assignment task CB1 has nothing to do with systems procurement but we do feel that this principle has to be observed accordingly.

Recommendations about lecturers staff and mixing of different type of training

We assume that it is impossible for a single staff (the team leader) that have many tasks to realize (production or project management) to achieve all the formal lectures and other types of Capacity Building – described below - by himself (40 days), so we recommend to hire or contract other lecturers/experts from other bodies either international (IMV, Arep, Paddi, …) or national (TDSI, VIAP, UTC).

Content of Short Term training modules will be diversified mixing classic lectures, workshop on real cases or “shoulder to shoulder” training on very demanding projects with highly expected outcomes.

Opportunity to work on touchy subject in working gr oups

Short term training constitutes a very good opportunity to make people work together in work groups in loosening their hierarchical obey attitude, through brainstorming processes.

It is expected during these sessions to raise up a good number of solutions to tricky problems and address them later on to decision makers (following agreed transmission procedures).

Based on questionnaires treatment, and taking in account here-above mentioned recommendations/suggestions, it appears that the following modules could be identified as follows (Detailed content been further developed to reach the stage of ST training program)

Definition Rated

++ Interest

Content and comments Outcomes

Integrated policies to achieve sustainable urban mo bility (added module) Integrating public transport and urban planning

14/20 Description of actual process in Vietnam and Hanoi (with identification of current difficulties) Exam of urban development and transport scenarios in other countries Workshop with Tramoc and Transerco staff and representatives of VIAP, UTC, TDSI, IMV, PADDI, AREP, MRB, REMON experts (if possible)

Clear understanding of linked issues (urban planning, transport, traffic management). Workshop wrap up conclusions and recommendations

Role of public transport and measures to attract people in using public transport

14/20 Review of alternate transport strategies (offer, fare policy, park and ride, …) and complementary measures Workshop with Tramoc and Transerco staff and representatives of VIAP, UTC, TDSI, IMV, PADDI, AREP, MRB, REMON experts (if possible)

Ability to raise up convenient strategies in test cases Workshop wrap up conclusions and recommendations




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Comprehensive Mobility Plans

8/20 Selected by the consultant as assumed important in Hanoi context This point necessitates a Workshop preparation

1st identification of the main principles to be recommended for an Hanoi comprehensive Mobility Plan

Externalities associated to Public Transport

Not rated

Identification and appraisal of key figures about Transport impact (from Haidep studies) Existing data base presented by Dr Dinh Thi Thanh Binh (Director of Institute of Tranport Planning and Management)

Ability to appraise impacts with selected parameters and run corresponding computations

Regulatory framework and relations between operator s and authorities Levels of decision making

14/20 Description of possible schemes in decision making on the 2 levels (DOT/TRAMOC and Operators) Application to Hanoi’s case

Representation of decision making processes

Type of contracts and risks share between operators and Authorities

13/20 Identification types of contracts (gross cost, net cost, …), when and why using one type or another Sharing literature on the subject Invitation to a French Laywer and PPP expert

Ability to select a determined contract under different set of circumstances

Funding of Public Transport Operation and investment expenditures

19/20 Costs appraisal and forecasts; computation methods, budget control Preparation work with Mr Hai (Tramoc) and data base organization recommendations.

Ability to select adequate parameters and run relevant computations

Revenue Strategy 10/20 Alternate revenue strategies (taxing strategies, subsidiary level, …) – data collection from other countries Comparison with fuel state subsidy strategies around the world (GIZ data base) Participation of Dr Hans-Peter Thamm ([email protected]) if possible

Ability to identify alternate revenue strategies Appraisal of possible scenarios in the Hanoi’s case

Earmarked taxes, charges and levies

5/20 Not to be developed

Service planning Network and route design

18/2 Preliminary collection of data (from BCEOM or CCIC BRT detailed study) about characteristics of the different districts and density of housing environment within the BRT line corridor Pointing out on the BRT corridor of lines in correspondence and rationale to create 7 lines at Kim Ma. Advantages and disadvantages of having different network structures (radial lines versus diametric lines, high frequency lines versus low frequency lines)

Ability to collect coherent data and design new bus routes

Operation Plan design 13/20 How to design an operation plan Workshop session on Hanoi’s case




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Integrated travel timetable design

15/20 How to design an integrated travel time Workshop on Hanoi’s case

Identification of exchange stations of some importance and points with lack of correspondences (either in time or frequency )

Demand assessment 16/20 Identification of available sources of data and data base organization Different types of surveys (simple passengers counts or face to face OD enquiries) and on which purposes they are or will be run

Intermodal coordination

14/20

Operations Quality of service 20/20 Quality parameters; dimensioning of

control staff, “On site” quality measures with QC staff Debriefing on results

Service follow up and control

17/20 What kind of follow up could be settled … Methods and equipment

Fare definition and ticketing

12/20 Alternate strategies and review of recent ticketing specifications

Information about services

15/20 Information current strategy and equipement

BRT Operation (2 courses)

BRT Consultant involvement

Description of various transport systems (metro, LRT, BRT, ..)

9/20 Transport needs and selection of transport systems Efficiency (construction difficulties and impacts) of different systems

Application to Hanoi’s case

Description of BRT concept

9/20 Full BRT or light BRT (theory) Coordination ability with the other types of transportation Infrastructure, rolling stock


Content of the Operation Plan

15/20 For operator: Time schedule, dispatching, rostering, headway management, maintenance For regulator: Monitoring and control


Operation Tendering 16/20 Define and quantify services, select payment principle and conditions, issue tendering documents, draw up contract,


Monitoring and documenting of: Technical performance of BRT services Service level and utilization Traffic effects, environment

7/20 Defining benchmarks and methodology for follow-up of factors like travel speed, regularity, load factor, break-downs, operating costs, fuel consumption etc Ridership, passenger satisfaction, transfers/ direct trips, passenger categories, price elasticity Traffic floes, congestion, redistribution of traffic, emissions, noise





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Integration with other modes

9/20 Feeder bus, rail, pedestrian, bicycle, motorbike


Cost/revenue, financial performance

4/20 Estimated and observed breakdown of operating costs and revenue. Comparison with other modes


International experience

Development of concept, regional variations, successes and failures


Fare and ticketing 4/20 Flat fare, distance based or zone fare, transfers, integration with other modes, degree of sophistication





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Annex 5: Study Tour

1. Introduction

The Overseas Study Tour (OST) program is one of the project activities under Contract No IS-08: Institutional Strengthening of TRAMOC and Creation of PTA under Hanoi Urban Transport Development Project (HUTDP). The objective of the Overseas Study Tour programs is to provide the senior leaders and key staff of HPC, DOT, HUTDPMU TRAMOC, TRANSERCO and other relevant agencies an opportunity to obtain enriched knowledge and exchange practical experience in sustainable urban transport management in other countries. The specific focus of the Overseas Study Tour program is on strengthening technical and institutional capabilities and skills for the provision and management of a sustainable integrated urban transport system in Hanoi.

According to the Terms of Reference (TOR), thirty two (32) relevant staff will be selected to participate in the OST program. They will be divided into four groups of 8 participants each to participate in study tours focusing on the above areas. Consia in association with CONTRANS and PACO with technical and logistical know-how will assist in the implementation of the OST program.

2. The Objectives of the Study Tours

The overall objective of the OST in China (Asia), Brazil (Latin America), United States and France (Europe) follows the overarching objectives as stated in the TOR namely: (i) to assist TRAMOC in the start up and the first year operation of BRT, and (ii) to create a strong, financially secure, independent agency staffed by capable skilled personnel to coordinate and manage all public transport planning and operations for Hanoi.

One of the intermediate objectives is to continue strengthening TRAMOC’s technical and institutional capabilities through the provision of study tours.

Ultimately, the objectives of the OST are to study:

o Different cities’ approaches to the overall goal of providing an integrated and coordinated public transport system covering the whole city, preferably with a universal fare system

o Public transport ridership targets and different ways to achieve them

o Organization, responsibilities and competence of PTAs in different countries

o Techniques and methodologies for planning of an integrated route network consisting of different modes, such as Commuter Train, Metro, Light Rail, BRT, Bus, Boat

o Principles and techniques for sub-contracting operators for sections or route packages of this network including tendering procedures and contract formulations

o Procedures for handling of revenues and subsidies including interaction between PTA and political leadership/administration in different cities

o The concept of distribution of road and street space between private and public transport

o The specific concept of BRT operations including the provision of feeder systems

o Urban rail systems with emphasis on coordination with other modes and feeder mechanisms

o Other issues relevant to the overall objective of providing an integrated public transport system for Hanoi




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3. Scope of Work

Referring to Task CB 2 (ToR Ref No.10), the consultant will organize overseas study tours to cities of similar size as Hanoi which have introduced (or are in the progress of introducing) BRT or creating integrated Public Transport Systems. As mentioned in the TOR, we suggest the four overseas study tours as below:

(i) Europe, (France: Paris, Lyon)

(ii) China (Beijing, Guangzhou)

(iii) United States (Los Angeles, Las Vegas)

(iv) Latin America (Brazil: Rio de Janeiro, Curitiba)

4. Target Participants

Under the OST Program, 32 participants in total are delegated to the OST on strengthening the technical and institutional capabilities of the participants.

32 participants (excluding interpreters) are divided into 4 groups. Each Group consists of 8 participants. It is recommended that the groups include participants from different sectors of the administration. They should represent different outlooks (points of views and concerns) to the overriding issue which is to provide Hanoi with an integrated and coordinated public transport system consisting of different technologies and operating organizations but still forming a coherent unit. The list of the selected participants will be identified and provided later.

5. Study Tour Duration and Time Schedule

Time frame for each study tour is presented as below:

No. Continents/Countries Cities Number of

Participants Time Duration including travel

Dates

1 Europe / France

Paris, Lyon 8 10 days including travel

6-15 April 2013

2 Asia / China

Beijing, Guangzhou

8 6 days including travel

5-10 May 2013

3 United States

Los Angeles, Las vegas


15-26 June 2013

4 Latin America / Brazil Rio de Janeiro, Curitiba


6-17 July 2013

The OST Program for 4 Groups of 32 Participants will be co-organized by Consia Consultants with host country agencies and Institutions.




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6. Study Tour Work Plan

Hanoi Urban Transport Development ProjectInstitutional Strengthening of TRAMOC and Creation of PTA (Package No. IS-08)Overseas Study ToursWORK SCHEDULE

ACTIVITIESDec May

Administrative issuesSubmission of OST reportApproval of report

Pre - trip ActivitiesAppointment of participants, issue passportsSeminar, joint and for each OST groupEvaluation of seminar discussions, settling of prog ramsFormal contacts host organizations, invitation lett ersVisa applications, booking flights, hotels

OST 1 to FranceFinalizing program OST 1Briefing Group 1OST 1 visit to FranceDebriefing, evaluation

OST 2 to ChinaFinalizing program OST 2Briefing Group 2OST 2 visit to ChinaDebriefing, evaluation

OST 3 to United StatesFinalizing program OST 3Briefing Group 3OST 3 visit to United States Debriefing, evaluation

OST 4 to BRAZILFinalizing program OST 4Briefing Group 4OST 4 visit to BrazilDebriefing, evaluation

Post - trip ACTIVITES: ReportingPost ST Report on ST to FrancePost ST Report on ST to ChinaPost ST Report on ST to the United StatesPost ST Report on ST to Latin America / Brazil

Nov Jan Feb Mar AprMONTH

2012 2013

June July August Sept




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Annex 6: Technical Training Plan

As stated in the above task, our proposal to implement the Technical Training programme will be a part of the Capacity Building Plan

It was defined in the assignement’s TOR as possibly including:

(i) Individual guided study, perhaps through a professional institute;

(ii) Short courses in particular topics (regulations on the public transport operation and

(iii) psychological course needed for the public transport operators, etc.) local or overseas;

(iv) Programs organized in Vietnam by visiting experts from overseas;

(v) Participation in conferences overseas;

(vi) Attachments to regulation and planning agencies overseas;

(vii) Post-graduate degrees in transport at overseas universities;

(viii) Post-graduate degrees through distance learning.

In accordance with the TOR, the Capacity building programs for TRAMOC will be designed and implemented based on TRAMOC’s needs assessment and would thus be demand driven. Different types of training courses will be designed and structured as part of the capacity building efforts. This will require careful planning and close collaboration between relevant parties to work out the needed strategy and implementation dynamics.

For each type of the training courses, the consultant will set the criteria for the participants who would be potential to attend.

Our general approach in preparing a technical train ing program for transport for the next three years take in account the following principles:

• Training and continuous human development are an important component in the process of reform and development of the public transport system in Hanoi. The vision for how the public transport sector should be structured and how it should work has been outlined. Basically, there will be an interaction between the PTA on one hand and various operating companies on the other.

• The PTA is responsible for overall planning of an integrated network and for negotiation, contracting and monitoring of the operators. The operating companies - private or public; bus or rail - are responsible for the fulfillment of requirements set up by the PTA in terms of service levels etc.

• In this situation, there is a need for training on both the PTA level and the operator level. In both cases, it is necessary for the staff involved to be professional in what they do. But it is also necessary for both parties to understand how the other party functions and how the interaction should work between them. The training program will therefore be designed to contain one element directed to PTA staff, another to operators and a third to both.

• Because the anticipated future structure of the public transport sector is new to Vietnam, international experiences will be important. This will not focus so much on pure technical issues as on the institutional organizational and economical issues that are important factors in a market economy.

• Although this particular project is directed towards Hanoi, there could still be a case for investigating whether it could be feasible to extend the program to other cities in Vietnam. How this could be solved practically will of course have to be considered.




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• The longer term staffing development of PTA, beyond the first three years will be addressed in outline.

• Training and human development is likely to be required even after the first three years, particularly within the PTA. The design of such long term programs should build on experiences from the first phase and as a part of the Capacity Building Plan.

Hanoi Urban Transport Development ProjectInstitutional Strengthening of TRAMOC and Creation of PTA (Package No. IS-08)

Three-year study program

Attachment to overseas regulatory and planning agen cies

J F MA MJ J A S ON D J F MA MJ J A S ON D J F MA MJ J A S ON D

PreparationsIdentification of agenciesCommunication and negotiationsDiscussion durings OSTFinancing arrangementsPreparation of work programAgreements

Team 1Preparations, language strengtheningStay at overseas host agencyReporting and disseminition of experiences



2013 2014 2015Activities



Individual study program


Selection of staffindividual discussions with study advisorDesign of mindividual programsIndividual programsExtended program second yearExtended program third year





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Programs organized in Hanoi by visiting experts fro m overseas


1. Public Transport Training ProgramInvite GTZ to Hanoi for discussionsPreparation of 3-year programNegotiations, administration, financing2013 program2014 program2015 program

2. Planning Software Training ProgramPreparation of aquisition procedurePreparation of tender documentsInternational tender for software and trainingInstallation of software initial training in HanoiExpert visiting Hanoioverseas user group meetings




Post-graduate studies


Tendering and ContractingRequest EOIEvaluation and short list preparationPreparation of specificationsSubmission nof tender documentsEvaluation contractingselection of students

Study programsStudies at overseas universities

Studies by bdistance training





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Annex 7: Existing Mobility and Public Transport Pol icies

The following document is to be updated should some decrees and regulations with some impacts on a global Mobility framework be forgotten or not identified

REGULATIONS ON MOBILITY (R : Roads, RT : Road Traff ic, PT : Public Transport ; U : Urban)

No Q TYPE CODE DATE TITLE SOME SPECIAL NOTES

18

R

Decree signed by the Ministry of Finance

Decree signed by the Ministries of Finance and Transport (=> Fund 35% to local level and 65% to national level)

The Fund will be used for road management activities and vehicle road side inspection stations … annual road fees are VND50,000 to 150,000 for motorbikes and 11 different rates for other vehicles

17 PT Government Decree 28/2012/NĐ-CP 04/10/2012 Decree on detailed regulations and implementation guides on handicapped issues

Article 12: Free of charge, reduce ticket and service price of public transport for handicapped

16 PT Decision of the Prime Minister

280/QĐ-TTg 03/08/2012 Decision for an approval on the passenger transport project by buses, phase from 2012 to 2020

Point of view, objectives, contents, Implementation on bus public transport

15 PT HPC's decision 23/2012/QĐ-UBND

09/05/2012 Decision on an approval of ticket price with subsidization on passenger public transport by bus

14 PT MOT Circular 71/2011/TT-BGTVT

30/12/2011 Circular on regulations on old people when using a PT service

Article 2: Regulations on supporting old people when using public transport

13 PT MOT Circular 14/2010/TT-BGTVT

24/06/2010 Circular on regulations on organizing and managing transport activities by 4-wheel vehicles

Section 2 (from article 21 to 31): Passenger transport business by buses

Article 5: Transport business by buses

Article 11: General conditions for transport business by vehicles

12

PT Government Decree

91/2009/NĐ-CP

21/10/2009

Decree on: Transport business and conditions for a transport business by 4-wheel vehicles

Article 14: Conditions for transport business by buses

11 U Decision of Prime 1878/QD-TTg 22/10/2008 Decision approving the mission of plan




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No Q TYPE CODE DATE TITLE SOME SPECIAL NOTES Minister of the construction of Hanoi extended to

2030 and vision to 2050.

10 RT Law

23/2008/QH12

13/11/2008 Law on Road Traffic

Road Traffic Principles, Road Traffic and transportation planning, Road traffic law, Road traffic rules, activities on roads. Forbidden activities on roads are identified (missing curb space allocation)

9 PT HPC's decision 51/2008/QĐ-UBND

31/7/2008 Decision on an establishment of cost unit for passenger public transport by bus

8 RT Resolution 16/2008/NQ-CP 31/07/2008 Resolution on enhancing solutions to solve the urban traffic congestion.

7 PT Prime Minister 90/2008/QD-TTg 09/7/2008 Prime Minister approves the master plan of transport development of Hanoi to 2020 and after 2020 vision.

6 PT HPC's decision 1000/QĐ-UBND 10/01/2008 Decision on an approval on cost estimate of passenger public transport by bus in Hanoi

5 PT HPC’s decision 34/2006/QD-BGTVT

Decision to promulgate the regulations of PPT by bus management

4 HPC's decision 130/2005/QĐ-UB 08/12/2005 Supplementary decision on the decision 71/2004/QĐ-UB

3 PT HPC's decision

(Decision « 71 »)

71/2004/QĐ-UB 14/05/2004 Decision on an establishment of temporary regulations for co-operatives or companies participating in passenger public transport by bus

Until the issuance of the interim Regulation on transport enterprises participating in public bus passenger transport in Hanoi ("interim Regulation") there were no specific regulations on public bus transport sector in Hanoi.

2

PT

Decision 3385 QD/PC-VT

Ministry of communications and

3385 QD/PC-VT 23/12/1996 Interim Regulation on state management of public bus passenger transport in cities

This Regulation sets forth provisions on setting up and approval of city public bus transport master plans as well as state management regime on public bus transport




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No Q TYPE CODE DATE TITLE SOME SPECIAL NOTES transport

in order to encourage the development of bus system and gradually replace individual vehicles.

The Regulation also provides for the establishment and functions of a Transportation Management and Operation Center at each province or centrally run city.

1 PT Decree 92/2001/ND-CP (« Decree 92 »

11/12/2001 Decree on vehicle transport business conditions.

The Decree provides for business conditions that vehicle transport enterprises must fully meet with to be eligible for operating in Vietnam including some specific business conditions applicable to bus passengers transport enterprises




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Identification of missing components of institution al frame

The following matrix presents an appraisal of existing policies and identify necessary new segments of policies (new policies) whenever required.

Indeed this job of identification should be considered as a 1st detection step before starting to propose policies writing..

Consia consulting team is referring to the very interesting job achieved by the ADB TA Study (Richard Meakin)

TOPIC Existing

Policy New

policy Existing

Regs New Regs

Timing TA

ADB

Requirement for ADB TA study

Consia proposed contribution Actual conflict in uses

Review New Review New

Global Mobility Plan Framework A Global Mobility Plan is necessary

X Global framework

Pedestrians

Walking as a travel mode X X

Walkability as a Design Requirement X X Assessed in Phase 2

Motorbikes parking and commodities selling

Parking and Demand Management Yes

Parking Strategy and Policy X X 2015 1st suggestions by Consia

Demand Management Options (including congestion charging)

X X

Market based pricing of parking X X 2015 1st suggestions by Consia

Less (zero) tolerance for unauthorized car parking on footpaths

X X X 2015 To be assessed in Phase 2

1 hour allowance?

Public Transport/MRT Services

Bus service franchise reform X X To be assessed in Phase 2




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Confirm options for public or urban transport authority

Critical Critical 2013 NO – Being examined by WB Funded Study

Core of Consia contract

Strengthen MRT/PT service integration functions

Critical 2015 1st suggestions by Consia

Clarify Metro O&M Company Functions

X Critical 2013 Depends on HPC review of JICA SAPI Study

Implications of growing financial support for urban Public Transport

X X To be assessed in Phase 2

Station Facilities Basic principles

Define roles and responsibilities Critical

Critical 2015

Planning regulations in/around stations to permit TOD

2015 Yes – similar to JICA Study Phases 1 & 2

pta2 3rd version (27 03 2013)

Documents

relations of pta

future pta

pta pta2 report

vietnam hanoi

paco trading

vietnam tel

action plan

investment consulting