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1、Integrated Public Transport Systems:A Compendium of Good Practices fromAsia and the PacificThe Economic and Social Commission for Asia and the Pacific(ESCAP)is the most inclusive intergovernmental platform in the Asia-Pacific region.The Commission promotes cooperation among its 53 member States and

2、9 associate members in pursuit of solutions to sustainable development challenges.ESCAP is one of the five regional commissions of the United Nations.The ESCAP secretariat supports inclusive,resilient,and sustainable development in the region by generating action-oriented knowledge,and by providing

3、technical assistance and capacity-building services in support of national development objectives,regional agreements and the implementation of the 2030 Agenda for Sustainable Development.The shaded areas of the map indicate ESCAP members and associate members.*The designations employed and the pres

4、entation of material on this map do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country,territory,city or area or of its authorities,or concerning the delimitation of its frontiers or boundaries.Integrated

5、 Public Transport Systems:A Compendium of Good Practices from Asia and the PacificUnited Nations publicationST/ESCAP/3-TR/12Copyright United Nations 2024All rights reservedPhoto CreditsCover:Madan Regmi,Canh Do,and Central Region Urban Transport,India(CRUT)This publication may be reproduced in whole

6、 or in part for educational or non-profit purposes without special permission from the copyright holder,provided that the source is acknowledged.The ESCAP Publications Office would appreciate receiving a copy of any publication that uses this publication as a source.No use may be made of this public

7、ation for resale or any other commercial purpose whatsoever without prior permission.Applications for such permission,with a statement of the purpose and extent of reproduction,should be addressed to the Secretary of the Publications Board,United Nations,New York.DISCLAIMERThe views expressed in thi

8、s guideline are those of the authors and do not necessarily reflect the views of the United Nations Economic and Social Commission for Asia and the Pacific(ESCAP).The designations employed and the presentation of the material in the report do not imply the expression of any opinion whatsoever on the

9、 part of the Secretariat of the United Nations concerning the legal status of any country,territory,city or area or of its authorities,or concerning the delimitation of its frontiers or boundaries.Mention of firm names and commercial products does not imply the endorsement of the United Nations.This

10、 report has been issued without formal editing.Integrated Public Transport Systems:A Compendium of Good Practices fromAsia and the Pacific vhe preparation of this Compendium of Good Practices from Asia and the Pacific was led by Madan B.Regmi and Changju Lee,Economic Affairs Officers,Transport Divis

11、ion,ESCAP,and benefited from research support by Shivanand Swamy and Vladimir Kruchkov,international consultants.ESCAP gratefully acknowledges the valuable inputs made by Mukundan Krishnamachary,Rajneesh Porwal,Vivek Ogra,and Shalini Sinha,whose insights enriched this work.Additionally,the support p

12、rovided by Surya Sugathan,Khelan Modi,and Parth Sharma is greatly appreciated.The manuscript was edited by Fuyo Jenny Yamamoto.Thanks also go to Boonyanin Pakvisal who provided research assistance.Several people generously granted permission to use their photos and images,including Cahn Do,Setyo Nug

13、roho,Varun Varghese,Seoul Metropolitan Government,JR West Japan,Capital Region Urban Transport(CRUT),Ekawati Banjarnahor,Iman Muhtadi,Aloi Private Limited,Sharat KT,and Dr.Saeed Zaki.The cover and layout were designed by Jacqueline Sanz.Earlier drafts of some of the case studies contained in this Co

14、mpendium were presented at the“Expert Group Meeting on Integration of Urban Public Transport Systems and Application of Digital Technologies”held in Suwon,Republic of Korea,on 24 and 25 October 2023 in conjunction with the 8th Asia-Pacific Urban Forum.The comments and feedback received from experts

15、and government representatives are gratefully acknowledged.AcknowledgementsPhoto:iStock/chameleonseyeTviList of Figures.viiAbbreviations.viii1 Introduction.12 Institutional Models for Integrated Public Transport Systems.32.1 Land Transport Authority,Singapore.32.2 Bengaluru Metropolitan Land Transpo

16、rt Authority,India.52.3 Surat Municipal Corporation,India.83 Planning Integrated Public Transport Systems3.1 Singapore.113.2 Hong Kong,China.133.3 Ahmedabad,India.144 Public Transport Modes4.1 Kuala Lumpur,Malaysia.174.2 Seoul,Republic of Korea.184.3 Mumbai,India.205 Operational Strategies5.1 Jakart

17、a,Indonesia.215.2 Thiruvananthapuram,India.225.3 Surat,India.246 Interchanges6.1 Krung Thep Aphiwat Central Terminal Station,Bangkok,Thailand.256.2 Hiroshima Station,Japan.266.3 Purabaya Intercity Bus Terminal,Surabaya,Indonesia.287 Data and Digital Applications7.1 Seoul,Republic of Korea.297.2 Sydn

18、ey,Australia.307.3 Moscow,Russian Federation.318 Integrating Fare Systems8.1 Almaty,Kazhakstan.338.2 Queensland,Australia.348.3 Surat,India.359 Gender and Social Inclusion9.1 Bhubaneswar,India.379.2 Kochi,India.389.3 Kathmandu,Nepal.39Endnotes .41References .42Table of Contents viiFigure 2.1 Singapo

19、re Mass Rapid Transit(MRT).3Figure 2.2 Institutional structure of transport in Singapore.4Figure 2.3 Bengaluru Bus Station.5Figure 2.4 Institutional structure of transport in Bengaluru.7Figure 2.5 Surat BRT.8Figure 2.6 Organisational structure of Sitilink.9Figure 3.1 Lau Pa Sat,Singapore,from above.

20、11Figure 3.2 Planning Framework in Singapore.12Figure 3.3 View of rail line in Yuen Long District,Hong Kong,China.13Figure 3.4 Ahmedabad BRTS.14Figure 3.5 Urban Development Plans in Ahmedabad.15Figure 3.6 AMTS Route Structure.16Figure 4.1 Rapid KL.17Figure 4.2 KL Monorail.18Figure 4.3 Seatless car o

21、n Metro Line 4.19Figure 4.4 Seoul Buses.19Figure 4.5 Mumbai Metro.20Figure 4.6 Mumbai Double Decker Bus.20Figure 5.1 But station near MRT Kebayoran Baru,Jakarta.21Figure 5.2 Jak Lingko Transfer Station Integrating Transjakarta,Microtrans and commuter train.22Figure 5.3 Thiruvananthapuram.23Figure 5.

22、4 City Bus Improvement Strategy showing number of buses per hour.23Figure 5.5 Surat BRTS.24Figure 5.6 High Mobility Corridor.24Figure 6.1 Krung Thep Aphiwat Central Terminal Station.22Figure 6.2 Wheelchair ramp to basement level at Krung Thep Aphiwat Central Terminal Station.26Figure 6.3 Hiroshima t

23、ram.26Figure 6.4 Image of new south side of Hiroshima Station.27Figure 6.5 Image of tram tracks integrated into Hiroshima Station.27Figure 6.6 Purabaya Intercity Bus Terminal.28Figure 7.1 Night bus,Seoul.29Figure 7.2 Light Rail Tram in Sydney,Australia.31Figure 7.3 CSKA Station,Moscow Metro.32Figure

24、 8.1 Onay Card.34Figure 8.2 ODIN Pass logo.35Figure 8.3 Surat PT Smart Card.36Figure 9.1 Using social media to sensitize passengers about gender issues.37Figure 9.2 Mo E-ride drivers.38Figure 9.3 Kudumbashree Women in Kochi Metro .39Figure 9.4 Tempo driver,Kathmandu.40List of FiguresviiiAFCS Automat

25、ed Fare Collection System AI Artificial Intelligence ATM Automatic Teller Machine ATMS Advanced Traffic Management Systems AV Autonomous Vehicles BMTLA Bengaluru Metropolitan Land Transport Authority BRTS Bus Rapid Transit SystemCBD Central Business DistrictCMP Comprehensive Mobility PlanCNG Compres

26、sed Natural GasFSI Floor Space Index HMC High Mobility CorridorIoT Internet of ThingsITS Intelligent Transport System LRT Light Rail TransitLTA Land Transport Authority(Singapore)MaaS Mobility as a Service MRT Mass Rapid TransitMTR Mass Transit Railway PIS Passenger Information SystemsPPP Public Pri

27、vate Partnership ROW Right-of-WaySDGs Sustainable Development Goals SMC Surat Municipal Corporation SOP Standard Operating ProcedureSPV Special-Purpose VehicleSUMP Sustainable Urban Mobility PlanSUTI Sustainable Urban Transport Index TOD Transit Oriented Development TOM Ticket Office MachineTPU Tick

28、et Processing UnitAbbreviations 1According to UNHABITAT,more than 2.2 billion people,or 54 per cent of the global population,live in Asia.1 Rapid urbanisation and population growth have put increasing pressure on existing transport systems in Asian cities,particularly on public transport systems.2 W

29、hile growing motorisation is the main culprit behind congestion,traffic jams are also exacerbated by the lack of integration of the public transport system.Each transport mode competes for limited road space,while travellers must make inconvenient transfers and navigate the complexities of multiple

30、fare payment systems.Even when new transit systems are built,transport planners and engineers design them without considering the physical and virtual connectivity between modes.To ensure that passengers are not faced with difficult transfers between modes,it is recommended that transport systems be

31、 planned and operated in an integrated manner.This is achieved by bringing together agencies and transport operators to coordinate planning and operations,integrate their ticketing systems,and provide comprehensive transport information.To address these challenges,ESCAP initiated the project Buildin

32、g Capacity for the Integration and Application of Digital Technologies in urban public transport systems in Asia-Pacific Cities(Project ID:2021-TD-001).A key part of this project was to create Integrated Public Transport Systems:A Guidebook for Policymakers,a guide on how to integrate urban and tran

33、sport planning and incorporate digital technologies.In the process of developing this Guidebook,the authors also collected information from countries and cities around the world to find examples of good practices of integrated public transport.The current report,Integrated Public Transport Systems:A

34、 Compendium of Good Practices from Asia and the Pacific,presents a selection of these examples.Readers are encouraged to read this report in conjunction with the Guidebook.The Compendium follows the structure of the Guidebook for Policymakers,which in turn was structured according to the key element

35、s needed to achieve an integrated public transport system:Chapter 2.Institutional Frameworks for Integrated Public Transport Systems:This chapter presents three different models of institutional frameworks used in Singapore,Bengaluru and Surat which allowed their respective municipal authorities to

36、successfully integrate and operate efficient public transport systems.Chapter 3.Planning Integrated Public Transport Systems:This chapter presents different approaches used by Singapore;Hong Kong,China;and Ahmedabad in preparing their urban land-use and transport plans.Introduction121Chapter 4.Publi

37、c Transport Modes:In the Asia and Pacific region,mass transit systems tend to be bus-based,rail-based or use specialised transport vehicles.This chapter introduces the integrated public transport systems of Kuala Lumpur,Seoul and Mumbai,India.Chapter 5.Operational Strategies:This chapter describes t

38、he operational strategies of three cities:Jakarta;Thiruvananthapuram(Trivandrum),India;and Surat,India.Each city revised its operational strategy to bring together the different public transport modes into an integrated network.Chapter 6.Interchanges:Interchanges play a crucial role in ensuring the

39、smooth flow of passengers and the effective operation of the transport system.This chapter provides examples of different types of interchanges from Bangkok;Hiroshima,Japan;and Surabaya,Indonesia.Chapter 7.Data and Digital Applications:More and more,data and digital applications are being used for t

40、he planning and management of transport operations,as well as by passengers to access information.In this chapter,examples of how Seoul,Sydney,and Moscow are using data in their planning and operational processes are described.Chapter 8.Integrating Fare Systems:Following on from the previous chapter

41、 on digital applications,this chapter presents examples of fare ticketing systems from Almaty,Kazakhstan;Queensland,Australia;and Surat,India.Chapter 9.Gender and Social Inclusion:In recent years,some transport operators and municipal governments have launched initiatives to make their transport sys

42、tems more equitable and inclusive,particularly for women passengers and transport staff.This chapter describes how Bhubaneswar,India;Kochi,India;and Kathmandu,Nepal,have taken steps to bring more women into the transport work force.It is hoped that all stakeholders who are involved in urban and tran

43、sport development and operations in Asia and the Pacific,including government officials and policymakers,service providers,public transport agencies,and operators,will find the Guidebook and the Compendium of Good Practices helpful for planning integrated public transport systems in their cities.32.

44、1 LAND TRANSPORT AUTHORITY,SINGAPORE3Singapore has long been regarded as a successful case of integrated land use and transport planning.Much of this success has been attributed to the city states Land Transport Authority(LTA),one of the few examples of a governing structure in which a singular enti

45、ty has the ultimate responsibility and decision-making power over the design and planning of land use and public transport.The LTA,established in 1995,is a statutory entity under the Ministry of Transport and was created by bringing together entities such as the Mass Rapid Transit Corporation(MRT),R

46、oads&Transportation Division of the Public Works Department,Registry of Vehicles,and Land Transportation Division of the former Ministry of Communications(Figure 2.2).FIGURE 2.1 Singapore Mass Rapid Transit(MRT)Photo:iStock/CharlieTongInstitutional Models for Integrated Public Transport Systems2The

47、key to successfully integrating public transport is to have an effective institutional model which brings different agencies together while avoiding overlapping responsibilities.Factors such as the size of the city,governance structures,and administrative cultures determine which model is most appro

48、priate for each city.Based on a review of global good practices,three examples of institutional models for integrated public transport are presented in this chapter:Singapore,Bengaluru,India,and Surat,India.422.1.1 STRATEGIC FUNCTIONS The strategic functions of the Land Transport Authority extend ac

49、ross the formulation of land transport policies;planning,design,and development of transport systems and infrastructure;management of road traffic and maintenance of related infrastructure and systems;promotion and regulation of public transport;regulation of private transport ownership and usage;ce

50、ntralised bus network planning;and assistance to the Public Transport Council(PTC)in regulating bus and rail fares and bus services.Notably,the LTA owns the rail operating assets under the New Rail Financing Framework,as well as public transport assets.This allows for the timely investment in capaci

51、ty expansion and replacement and upgrading of the assets.This well-defined governance structure has enabled institutions to work together to prepare land use plans and transport strategies,develop transport infrastructure and the public transport system,and manage demand for road space by giving pri

52、ority to efficient modes.2.1.2 TACTICAL FUNCTIONSBeginning in 2009,the LTA assumed the role of central bus planner and was empowered to license bus operators and enforce penalties as provided in the Public Transport Council Act.The LTA acts as an agent and technical advisor,assisting the PTC in acti

53、vely monitoring and tracking bus services and bus service standards.In 2010,LTA acquired TransitLink,allowing it to offer an integrated fare collection system for the bus network,MRT and Light Rail Transit(LRT)systems.With the LTA overseeing and managing all the public transport modes at strategic a

54、nd tactical levels,the public transport system in the city works as a single integrated unit.A consistent identity was promoted,together with fare integration,information integration,seamless interchanges and an integrated route structure consisting of MRT,LRT and buses.Thus,the passengers experienc

55、e the system as a single integrated system served by multiple modes and operators.FIGURE 2.2 Institutional structure of transport in SingaporeSource:ESCAPLand Transport Authority(LTA)Public Transport Council(PTC)Civil Aviation Authority of Singapore(CAAS)Maritime Port Authority(MPA)TranslinkOperatin

56、g and Subsidiary companies ezlink,MSI GlobalMinistry of Transport(MOT)5Institutional Models for Integrated Public Transport Systems2.1.3 OPERATIONAL FUNCTIONS OF PUBLIC TRANSPORT MODESThe LTA regulates and manages MRT,LRT and buses services,while third parties operate these services according to ser

57、vice standards set by LTA.The bus system is currently operated by four companies offering different types of transport services,such as midnight bus services and feeder bus services that connect passengers within an estate.LTA brought all public buses and related physical infrastructure such as inte

58、rchanges under the ownership of the government and implemented a central planning system for bus services.A Bus Contracting Model was introduced in 2016 to engage bus operators on a fixed fee basis.Meanwhile,the train system is run by two public sector companies,SMRT Corporation Ltd(SMRT)and SBS Tra

59、nsit(SBST).2.2 BENGALURU METROPOLITAN LAND TRANSPORT AUTHORITY,INDIA4Bengaluru is a city with a population of 6.8 million people in the state of Karnataka,India.Spanning over 741 sq.km,it has a large transport network consisting of railways,metro,and buses.The Bengaluru Metropolitan Land Transport A

60、uthority,or BMLTA,is a good example of a single agency which acts as regulator and coordinator of urban transport,together with existing institutions.Bengaluru was one of the first cities in India to set up a Unified Metropolitan Transport Authority(UMTA)to coordinate the planning and management of

61、the integrated urban transport system.FIGURE 2.3 Bengaluru Bus StationPhoto:Sarath KT-Elements Creative622.2.1 STRATEGIC FUNCTIONS Bengaluru has several different entities overseeing urban planning and development(Figure 2.4).The Bengaluru Metropolitan Land Transport Authority(BMLTA)was established

62、in 2007 by the Government of Karnataka,headed by a committee with representatives from the transport sector in Bengaluru.In the same year,the Directorate of Urban Land Transport(DULT)was established under the Urban Development Department of the Karnataka government.The DULT acted as a secretariat fo

63、r BMLTA.Its functions were to coordinate all transport matters in the Bengaluru Metropolitan Region,prepare a Master Plan for transport infrastructure,oversee transport projects,initiate steps for a regulatory framework,and take decisions related to integrated urban transport and land use planning.H

64、owever,the DULT did not have statutory powers and lacked the legislative backing,financial resources and power to raise and disburse funds.This resulted in weak coordination among agencies at different government levels and no change in the responsibilities of existing agencies.To create a single ag

65、ency to coordinate,integrate and monitor all land transport initiatives in the city,the BMLTA Act was introduced at the end of 2022,giving the BMLTA the statutory backing to its role.The BMLTA now makes all policy decisions in the Bengaluru Urban Mobility Region and has the power to give orders to t

66、he relevant agencies.This will help integrate urban transport planning across the various institutions.The functions of the BMLTA include preparing the Comprehensive Mobility Plan,reviewing and approving the City Mobility Investment Program,preparing regulations and guidelines to promote seamless mo

67、bility of urban transport,monitoring the use of funds for urban mobility,and establishing a fund to implement provisions of the bill.2.2.2 TACTICAL FUNCTIONS The Bangalore Metropolitan Transport Corporation(BMTC),operated by the state of Karnataka,provides most of the urban bus services within the c

68、ity and connections to nearby cities.The government-owned companies operate under the Transport Secretariat.The BMTC plays a pivotal role in urban transport by planning and optimizing bus routes.They introduce new bus services,including feeder routes to metro stations.Additionally,BMTC manages fare

69、structures and has introduced smart card payment options to improve the convenience of bus travel.The city also has a metro rail system called Namma Metro,which is a joint venture between the Indian and Karnataka governments.The Bangalore Metro Rail Corporation Limited(BMRCL)is responsible for plann

70、ing and expanding the metro network to cater to various parts of the city.2.2.3 OPERATIONAL FUNCTIONS BMTC is responsible for the extensive daily operations of the citys bus network,which includes managing route services and schedules.BMTC also oversees the collection of fares and ensures that fare

71、collection systems are in working order.Additionally,it maintains the fleet of buses,bus depots,and passenger amenities like bus stops.Meanwhile,the BMRCL takes charge of the daily operations of the metro rail system in the city,including managing train schedules,station operations and safety measur

72、es.BMRCL also ensures the cleanliness and maintenance of metro stations and trains,handles fare collection and manages the ticketing system for metro services.7Institutional Models for Integrated Public Transport SystemsFIGURE 2.4 Institutional structure of transport in BengaluruSource:CEPT/ADB(2023

73、)Government of IndiaBangalore Metro Rail Corporation Limited(BMRCL)Urban Development DepartmentDirectorate Urban Land Transport(DULT)Bangalore Metropolitan Region Development Authority(BMRDA)Bangalore Metropolitan Land Transport Authority(BMLTA)Bruhut Bangalore Mahanagara Palika(BBMP)Government of K

74、arnatakaTransport SecretariatBangalore Development Authority(BDA)Karnataka State Road,Transport Corporation(KSRTC)Bangalore Metropolitan Transport Corporation(BMRTC)Bangalore Metro Rail Corporation Limited(BMRCL)Indian RailwaysPrivate OperatorsAndhra Pradesh State Transport CorporationNorth-West Kar

75、nataka Road Transport Corporation(NWKRTC)Kerala State Transport CorporationNorth-East Karnataka Road Transport Corporation(NEKRTC)82.3.1 STRATEGIC FUNCTIONS Surat Municipal Corporation(SMC)is a local government and is legally empowered to deliver public transport services under the Gujarat Municipal

76、 Corporation Act.The SMC prepares the Surat Development Plans with the Surat Urban Development Authority(SUDA),as well as the Comprehensive Mobility Plans.The SMC accesses finances from higher levels of government whenever available,and bus system development is carried out using its budgetary sourc

77、es.In addition,SMC is one of the three shareholders entrusted with developing a multi-modal hub in the city.The SMC also plays an important role in the Gujarat Metro Rail Corporation(GMRC),a joint-venture company between the Government of India and the Government of Gujarat which is responsible for

78、the development of metro rail systems in the cities of Gujarat.FIGURE 2.5 Surat BRTPhoto:CEPT22.3 SURAT MUNICIPAL CORPORATION,INDIA5 Surat presents an evolving story of an empowered urban local body that planned public transport from scratch and achieved an integrated public transport approach with

79、a fair amount of success.With an estimated seven million people living in the city(2021),Surat is the 8th most populated city in India.At present,the city operates three bus-based public transport systems,including the Bus Rapid Transit System(BRTS),the city bus service and the High Mobility Corrido

80、r(HMC).All three systems operate on an integrated network with defined interchanges,a fully operational information system,and a single fare structure and single ticket for the entire journey.9In 2012,SMC established 30 km of a BRT system thanks to a national grant to the city(50 per cent of project

81、 cost)and a state grant(30 per cent).Following the success of the system,the city expanded the BRTS network by 80 km with its own funds.Meanwhile,the company that managed the city bus service did not adhere to its contractual conditions,leading to the operation of only 20-25 buses by 2014.This led t

82、o the termination of the NCC contract and procurement of buses under a Gross Cost Contract(GCC)contract.To manage all bus services as an integrated system,Surat Sitilink Limited was established with a vision to provide“One City,One Network,One Ticket,One Fare Structure,and One Timetable”.This set ne

83、w benchmarks for a comprehensive approach to urban transport planning in the country.Sitilink was established as a fully owned company by Surat Municipal Corporation under the Companies Act(2013)(Figure 2.6).Sitilink performs a range of crucial functions,including planning,regulating,and controlling

84、 the operations of the BRT services;integrating feeder services and other transit options;and setting service quality standards.Sitilink also manages the acquisition,communication,warehousing,and processing of data for effective planning and monitoring.It contracts fleet operators for both trunk and

85、 feeder line operations,as well as station management and revenue collection services.FIGURE 2.6 Organisational structure of SitilinkSource:ESCAPInstitutional Models for Integrated Public Transport SystemsChairman(Sitilink)Commissioner,Surat Municipal CorporationDeputy Municipal Commissioner(CEO)Rep

86、resentative of Police CommissionerRepresentative of SUDARegional Transport Officer,SuratChairman Standing Committee,SMCChairman,Transport CommitteeChief Accountant2.3.2 TACTICAL FUNCTIONSPrior to 2006,the Gujarat State Road Transport Corporation(GSRTC)was responsible for providing public transport i

87、n the cities.However,in 2006,the state of Gujarat transferred this responsibility to city governments,leading SMC to take up public transport management and operations.As the organisation lacked experience in this role,SMC hired a private company under a Net Cost Contract(NCC)to deploy buses.To meet

88、 costs and investment needs,an urban transport fund was put in place in 2008,funded from parking fees,the sale of additional Floor Space Index(FSI),Environmental Charges,grants,and other fees related to urban transport infrastructure and services.10Furthermore,the business models adopted by SMC aim

89、to boost productivity by selecting supply and service partners who meet quality,expertise and capability standards;capturing cost efficiencies;and limiting long-term employee liabilities and legacy costs.Surats experience serves as a model for other urban areas,demonstrating the importance of local-

90、level decision-making in addressing the unique transport challenges faced by rapidly growing cities.Through their dedication and commitment,various stakeholders of Surat have created a public transport system that caters to the needs of its residents while promoting sustainable and accessible mobili

91、ty options.2 113.1 SINGAPOREFIGURE 3.1 Lau Pa Sat,Singapore,from abovePhoto:Fahrul Azmi on UnsplashPlanning Integrated Public Transport Systems3Land use and transport are intricately related.The location and design of spatial development have a fundamental influence on travel patterns.At the same ti

92、me,the location and characteristics of major transport infrastructure impact the choice of land use.This chapter presents different planning approaches used by Singapore,Ahmedabad,India,and Hong Kong,China.12Soon,L.(2020)The planning framework in Singapore allows collaboration between different plan

93、ning sectors and enables flexibility between short and long-term goals(Figure 3.2).The citys development for the next 40 to 50 years is outlined in the Concept Plan,a strategic land use and transport plan which is revised every ten years.The Master Plan then translates the broad and long-term strate

94、gies of the Concept Plan into detailed plans to guide development over 10 to 15 years.The Land Transport Authority(LTA)prepares and updates the Transport Master Plan every five years based on the Master Plan.To expedite progress,the Urban Redevelopment Authority collaborates with various government

95、entities to guarantee the provision of fundamental infrastructure and utilities in the targeted areas.FIGURE 3.2 Planning Framework in SingaporeA consistent strategy applied since independence in 19653At an early stage,the LTA recognised that increasing road space will not solve problems such as tra

96、ffic congestion and carbon emissions.Hence,the LTA focused on increasing public transport use by expanding the MRT network,improving bus services,and managing private vehicle demand with policies and Electronic Road Pricing(ERP).To maintain a compact city structure and reduce the need for private ve

97、hicles,Singapore uses spot zoning to increase density and improve access to public transport.Singapores rapid transit system services heavy-demand corridors for long trip lengths,while buses complement the high-demand corridors to maximize accessibility.The Singapore Metro system commenced operation

98、s in 1987 has since grown to become a comprehensive urban rail network.At present,it encompasses a total network length of 200 km,consisting of six main Metro lines and two Light Rail Transit(LRT)lines spanning a total length of 28 km.The two LRT lines are strategically located in the Bukit Panjang

99、and Sengkang-Punggol residential areas serve as feeder services,connecting residential estates to the wider Metro rail system.Meanwhile,priority is given to buses through measures such as signal priority,a dedicated full-day bus lane,and easy entry and exit to the bus bay.The average daily ridership

100、 in public buses marked 3.4 million rides in 2022,3 million in MRT and 0.2 million in LRT.6 13Planning Integrated Public Transport Systems3.2 HONG KONG,CHINA7FIGURE 3.3 View of rail line in Yuen Long District,Hong Kong,ChinaPhoto:iStock/Chunyip WongHong Kong,China has an extremely high density of 26

101、,700 people per sq.km.Its extensive public transport system,including railways,trams,buses,mini-buses,taxis,and ferries,serve approximately 9.7 million passengers daily.The citys visionary urban planning has strictly controlled the expansion of the built-up areas.The high level of urban density is p

102、ossible thanks to the citys railways,which serve as a backbone of the citys urban development.To achieve sustainability,the city prioritizes brownfield development over greenfield projects.The authorities implement a spatial development strategy which balances consolidation and decentralization.The

103、consolidation approach focuses on concentrated development near mass transit hubs.Conversely,the decentralization strategy seeks to create diverse development opportunities in new regions.Since its introduction in 1999,Transit-Oriented Development(TOD)has shaped the citys development,with the result

104、 that 90 per cent of motorized trips now use public transport,with the MTR system playing a pivotal role.The citys TOD adheres to three key principles:high-density development in station walk-in catchment areas,land use density for community vitality,and high-quality density for seamless connectivit

105、y,pedestrian safety,and green spaces.143.3 AHMEDABAD,INDIAAhmedabad,the largest city of Gujarat state,is the seventh largest metropolis in India with a population of around 7 million(2021)and a municipal area of 488 sq.km.It was Indias first UNESCO World Heritage City and has a rich planning history

106、.Under the Gujarat Town Planning and Urban Development Act(GTPUDA)of 1976,city planning followed a three-fold procedure:first,the creation of a Development Plan(DP)to provide an overall development framework around the citys municipal boundaries;second,the crafting of Town Planning Schemes(TPS)to pu

107、t into action of land readjustment tool to adapt land for urban use;and third,Local Area Plans(LAP)to assign land area for public purposes(Figure 3.5).FIGURE 3.4 Ahmedabad BRTSPhoto:Sarath KT,Elements Creative3The Hong Kong Government employs a proactive financial strategy,called value capture finan

108、ce,to fund MTR infrastructure expansion.The MTR Corporation operates the rail network across the territory,but uses property development as its primary revenue source.This is known as the Rail+Property(R+P)model.Under this model,the MTRCs Property Division constructs and maintains properties near MT

109、R stations,with the land remaining under public control to prevent speculation and to ensure public benefit.Around half of the railway operators income comes from property development,resulting in housing premiums rising by 5 per cent to 3 per cent.Kowloon Station is a prime example of successful pl

110、acemaking and financial outcomes.15FIGURE 3.5 Urban Development Plans in AhmedabadTransit-Oriented Development was introduced in 2014 through the inclusion of Transit Oriented Zones(TOZ)in GTPUDA,and further solidified in the Development Plan 2021.Concurrently,a Comprehensive Mobility Plan was devis

111、ed,focusing on TOZ along the MRTS corridors.These mechanisms have enabled high density development and the expansion of the road network in tandem with urban development.Ahmedabad is one of the best examples of network integration of public transport systems because of its clear and complete ring-ra

112、dial pattern of road networks.The city is serviced by the regular bus service provided by the Ahmedabad Municipal Transport Services(AMTS),the BRTS and Ahmedabad Metro(Gujarat Metro Rail Corporation Limited,or GMRCL).The daily ridership is about 650,000 to 700,000 daily ridership on the bus systems(

113、contributing 8 per cent share of public transport in 2022)and 50,000 average daily ridership in the Metro.8 Busways and the metro are strategically aligned to provide road users with equal or better services and facilities,prioritizing mobility over congestion(Figure 3.6).The transit network design

114、follows a complete street concept,ensuring a dedicated right of way.Planning Integrated Public Transport SystemsDevelopment PlanTown Planning SchemesLocal Area Plan16FIGURE 3.6 AMTS Route StructureSource:CEPTAhmedabad:Overlapping routes on almost all the major radialsAhmedabad:Centralized route stru

115、cture -60%of routes start from Lal Darwaja3Despite the introduction of the BRT,there has been a significant reduction in the PT mode share compared to 22 per cent in 2011.This is due to insufficient fleet size,service route planning causing a mismatch in demand-supply,route alignment,and irregularit

116、y in service frequency.9 17Public Transport Modes4The Asia and Pacific region is home to some of the oldest and also newest modes of public transport.In this region,both bus-based and rail-based systems are used.This chapter introduces the public transport modes found in Kuala Lumpur,Malaysia,Seoul,

117、Republic of Korea,and Mumbai,India.4.1 KUALA LUMPUR,MALAYSIA With a population of 6 million,the capital of Malaysia,Kuala Lumpur,has been undergoing rapid urbanisation.The Klang Valley Integrated Transit System is the citys public transport system and is comprised of rail-based and bus-based systems

118、.The rail-based system includes light rapid transit(LRT),commuter rail,mass rapid transit(MRT),monorail and airport rail links.The LRT lines connect the city centre with major suburbs by three lines on standard gauge tracks.The Kelana Jaya line of 46.4 km carries over 250,000 passengers a day.The li

119、ne connecting the north-south direction has 37 stations,31 of which are elevated,one is at ground level,and five are underground.The LRT comes in a four-car configuration,with each car accommodating up to 220 passengers.The MRT and commuter rail lines link the city centre with other major towns and

120、cities.The MRT has the Kajang Line and Putrajaya Line.The Kajang Line spans over 47 km and serves 1.2 million residents along the northwest and southeast of Kuala Lumpur.The driverless train has a capacity of 1,200 passengers in a four-car configuration.This line had an annual ridership of 66 millio

121、n in 2023.The KTM Komuter rail system is 560 km with five lines,and uses multiple air-conditioned units in three and six-car formations.KL Monorail is a straddle-beam supported system that extends to a length of 8.6 km,connecting Kuala Lumpur Sentral in Brickfields to Titiwangsa terminal in Jalan Tu

122、n Razak and passing through the Golden Triangle CBD.The line consists of 11 stations located at intervals of 0.5 km to 1 km.The system currently has an average hourly capacity of 3,416 PHPDT.In 2019,the daily ridership was about 46,000 passengers10,with an average per hour per directional demand(PHP

123、DT)of around 2,628(77 per cent of hourly capacity).Photo:Beam Creative Design Sdn BhdFIGURE 4.1 Rapid KL18The airport rail link is an express service provided by KL Sentral-Terminal Skypark Line to the Subang Airport,as well as the KLIA Ekspres line.KLIA Ekspress line is a non-stop service serving o

124、nly three stations,with a journey time of only 28 minutes and a maximum speed of 160 km per hour.The train runs at 15-minute intervals during peak hour and 20 minutes intervals during off-peak hours.The citys bus network of 177 routes is operated by Rapid Bus and has an average daily ridership of 33

125、2,000 passengers.The Rapid Bus operates City Shuttles at 10 to 20 minutes headway;trunk buses at 15 to 30 minutes headway;local services at 30 to 75 minutes headway;and express buses.4.2 SEOUL,REPUBLIC OF KOREA Seoul has an extensive network of public transport that includes rail-based and bus-based

126、 systems.In 2004,the Seoul Metropolitan Government(SMG)introduced extensive structural changes to upgrade and integrate Seouls public transport infrastructure and operations,including expanding the subway network,introducing an exclusive median bus lane,extending trunk and feeder services,and develo

127、ping the station area.The Seoul Metropolitan Subway consists of multiple systems that form a larger network,including mass rapid transit,light metro,commuter rail and automated people movers.Seoul Metro operates 10 lines spanning 338 km that connect the city centre to surrounding metropolitan areas.

128、Seoul Metro operates lines 1-4,and Seoul Metropolitan Rapid Transit Corporation is responsible for lines 5-8.Line 9 is run by a private operator.The 277 stations are spaced at 1.2 km.Along Line 2,the capacity of one train car is 160 people,providing 16,000 PHPDT at an average headway of 6 minutes.Th

129、e LRT is comprised of 118 km of network with 86 stations.4FIGURE 4.2 KL MonorailPhoto:Beam Creative Design Sdn Bhd 19Public Transport ModesFIGURE 4.3 Seatless car on Metro Line 4Photo:Seoul Metropolitan Government(SMG)FIGURE 4.4 Seoul Buses Photo:Seoul Metropolitan Government(SMG)Seouls bus services

130、 are classified into trunk,feeder,inter-regional and circular lines.They are colour-coded:trunk lines are served by blue buses which connect the city centre,subcentre and suburbs;red buses connect the metropolitan area with the city centre;green buses connect trunk lines and subway stations;and yell

131、ow buses offer circular operations within CBDs.Currently,7,413 buses operate across 353 bus routes to serve 4.28 million passengers per day.11 To improve the reliability of the service,a Bus Rapid Transit system with an exclusive median bus lane was introduced in 2004.The system comprises of 12 rout

132、es that span over 120 km.Through the implementation of BRT,bus speeds have improved by an average of 30 per cent.12 2044.3 MUMBAI,INDIA In Mumbai,67 per cent of the commuters use the public transport systems,which is made up of suburban rail,metro,monorail and bus.Introduced in 1853,the Mumbai subur

133、ban railway is the oldest commuter rail in Asia.It is the most economical transport system in the city as it is subsidised by the Government of India through the Ministry of Railways.The service is served by 1191 Western Railway Suburban and 1613 Central Railway Suburban trains.The network of 430 km

134、 across 150 stations has carried more than 7.81 million passenger trips daily.13 The suburban services are run by electric multiple units in 191 train sets of 12-car and 15-car composition,where 12-car trains have a capacity of 3,504 passengers.14 In 2017,Mumbai Suburban Rail took the lead in India

135、by introducing air-conditioned coaches on its Western and Central lines.The first monorail in India began its operation in Mumbai in 2014.The system was planned with 8 lines but currently only Line 1 is fully operational.The 20.21 km elevated monorail connects south and eastern Mumbai.Each monorail

136、train consists of four coaches with a seating capacity of 18 and a standing capacity of 124.The Mumbai Metro,which was also launched in 2014,has three operational lines with a network length of 30.15 km that serves 0.45 million passengers per day.The trains have a capacity of over 1,100 passengers i

137、n a four-car unit and operate at a headway of 4 minutes for peak hours.The bus service is operated by Brihanmumbai Electricity Supply and Transport Undertaking(BEST).In May 2023,the BEST fleet was comprised of 3,228 buses that provided serve 3.3 million passengers daily.This fleet consists of 525 di

138、esel single-decker buses,2,250 CNG buses,406 electric single-decker buses,45 diesel double-decker buses,and 2 electric double-decker buses.Electric AC midi buses have a capacity of only 33 passengers.FIGURE 4.5 Mumbai MetroPhoto:Sharat KTFIGURE 4.6 Mumbai Double Decker BusPhoto:Sharat KT 215.1 JAKAR

139、TA,INDONESIAJak Lingko is Jakartas integrated transport scheme,designed to achieve seamless integration between TransJakarta buses(BRT)and rail-based services,including the MRT Jakarta and LRT services owned by the Jakarta Provincial Government.Jak Lingko has achieved a high level of integration thr

140、ough a unified fare system,a common ticketing system,interconnected routes,and collaborative efforts among transport operators.Stations and terminals are now strategically designed to facilitate easy transfers.Technological advancements,such as mobile apps and real-time information platforms,enhance

141、 the overall commuting experience.FIGURE 5.1 But station near MRT Kebayoran Baru,JakartaPhoto:iStock/syahrir maulanaOperational Strategies5The public transport journey is always a multi-leg journey.Depending on the nature of the origins and destinations,and the characteristics of the passengers trav

142、elling between them,services must operate in a way that optimises efficiency.This chapter describes the operational strategies used in Jakarta,Indonesia,Thiruvananthapuram(Trivandrum),India,and Surat,India,to deliver integrated public transport services.22A cornerstone of Jak Lingkos network is the

143、citys BRT system.TransJakarta was launched in 2004 and is currently the worlds longest network with over 250 km.15 The extensive corridor-based system covers multiple neighbourhoods and important destinations,with high-frequency service and extended operating hours.What makes the network especially

144、effective is the integration of the BRTS with paratransit operators through a multi-year contract,which allows passengers to use a combination of buses and Mikrotrans services under an integrated fare for a three-hour period.These smaller vehicles can run through narrow roads and kampongs,making the

145、 city even more accessible than before.In 2021,it was estimated that TransJakarta was serving over 80 per cent of Jakartas population.16 The city continues to expand its BRT infrastructure,promoting sustainable mobility and reducing congestion and pollution.In 2023,the Transjakarta transport agency

146、marked a milestone of serving one million passengers in one day,including the BRTS,micro-transit,and other services offered by the agency.17 Future plans involve the integration of the state-owned commuter train,further expanding the range of options.FIGURE 5.2 Jak Lingko Transfer Station integratin

147、g Transjakarta,Microtrans and commuter trainSource:Muhtadi and Trisnawan(2020)5.2 THIRUVANANTHAPURAM,INDIAThiruvananthapuram(Trivandrum),the capital of Kerala in southern India,had a population of about 2.7 million people in 2021.In the same year,it had approximately 1000 buses on 650 routes,run by

148、the Kerala State Road Transport Corporation(KSRTC),the Kerala Urban Road Transport Corporation(KURTC),and private operators.KSRTC manages 90 per cent of the fleet and has operated city and suburban services in Trivandrum for five decades.While its bus network covers 88 per cent of the urban area and

149、 89 per cent of the population,it has seen declining ridership in recent years.5 23Due to a lack of a holistic approach to system planning,city bus operations and regional/suburban bus operations faced several issues,including a mismatch between urban and suburban services,centralized routes,low pop

150、ulation coverage with high-frequency services,and data management challenges.As the route structure had historical origins,there were overlapping routes and inefficiencies.To address these issues,the Government of Kerala,with financial assistance from GIZ SMART-SUT project,appointed the Centre for R

151、esearch Development Foundation(CRDF),CEPT University,to undertake a study on Route Rationalization and City Bus Improvement in 2019.The study made several recommendations,including distinguishing the city and suburban services and restructuring both;new circular routes;terminating most suburban serv

152、ices outside of the city limit;and bringing a few services to the city centre with high frequency.It also developed the E-TRAM(ETM-based Tool for Route Analysis and Monitoring)for route performance monitoring.As a result,in 2021,the Thiruvananthapuram City Circular bus service was launched,covering

153、all major areas of the city and offering high frequencies of 15 minute intervals during peak hours.The buses operate through interchanges to enable transfer points for passengers on radial/trunk routes.To reduce operational losses,the KSRTC also created a separate subsidiary called SWIFT which opera

154、tes long-distance services.In this way,the organisation is making incremental improvements to bring the citys bus services up to international standards.FIGURE 5.4 City Bus Improvement Strategy showing number of buses per hourOperational StrategiesFIGURE 5.3 Thiruvananthapuram Bus245.3 SURAT,INDIASu

155、rat is Indias ninth most populous city and Gujarats second most populous city with an estimated population of 8.3 million in 2024.Most of the major transport initiatives were undertaken between 2014 and 2018.By the end of 2018,the city had expanded its BRT network to 102 km.By 2017,the city had the

156、highest segregated BRTS network in the country,with 80,000 passengers a day.FIGURE 5.5 Surat BRTSPhoto:CEPTSurat is a radial city,where the BRT routes act as trunk corridors and most of the city routes act as feeder services.There are three types of bus services:radial city bus routes,feeder routes(

157、short and directly feed to BRT services),and sub-urban routes(mostly connect to sub-urban areas).Currently,the city has a total of about 45 city bus routes and 13 BRTS routes complementing each other.The city buses have a BRT-compatible design with a right-hand side door which enables city buses to

158、dock at the BRT stations and hence provide seamless interchanges.A High Mobility Corridor(HMC)(a bus service with high frequency with a central bus station similar to BRTS)runs along the inner ring road,which is highly dense with commercial land use.Services have been planned with minimum overlap an

159、d a high level of service integration.Surat offers seamless travel using integrated fare options,including a smart Surat Money Card for both transport and shopping(see Chapter 7).FIGURE 5.6 High Mobility CorridorSource:CEPT5 256.1 KRUNG THEP APHIWAT CENTRAL TERMINAL STATION,BANGKOK,THAILANDThe Krung

160、 Thep Aphiwat Central Terminal Station,Bangkok,also known as Bang Sue Grand Station,first opened in August 2021.Owned and operated by the State Railway of Thailand,the station is expected to become the new railway hub of Bangkok.In addition to MRT and bus services,the station will be the terminus of

161、 most regular train services as well as the high-speed railway network,which is currently under construction between Bangkok and Nakhon Ratchasima.This will make it a Level 1 Interchange which offers direct transfers between regional services and urban services,according to the classification of int

162、erchanges in CEPT/ADB see Section 6.4 in Integrated Public Transport Systems:A Guidebook for Policymakers).FIGURE 6.1 Krung Thep Aphiwat Central Terminal StationPhoto:iStock/WirestockInterchanges6As the passenger enters the station,several decision points are present where the passenger decides on a

163、ctivities related to the trip,such as ticketing,waiting,boarding and alighting the modes.The various types of spaces in interchanges play a crucial role in ensuring the smooth flow of passengers and the effective operation of the transport system.This chapter presents three examples of interchanges:

164、Krung Thep Aphiwat Central Terminal Station,Bangkok;Hiroshima,Japan;and Purabaya Intercity Bus Terminal,Surabaya,Indonesia.266The station is currently the largest railway station in South East Asia,with 26 platforms and a potential capacity of some 60,000 daily passengers.18 The advantage of being b

165、uilt as an entirely new station is that connectivity with the MRT,commuter trains and bus services have been integrated into its design.Unlike some other railway stations in Thailand,the platforms are closed-access,meaning that only passengers with tickets will be allowed into the boarding areas.The

166、 station boasts a large food court,with more retail shops planned for the future.The station has also been designed to be wheelchair accessible,including ramps and elevators(Figure 6.2).The station is a key component of the longer term Bang Sue Smart City Development Plan,and is said to have been de

167、signed based on Transit Oriented Development principles and using the Smart City concept.The aim is to create a new business district around the station,including a“smart business complex”and government offices.As the project is one of the pilot projects under the ASEAN Smart Cities initiative19,oth

168、er countries in the region will also be watching to see how the new station affects smart city development.FIGURE 6.2 Wheelchair ramp to basement level at Krung Thep Aphiwat Central Terminal StationPhoto:iStock/sommaiphoto6.2 HIROSHIMA STATION,JAPANSince 2020,the main railway station of Hiroshima,Ja

169、pan,has been undergoing a major transformation with the construction of a new station building.At present,passengers can take both local train services and the bullet train services from the station,as well as change to trams,city buses,and taxis.However,the new station will feature the integration

170、of the citys Light Rail Transit system directly into the main station building.The new station building is scheduled to be completed in the spring of 2025.FIGURE 6.3 Hiroshima tramPhoto:Varun Varghese 27InterchangesDuring the study phase for the new station,engineers considered bringing the trams in

171、to the ground floor or underground,but the costs were too high.They therefore decided to elevate the tracks outside of the station in order to bring the trams directly into the second floor of the station,while buses and taxis will remain on the ground floor(Figure 6.4).Not only will this facilitate

172、 the transfer between trains and trams,but this design will also expand floor space in and around the station by approximately 1.4 times by making full use of the cubic space.The current tram network is also being redesigned to shorten the journey times between the station and a major business and s

173、hopping area.In addition,elevated pedestrian walkways and viewing decks will be installed around the station plaza,allowing pedestrians to walk easily between the station and nearby buildings.The extensive use of glass is designed to bring in natural light from outside(Figure 6.5).On the 7th to 9th

174、floor,there will be an open rooftop plaza,where people can sit and enjoy views of the city as well as periodic events.FIGURE 6.4 Image of new south side of Hiroshima StationPhoto:JR West JapanFIGURE 6.5 Image of tram tracks integrated into Hiroshima StationPhoto:JR West Japan28Hiroshima is one of a

175、handful of cities in Japan which kept its tram system throughout the period of rapid economic growth in the 1960s and 70s.Trams are said to be a valued part of the citys transport network thanks to the important role they played in the reconstruction of the city after the atomic bomb was dropped in

176、1945.By making access even easier than present,it is hoped that the LRT will be used by more and more passengers.6.3 PURABAYA INTERCITY BUS TERMINAL,SURABAYA,INDONESIAWith a population of about 3 million people,the city of Surabaya is the second largest city in Indonesia.In addition to five commuter

177、 train lines and a variety of informal transit options,the citys residents depend on bus services for public transport.Since 2018,the Suroboyo Bus system has offered services in the city.These services are known for their bright red buses and unique fare payment system:passengers can exchange polyet

178、hylene terephthalate(PET)plastic bottles for their fare.It was the second city in the world to implement this kind of payment system,after the subway in Beijing implemented it in 2014.20 Within the bus network,the Purabaya Intercity Bus Terminal is a state-of-the art intercity bus terminal.Passenger

179、s can transfer smoothly between intercity and suburban buses to urban buses.In 2016,the terminal handled 16,151,715 arrivals and 16,071,055 departures,using 577,820 arrival and 575,794 departure buses.The terminal is well managed and features a mosque,bus information,ticketing booths,passenger waiti

180、ng areas,kiosks,restaurants,toilets,and two-level departure halls with an overpass leading to 25 intercity and suburban bus bays and 10 central city bus bays.There is also an agent for the Indonesia National Maritime(Pelni),and Juanda International Airport is about 20 minutes away.The terminal is th

181、e largest bus terminal in South-East Asia.FIGURE 6.6 Purabaya Intercity Bus TerminalPhoto:Ekawati Banjarnahor6 29Data and Digital Applications77.1 SEOUL,REPUBLIC OF KOREAThe Republic of Korea is one of the global leaders in the use of digital technologies for advanced transport systems.In 2021,Minis

182、try of Land,Infrastructure,and Transport(MOLIT)established the Master Plan for Intelligent Transportation System 2030,a ten-year plan which aims to create a safe and convenient mobility environment with advanced transport technology.21 This scheme involves developing and implementing emerging techno

183、logies such as C-ITS,AI,autonomous vehicles,and IoT to increase traffic congestion,improve traffic safety,and provide user-customised services.A key partner in the plan is the Intelligent Transport Society of Korea,a national organisation tasked with setting ITS standards,performance evaluation,inte

184、rnational cooperation,and other roles.22 FIGURE 7.1 Night bus,SeoulPhoto:iStock/WirestockDigital technologies are increasingly being utilised in urban public transport systems across the globe.These applications enhance the smooth integration of services,fares,information exchange,and many other com

185、ponents which make up public transport systems.This chapter describes how Seoul,Republic of Korea;Sydney,Australia;and Moscow,Russian Federation,are taking advantage of data and digital applications to improve their public transport systems.307One important aspect of intelligent transport is informa

186、tion dissemination.Throughout the country,bus information systems are being provided within cities,as well as in intercity operations.The projects are split among 28 primary and secondary regionally-based projects.The primary region is comprised of twelve cities in Gangwon Province and two cities in

187、 Jeollanam Province.Bus information systems installed as part of the project include 63 bus information panels,30 vehicle on-board units,and one central system.The secondary group is comprised of five cities in Gangwon Province,six cities in Jeollanam Province,three cities in Chungcheongnam Province

188、 and Gyeongsangbuk Province.It features 333 bus information panels,616 vehicle on-board units,270 automatic passenger counters,62 bus route information systems,and one central system.The bus information systems have had several positive impacts,including improving user safety,reducing emissions,and

189、increasing service efficiency.23 A study undertaken in the Republic of Korea has indicated that by using bus information systems along the 8.3-kilometre section between Daejeon and Chungju,an estimated 39.45 tCO2/km was reduced.24 Additionally,the installation of bus information systems has resulted

190、 in a 35 per cent reduction in waiting times and a 24 per cent reduction in bus-related crashes.25 By 2021,the municipal government of Seoul had also established free Wi-Fi on all 35,006 city buses,while 2,340 of Seouls 4,080 bus stops were equipped with free,high-speed,wireless access points.26 The

191、 city has also installed“Smart Shelter”bus stops across the city,which feature digital screens to notify passengers of approaching buses and provide other relevant transport information(see Box 7.2 in Integrated Public Transport Systems:A Guidebook for Policymakers).Another innovative initiative lau

192、nched in 2012 is the late-night bus service,the“Owl Bus”.27 This service was launched to fill the gap of reduced services at night,especially for low income or vulnerable groups.The project made extensive use of Big Data,such as mobile phone usage data and smart card data from taxis to identify pick

193、-up and drop-off destinations for late-night transport users.This data was separated into geographic cells within the city,so that the floating population and their travel demands could be assessed.Data was then compared against existing bus routes,so that services and service frequencies were readj

194、usted.In 2023,around 100 buses were serving these routes from 11:30 p.m.to 6:00 a.m.7.2 SYDNEY,AUSTRALIAA cornerstone of the Metropolitan Plan of the Greater Sydney Commission and Transport for New South Wales is Sydneys 30-minute city.28 This initiative aims to improve connectivity within and betwe

195、en Greater Sydneys 34 strategic centres by increasing the frequency of public transport services to metropolitan centres.29 This will eventually enable residents to travel to critical points around the city(work,school,shopping health,and recreational activities)within 30 minutes,regardless of the m

196、ethod of transport.31An important tool in the planning of the 30 minute city is data.To better understand the traffic flows of the city,Big Data derived from Sydney Metros Opal Smart Cards and general transit feed specifications are being used to calculate movement trajectories of public and private

197、 vehicles.30 These methods culminated in the collection of over 850 million data points,which in turn have been made available for rapid interpretation using multiple visualisation techniques,including heatmaps,point clouds,animations,and clustering.Findings from this analysis indicate that large-sc

198、ale visual analytics of open-source Big Data can be utilised by transport agencies to plan route management and increase the liveability of cities.The proximity to Greater Sydneys centres will help build the citys resilience and post-pandemic recovery.Opportunities also exist to focus jobs and servi

199、ces in centres and industrial areas near where people live,and to invest in public transport connections for new communities.7.3 MOSCOW,RUSSIAN FEDERATIONIn recent years,Moscow Transport has employed data and smart systems to improve its operations.For example,to help reduce private car usage and im

200、prove traffic conditions,the Mayor for Transport used ITS to collect data on bus passenger boarding and alighting,frequency and speed,and load on the movement of all buses.In recent years,Moscow Transport has employed data and smart systems to improve its operations.For example,to help reduce privat

201、e car usage and improve traffic conditions,the Mayor for Transport used ITS to collect data on bus passenger boarding and alighting,frequency and speed,and load on the movement of all buses.From this data,a new bus route network called Magistral was launched.The Magistral has given more than 900,000

202、 people working downtown access to an efficient alternative to metro travel that would have otherwise required line changes.31 The data is collected from a wide range of mobile sources,including on metro and bus trips,photo and video recordings of violations,vehicle tracking,tracking of mobile appli

203、cations,and Wi-Fi use.This data provides the Mayor for Transport feedback from passengers and informs the department about up-to-date happenings across the city.For example,the Mayor for Transport can alter the route network if there is a new hub of activity in the city that needs public transport s

204、ervice.This makes public transport within Moscow more dynamic and responsive to the needs of commuters.Data and Digital ApplicationsFIGURE 7.2 Light Rail Tram in Sydney,AustraliaPhoto:iStock/asiafoto32Another key feature is the use of Troika transport cards.Introduced in 2013 for all types of public

205、 transport,Troika cards were used to pay for more than 85 per cent of public transport trips by 2018.32 Supported by the Ministry of Transport,the Troika card system aims to consolidate various transit systems into a single ticket,reducing reliance on disposable paper tickets.Since the systems intro

206、duction in 2013,more than 36 million Troika cards had been sold as of 2021.33 Currently,the Troika transport cards take place in many forms.In addition to the plastic card,Troika can be purchased in the form of a key ring,bracelet,ring,token,or as a card on your mobile phone (ex.through Apple Pay).U

207、sers can also use Troika for purchases at retail centres.In the past,waiting in line for 15-20 minutes at the ticket office was a regular occurrence for riders of the Moscow Metro.These days,however,ticket vending machines and smart cards have significantly reduced waiting times.The card can also be

208、 topped up via online methods and through mobile phones.Moreover,Moscow Transport has initiated trials for a new method to push information to metro passengers.From the data collected from Troika cards,the organization suggests personalized recommendations for each passenger to optimise their use of

209、 the citys public transport system(tailored transport).Moscow Transport also anticipates that such personalised insights will evolve into a useful tool for regulating passenger flow in the future,ultimately harnessing the potential of Big Data to enhance the comfort and safety of Moscow residents.34

210、 FIGURE 7.3 CSKA Station,Moscow MetroPhoto:iStock/Yury Karamanenko7 338.1 ALMATY,KAZAKHSTAN In the past,Almatys public transport system depended on single tickets.In 2014,70 per cent of ticket revenue came from single ticket sales on board the vehicles(City of Almaty Sustainable Transport,2017).Due

211、to concerns about inefficiency,as well as potential revenue leakage of up to 19 per cent of total potential revenues,the City of Almaty decided to revamp the public transport payment system with the launch of a new electric ticketing system,Onay cards.35 The Onay electronic ticketing system function

212、s as an online platform where the card serves as an identifier for an electronic wallet,using technology similar to banking systems.The Onay card does not retain the holders account details,funds,or personal information.In the event of loss and prompt blocking of the card,the user retains their bala

213、nce and maintains the security of their personal data.There are various methods to top up the balance in the card.Users can top up their balance online or at one of the over 1,200 Onay distribution points.Additionally,cards can be bought directly on board buses or trolleybuses,to help accommodate th

214、e passengers convenience.To encourage the switchover to the new card system,there was a strong price initiative to use the Onay card.The Transport Holding of Almaty made the price of a cash-paid single ticket almost twice as expensive than the Onay card(the standard fare is 80 tenge if paid by Onay

215、card and 150 tenge if paid by cash).Shortly after the launch,there were positive results.According to the Transport Holding,after the first day of the Onay ticketing system,the combined earnings of all fleets reached 42,041,240 tenge,a 61 per cent rise compared to revenue reported on the previous da

216、y-which was 261,102,880 tenge.This indicated that there was a decrease in revenue leakage.Commuters were also quick to switch over to the new ticketing system,with a 25 per cent increase in the use of the electronic fare payment system,with transactions rising from 462,631 to 580,095.Integrating Far

217、e Systems8Fare integration is one of the most important components of integrated transport because it makes interchanges between modes and operators convenient and effortless.It can be challenging,however,to link various modes as they often have a different set of fare rules and collection systems.T

218、his chapter introduces the experiences of fare integration from Almaty,Kazakhstan;Queensland Australia;and Surat,India.348.2 QUEENSLAND,AUSTRALIA In August 2016,the Government of Australias Transport and Infrastructure Council agreed to the National Policy Framework for Land Transport Technology.It

219、has since been updated for the period 2020-2023.36 A National Land Transport Technology Action Plan underpins the Policy Framework and outlines short-to-medium term national priorities,including regulatory reforms,trials,and research on ITS,geo-positioning,and security for connected vehicles and the

220、 future of public and private transport.37 In line with this Policy Framework,many initiatives are currently being piloted across Australia,including applications of Mobility as a Service(MaaS).For example,the Department of Transport&Main Roads,iMove,and the University of Queensland have partnered t

221、o trial a MaaS mobile application called Odin Pass.38 The aim of the trial was to understand consumer preferences towards transport modes in a MaaS subscription,investigate whether a sustainable business model for MaaS exists locally,and to measure the attractiveness of smartphone based MaaS applica

222、tions while considering data privacy concerns.FIGURE 8.1 Onay Card8Not only is the card helpful for revenue purposes,but it also helps to facilitate the gathering of data on passenger movements,including information on the number of connections passengers make and the total time spent on journeys.Ad

223、ditionally,the Onay card helps to allocate travel subsidies to specific groups who are eligible for discounts.35FIGURE 8.2 ODIN Pass logo8.3 SURAT,INDIAIn 2014,Surat initiated a transformative journey to establish a robust and comprehensive bus system,including a Bus Rapid Transit(BRT)system,a City

224、Bus system(CBS),and a High Mobility Corridor(HMC)(see Chapter 2).All public transport systems are operated by Sitilink,a special-purpose vehicle established by the Surat Municipal Corporation.The city employs a unified ticketing and fare structure for both single and multi-modal journeys based on di

225、stance travelled.However,the fare remains the same regardless of transfers,with the citys transport network divided into stages.A comprehensive Automated Fare Collection System(AFCS)is in operation.Off-board fare collection is conducted at BRTS stations and terminals,where stations are equipped with

226、 Tripod-Fare Gates.The payment medium is the open-loop Smart Card,widely known as the Surat Money Card,managed by ICICI Bank.These cards are versatile and can be recharged using cash,debit,or credit cards.Barcoded paper tickets are also an option for cash payments,but digital payment methods are ste

227、adily gaining popularity in the city.The Odin Pass offers customers the freedom to select the most appropriate mode and trip combination through an app on their smartphones.The service offered a fixed monthly price for University of Queensland staff and students for unlimited access to transport on

228、buses,trains,and ferries.Unlimited access to bicycles and e-scooters is also an optional addition for a separate fixed price increase,and discounted ride-shares are also offered through the applications as part of the package.The one-year trial beginning in mid-2021 was extended to become an ongoing

229、 service,with over 1 million trips recorded within a two-year period.Odin Pass currently combines the services of five mobility partners.A survey in May 2023 found that 51 per cent of participants were more likely to use public transport,and 54 per cent decided to leave their car at home due to the

230、service.39 Though currently limited to students and staff at the University of Queensland,this pilot project is a useful example of how a MaaS application which facilitated fare payments across different modes transformed passenger travel behaviours in a short time.Integrating Fare Systems36Smart ca

231、rd payments operate on a Pay-As-You-Go basis,requiring passengers to tap in at station or bus fare validators and tap out upon exit.When transferring between BRTS stations,passengers are exempt from tapping out and in again.However,for city buses and High Mobility Corridor services,passengers must t

232、ap out upon disembarking and tap in again when boarding another bus.The city imposes a maximum transfer time between buses,with trips exceeding this limit treated as separate journeys.Regardless of the chosen route,passengers are charged based on the shortest distance between their origin and destin

233、ation stops or stations.FIGURE 8.3 Surat PT Smart CardSource:ICICI Bank(n.d.)8 379.1 BHUBANESWAR,INDIACapital Region Urban Transport(CRUT)in Bhubaneswar has proactively implemented initiatives to promote gender-inclusive transport.They have implemented a policy of hiring more than 50 per cent of fem

234、ale bus conductors to make public transport in Bhubaneswar one of the most inclusive in the country.CRUT has achieved 40 per cent in 2022.40 The agency provides separate washrooms for different gender groups in the depots.Bhubaneswar was also the first Indian city to introduce gender-based ticketing

235、 in public buses to collect disaggregated data for informed decision-making to enhance womens safety.FIGURE 9.1 Using social media to sensitize passengers about gender issuesSource:Capital Region Urban Transport(CRUT)Gender and Social Inclusion9Transport has a significant role in enhancing gender eq

236、uality and increasing womens productivity.However,transport planning has traditionally been carried out in a gender blind manner,while the sector has been slow to employ women in operational and managerial positions.This chapter will describe initiatives are being carried out for gender-inclusive tr

237、ansport in Bhubaneswar,India;Kochi,India;and Kathmandu,Nepal.38Smart technologies using CCTV cameras,panic buttons,and centralised command control centres,helps to monitor the safety of its passengers.The passenger infrastructure was improved with well-lit bus queue shelters and the integration of c

238、ycle stands with bus routes.As a part of its public relations strategy,CRUT frequently engages with passengers through its social media platforms to spread awareness on gender sensitisation and provides regular training and counselling to crew members.To ensure safer first and last-mile connectivity

239、,CRUT deployed 50 e-rickshaws with women or transgender drivers.A survey of public transport users revealed high levels of satisfaction among females and the elderly,particularly regarding safety,affordability,priority seating availability,grievance redressal,ease of boarding and alighting,staff beh

240、aviour and punctuality.FIGURE 9.2 Mo E-ride driversPhoto:Capital Region Urban Transport(CRUT)9.2 KOCHI,INDIASince its establishment in 2017,Kochi Metro Rail Limited(KMRL)has taken a strong women-centric approach to its operations.41 During the inception of the project,16 per cent of its staff were w

241、omen working in different domains.Currently,there are seven women pilots among a total of 39 pilots running the metro.Kudumbashree,a community launched by the Government of Kerala in 1998 for womens empowerment,undertakes facilities management for KMRL.42 With a total workforce of 555 individuals,th

242、ey are the largest female workforce in any Indian metro system.Their tasks include ticketing,customer relations,housekeeping,canteen and parking management.The women-centric approach of KMRL is also evident in the customer satisfaction of commuters,with over 80 per cent of people stating safety,secu

243、rity,comfort and reliability to be the best characteristics of the metro system in the city.439 39Additionally,KMRLs inclusive approach extends to the transgender community,aligning with the Kerala State Governments policy.As a result,60 individuals from the transgender community have been employed

244、in various roles.44 This opportunity turned out to be a catalyst for altering societal attitudes towards them,fostering a belief that they are equally capable of performing any jobs like other individuals.Following the success,30 Kudumbashree women have been appointed for housekeeping and ticketing

245、jobs in Kochi Water Metro which commenced operations in 2023.45 FIGURE 9.3 Kudumbashree Women in Kochi MetroPhoto:Kochi Metro9.3 KATHMANDU,NEPALWhile electric mobility is becoming popular in many Asian cities,3-wheel battery operated vehicles which carry up to 12 people,the Safa Tempo,have been prov

246、iding transport services in Kathmandu since the mid-1990s.At its peak,the city had about 700 Safa Tempos.Many were operated by female micro-entrepreneurs,making it one of the first public transport sectors in the world to feature women workers in their workforce.Unlike the pink auto initiative in In

247、dian cities,the Safa Tempos offer services to everyone,not just female passengers(see Box 9.1 in the sister volume to this Compendium,Integrated Public Transport Systems:A Guidebook for Policymakers).However,the operators have faced a number of different challenges over the years.In the past,regular

248、 power outages,short lifespan of the lead acid batteries,and the high cost of imported spare parts were issues.Today,the main obstacle is the high cost of lithium-ion batteries,priced at nearly$10,000 each.Traditional financial institutions are often reluctant to provide funding to female drivers op

249、erating in the informal sector.Furthermore,the COVID-19 lockdowns forced many drivers to give up driving,leaving many Safa Tempos unused and deteriorating in garages.Gender and Social Inclusion409FIGURE 9.4 Tempo driver,KathmanduPhoto:Aloi Private LimitedSince 2018,a private company called Aloi Glob

250、al has been working to bridge the financing gap and support women micro-entrepreneurs.To date,55 women have received financing for the Safa Tempo battery,totalling over$410,000 in disbursed loans.The company also provides training and financial support to new Safa Tempo drivers,facilitating their jo

251、urney towards ownership.Initially earning around$250 per month,female drivers transition into owners,with monthly gross earnings exceeding$1,200.Up to now,38 drivers have received subsidized interest rate loans for training and licensing.An important innovation by the company has been to offer low-i

252、nterest micro-loans via SMS,using digital tokens for transparent tracking of fund utilization.This not only helps borrowers establish credit history,but also enables lending institutions to support climate-smart initiatives,such as the transition to electric vehicles.The company has also developed s

253、imilar schemes for e-scooters,mini-vans,and other electric vehicles in Nepal.411 UNHABITAT website,accessed on April 22,2024 2 United Nations ESCAP(2021)3 Singapore LTA(n.d.);World Bank(2013)4 India,MoUD(2016),India,DULT(2008),Batcha(2013)5 Swamy et al.(2018);Swamy et al.(2021)6 LTA(2022)7 Hong Kong

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