pta1 report 7 05 2013

HANOI URBAN TRANSPORT DEVELOPMENT PROJECT (HUTDP)

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

1 CONSIAConsultants

CONSIAConsultants

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

(Contract No. IS 08)

Report for the creation of the PTA (PTA1 Report)

6 May 2013

3rd 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



2 CONSIAConsultants

CONSIAConsultants

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

(Contract No. IS 08)

Report for the creation of the PTA

(PTA1 Report)

6 May 2013

3rd version

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

(PACO Consultants)]

Dr Olivier Crouzier

Team Leader/Institutional Expert



3 CONSIAConsultants

CONSIAConsultants

PTA1 report: The Creation of PTA

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

HRB Hanoi Railway Board (changed in MRB in 2012)

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

MPS Ministry of Public Security

MOC Ministry of Construction

MOMU Infrastructure Maintenance Project Management Unit



4 CONSIAConsultants

CONSIAConsultants

MDC Motorcycle Dependent City

MRB Hanoi Metropolitan Railway Management Board

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 Assistance

PPP Public Private Partnership

RC Research and Education Centre

SAPI Special Assistance for Project Implementation for Establishment of an Organization for the Operation and Maintenance of the Metropolitan Railway Lines in Hanoi City

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 Technical Assistance

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



5 CONSIAConsultants

CONSIAConsultants

Table of Contents

INTRODUCTION ............................................................................................................................ 6

I) EXECUTIVE SUMMARY............................................................................................................... 6

II) RATIONALE OF THIS REPORT ..................................................................................................... 8

1. CONCEPT OF INTERNATIONAL PTA AND ANALYSIS OF PREVIOUS STUDIES ................................ 10 1.1 SCOPE OF ACTIVITIES OF PTA .................................................................................................. 10 1.2 RELEVANT FUNCTIONS OF PTA ................................................................................................ 12

2. CHARACTERISTICS OF HANOI’S PASSENGER TRANSPORT.......................................................... 16 2.1 POPULATION AND LOCAL ECONOMY.......................................................................................... 16 2.2. THE DEMAND OF URBAN PASSENGER TRANSPORT................................................................. 17 2.3 INFRASTRUCTURE OF URBAN PASSENGER TRANSPORT .......................................................... 18 2.4 CURRENT PUBLIC PASSENGER TRANSPORT ........................................................................... 19

2.4.1 Urban passenger transport service................................................................................ 19 2.4.2 General assessment of transportation of Hanoi .......................................................... 19

3. ORGANIZATIONAL ASPECTS..................................................................................................... 20 3.1 TIME LINE FOR THE INSTITUTIONAL FRAME ............................................................................... 20 3.2 OVERALL PPT SECTOR DESCRIPTION ...................................................................................... 20 3.3 CURRENT PUBLIC TRANSPORT MANAGEMENT AND ORGANIZATION ........................................ 21 3.4. BUS OPERATION ....................................................................................................................... 22 3.5 HANOI METROPOLITAN URBAN RAIL MANAGEMENT AND OPERATION .................................. 23 3.6 URBAN RAIL OPERATION ........................................................................................................... 24 3.7 SYNTHESIS ABOUT PTA FUNCTIONS AND GAPS ....................................................................... 24

4. RATIONALE FOR A CREATION OF PTA IN HANOI ....................................................................... 26 4.1 SWOT ANALYSIS OF CURRENT PPT ........................................................................................ 26 4.2 LONG TERM STRATEGY FOR THE FUTURE HANOI’S PTA ......................................................... 27

5. PROPOSED OPTIONS FOR THE CREATION OF PTA IN HANOI ..................................................... 31 5.1 OPTIONS TO MIGRATE FROM THE CURRENT SYSTEM TO THE TARGET (NEW PTA ) ............... 31

5.2.1 Stage 0: Reinforcement of Tramoc and Setting up a Permanent Secretariat......... 33 5.2.2 Functions of PTA in stage 1 (2015-2018) ..................................................................... 34 5.2.3 Functions of PTA in stage 2 (2018-2021) ..................................................................... 35

5.3 INSTITUTIONAL FRAME FOR THE CREATION OF PTA ................................................................ 36

6. CONCLUSION .......................................................................................................................... 38

ANNEXES ................................................................................................................................ 39 ANNEX 1: HANOI PUBLIC TRANSPORT NETWORK (MAP) .............................................................. 39 ANNEX 2: PTA CASES AROUND THE WORLD ................................................................................. 40 ANNEX 3: ORGANIZATIONAL CHARTS AND FUNCTIONS OF RELEVANT STAKEHOLD ERS. ............ 47 ANNEX 4: EXISTING OF EXISTING MOBILITY AND PUBLIC TRANSPORT POLICIES ....................... 67



6 CONSIAConsultants

CONSIAConsultants

PTA1 report: The Creation of PTA

Introduction

i) Executive Summary

It was confirmed in August 2005 that HPC had agreed to the formation of a Hanoi PTA. The purpose is for the PTA to be a subsidiary agency of DOT, with the Deputy Director DOT to be the Director of PTA and the PTA to succeed Tramoc in taking responsibility for the management, planning and regulation of public transport in Hanoi. Subsequently, when rail-based systems reach completion, the PTA will likely be repositioned to report directly to the HPC. This report defines the overall strategy and approach for setting gradually a PTA. Chapter 1 presents a “state of the art” about general outlines and ch aracteristics of Public Transport Authorities around the world and precise the different types of functions and organization of various types of PTA. Chapter 2 presents a brief description of Characteristics of Hanoi’s Passenger Transport that is concluded by a general technical assessment of Transportation in Hanoi. Chapter 3 is presenting the different aspects of the PPT organization in trying to highlight the gaps between current situation and expectations. It clearly appears that the current PPT organization is too strictly divided in a mode rationale bringing a lot of drawbacks whenever it is necessary to take in account integrated planning, definition and set up of common ITS systems such as Ticketing system either integrated or interoperated, Passenger information, AVL and exchange stations design. One strong constraint is related to the fact that the institutional frame had been evolving a lot in the past few years and further necessary changes have to take in account this institutional situation. Chapter 4 “Rationale for a creation of PTA in Hanoi ” As sharp PTA examples as Singapore, Paris or London necessitated many years of very strong efforts in far more supportive contexts compared to Hanoi, it is unrealistic to propose a 100% organizational PTA setting up measure. Hanoi had decided to create a PTA using Tramoc as a core. A phased approach is proposed that focuses first on raising the profile and strengthening the skills and capacity of Tramoc leading to institutionalizing their functions in an independent authority through different key steps:

1. Support the development of a strengthened planning agency (Tramoc) to manage relationships with BRT and bus operators on behalf of the city. Training, capacity building and additional competences would be needed to support this effort,

2. Coordinate, manage and integrate planning and operations (including schedules and fare integration) across different modes of public transport including urban rail.

3. Create in parallel (with an accepted path) a full scale PTA staffed with skilled personnel to coordinate and manage public transport planning and operations for Hanoi

A description of current capacity of Tramoc is added … this allows appraising the ST training capacity plan (point 1) Coordination and integrated planning relevant tasks are also defined.



7 CONSIAConsultants

CONSIAConsultants

Chapter 5 “Proposed Options for the creation of PTA in Hanoi” compares the alternate options for setting a PTA either in a very sharp and quick way or in selecting phased options to support the technical projects taking in account time frame urgencies (setting up MRT lines, operation strategy and framing, funding definition and taxes policy). The description of the options embraces functions description and gradual setting of successive functions. Proposal of a 1st stage of Permanent Secretariat is made to deal with one of the current main concern of an integrated planning. The second stage with setting up new functions is also described.



8 CONSIAConsultants

CONSIAConsultants

ii) Rationale of this report The TA assignement is describing three stages for the assignement that could be described as such.

This report is about the creation of the PTA, but it is achieved in parallel to other tasks characterized by production of relevant reports (in italic characters).

It is important to remind the initial definition of PTA1 task in Technical assistance TOR and later on at the time of resetting new orientations by PMU and the WB.

1. Task PTA1 initial definition and recommended met hod (IR 24.12.2012).

The project would be undertaken over a three year period to support the constitution and the strengthening of a Public Transport Authority and transport planning and policy development.

The main goals of the Project are to improve Hanoi Public Transport situation and bring a capacity building of the new PTA. The project would comfort the Vietnamese Government’s goals and strategies based on stakeholder participation and country needs.

It is assumed that an improved urban transportation in Hanoi will support HPC in urban development strategies. As part of HUTDP, Hanoi has decided to create a PTA using TRAMOC as an institutional hub. A phased approach is to be planned that focusses first on raising the profile and strengthening the skills and capacity of TRAMOC leading at a further stage to institutionalise their functions in an independent authority. These changes will require a more systematic and sophisticated approach for a newly created PTA to reinforce and exert key roles of monitoring the public transport system, planning an integrated network and services, and imposing plans and strategies on the operators through their operating contracts.

Systematic implementation of various TA’s initiatives will be characterized by synergy and linkages between the training, capacity building programs, research and case studies and knowledge sharing and networking platforms.

8

Task PTA1 : Design and implementation plan for establishment of PTA Task PTA 2: Support HPC in implementation of Institutional action plan for establishment of PTA (25 March 2013) Task PTA 3: Support HPC to develop the organisation structure and staffing plan of PTA Task PTA 4: Preparation of Public Transportation Operation Plan Task PTA 5: Support HPC in formulating a Capital and Operating budget for PTA in the three years plan

Task CB1: Implementation of Short-term training plan (Report on 27.11.12) Task CB2: Implementation of Overseas training plan (Report on 27.11.12) Task CB3: Prepare technical training program (Report in April 2013)

Task BRT1: Support DOT to set up BRT system (Report in June 2013) Task BRT2: Support DOT to develop a ticketing system (Report in July 2013) Task BRT3: Support DOT with the BRT procurement Operations Task BRT4: Support HPC with Policy and Administration for Implementation of the BRT

Stage 1 Assist client In setting up

The operation of PTA

Stage 2 C. Building of TRAMOC and Setting

PTA

Stage 3 Set up of the 1st BRT line



9 CONSIAConsultants

CONSIAConsultants

The analysis and inputs from research and case studies will further contribute to the clarity of the HPC strategy and at the same time the sharing of knowledge and networking will also enhance the overall formulation of PTA.

The consultants are fully aware that successful capacity development requires a holistic approach and that the HPC strategy must situate capacity development initiatives within the national policy and planning framework.

Thus, to adjust the capacity building programs for TRAMOC, it is necessary to better understand the current planning, budgeting and institutional system in place.

The training strategy for TRAMOC capacity building will be through the implementation of a comprehensive training program strategy for TRAMOC is coordinated by the consultant (ST Training, 3 years Training plan and Study tours).

Main activities to design and implementation planning for the creation of the PTA have been described in the TOR as such:

(i) Review the existing legal and institutional structure for transport in Hanoi with special attention to public transport, in order to identify overall urban transport and global mobility objectives and institutional frame

(ii) Review previous studies and proposals, particularly these related to the creation of the PTA, both in the PPIAF study and the HUTDP Feasibility Study.

(iii) Review international practice regarding the administration of urban transport and public transport; particularly in relation to the legal tools available (based on regulations of Vietnam) for the creation of the PTA and the management of conventional (non BRT) bus and rail operating agreements

(iv) Recommend the functions, responsibilities and an institutional action plan for the creation of the PTA and report and submit for Hanoi PC’s reviews and approval of the recommendations and action plan.

2. Discussion about the general assignment by PMU a nd WB. The three key tasks identified in the TOR in April 2013 have been redefined as such: • Assist TRAMOC in the start up of BRT operations • Strengthen integrated planning • Identify options for a strong, financially secure, independent agency (PTA) The present report rationale is to analyze some institutional restructuring options in close coherence with the 2 other key tasks (or main components) to stay in a pragmatic approach. Based on a comparison of options, the following priorities and tasks have been proposed. • Identify what needs to be done to strengthen capacity of TRAMOC, which would include:

o Pre-Diagnosis of the current human resource capacity (while waiting for a complete HR diagnostic to be achieved at a former stage) ;

o Requirements to support BRT operations ; o Gap identification (Functions, capacity, institution frame) ; o Precisions about general plan for setting a PTA : Time line, resources, institutional,

legal or other constraints • Define Permanent Secretariat Responsibilities in a « Zero » Phase --functions, mandate,

working requirements, • Identify options for setting up the PTA



10 CONSIAConsultants

CONSIAConsultants

1. Concept of international PTA and analysis of pre vious studies

1.1 Scope of activities of PTA Public Transport Authorities (PTA) are also identified as Organizing Authorities (OA) to point out their dedicated role in organization. PTAs represent a growing sector including many Asia Cities. In the UITP OA Division, there are currently 186 members located in 53 countries, ranging from small organisations to large transport authorities. Their tasks and activities vary according to local conditions. In many cases, Public Transport Authorities have been established with the aim to create more effective transport network integration, e-ticket systems and coordination of public transport networks/schedules. The PTA are organisations that act in the public interest and ensure a well-functioning and integrated transport system within their territories. If one’s have a look at the public transport organisation as a whole, he could find three different planning and control levels: o The strategic level , which answers the question: “What do we want to achieve?” and

defines the main objectives and goals of public transport; o The tactical level , which answers the question: “Which services can help us to reach the

general objectives?” and “where the services are designed and detailed in their characteristics“;

o The operational level which answers the question: “How do we produce these services?” and where the prescribed service requirements are put into practice.

PTA act mostly at the tactical level and their planning and control activities make them play an important role in the successful implementation of a well functioning public transport system, because on the one hand, they support (with studies and analysis) the public administrations that set the general policy goals, and, on the other hand, their specified requirements strongly affect the decisions at operational levels. The responsibilities and tasks entrusted to PTA differ from case to case, depending on the institutional and regulatory framework in each area, where they reflect different perspectives on the objectives of public transport (social, economic, environmental aims) and how these can be put into practice. A basic task of the PTA addresses the regulation of the public transport services. Public transport services contracts determine the content of the public service’s obligations and the level of financial compensation and are becoming the common form of agreement between an authority and an operator. We could therefore understand why so many times Public Transport Authorities are named « Regulation Agencies » in reference to their basic mission. As said before, PTA support the regional and local governments in achie ving their political goals (i.e. to obtain a higher modal share for public transport) and in putting them and their related strategies and policies into practice. For example, as regards one of the most important aspects of public transport, the social aspect, PTA may take account of those public transport services which are not provided on a




CONSIAConsultants

commercial basis, (taxis, ….) by defining public service obligations concerning the provision of accessibility and special fares for chosen groups, the respect of higher environmental standards or ordering commercially unviable routes and timetables. Great importance is to be given to the quality elements, which create the conditions for successful public transport, among them: accessibility, punctuality, regularity, comfort, frequency, commercial speed, information, safety an d security, adaptability to the users’ needs, and service provided by well qualifie d personnel. These elements form part of what is called the ‘value for money’ of the public transport service. PTA may also be responsible for managing public budgets , for ordering or co-financing public transport services. In some cases, they can be the owners or managers of the public transport infrastructure and/or be in charge of financing new investments. Basic for the success of the public transport system is the integration and/or coordination of different modes, facilities and companies in order to create an integrated public transport system from the viewpoint of the passenger. PTA can strongly support regional and local governments implement different integration aspects, i.e. sectorial integration (concerning interrelation, interactions and coherent development of policies and measures regarding sectors like urban planning, mobility and transport, public health, environment, safety, etc.); vertical integration (concerning planning processes at different territorial administrative levels - regional, provincial, municipal, etc.); horizontal integration (regarding neighbouring municipalities); and finally, modal integration (regarding inter and intra-modality). The integration/coordination of different transport modes and companies covers many aspects, among which priority for public transport (reserved corridors and traffic lights), network integration and coordination of timetables, common information systems and marketing campaigns, a joint ticketing structure and collection, distribution of fare revenues, Park & Ride/Bike & Ride facilities, etc. At the time when sustainable mobility, transport strategies and policies are adopted by the regional and local administrations, such coordination can be extended to include : o Actively participating in the coordination of mobility and transport with land use and urban

planning, as well as traffic plans and measures promoting public transport and ‘soft traffic’ (pedestrians, bicycles); implementing demand management policies (mobility management, pricing schemes);

o Coordinating parking and transport schemes; o Organising intermodal transport; planning, funding and managing of interchange points

and park and ride schemes; etc. Regarding fares: IT technology and development are important in establishing automatic fare collection schemes based on innovative fare systems and integrated tariffs to support the introduction of effective fare management systems. This can, for example, allow for differentiations in fares between peak and non-peak hours, help in decongesting mass transit systems/vehicles during daily peak hours, and supporting governments to manage their cities’ time cycles.

Only a few transport authorities have responsibility for managing both traffic and public transport (Singapore LTA – Land Transport Authority, TfL-Transport for London, Transport Department, Hong Kong).

Other agencies also have interests in traffic management – notably police (enforcement), the highway agency (road design, construction and maintenance) and the municipality (urban services).




CONSIAConsultants

Management of parking is a key aspect of TDM as it provides a means of facilitating use of public transport (e.g. park & ride) and deterring use of private transport (parking pricing and restrictions within PT catchment areas).

1.2 Relevant Functions of PTA A benchmarking of the various PTA competences and organizations of different cities (Annex 2) around the world leads to the main conclusion that following functions are in all the cases attributed to the PTA:

- Strategic functions such as policy formulation, long term planning (master plans), capital financing (in validation with the mayor and deputy mayors of the cities).

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

- Management of Public Transport Operations : Contracting with operators, contract control, reporting from operators

- Infrastructure planning : To a certain extent as it is assumed that the PTA has to prepare general specifications regarding infrastructure in direct relation to PPT such as depots, MRT, bus stops, etc. The detailed specifications and the procurement process could be run by other departments.

- 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 operators.

Some functions are generally out of PTA’s scope of competences:

- Infrastructure planning of roads, bridges which are under other technical department control

- Infrastructure construction and maintenance , which generally is 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

The scope of PTA competences around the world is outlined in the following scheme:

Policy formulationEstablishing a visionLong term planningCapital financing

Strategic Functions

Infrastructure Planning

Public Transport infrastructure

Otherinfrastructures

TerminalBus stops,Depots

Roads,Bridges,Parking

Regulation Service Planning

Functions Under LawDriver licensingVehicle registrationIssues of permitsFare fixationEnforcement

Planning FunctionsNetwork and route designDemand assessmentService PlanningInter-modal coordination

Infrastructure Construction and Maintenance

Roads, Bridges, Parking, Public Transport facilities, ect

Public Transport Operations

Terminals, Bus stops, Control systems, Accident recoveryDatabase, ticketing

Common Facilities Metro Bus BRT

Separate Services

Taxis

General PTA’s scope of competences around the world

Core of PTA comptences Generally




CONSIAConsultants

CODATU conceptualized the different missions and areas of involvement of mass transit authorities as follows:

Level 1 : Public Transport regulations;

Level 2 : Overall Public Transit including taxis and mobility services

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

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

1.3 Divisional structures of PTA The structure and capabilities of the transport authority must reflect its functions and objectives. As noted above, there are many possible strategies for achieving the efficient operation and integration of the public transport system. As these are resolved, they may require adjustments to the TA’s resources and capabilities. The primary divisional structure of a PTA may be:

1. Functional e.g. planning, management; 2. Modal e.g. bus, rail, ticketing, or 3. Geographical e.g. by district

A fourth criterion may be added where a new authority is created from existing agencies: 4. Minimum change from pre-existing structure

In most urban transport authorities, the primary division is by mode and the secondary division is by function. There are several reasons why most transport authorities have adopted modal division; it requires the least change when an authority is formed from one or more modal agencies.




CONSIAConsultants

Singapore LTA is the most highly integrated authority and is divided by function (eg integrated planning; transport system management), with mode as a secondary criterion.

1.4 Previous studies relevant to Hanoi’s PTA As many recommendations regarding institutional frameworks and organization have already been made by other studies, it appeared of sound interest to conduct a global review of these and identify relevant recommendations from these studies. The following studies have been analyzed:

1. JIBC (1999): “Urban Public Transportation in Viet Nam – Improving Regulatory Framework”. This research paper is based on the findings and discussions of the Research Institute for Development and Finance (JIBC) in 1999. and relates to the 2 cities of Hanoi and Ho Chi Minh City.

Workshops were held in March 1999 to verify the study findings and to discuss the regulatory improvements recommended.

2. WB (2004): “Public-Private Infrastructure advisory facility, prepared by Gordon K.Neilson

3. JICA (2007): “The Comprehensive Urban Development Programme in Hanoi Capital City of the Vietnam (HAIDEP)

4. ADB TA-7894 (VE): “Strengthening Urban Transport for Hanoi Metro Line 3 Project

A summary of the conclusions of these studies will be presented on the following chapter:

Studies Diagnostic Recommendations JIBC (1999)

Unclear delineation of responsibilities among Government Agencies (page IV)

“The operator (municipal bus company) and the regulator (MOCTP equivalent Tramoc) must not be under the same authority (TUPWS equivalent DOT) to secure a fair competition between newcomer and the incumbent” MOCPT should be separated from TUPWS and vested with much authority to simplify the procedures This recommendation is still valid, with names of institutions to be updated.

Increased operational autonomy

“The operator must be given a greater operational autonomy for flexible delivery (not ask for an approval but notify of minor operational aspects such as route, operation hour and frequency). This characteristic seems to be verified today

Rationalized subsidization

Subsidy must not deprive the operator of an incentive to become cost effective. The receiver of subsidy should compete for either better service quality under the same subsidy amount or lesser amount. This recommendation has much to do with the operation contract characteristics (out of the present report)

PPIAF (2004)

Unclear Division of Roles in PT Management

This issue was a subject of a World Bank/Public-Private Infrastructure Advisory Facility (PPIAF) financed study completed in late 2004 which offered the following recommendations: o Control rights over terminals and stop should revert to a

public transportation authority in Hanoi, not Transerco, o An immediate-term plan to support Tramoc with capacity

building on legal, financial and performance monitoring issues should be implemented though a bidding process

These recommendations have been taken into account in our capacity training program.

HAIDEP (JICA-

Unclear delineation of responsibilities among

Specifically, the issues are as follows: o An important issue is the extent to which the urban




CONSIAConsultants

Studies Diagnostic Recommendations 2007) Government Agencies,

meanwhile, they are managed at the central level and urban roads at the local level.

transportation sector can or should be decentralized in the future, i.e. from national to urban/provincial level.

o Lack of clear definition of functions of organizational units or overlap of responsibilities between units.

o Inadequate lines of responsibility/authority, thereby preventing delegation of responsibility with effective reporting systems.

o Ineffective steering mechanisms to guide policy implementation and encourage efficient administration.

o Inadequate provisioning which prevents resources from being made available to perform certain tasks

Interesting recommendations that still need to be taken in account in the present situation

Unclear division of roles in the Public Transportation management

Following issues have been raised o A public transportation authority (supposed the role of

Tramoc) is essential in a pluristic situation with different operating companies to deal with; This, however would require strengthening Tramoc with a competent organization with sufficient resources and authority

o As long as all operators are controlled by Transerco, Tramoc has very limited role since there is in effect only one counterpart against a large public sector-owned conglomerate like Transerco;

o Transerco reports directly to HPC thus has a higher status than Tramoc which is under DOT

o At present, Transerco represents the identity of the bus system. This is logical in a public sector monopoly where the provider and the operator is the same,

o Transerco at present applies a coordinated fare system with monthly cards. It is not clear whether this will apply for possible new private operators.

Interesting recommendations that will be taken into account Limited Role of Private

sector in Transportation Not considered to be actually an urgent concern as the main arising tsunami is related to new infrastructure projects such as MRT and BRT system design. However, in 3 years time, this point will be crucial

Our conclusions at this stage of the review are that a lot of recommendations have been formulated but few realized in a results-oriented action plan with clear identification of tasks, responsibilities, time frame and costs.




CONSIAConsultants

2. Characteristics of Hanoi’s Passenger Transport

2.1 Population and local economy Hanoi Capital in 2009 has a total area of 3348.5 km2, with a population of 6.47 million people 1 (7.5% of the total national population), of which the urban population2 is 2.41 million.

Great Hanoi had been set up in August 2008 after unifying Hanoi, Ha Tay Province, Hoa Binh and Vinh Phuc

Hanoi is currently divided into 10 inner districts, 1 town and 18 outer districts. (Hà Đông has been transform to an inner district, and Sơn Tây has been degraded to a town)

Figure xx: Hanoi map after the widening

According to statistics, the population in the area of Hanoi (after consolidation) increased an average of 1.9%/year in the period 2000-2010, of which the urban population increased by 4.1%/year mainly due to rapid urbanization and migration from rural areas and other local living and working in the area.

Across the city, the average population density is 1979 people/km² but in the old urban districts, the population density is greater, reaching in some areas 35,341 people/km² (more than Tokyo or Paris). Meanwhile, in some suburban districts such as Soc Son, Ba Vi, My Duc, the density is about 1,000 people per km². Expected population is 9 million inhabitants by 2020 -JBIC research paper 1999.

The total value of the products of Hanoi in 2009 reached 65,748 billion (referring to prices of 1994), representing approximately 12.7% of the total product value of the national economy.

Aggregated statistics from the area of Great Hanoi after consolidation mention a Capital Economic growth of average 10.2%/year in the period 2000-2009 when the industrial sector increased by over 12%/year and the services by 10%/year. 1 Statistic data of 2009, source: http://www.hanoi.gov.vn, 2 including these districts: Ba Đình, Hoàn Kiếm, Hai Bà Trưng, Đống Đa, Tây Hồ, Cau Giay, Thanh Xuân, Long

Bien, Hoàng Mai, Ha Dong.




CONSIAConsultants

Economic growth is linked to the level of income and the ability to meet the different needs of people working and living in the capital city.

2.2. The demand of urban passenger Transport Socio-economic and urban development factors lead to the explosion of travel demand of the majority of the people of the capital. Besides, the income increase allows the inhabitants to improve their own personal motor vehicles. According to the Traffic Safety Committee of Hanoi, on 31.12.2009, the city of Hanoi had 3,649,315 motorcycles and 302,293 cars3.

On a different basis, the statistics of the Vietnam Register indicate that the average growth possession rate of personal motor vehicles in the city of Hanoi in the period 2002-2008 was 13.4%, as motorcycle’s rate increased by 13.1%/year and cars rate by 20.6%/year. The rapid increase of personal motor vehicles share put severe pressure on infrastructure and public transport.

Table xx: The travel demand of people of Hanoi in p eriod 1995-2008

Period Targets 1995 (1) 2005 (2) 2008 (3) 2012

Population (103) 2,431 3,186 6,233 7,100 (updated in

6/2012) Walk included 6,223 8,721 14,398 n/a Daily trips (103)

Walk excluded

3,082 6,545 11,531 n/a

Walk included 2.56 2.73 2.31 n/a Transport coefficients (number of trips/person/day)

Walk excluded

1.27 2.01 1.85 n/a

(1) JICA (1998) (2) HAIDEP Research (2007) (3) Transport coefficients have been adjusted according to the characteristics of the newly merged areas

UTC in their report for TRAMOC (*) estimated that across the city, each 1km of road is under the load of 48,5 cars, 546 motorcycles, meanwhile in the inner, each 1km of road is under the load of 107 cars and 647 motorcycles.

On 31.12.2008, every bus of Hanoi have to compete with 2392 bikes and 146 cars and this difference was even more significant in 2009 and will continue to increase in the future even with the application of the new registration fee.

3http://www1.mt.gov.vn/ykienatgt/default.asp?Param=category&catid=16&ArticleId=3817




CONSIAConsultants

2.3 Infrastructure of urban passenger transport Important foreign transport infrastructures

Hanoi has the most important overland (road and rail) and airline transport infrastructures in the North of Vietnam.

Noi Bai International Airport is the airport hub of the northern region with a capacity of about 10 million passengers/year connecting Hanoi and Northern region to other provinces of the country and other countries by air.

Most of the important roads and outbound areas of Hanoi are overloaded and this situation can not be resolved before 2015, although the project of upgrading of Highway 32 in the area of Hanoi, Lang Hoa Lac road and the highway Phap Van - Ninh Binh might be open to traffic in late 2012. The highways Hanoi - Hai Phong, Hanoi - Lao Cai, Hanoi - Ha Long, Hanoi - Thai Nguyen, the T2 terminal Noi Bai Airport will not be able to finish in the forecasts before 2015. Until 2015, there will be no major changes in the capacity of the railway station in the city.

Hanoi urban road network

According to Statistics of the Department of Transportation, the road network of Hanoi includes radial highway system, ring road, urban road, provincial and district roads. The city now has 3974 km of road, of which the Department of Transport (DOT) manages 1349 km, the districts manage 2,450 km of roads including unnamed alleys in the urban district, the backbone of the district and inter-communal roads.

The Ministry of Transport manages 175.4 km of highway on the territory of Hanoi.

Overall length city streets is 730.8 km, of which the 10 districts account for 680.1 km, about 7% of the total area of urban land, Son Tay town having 50.7 km, about 4.9% of the area.4

Status of static traffic infrastructure

Hanoi in 2009 had 150 public car-parks totalizing more than 9.5 million vehicles/year.

Hanoi had around 352 licensed parks for bicycles or motorcycles on an overall area of 1.82 ha, most of these parking lots are narrow on small surfaces, almost all of these located on the sidewalk.

The city has 11 inter-provincial bus stations: Giap Bat (36.000m2), My Dinh (30.000m2), Gia Lam (14.000m2), Nuoc Ngam (11.230m2), Luong Yen (10.200m2), Yen Nghia (47 333 m2), Son Tay (4,200 m2), Dan Phuong (1,450 m2), Thuong Tin (1660 m2), Chuc Son (800 m2), Hoai Duc (800 m2) and Thanh Xuan intercity station.

Traffic control system

The traffic control system of Hanoi currently consists of two components: (1) The system of traffic signal control, (2) Traffic monitoring system.

The traffic signal control system consists of two central controllers made by SAGEM (France) and TYCO (Australia) controlling 168 nodes. In addition, 39 intersections are controlled independently by the node control panel cabinet.

The traffic monitoring system consists of 24 cameras placed at key intersections, the display of controls is visualized at the Control Center and Traffic signals Control Center located at Hanoi 54 Tran Hung Dao. The video signals from the cameras are transmitted to Control center via the optic fiber network. The signal is transmitted from the Control Center back to the camera via the copper cable network.

4 Report of the Department of Transportation in the meeting with the Minister of Transport, Feb. 2009




CONSIAConsultants

2.4 Current Public Passenger Transport

2.4.1 Urban passenger transport service Urban PPT in Hanoi now offers the following type of road transport services:

o 67 bus service routes (including 5 full bus services only to officers working in Ha Dong District) with 1140 buses, taking an output of about 453,7 million passengers/year (2012)

o Taxi service consisting of approximately 14,000 vehicles, carrying an average of about 40 million passengers/year.

o Motorcycle taxi service not controlled by the official state management agencies with 25,000 taxis (estimation) operating in the city Hanoi, carrying around 60 million trips/year.

2.4.2 General assessment of transportation of Hanoi Overview of the transportation in Hanoi can be commented in general as follows:

o Transportation needs and bus fleet: (1) high-intensity traffic demand and unevenly distributed in space and time on the network; (2) different modes competing for the same space without prioritization (3) too much permissiveness in regulations and poor traffic police enforcement.

o Infrastructure and public transportation: (1) Urban road network not evenly distributed, non standardized street network (2) Lack of Parking in adequate size and dimensions, obsolete operating technology, unevenly distributed and not accurately related with the motorcycle parking demand, (3) Low capacity of public passenger transport (no mass transit systems, only buses), (4) Limited service quality (lack of continuity of the network).

Above situation leads to the following basic issues:

o Traffic congestion is increasingly severe: (1) traffic volume is too high, (2) serious traffic speed reduction compared to 2005 (car & bus <15 km/h; motorcycles 18-20 km/h); (3) Time travel in 2008 increased 20% compared to 2005, (4) prolonged time traffic congestion, (5) number of traffic jams increase (compared to 2005);

o Traffic accidents: (1) The rate of deaths in accidents increased over the years and compared to other cities in the world; (2) accident location is mainly in the inner city and suburban highway; (3) The accident focus period is mainly at night and rush-hours

o Urban traffic pollution: (1) Noise pollution, mainly arising from the use of motorcycles, exceeding the permitted level of 20-50%, (2) Air pollution arising from the bus, trucks, cars and motorcycles using a two-stroke engine and does not guarantee the means environmental technical standards more and more serious.




CONSIAConsultants

3. Organizational aspects

3.1 Time line for the institutional frame It is important to identify the different decisions, laws that occurred in the past years. Next figure is presenting the time line on three different axes (from the top to bottom): 1. General events and important changes 2. Decrees about decentralization and master planning 3. Decisions about transport organization

The Transport Management and Operations Centre (Tramoc), Regulating Agency was created in 1998 and re-structured in 2009 as Transerco, main Hanoi transport operator was set up in 2004. HRB was existing in 2001 but was transformed in MRB (Hanoi Metropolitan Railway Management Board) in 2012. It could be noticed that the rhythm of institutional changes is accelerating. The law on Capital City is important as it will be shaping out the overall scope of competences of Hanoi Capital City with indeed impacts on transport functions and organization.

3.2 Overall PPT sector description The actual PPT organization (Annex 3) appears very complex as the process of decentralization is not achieved yet.

For PPT, Department of Transport (DOT) is currently untitled to perform management functions on state and intercity bus transportation, urban bus, taxi and road transport in urban areas

Most of the MRT lines are under MRB control during their construction phase, but 2 lines are under Vietnam National Railway Co. (VNRA), VRC (Vietnam Railway Company) and MRT line 2A under BOT with Chinese.

Different levels

Dôi

Moi

(Dec

isio

n)

1986

DôiMoi (s

et up)

1991

Econ

omic

crisi

s(2

008)

2009

Law on ur

ban

Plan

ning

(30/

2009

/QH12

)

Decre

eon

pub

lic in

vestmen

t

Capita

l City

Law

20051998

1st F

IDL

2007

Decreeon

FID

L

2004

Crea

tion

of

Tran

serco

Crea

tion

of M

RB - D

ecisi

on

No: 9

25/Q

Đ-U

BND-

22.0

2.12

2012Cre

atio

n of

a PTATr

ansp

ort M

aste

rplan

Decis

ion

3462

–06

.11

2008 2011

Crea

tion

of T

ramoc

Decis

ion

No 3

527/

QĐ-U

B 3/

9/19

98

Gre

ater

Han

oi (08.0

8)

Elim

inat

ion

of s

ubsi

dies

Colla

pse

of p

ublic

tra

nspo

rt

1990

Hai

dep

stud

y

Decree

91/

2009

/ND-

CP

on ro

ad tr

ansp

ort b

usines

s

Decree

55/

2012

/ND-C

P

on

establish

or

re

stru

ctur

e a

agen

cy

2015-18




CONSIAConsultants

A gap in the organization is clearly identified between Buses/BRT and Urban railways.

The bus organization presents 2 steps: 1) Organization and management with Tramoc and 2) Operation ruled mostly by Transerco and by some other companies.

The railway organization had been recently defined and did not yet identify a similar structuration. O&M bodies are under consideration.

Figure xx : Actual Hanoi’s Transport of Organizatio n

3.3 Current public transport management and organiz ation Currently, the management of Hanoi PPT for supporting defined PPT strategy, is including the Urban Transport Management and Operation Centre (TRAMOC), a unit with duty to assist the Director of the Department of Transportation and manage the public passenger transport in the city.

Current duties and rights (Source: Decision No.764/QD-GTVT, 2009) 1. Set up public transport planning, strategy, development plan and submissions for

approval; 2. Carry out the scientific researches and submissions for approval; 3. Manage and control public transport 4. Manage public transport infrastructure; 5. Issue and manage bus ticket; 6. Exploit incomes from advertising and concerned services in public transport; 7. Manage provided funds, assets, and staffs 8. Implement others assigned by DOT.

1

MPI - MOF- MOT - MPS - MOC - Others

Administrative Block Operative Block

HUTPMUMPU UPMU

TramocCSMC RC

PMU1 PMU 2

Buses

Transerco

DOT

Center

PMU

Operators O&M

UMRTLine 2

UMRTLine 1

O&M

VRC

Management railwayBoard created in 2012

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

Others

1




CONSIAConsultants

Figure xx model of the Hanoi management of PPT by b us in Hanoi

The field of public passenger transport assigned to TRAMOC is limited mainly in the inner-city bus operations, excluding other PPT services (MRT, national rail, bus contact provinces adjacent) as well as taxi and motorcycle taxi. The system of legal documents The following documents constitute the legal system: • Decree 91/2009/ND-CP on business transport by car • Decision 34/2006/QD-BGTVT dated 16/10/2009 of the Minister of Transportation to

promulgate regulations on the management of PPT by bus. • The implementation of the bidding, ordering online socialization by decision

113/2009/QD-UBND • Decision 51/2008/QD-UBND dated July 31, 2008 of the City People's Committee

estimated norms specialized public passenger transport • Decision 3066/2008/QD-GTCC dated 12.12.1998 of the Director of Public Works (now

the Department of Transport) on issued temporary regulations welding on monitoring For more legal decisions and decrees, see section 5.3 and Annex 4 The management of revenue (ticket system)

Current revenue management is still very simple, the center of urban traffic management and administration manages only coupon selling as well as the number of monthly tickets issued (stamped). Management of tickets is sub-delegated to units. The inspection supervision

TRAMOC applies decision No. 764/QD-GTVT dated 15.06.2009 of the Department of Transportation to carry out the inspection and supervision works of PPT by bus in the area of Hanoi.

3.4. Bus Operation Transerco (State company) was established 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). In 2012, HPC issued the decision No.3588/QĐ-UBND dated on 09.08.2012 on a approval of regulations on organization and operation of TRANSERCO




CONSIAConsultants

Transerco is organized and operated in the Corporation model which is invested and established by several separate companies (Transerco- subsidiaries). Transerco is currently operating 51/62 lines, 986 buses, 421 million passenger/year – 2012, 82.5% of total number of lines, 92% of the total number of passengers). The company will operate in the next future (2015/16) a BRT line (contract with Tramoc)

3.5 Hanoi Metropolitan Urban Rail Management and O peration Created under HPC on the basis of the re-synchronization of PMU-RAIL and restructuring the HRB, by decision No: 925/QĐ-UBND on 22 February 2012

MRB ORGANIZATION CHART

MRB General Director

Deputy Director

Deputy Director

Deputy Director

Deputy Director

PMU1 Director

Section: Land clearance

preparation

Office Section: Tecnical

Section: Investment &

planning

Section: Training

Section: Technical Support & Investment preparation

PMU2 Director

Deputy Director

Deputy Director: Package

Section: Finance &

Accounting





Deputy Director: Tecnical

Functions: o Advise in study, construction, development, operation, management, exploitation of

Hanoi urban railway system. o Provide assistance 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;

Current organization and evolutions o MRB have about 100 management staff and employees o In the future, O & M is under process to be constituted. MRB have not yet created a common task force to work with all the donors. For each project, MRB appoints staffs from different departments in charge to work with donors accordingly. HPC is on the verge of creating a policy to create an urban railway transport authority (study funded by Japan). Ticketing and fare policies As for integration with Chine line No 2A and ticketing system: Line No. 2A and Line No.3 and other lines all have ticketing components.

MRB submitted the HPC and HPC already proposed DOT to host and cooperate with the Department of Planning and Investment and MRB to make comments on ticketing policies.




CONSIAConsultants

Actual coordination for bus restructuration and exchange stations design MRB will make petitions with the DOT on bus route adjustments when urban rail lines have been put into operation. The connection of routes is one part of the project and the route planning is considering this matter. As for Park and Ride concept, for the limitation of space, so technical infrastructures are spent for building up stations and routes only. Park and Ride matter will be studied later after the lines have been put into operation. This point is crucial on our point of view … even if the problems are impressive, this concern has to be addressed as soon as possible! MRB have some interchange stations such as S9 (Ngoc Khanh parking station), S8 (bus interchange station), S10 (connecting with Line N2A), S12 (connecting with line No.1). The distances between stations are often from 800 meters to 1000 meters, only the distance between S9 and S10 is 1500 meters.

3.6 Urban Rail Operation Sapi study (Special Assistance for Project Implementation) financed by JICA confirmed the following Consensus points among stakeholders: . One O&M Company for all railway lines (lines 2, 2a, 3 except line 1 managed by VNR); . Integrated Operational control centres incorporating traffic management, power

management, supervisory control, data acquisition and decision support systems . Common Ticketing system for all the MRT lines; . Establishment of a Regulator for Urban Railways (MRB) to be merged with PTA in future; . Setting up of the O&M Company by July 2014 at the latest; Basic policies for good relationship between projects are the following: . Respect each project’s plan; . Development of a financially sustainable Company; . Collaboration with each line/project to enhance efficiency A roadmap has been defined for developing a Regulator Function and launching the O&M Company. The Consultant estimates that it is of utmost importance for the future PTA to be part of the process from the very start of discussions and system definition.

3.7 Synthesis about PTA functions and gaps Our comments on the general transport sector are as follows: 1. About the good momentum of decisions

The constitution of Tramoc as a regulating agency was a decision that made great sense, surprisingly enough as early as 1989.

2. Current concerns and urgencies

Actually, (sur) focus is on MRT lines construction as these projects are uneasy to conceive and set up; MRB is coordinating all the engineering and constructing companies to achieve relevant tasks and is defining the future O&M organization. There is now a strong need for integrated planning (MRT projects mutual impacts, bus successive restructurations, integrated or interoperated ticketing/fare definition, funding and operation set up).




CONSIAConsultants

Changing the organization is not an option, but resistance to change is important due to fear of loosing some competences/power, and some stakeholders may not have a clear vision of all the positive impacts to be expected in shaping out a PTA.

3. Diagnosis of the current Tramoc resource capacity

The staff of Tramoc has been multiplied by 3 folds between 2004 and 2012, with respectively 24 and 115 staff, but planning and infrastructure departments are really too small in staffing, respectively 6 and 6 employees. Apparently, the attractivity of Tramoc is not enough to keep qualified staff as many of them are staying only 2 years before finding other job opportunities in Transerco or MRB. TRAMOC’s current status as a local government (DOT) department constrains its access to expert staff and financial resources, and may contribute to doubts about its impartiality in dealing equitably with private and public sector (Transerco) transport enterprises.

4. Support of BRT (4 extra people are needed)

BRT system is not like a regular bus as BRT design is characterized by dedicated lanes, traffic priority, regular frequencies and station design that allows a short embarking and disembarking time. In order to support this project, it is necessary to identify a dedicated team in charge of the project follow up, in relation to PMU, defining bus lines restructuration scheme, defining future operation conditions and forecasting costs and commercial revenues Planning and integration are also key issues. Indeed, an “arm length distance” must be kept from Transerco but at the same time, working time with Transerco is absolutely necessary.

5. Preparation of transport budget (3 people needed) PTA may also be responsible for managing public budgets , for ordering or co-financing public transport services. It is expected the future PTA to have a very significant role in computing different options for production costs and revenues and revenues. This competence could be located either in DOF or in Tramoc (with Transerco help), the last body having more “on field” data as having a proximity with data.

6. Integrated planning (4 dedicated staff) This function includes a coordination of time tables of all the projects aiming at an overall time-table; operating time-tables by mode will be defined by other relevant bodies (Transerco, O&M company/ies for urban rail). The integration/coordination of different transport modes and companies covers many aspects, among which priority for public transport (reserved corridors and traffic lights), network integration, common information systems and marketing campaigns, a joint ticketing structure and collection, distribution of fare revenues, Park & Ride/Bike & Ride facilities, etc

Relevant trainings have to be set up to improve capacities (to fill up capacity gaps)




CONSIAConsultants

4. Rationale for a creation of PTA in Hanoi

4.1 SWOT analysis of current PPT The consultant had been working on a SWOT strategic analysis of the Transport Organization (qualified with Strengths and Weaknesses) in its working Environment (identification of Opportunities and Threats). Transport Organization could be summarized by the following: (S) PPT management center (Tramoc) with a good set of Management Functions (on

paper) but (W) Validation Process through DOT to HPC that could be time consuming; (S) Operator Transerco professionally managed with expertise and sophisticated

Equipement (Control Center, AVL, …); (S/W) Dedicated structure for planning new MRT lines (MRB) that is speeding up the MRT

projects definition and their set up but unfortunately contribute to comfort a scission with Tramoc on integrated planning, ITS common systems and Operation strategy. Their scope of competences is to be consolidated;

(W) Difficult working conditions for Tramoc (W) Difficulty to work in consensus with other stakeholders about common components

(ticketing, information, …) About the opportunities (O) and Threats (T) of the Environment that interact with Transport

(O) Centralized Model with a reduced number of operators, a regulatory framework and institutional arrangements defined for a highly integrated and subsidized system (ref the various European models) differing widely, and generally more complex than the cost-recovering Asian models (ref: HK, Singapore, Manila);

(O) Enlarged urban perimeter (in 2008) that is now coherent and maybe for 20 years with current daily trips from house to work;

(O) Strong impulse of donors to set up good governance about PPT projects and PPT operation,

(O) Three new MRT and a BRT lines actually in project (2015-2020), situation that brings a lot of difficulties/stresses of all the kinds but encourage creativity and reactivity. MRB is still an “old-new” structure (created in 2001 and reshaped in 2012)

(T) Incomplete institutional frame, without a general coordination plan (Urban Hanoi’s Mobility Plan) and missing a lot of regulations (parking, curb uses, …)

(T) Traffic congestion, accidents and environment impact Following success key factors and recommended tactics are proposed:

. Reinforcement of Tramoc’s capacities,

. Better linkage between Public Transport and Traffic Management,

. Setting a gradual integration of new functions in the new Public Transport Authority

. Implement Change Management Process to get all the Stakeholders in the move




CONSIAConsultants

4.2 Long term strategy for the future Hanoi’s PTA The following description could be later on used in a brief PPT policy description

1. 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 cars and 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.

2. Importance of an integrated public transport sys tem for Hanoi

Many ongoing activities will shape Hanoi’s 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 lose 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.

Environment (O/T)(O) Centralized Model with reduced number of

operators, highly integrated and subsidizedsystem;

(O) Enlarged urban perimeter (in 2008) in good correspondance with current transport trips

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

(T) Uncomplete institutional frame(T) Traffic congestion, accidents and environment

impacts(T) Difficulties to work in consensus about common

components (fare & ticketing, information)

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. Setting up of an new efficient PTA as soon as possible. Setting gradually the new PTA (stage 1 and 2)

HPC expectations. Need for integration with the enlarged urbanperimeter)

. Better understanding of global situation

. Speed up of decision making

. Better treatment of all multimodality aspects

. Clarify responsibilities

SKF Current Organization that iscoherent with creating a PTA




CONSIAConsultants

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 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.

3. 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 are scattered among too many different agencies.

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.

4. 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.

Figure xx : Example of task of Hanoi PTA

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




CONSIAConsultants

5. 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.

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 fulfillment of all the components of the overall strategy at a cost that does not overpass the 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 behavior of drivers. These options must of course be evaluated and a tailor-made solution for Hanoi be found.

6. 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.




CONSIAConsultants

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

Table xx: Suggestion for a model for Hanoi PTA

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

An Urban railway authority could be created but with the risk of having too many boundary problems with the PTA (see following chapter). As MRB is a “old-young” structure, it could be absorbed partly or totally in the PTA structure (PTA Stage 2).

Figure xx: Organizational model of PTA (Long Term)

Transport modeType

Advisestrategy

Setup dev.

policy

Setup regulatory & planning

frame

Control +

enforce

Infrastructure supply Transport supply

Construction

Operation Vehicle Operation

1Regional railway transport no no no no no no no no

2 Intercity transport Comitee Comitee � � � � � �

3Urban railway transport (MRB) MRB MRB MRB

PossiblePTA or

operator MRBPTA or O&M

PTA or O&M

PTA or O&M

4

Urban Bus and BRT transport (TRAMOC) � � � �

�

General specs � � �

5 Taxi transport � � � � � � � �

6 Private � � � � � � � �

Transport modeType

Advisestrategy

Setup dev.

policy

Setup regulatory & planning

frame

Control +

enforce

Infrastructure supply Transport supply

Construction

Operation Vehicle Operation

1Regional railway transport no no no no no no no no

2 Intercity transport Comitee Comitee � � � � � �

3Urban railway transport (MRB) MRB MRB MRB

PossiblePTA or

operator MRBPTA or O&M

PTA or O&M

PTA or O&M

4

Urban Bus and BRT transport (TRAMOC) � � � �

�

General specs � � �

5 Taxi transport � � � � � � � �

6 Private � � � � � � � �

Future

Hanoi’s People Committee

DOTMRB

Public Transport Council ?

Public Transport Authority

Consulting committee

InfrastructureDepartment

Contract and Procurement

FinancesDepartment

Development(Mobility plan) and Service

PlanningAppraisal of PPT

Information and

client claims

New projectsdefinition

Procurement of services

O&M Railwayoperator(s)

Bus operatorscontracts

Railway projects

BRT operatorscontracts




CONSIAConsultants

5. Proposed Options for the creation of PTA in Hano i

5.1 Options to migrate from the current system to t he target (new PTA ) A functional analysis describes the existing functions with an appraisal of efficiency - and how it ideally should be.

Tramoc (description of functions)

It appears that Tramoc is currently the only body that is dealing with operation management (buses and later on BRT). Tramoc is relevant for managing infrastructure related to public transport, but is relying on HUTPMU for defining infrastructure detailed infrastructure specifications and works/ fabrication procurement.

Its role is recognized in the fields of public transport (from strategy to operational level): Public Transport Master plan definition, passenger information, fare policy scenarios preparation, ticket emission and fare collection.

The weak positioning of Tramoc allows other bodies or MRT lines teams to define “strictly for own use” systems (ticketing, maintenance, ..).

Suggestions

Some of the integrated services are already defined by Tramoc and put into service successfully by Transerco (passengers information, GIS and ticketing system – one test line actually) …

This actual scope could be extended to ticketing definition/operation management and exchanges stations definition and maybe also operation management.

About MRB

On the contrary, MRB is controlling MRT lines construction projects but as no line is still in use, therefore it does not actually deal with operation and maintenance; JICA provided TA to assist HPC in defining and establishing the overall O&M entity for all metro lines (Final report in August 2012).

There is clearly a gap in the overall functioning regarding the future management of railway lines.

On the same basis, MRB launched a study on MRT ticketing. One PTA and one URT

In theory, two different basic different options might exist characterized either by one PTA or one PTA plus one URA (Urban railway Authority)

Consia advocate for the 1st option as presenting more advantages than the 2nd one.

Public Transport Master Plan

Management of Infrastructures

definition

Integration of services

. Ticketing system definition (-)

. …

Management of buses

operation and maintenance

Public Transport Master Plan

Public Infrastructures

definition

Integration of services

Passenger information

Ticketing system definition

Exchanges stations definition




CONSIAConsultants

Hanoi has the opportunity to set up a strong PTA. The consequences on the organizational puzzle/chart are deliberately not taken in consideration in this 1st step of analysis.

1st Option: One Public Transport Authority

The 1st Option described on the right side demonstrates the interest of giving the leadership to a PTA regarding integrated services. This does not mean that the other bodies (MRB for example) are excluded but are working in coherence/coordination with this Urban Transport Authority.

The principle of creating bus-bus exchange in Hanoi is well established, with bus stations at Long Bien and Cau Giay having more than 15 corresponding lines.

To further encourage a global public transport definition integrating feeder effect at the stations of low capacity modes of transport (taxis, Xe-Om), some kind of control above these modes have to be imagined (*).

MRB is keeping its role and responsibilities regarding railway infrastructures (in orange) but must abandon its freedom on ruling part of integrated services (ticketing for railway, passengers information).

2nd Option: Two Public Transport Authorities

The 2nd option is consisting of the 2 existing structures and actual tasks in juxtaposition

This option does not prepare the establishment of a fully competent Public Transport Authority and is creating institutional conditions that allow disintegrated services and brings a lot of unnecessary drawbacks (lack of integration of networks, fragmented approaches regarding common services, insufficient concern about exchange stations, …)

It is clearly the opinion of the consultant that Hanoi have a very good opportunity to set up a strong PTA (one is as the near future (2015-2020) will be characterized by drastic changes in the consistency of PPT (one BRT and five MRT lines). In the mean time, important modifications of traffic rules, priorities among modes, a new operation funding model will have to be defined and set up.

Management of buses

operation and

maintenance

Buses Transport Master

Plan

Infrastructures for buses

Operation definition

Buses/BRT transport

services

. Buses services offer

. Passengers information

. BRT and buses ticketing

system definition

Management of MRT

operation and

maintenance

Railway Infrastructures

definition

Rail Transport Master

Plan

MRT transport services

. MRT services offer

. MRT Passengers info.

. MRT ticketing system

definition

Management

of buses O&M

Transport Master Plan

including all the modes

Infrastructures for

buses Operation

Integration of public transport

services

. Design of global services offer

. Passengers information (++)

. Ticketing system definition (-)

. Facilities for easy interchanges at

the

Management

of MRT O&M

Railway

Infrastructure

s definition




CONSIAConsultants

5.2 Shaping PTA in three stages

5.2.1 Stage 0: Reinforcement of Tramoc and Setting up a Permanent Secretariat At first it is necessary to reinforce Tramoc Capacity by complementary Capacity Building and check up the validity of inserting additional Functions, Tasks and Rights.

In parallel, a Permanent Secretariat will be constituted and put in operation

Capacity Building for Tramoc, Transerco

Capacity Building Plan had been defined in the Technical Assistance TOR and developed on the base of a Training needs appraisal conducted in October 2012.

Relevant Training Plan issued in November 2012 included Training sessions to Tramoc, Transerco with a succession of classic lectures and working sessions/workshops.

A complementary description and relevant training material will be submitted in April 2013.

Training sessions are supposed to last about 16 months.

Additional Functions, Tasks and Rights for Tramoc

Actually, most of the tasks that Tramoc is achieving are linked to departments of DOT; an analyze of the efficacy of this functioning will be done in collaboration with DOT.

Setting a Permanent Secretariat

It seems of utmost importance to set up as soon as possible a Permanent Secretariat to manage the various public transport projects in different stages of implementation as was suggested on the 5th of October, 2012 during the meeting at WB.

DOT

1

IPS UTMS PEO APS

TMS EMS EO VMS

CTSC-EO

INS

TRAMOC

Functions, Tasks & Rights

Strengthening

Additional Functions, Task & Rights

PTA(stage 1)

+ MRB

Permanent Secretariat (TRAMOC?)

A full PTA (stage 2)

HPC




CONSIAConsultants

This Secretariat would have the responsibility of coordinating the projects and activities, identifying key milestones and urgent decision making steps.

Terms of reference of the Permanent secretariat (PS ) are proposed as follows: Objective: Assist relevant Stakeholders in liaison during the Transition Period for creation of Hanoi’s PTA Position: Under DOT Members: 10 people transferred from Tramoc and MRB, key members for PTA stage 2 with Advisory role Funding and office/Equipment: PTA budget (to be defined) Functions/Tasks/Scope: Advise about institutional and technical issues on PTA’s process follow-up, Multimodal coordination, Fare and Ticketing, Overall budget and funding, Complex IT systems definition (AVL, Passengers information), Overall Management of operation (buses, M&O for MRT, M& O for BRT), Land acquisition follow up Urgent tasks (in 2013?) : Set up a Detail Action Plan of the above mentioned Tasks/activities general planning of urgencies and follow-up, Monthly meetings Reporting about overall planning follow up.

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)

5.2.2 Functions of PTA in stage 1 (2015-2018) The functions of the Permanent Secretariat might be integrated by the new Hanoi’s Public Transport Authority (stage 1). It is important to insure that the main functions are integrating the different modes but during the period of construction of the MRT lines, MRB is keeping its scope of competences. It is our understanding that operation strategy and finalization of MRT operation contracts has to be under PTA - even if it is prepared by MRB - in order to insure coherence and efficiency. The PTA Stage 1 is reporting to DOT Following functions for PTA Stage 1 are identified as the following:

Strategic functions: Policy formulation, long term planning (Global Mobility Plan and master plans), capital financing (in validation with the mayor and deputy mayors of the cities). The responsibility in such a case is to advise and report to HPC. Coordination of an Integrated planning of BRT and B us, Rail and BRT/Bus � Overall transport construction planning (5 MRT lines, 1 BRT line) – Follow up,

identification and solving of interface problems � Fare integration and ticketing � Control Center for the global network (location selection, equipment, ITS systems) in

connection with Traffic control center � Exchange stations positioning and access optimization � Strategy for various operation ordering or contracting; verification of coherence between

the different operation packages � Strategy and action plan for funding and complementary measures (taxes, …)

Procurement of 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 operators.




CONSIAConsultants

Management of Transport Operations : Contracting with operators, contract control, reporting with operators).

In order to settle the new structure, an appraisal of human resources (existing and necessary) will have to be achieved.

A definition of necessary staff to held the functions/tasks will be proposed (before end of 2013)

5.2.3 Functions of PTA in stage 2 (2018-2021) The main difference between the two stages consists in merging the two bodies Tramoc and MRB in order to settle a full PTA ruling all the public transport modes.

The PTA (Stage 2) is not reporting to DOT but directly to HPC.

All the competences of phase 1 are therefore integrated including 100% of Public Transport planning :

- Strategic functions such as policy formulation, long term planning (master plans), capital financing (in validation with the mayor and deputy mayors of the cities).

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

- Management of Public Transport Operations : Contracting with operators, contract control, reporting from operators

- Infrastructure planning : To a certain extent as it is assumed that the PTA has to prepare general specifications regarding infrastructure in direct relation to PPT such as depots, MRT, bus stops, etc. The detailed specifications and the procurement process could be run by other DOT’s departments.

- 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 operators.

In order to settle the new structure, an appraisal of human resources (existing and necessary) will have to be achieved.

A definition of necessary staff to held the functions/tasks will be proposed (before end of 2016)

At this stage of work on possible functions to be held by a future PTA, it is suggested that 2 workshops could be organised based on material for PTA cases that have been selected for the Study Tours to be organized in 2013 and 2014.

Workshops to be organised (one preferably before and one after the study tour) will compare the existing situation and strategy of Hanoi compared to other PTA’s. Differences and Success key factors might be identified and selected for Hanoi. The following simplified organizational chart presents the position of the different levels of decision and execution, from the GOV level (on top) to the HPC and detailing the different Units and agencies within DOT.




CONSIAConsultants

5.3 Institutional frame for the creation of PTA This section analyses the institutional frame for the creation of PTA within the legal framework and laws of Vietnam. Firstly, PTA is a public service provider, which therefore should be established under the process provided in the decree No. 55/2012/ND-CP dated June 28th, 2012 on stipulating the establishment, reform, and dissolution of public service provider. Accordingly, the final goal of the PTA is to become a specialized body under Hanoi People’s Committee, it therefore should be adjusted by the decree No. 18/2008/ND-CP dated February 04th, 2012 on stipulating the organization of specialized bodies applying to province and city people’s committees and by the law No. 11/2003/QH11 on organizing people’s council and people committee. The following table analyses institutional aspects related to the creation of PTA as discussed in the section 5.2. Table xxx: Laws, decrees, and decisions related to the process of PTA creation

Type Code and Date

Title Involvements in the creation of PTA

Law by the National Assembly

No. 11/2003/QH11 dated on 26/11/2003

Law on organizing people’s council and people’s committee.

Chapter II, Item 1, article 17.3 stipulates the right of the provincial people’s council: approve structure of specialized bodies under province and district people committees: decide to create, merge, and dissolve some specialized bodies under people’s committee at the same level. This is much concerned if PTA according to the guidelines of the government.

Law by the National Assembly

No. 25/2012/QH13 dated on 21/11/2012

Capital Law Article 18, Item 3: The People’s Council of Hanoi city shall promulgate regulations on taking priority to the development of the mass public transport system; encourage investments and construction and exploitation of bus stations and car parks and other automobiles; apply high-technologies in transport management and operation system.

Resolution by Hanoi people’s council

No. 09/2008/NQ-ĐND dated on 19/04/2008

Resolution on the approval of the structure of specialized bodies directly under city people’s committee and district people’s committee

Article 1: Approval of the structure of specialized bodies under HPC including 17 departments and 02 department-level bodies. If the PTA under HPC is created, it is necessary to have a new resolution of Hanoi people’s council on approving the structure of specialized bodies

Decree by the Government

No. 13/2008/NĐ-CP dated on

Decree on stipulating the organization of

Article 2: Principles on organizing specialized body under provincial people’s committee.




CONSIAConsultants

04/02/2008 specilized bodies under provincial people committee/city under the central government

Article 3: Position and functions of specialized body under provincial people’s committee Article 4: Tasks and rights of specialized body Article 5: Structure of a specialized body under provincial people’s committee Article 12, Item 2 on the tasks and rights of provincial people’s committee about the organization of specialized body: provide specific tasks, rights, organizational structure of specialized body under provincial people’s committee under regulations of this Decree and other relevant legal aspects.

Decree by the government

No. 55/2012/ND-CP dated on 28/06/2012

Decree on the establishment, reform, and dissolution of public service providers

This decree is very important to the creation of PTA. It stipulates conditions as well as the process to establish reform and dissolve a public service provider like PTA.

Decision by HPC

No. 17/2008/QĐ-UBND dated on 29/09/2008

Decision on stipulating functions, tasks, rights and organizational structure of DOT

Based on this Decision, DOT plays an important role in the preparation and submission processes of the master plan of PTA creation to HPC (under appraisal of the Department of Home affairs)

Decision by DOT

No. 764/QD-GTVT dated on 15/06/2009

Decision on stipulating functions, tasks and rights, organizational structure of TRAMOC

Based on this Decision, the current functions, tasks and rights, organizational structure of TRAMOC are identified. It will help strengthen TRAMOC with additional tasks and rights to become a PTA in stage 1 under DOT

Decision by HPC

No. 925/QD-UBND dated on 22/02/2012

Decision on the establishment of MRB directly under HPC based on the re-synchronization of Hanoi Urban Railway Management Board

Based on this decision, the current functions, tasks and rights, organization of MRB are identified. It will be a reference for the preparation of functions, tasks and rights of the future PTA.

From the analysis of institutional frame above, a process for the creation of PTA is proposed as follows: Stage 0:

1. The consultant supports DOT to prepare functions, tasks and rights of a Permanent Secretariat (PS).

2. DOT submits documents on the establishment of PS to HPC for a approval




CONSIAConsultants

Stage 1:

1. The consultant support DOT to strengthen TRAMOC in short-term training, oversea study tours and long-term training as well as supporting TRAMOC to manage the first BRT line.

2. If some functions, tasks and rights need to be added in order to make TRAMOC become more independent in managing Bus/BRT network, the consultant will support DOT to prepare these documents for decision-making.

Stage 2:

1. The consultant supports DOT to develop a master plan for the creation of PTA to submit relevant agencies for appraisal and approval. Contents of this master plan includes:

o Rationale and legal basis o The targets, scope of operation, and name of the organization; o Classification of public service providers; o Position, functions, tasks and rights; o The organizational structure (In case of a large scale) o The financial and operating mechanism o The intended personnel, number of employees, funding, headquarter, and

necessary equipment and facilities to ensure the operation of the public service providers after the establishment;

o The organizational plan and operational procedure of the public service provider

o Petitions of the agency that compiles the plan for establishing the public service provider (if any);

o Other contents shall abide by specialized laws and direction of governing Ministries

2. DOT prepares the statement to submit the Department of Internal Affairs for appraisal.

3. Gather comments from relevant stakeholders 4. The Department of Home Affairs appraise the quality of master plan 5. Proposal of an approval from Hanoi People’s Council 6. HPC issues the final decision for the creation of PTA.

6. Conclusion As this report is defining a strategy for setting the Hanoi’s PTA, the next report will be dedicated to the Action plan for setting a PTA. As the Human Resources Analysis is crucial and may provide important data for precising some of the here-above described orientations, we suggest this draft report to be updated at the end of HR appraisal (PTA3 report).




CONSIAConsultants

Annexes

Annex 1: Hanoi Public Transport network (Map)




CONSIAConsultants

Annex 2: PTA cases around the world Paris Public Transport and PTA o Population: Paris inner city population of 2.2 million, Metropolitan area of over 11 million

inhabitants. o Public transport description : 16 metro lines, 351 bus lines, 4,300 buses, 13,000 bus

drivers o PTA description : STIF, a public body that coordinates all transport operations for the

regional government and all the counties of the region: Conditions of operation and tariffs, level of service, modernization of the transport system, urban mobility plans and urban transport master plans definition, management of mass transit transport projects

o Operators: The Metro and Tramway, most of the Bus and a few sections of the RER

(réseau Express regional) run by the RATP (Régie Autonome des Transports Parisiens), the government-subsidized company whose jurisdiction covers all transport touching the Parisian Capital. The rest of the RER (large caliber regional train), as well as the “Transilien”, is run by the SNCF (Société Nationale des Chemins de Fer Français), the state-owned train company whose rail network covers all of France.

o Type of railway offer: Transilien are suburban train lines connecting Paris' main stations

to the suburbs not reached by the RER. o Improvements: The capital’s bus system has been given a major boost over the past

decade. Beginning in early 2000, Paris' major arteries have been thinned to reserve an express lane reserved only for bus and taxi, usually designated with signs and road markings. More recently, these bus lanes have been isolated from the rest of regular circulation through low concrete barriers that form "couloirs" and prevent all other forms of Paris circulation from even temporarily entering them

Singapore PTA o Population: 5.18 million people, of whom 3.25 million (63%) are citizens while the rest

(37%) are permanent residents or foreign workers. There are half a million permanent residents in Singapore in 2011. The resident population does not take into account the 11 million transient visitors who visit Singapore annually.

o Institutional frame : Since Singapore is a small island with a high population density, the

number of private cars on the road is restricted so as to curb pollution and congestion. Car buyers must pay for duties one-and-a-half times the vehicle's market value and bid for a Singaporean Certificate of Entitlement (COE), which allows the car to run on the road for a decade.

o Public Transport: The MRT networks have grown in tandem with development growth

and link the high density housing developments to the city centre and to other employment areas.

o 63% daily mode share) is by public transport. Accessibility to public transport is universal and public transport fares are one of the lowest in the developed world, even though there is no direct subsidy from the state for operating costs.

o Operators: Two companies run the public bus and train transport system – SBS Transit

and SMRT Corporation. There are almost a dozen taxi companies, who together put out




CONSIAConsultants

25,000 taxis on the road. Taxis are a popular form of public transport as the fares are relatively cheap compared to many other developed countries.

o Car constraints measures: The Singapore Area Licensing Scheme, implemented in 1975,

became the world's first congestion pricing scheme, and included other complementary measures such as stringent car ownership quotas and improvements in mass transit. Upgraded in 1998 and renamed Electronic Road Pricing, the system introduced electronic toll collection, electronic detection, and video surveillance technology.




CONSIAConsultants

London Public Authority o Population: Greater London was about 8,278,251 people in 2001,[ while its wider

metropolitan area has a population of between 12 and 14 million (most populous city and metropolitan area of the European Union), 19th largest city and the 18th largest metropolitan region in the world

o Local Government: The administration of London is formed of two tiers—a city-wide,

strategic tier and a local tier. City-wide administration is coordinated by the Greater London Authority (GLA), while local administration is carried out by 33 smaller authorities (counties).The GLA consists of two elected components; the Mayor of London, who has executive powers, and the London Assembly, who scrutinise the mayor's decisions and can accept or reject his budget proposals each year.The mayor's statutory planning strategy is published as the London Plan, which was most recently revised in 2011

o PTA description : London's internal transport system is ruled by the Mayor of London,

administered by its executive agency Transport for London (TfL). TfL controls the majority of public transport in the area, including the Underground, London Buses, Tramlink, the Docklands Light Railway, and London Overground rail services within Greater London. One of the key distinguishing features of TfL as a Transport authority is that it is responsible for both the strategic road network and public transport. TfL also acts as both an authority and a direct operator, depending on the mode of public transport involved. TfL received a ground breaking five-year financial settlement from the government in 2005 to deliver an investment programme,worth over GBP 10 billion, the first one in the history of London’s transport.

o Public Transport : The Tube: The Underground known as the Tube is the oldest and second longest metro system in the world, dating from 1863. The system serves 270 stations Over three million journeys are made every day on the Underground network, over 1 billion each year There is an extensive above-ground suburban railway network, particularly in South London, which has fewer Underground lines. London's bus network: One of the largest in the world, running 24 hours a day, with 8,000 buses, 700 bus routes, and over 6 million passenger journeys made every week. London’s tram network, known as Tramlink, based in Croydon in South London. The network has 39 stops, three routes and carried 26.5 million people in 2008

o Operators: Unlike the Underground, which is a single system owned and operated by Transport for London, commuter railways in London are run by a number of separate train operating companies (TOCs). This results from the privatisation of British Rail in the 1990s which split the former state railway operator British Rail into a number of smaller franchises in order to increase competition and allow railways to operate in a free market. Among the rail firms operating passenger services in London, a number are owned by foreign companies or by state-owned railways of other European countries. London Overground is contracted in a different way to other franchises in that it is operated by a private company under contract to Transport for London. Heathrow Express is also unusual in that it is not officially part of the National Rail franchising system. Other rail services are franchised to train operating companies by the national Department for Transport (DfT).

o Ticketing: Oystercard is a credit-card-sized electronic ticket which offers almost unlimited

use on the London Underground, London Overground, Docklands Light Railway, Tramlink, London Buses and National Rail services in the Greater London




CONSIAConsultants

o Fares: Calculated by using a system of fare zones which divides London's transport

network into concentric circles numbered 1-6. Individual transport operators may also offer their own ticketing and fare tariffs for travel on one mode of transport.

o London has the largest wheelchair accessible network in the world and, from the 3rd

quarter of 2007, became more accessible to hearing and visually impaired passengers as audio-visual announcements were introduced.

Hong Kong and equivalent PTA

o Territory and population : The territory's population is 7.03 million. In 2009 Hong Kong had a birth rate of 11.7 per 1,000 population and a fertility rate of 1,032 children per 1,000 women. Residents from mainland China do not have the right of abode in Hong Kong, nor are they allowed to enter the territory freel. However, the influx of immigrants from mainland China, approximating 45,000 per year, is a significant contributor to its population growth – a daily quota of 150 Mainland Chinese with family ties in Hong Kong are granted a "one way permit". Life expectancy in Hong Kong is 79.16 years for males and 84.79 years for females as of 2009, making it one of the highest life expectancies in the world.

o Public Transport : Hong Kong's transportation network is highly developed. Over 90% of daily travels (11 million) are on public transport, he highest such percentage in the world. Payment can be made using the Octopus card, a stored value system introduced by the Mass Transit Railway (MTR), which is widely accepted on railways, buses and ferries, and accepted like cash at other outlets. The city's main railway company (KCRC) was merged with MTR in 2007, creating a comprehensive rail network for the whole territory (also called MTR). This MTR rapid transit system has 152 stations, which serve 3.4 million people a day. Hong Kong Tramways, which has served the territory since 1904, covers the northern parts of Hong Kong Island.

o Operators : Hong Kong's bus service is franchised and run by private operators. Five privately owned companies provide franchised bus service across the territory, together operating more than 700 routes. The two largest, Kowloon Motor Bus provides 402 routes in Kowloon and New Territories; Citybus operates 154 routes on Hong Kong Island; both run cross-harbour services. Double-decker buses were introduced to Hong Kong in 1949, and are now almost exclusively used; single-decker buses remain in use for routes with lower demand or roads with lower load capacity. Public light buses serve most parts of Hong Kong, particularly areas where standard bus lines cannot reach or do not reach as frequently, quickly, or directly.

The Star Ferry service, founded in 1888, operates two lines across Victoria Harbour and provides scenic views of Hong Kong's skyline for its 53,000 daily passengers. It acquired iconic status following its use as a setting on The World of Suzie Wong. Other ferry services are provided by operators serving outlying islands, new towns, Macau, and cities in mainland China. Hong Kong is famous for its junks traversing the harbour, and small kai-to ferries that serve remote coastal settlements.

Djakarta Public Transport and PTA




CONSIAConsultants

o Population: 9.58 million people (2010 census), The area of DKI Jakarta is 662.33 km2, suggesting a population density of 14,464 people/km2 as the ninth largest urban population density in the world The population of Greater Jakarta (Jabodetabek Region) is 28,019,545. Including areas such as Purwakarta and Sukabumi, the population might easily surpass 30 million

o Public Transport and other private modes: The city suffers a lack of urban public transport services due to prioritized development of road networks, which were mostly designed for private vehicles. "Auto rickshaws", called bajaj, provide local transportation in the back streets of some parts of the city. From the early 1940s to 1991 they were a common form of local transportation in the city. The TransJakarta bus rapid transit service (known as Busway) was developed in the context of development reform (or reformasi) and used Bogota's TransMilenio system as a model. Jakarta's first busway line, from Blok M to Jakarta Kota opened in January 2004 and as of 28 December 2011, eleven out of fifteen corridors are in use. The Kopaja and MetroMini economy minibus systems also provide important services for Jakarta commuters with numerous routes, Although ojeks are especially useful on the crowded urban roads and narrow alleyways, which other vehicles cannot reach. It is essentially a taxi, but with a motorcycle instead of an automobile. Besides a taximeter and the company's driver identity card, the passenger has access to a helmet, disposable shower caps to use underneath the helmet and an extra raincoat. Contrary to common ojeks, Taxijeks are allowed to enter gated communities and they usually charge a lower fare.

o PTA description : PT Mass Rapid Transit Jakarta was created in June 17, 2008, after the approval of DKI Jakarta Local Legislative Parliament through Local Act No 3/2008 about Local Government Shares in the Establishment of PT MRT Jakarta. PT MRT Jakarta is dealing with city public rail transportation services, which include development, operations, maintenance, and business from the MRT infrastructure and facilities, including area around MRT Depot and Stations. PT MRT Jakarta shareholders composition is Provincial Government of DKI Jakarta 99.5% and PD Pasar Jaya 0.5% (Regional Owned Government Company managing all the public market in Jakarta) In the Engineering Service Phase, PT MRT Jakarta will be responsible to the Pre-Qualification Process and Contractor Procurement. In the Construction Phase, PT MRT Jakarta, in the name of DKI Jakarta Provincial Government, will sign the contract with the construction company, procurement assistance consultant and the operations and management consultant.

o MRT Operator: In the operation and maintenance phase, PT MRT Jakarta will be the operator company, responsible for the operations and maintenance of the whole business, including the challenge to create enough demand to generate adequate revenue for the company.

Mexico City Public Transport and PTA

o Population: Greater Mexico is formed by the Federal District, 60 municipalities from the State of Mexico and one from the state of Hidalgo. In 2009, 21,163,226 persons live in this urban agglomeration, of which 8,841,916 live in Mexico City




CONSIAConsultants

o PTA: Government of the Mexican Federal District through several public companies that administer the different means of transportation. The government of Mexico City operates the second busiest publicly owned transit system in North America after New York City, if private operators (which carry about 60% of the traffic) are included, the Mexico City passenger transport system handles about twice the passengers of the New York MTA. Often, ridership figures given for Mexico City do not include suburban traffic in Mexico City's four massive bus terminals, each of which is similar in size to the Port Authority Bus Terminal in New York City

o Public Transport: Sistema de Transporte Colectivo Metro, a 207 km (129 mi) metro system, which is the largest in Latin America. The first portions were opened in 1969 and it has expanded to 11 lines with 175 stations. A suburban rail system, known as the Tren Suburbano, similar to the Parisian RER started operations in 2008 connecting the city downtown to the Northern suburbs. A twelfth (gold color) metro line is currently in construction, and will add an additional 25 km (16 mi) to the network. The metro is one of the busiest in the world transporting approximately 4.5 million people every day, surpassed only by subway lines in Moscow (7.5 million), Tokyo (5.9 million), and New York City (5.1 million). It is heavily subsidized, and has the lowest fares in the world, each trip costing 3.00 Mex $ and taking each passenger to almost any place in the mega city from 05:00 am to midnight. However, the Metro does not extend over more than half of the urban area, for which an extensive network of bus routes exists. These routes are mostly managed by private companies which are allowed to operate buses as long as they adhere to certain minimal service quality standards.The city government also operates a network of large buses, in contrast with the privately operated microbuses (peseros), with fares barely exceeding that of the metro. Electric transport other than the metro also exists, in the form of several Mexico City trolleybus routes and the Xochimilco Light Rail line, both of which are operated by Servicio de Transportes Eléctricos. The central area's last streetcar line (tramway, or tranvía) closed in 1979, but the reintroduction of streetcars to the historic city center is planned. he city's first bus rapid transit line, the Metrobús, began operation in June 2005, along Avenida Insurgentes. A second line was constructed along Eje 4 Sur, opening in December 2008, and a third line opened in February 2011, serving Eje 1 Poniente between Tenayuca and Metro Etiopía. As the microbuses were removed from its route, it was hoped that the Metrobús could reduce pollution and decrease transit time for passengers. Also, since late 2002, the white and green taxis have been joined by red and white ones as part of a program to replace older vehicles with new ones.

Sao Paulo Public Transport and PTA

o Population: In 2010, São Paulo was the most populous city in Brazil and in South America. 10,659,386 people (2010 IBGE Census) are residing in the city of São Paulo Over 19 million inhabitants and 6.2 million cars occupy the São Paulo Metropolitan Region.

o Local government: The city is divided into 31 boroughs, and each borough is divided into neighbourhoods. The boroughs form nine regions (or "zones"), with similar geographic location and history, but most people and companies prefer to use another division, with only five regions.

o PTA: (to be described)




CONSIAConsultants

o Public Transport: Complex system with many subsystems.

Underground railway systems: 61.5 km of underground railway systems (34.6 km fully underground) (the São Paulo Metro,locally known as the Metrô), with 4 lines in operation and 58 stations, complemented by another 260.7 km of Companhia Paulista de Trens Metropolitanos (CPTM, or "Paulista Company of Metropolitan Trains") railways. Both CPTM and the underground railway lines carry some 5.2 million people on an average weekday, and a few new underground lines to be constructed are expected to add another million people to the system within the next five years. The projects expected to expand São Paulo's urban railway system from the current 322.2 km to more than 500 km on the next 10 years No tram lines, although trams used to be common in the first half of the 20th century. Bus system: A fleet of over 16,000 units, under the responsibility of SPTrans.




CONSIAConsultants

Annex 3: Organizational charts and functions of rel evant stakeholders.

1. Hanoi People Committee

(continued in next page)

Hanoi Party Committee

Hanoi People Committee

Hanoi People Council

Dept of Industrial and Trade

HPC’s Office

Dept of Planning and Architecture

Dept of Education and Training

Dept of Finance

Dept of Transport Dept of Natural Resources and Enviroment

Dept of Planning and Investment

Dept of Information and Communications

Dept of Science and Technology

Dept of Justice

Dept of Labour – Invalids and Social Affairs

Dept of Culture, Sport and Tourism

Dept of External Relations

Dept of Construction

Dept of Home Affair Dept of Health

Dept of Agriculture and Rural Development

Export Processing and Industrial Zones PMU

Vietnam Fatherland Front Committee

Urban Improvent Committee

Hanoi Labour Federation

Hanoi Ethnic Committee

Communist Youth Union

State Treasury Woman Association

State Bank Veterans Association

Tax Bureau Farmer Association

Dept of Customs of City

Friendly Organizations Union

Hanoi Traffic Police




CONSIAConsultants

(continued from previous page)

Town

Son Tay

Ba Vi

Chuong My

Dan Phuong

Dong Anh

Gia Lam

Hoai Duc

Me Linh

My Duc

Phuc Tho

Quoc Oai

Soc Son

Thach That

Thanh Oai

Thanh Tri

Thuong Tin

Tu Liem

Ung Hoa

Phu Xuyen

Districts

Ba Dinh

Cau Giay

Dong Da

Ha Dong

Hai Ba Trung

Hoan Kiem

Hoang Mai

Long Bien

Tay Ho

Thanh Xuan

Units directly under the City

Hanoi Radio and Television

College of Art

College of Teaching

Officials Traning School Le Hong Phong

Research Institutes for Socioeconomic

Committee for 1000 years Thang Long Aniversary

Ancient Quarter PMU

Committee for Land Clearance

Metropolitan Rail Board

Investment and Develop ment PMU for

Western West Lake

Focused Projects PMU

Ta Ngan PMU




CONSIAConsultants

2. Department of Transport

Legend:

IPS Investment and Planning Section UTMS Urban Transport Management Section

PO Personnel Office APS Appraise Section

TMS Transport Management Section EMS Economic Management Section

EO Executive Office VMS Vehicle Management Section

NWMS National Waterway Management Section

CTSC-EO City Traffic Safety Committee – Executive Office

INS Inspection Section DOT Department of Transport

UPMU Urban Transport Project Management Unit (120 staff)

HUTDPMU Hanoi Urban Transport Development Project Management Unit (110 staff)

MPMU Infrastructure Maintenance Project Management Unit (80 staff)

PMU1 Project Management Unit 1 (45 staff)



TRAMOC Hanoi Urban Transport Management and Operation Centre

DTC Driving License Testing Centre

CSMC Coach Station Management Centre

VTC Vehicle Testing Centre

RC Research and Education Centre

Dept of Transport

UPMU

Administrative Units

Operative Units

MPMU HUTDPPMU

PMU1 PMU2 PMU3

RC VTC DTC CSMC TRAMOC

IPS UTMS PEO APS

TMS EMS EO VMS

NWMS CTSC-EO INS




CONSIAConsultants

3. Hanoi Urban Transport Development Project Manage ment Unit (HUTDPMU)

Total number of staff in HUTDPMU: 110

HUTDPMU is managing the following projects:

- Hanoi Urban Transport Development Project - Improvement of National Highway No32 project, section from Dien to Nhon - Development of the Traffic Signals Control Centre – Phase 1 (is investigating at 40 Hang Bai, National budget, will be completed at the end of

2012)

- Overpass bridge project at Nam Hong intersection (focus project, tentatively completed at the end of 2012)

HUTDPMU was established in May 2006

DIRECTOR Tran Anh Tu 0904050069

DEPUTY DIRECTOR Chu Tuan Dung, responsible for projects of national and

internation budget

DEPUTY DIRECTOR Nguyen Khoa Hoi, responsible

for BRT project

DEPUTY DIRECTOR Pham The Toan, responsible

for RR No2

DEPUTY DIRECTOR Le Ngoc Quang, responsible for institutional strengthen

PERSONNEL AND ADMINISTRATIVE

OFFICE Ms.Hoa, head

officer Total staff: 17

University

FINANCE AND ACCOUNTING

OFFICE Ms.Lien, head officer

Total staff: 8 University

graduation: 8

GENERAL PLANNING OFFICE

Ms.Nga, head officer Total staff: 13

University graduation: 13

PREPARATION OF LAND CLEARANCE

OFFICE Mr.Tu, head officer

Total staff: 25 University

graduation: 22

PMU 1 Mr.Huan, head



PMU 2 Mr.Tuan, vice head



APPRAISED OFFICE FOR PROJECTS Mr.Hung, head





51

4. TRAMOC

Currently, the management of Hanoi PPT for supporting defined PPT strategy,is including the Urban Transport Management and Operation Centre (TRAMOC), a unit with duty to assist the Director of the Department of Transportation and manage the public passenger transport in the city.

Current Duties and rights (Source: Decision No.764/ QD-GTVT, 2009) 1. Set up public transport planning, strategy, development plan and submissions for approval; 2. Carry out the scientific researches and submissions for approval; 3. Manage and control public transport 4. Manage public transport infrastructure; 5. Issue and manage bus ticket; 6. Exploit incomes from advertising and concerned services in public transport; 7. Manage provided funds, assets, and staffs 8. Implement others assigned by DOT.

Figure xx model of the Hanoi management of PPT by b us in Hanoi

The field of public passenger transport assigned to TRAMOC is limited mainly in the inner-city bus operations, excluding other PPT services (MRT, national rail, bus contact provinces adjacent) as well as taxi and motorcycle taxi.



52

5. TRANSERCO

Legend:

TTC Technical Technology Centre IMC Inspectation and Monitoring Centre

BOC Bus Operation Centre TIC Ticket Centre

Board of Administration

Monitoring Board

Board of Directors

BUSINESS OPERATION BLOCK

Public Transport Block

IMC BOC TIC TTC

Transport and Tourism Block

Infrastructure and Commercial Block

Joint -venture and Associate Companies

Planning and Investment Committee

Project Management Unit (PMU)

Training Centre

TRANSERCO Officer

Organizational and Salary Committee

Financial and Accounting Committee

BUSINESS SUPPORT BLOCK



53

Annex 4: Competence Survey in TRAMOC and TRANSERCO 1. TRAMOC

If compared between 2004 and 2013, the structure of Tramoc and a comparision of other criteria are presented as follows:

2004 2013

Giám đốc Director (01)

Phòng tổ chức Administrative

Department (03)

Tổ theo dõi & giám sát

Inspection & Supervision Group

(08)

Tổ quản lí dự

án

Phòng kĩ thuật & qui hoạch Planning &

Technical Dept. (06)

Phòng tài chính

& kế toán

Finance &

Tổ vé

Ticketing

Group

Phó giám đốc Vice-Director (01)

Phó giám đốc Vice-Director (01)



54

No Criteria\Time 2004 2/2013 Remark

1 Total staff

- Director

- Deputy Director

- Staff

24

01

02

21

115

01

04

110

2 Sex

- Male

- Female

24

16

08

115

65

50

Domestric Oversee Domestric Oversee 3 Academic Qualification

- Ph.D

- Master

- University

- Under University

0

0

18

05

0

01

0

0

0

02

69

43

0

01

0

0

4 Total Departments & Groups 06 07

Updated to February 25th 2013, TRAMOC has a total of 115 staffs. The Consultant conducted surveys via delivering training need questionairre paper. The following is the report on training needs questionairre :

Education level : Master: 02; University degree: 18

Field of Study:

Field of Study Quantity

Road & bridge engineering 01

Transport Planning, Traffic Engineering, Traffic Management 03

Transportation Economics 04

Business administration 01



55

Informatics, IT 02

Economics / law: 05

Psychology, Education or Political Science 02

Automobile mechanics 01

Others 01



56

Current positions, responsibilities and expected proposals of interviewee are summaried in the following table::

No Full name Position Task Expectations and propo sals

1 Mr. Nguyen Hoang Hai

Director Director of Tramoc, guide TRAMOC to implement the following functions: Advise, and implement projects, topics related to public transport

- Public Transport Planning and Operations is regarded as a tool and basic knowledge related to the collection, assessment and analysis of transport.

- Procedure and technology: make plan, control, monitor, and manage revenue

- Method of calculating fare prices for public transport,

- management of ticketing system for multi-modal public transport system,asic technical requirements and standards for IC in Public transport

- Technology and equipment in: make plan, operation management, ticketing management, quality control

- Human resources; Finance; Policy mechanism to monitor and manage high mass public transport operation

2 Mr. Duong The Binh

Deputy Director Control Department of Science and Technology and service control, public transport forecast and assessment

- Knowledge on pubic transport planning and management.

- Coordination ability with other types of transportation

- BRT connection ability with other public transport modes and traffic organization ability in BRT corridor

- Ticketing system is able to integrate with other types of public transport, formulate dealers to distribute tickets under the method that the state



57

No Full name Position Task Expectations and propo sals hire enterprises to sell tickets

- Management technology, control technology, ticketing technology in Public transport

- Build up and organize the mechanism to be able to manage and operate BRT

3 Mr. Nguyen Huu Quang

head of Science and technology department

Advise and provide assistance for Management Board in implementing projects applying science and technology into public transport in Hanoi and contribute to public transport planning

- Knowledge on pubic transport planning and management

- Ensure mass transit and high capcity,ensure coordination with other types of transportation, ticketing system must be compliant with other types

- A flexible ticketing system, modern technology, and be compatible with public transport ticketing system by bus.

- Public transport technology and equipment should be modern, in accordance with current industrial tendency of the world and be compatible with public transport infrastructure in Vietnam and meet the demand for management in public transport

- Build up high quality operation control control management mechanism and apply GPS technology into management

4 Mr. Luong Duc Thinh

Deputy Director Manage 02 technical departments: Department of Infrastructure Management and Department of Planning

- Public Transport system should operate effectively , meet the people’s demand

- BRT system should be effective and integrated with public common transport of the city

- Ticketing system should be flexible and convinient to passengers and request to tightly control



58

No Full name Position Task Expectations and propo sals revenues

- Technology should support the system operation and control the operation.

- Monitor and manage public transport operation should ensure the efficiency of the network

5 Mr. Vu Quy Kien Head of Department of Infrastructure Management

Advise the leadership of TRAMOC on relevant issues related to infrastructure and bus route network organization.

- BRT route should connect with the existing conventional system and future high mass transit system to ensure a full coherent system to support each other.

- Ticketing system should ensure the efficiency and prevention of revenue losses, and integration of one ty pe of ticketing for the public transport system

- Request to install GPS and camera to monitor service quality on vehicles

- Control system and high mass public transport operation management should ensure good service quality

6 Ms. Pham Thi Phuong Hoa

Staff of ticketing management system, administration and interal affairs

Base on the output of passengers and the demand of passengers for each route to print, issue and prepare the balance-sheet of revenues for each route with all types of ticketings.

Analyze and make assessments of the output of passengers, periodical revenues, make comparisons to work out revenue

- Improve ticketing system on the basis of applying advanced technology to avoid losses.

- Adjust fares to be suitable for each period and have punishment sanction for ticketing violation passengers



59

No Full name Position Task Expectations and propo sals management solutions.

7 Ms. Tran Thi Phuong Thao

Trưởng phòng quản lý vé

Phụ trách các vấn đề về vé đối với VTHKCC bằng xe buýt

- Design public transport route network to ensure the coordination of public transport modes (bus, taxi, BRT, railway, waterway, intercity buses…)

- Public transport planning should ensure the convinience to users and the highest network capacity.

- BRT system after putting into operation should ensure the coordination with other types of public transport of the city

- Set up stations, bus stops to ensure the convenience, safety and attract the maximum of travel demand

- Build up fare policy attracting users, ticketing system should ensure the flexibility, the ticketing selling network should be widely spread and be convinient to passengers

- Public transport equipment technology should ensure the the entire system, control revenues to ensure to be in accordance with the Vietnam’s conditions and be convienent to users.

- Control operational system should ensure the synchronization, be suitable for the actual situation of Hanoi

8 Mr. Le Thac Dien Head of Organization and Administration

In charge of affairs related to the organization of staffs of TRAMOC

- Public transport network design should ensure the coordination of other public transport modes

- Set up stations, charts to be convenient, safety and attractive towards the maximum of travel demand



60


- Set up fare policy attracting users, ticketing system should ensure the flexibility, convinience, and popularity.

- Public transport equipment technology should ensure the entire system

- Build up fare policy attracting users, ticketing system should ensure the flexibility, the ticketing selling network should be widely spread and be convinient to passengers

- Public transport equipment technology should ensure the the entire system, control revenues to ensure to be in accordance with the Vietnam’s conditions and be convienent to users.

- Control operational system should ensure the synchronization, be suitable for the actual situation of Hanoi

9 Mr. Pham Dinh Tien

Staff of Department of Infrastructure

Conduct surveys on travel demand of passengers, bus stops, terminals, route.

Manage issues related to the route network

- Train more expertise on route network management, surveys on public transport

- Đào tạo thêm ngoại ngữ tiếng Anh

- Be trained to be able to allocate bus stops, interchanges between public transport modes

- The diversity of ticket types in public transport and the management

- Monitor the route operational developments

10 Mr. Duong Duy Duc

Staff of Department of Service control

Control and monitor public transport services, discover and work out solutions

- Enhance the knowledge on public transport planning and control

- BRT system should be safety, civilized, economic and protect environment, well connect with other



61

No Full name Position Task Expectations and propo sals transport modes

- Set up diversified ticketing system applying public transport modes, easy understandable approach and use

- Need to enhance the technology on operational management, control and ticketing management

- Need to set up control management system and the technology should meet the travel demand

11 Mr. Thai Ho Phuong

Head of Planning department

Advise and support the Management Board of TRAMOC in the planning, study for the development of public transport in the short-term, medium and long-term period in the territory of Hanoi

- Public transport management and planning should solve the traffic congestion in the centered city, contribute to reducing private vehicles, reduce air pollution, meet the travel demand of people

- Need to soon complete the preparations for putting BRT into operation to contribute to the traffic congestion

- BRT ticketing system should be integrated with the existing ticketing system of the conventional public transport by bus and should be approved by HPC

- Public transport equipment technology should be integrated with the management agencies

- Monitor by GPS device

12 Mr. Pham Thanh Lam

Deputy Head of Service Control Department

Control the performance of the system and work out forecasts

- Enhance knowledge on public transport management and planning

- BRT should be able to connect with other public transport modes in the territory of the city and should be quick and safety

- Set up a consistent ticketing system to integrate to use in all public transport modes in the territorry of



62

No Full name Position Task Expectations and propo sals Hanoi

- Need to have management technology and ticketing technology

- Set up a strong control management mechanism to manage BRT

13 Mr. Doan The Cao

Staff of Service Control Department

Monitor performance of public transport and work out forecasts

- Need to enhance knowledge public transport planning and management

- BRT should be safety, economic, and project environment, and be able to connect with other public transport modes

- Set up the ticketing system to multiply be applied to different public transport modes in the territory of Hanoi. Ticketing display is understandable, usable and good accessibility service

- Need to have control and management technology, control technology and ticketing management technology

- Need to set up a synchronized control and management, system and the technology meet the full requirements of BRT Management demand

14 Mr. Nguyen Thanh Son


Monitor performance of public transport, discover, and work out forecasts

- Should have dedicated lanes for public transport to be in accordance with the regional planning

- BRT should be safety, convenient, and quick. The system should meet the demand for the management, online management from the management agencies to officiers, staffs and drivers

- The ticketing system should be diversified to meet



63

No Full name Position Task Expectations and propo sals the demand of differrent layers in the society. Be suitable for the development trend of the society, passenger, passengers could be able to buy tickets via banking account.

- Tightly manage to avoid losses from ticket revenues

- Public transport equipment technology should be sustainable, modern but usable, and be able to well store data per management requests.

- Need to improve more the passenger service quality, vehicle quality, and station and bus top quality

15 Mr. Tran Huu Hoan

Staff of Department of Accounting and Finance

Entering in the accounts, accounting performance, and financial management of sources

16 Mr. Chu Duy Cuong


Exam and monitor public transport service quality

17 Mr. Hoang Dang Hien



18 Mr. Dinh Xuan Hung



19 Mr. Tran Thi Ngoc Thanh


Entering in the accounts, accounting performance, and financial management of sources

20 Mr. Vu Quang Staff of Service Exam and monitor public



64

No Full name Position Task Expectations and propo sals Tho Control

Department transport service quality

2. TRANSERCO

General information of officiers/staff: Total number of officiers/staffs: 10.000 people The Consultant conducted surveys via delivering training need questionairre paper to a sample of 8 people in head-quarter of Transerco. - Master: 03 - University Degree: 05 1. Field of study - Transport Planning, Traffic Engineering, Traffic Management : 03 - Economics / law: 02 - Traffic techniques : 02 - Labor safety sanitatIon and environment: 01 2. Years of experience - Over 03 years: 02 people - Over 05 years: 06 people 3. The following table presents 7 training needs questionairre papers of key officiers of TRANSERCO


(1) (2) (3) (4) (5)

1 Mr. Vu Hong Truong

Vice General Director of Planning and Training department

Propose the planning to operate new bus routes. Rationalize the bus route network. Rationalize the route of terminals, interchanges and bus tops along routes.

- Expect to update new knowldedge on public transport planning and management. Management techniques of high mass public transport such as BRT, Metro… …

2 Mr. Nguyen Deputy Head Advise the Management Board of the - Be familiar and understand more about public



65

No Full name Position Task Expectations and propo sals Manh Cuong of Planning

and Training Department

TRANSERCO on planning and investments of the public transport by bus at TRANSERCO

transport planning and management to serve the technical knowledge on the investment and existing and future planning of TRANSERCO

3 Ms. Pham Thi Thuy Duong

Workign at the bus control center of TRANSERCO

Implement and obey the focus and planning of public transport of Hanoi per state regulations

- Update to improve the technical knowldege, development science of public transport to bring about high efficiency to the society – specifically in Hanoi

4 Mr. Nguyen Thuy

Head of bus control center of TRANSERCO

Study to propose adjusted measures, rationalization of infrastructure route network for all bus routes of TRANSERCO

Organize to implement, control bus route network of TRANSERCO

- Study standards, perimeters of public transport network (conventional bus, BRT, Metro) of foreign countries, applying to each urban type and Hanoi.

- Connection between public transport modes in the urban transport network in big cities to apply to big cities of Vietnam such as: Hanoi, Hochiminh City and Da Nang.

5 Mr. Vu Huu Tuyen

Head of Ticketing control center – Public transport

Organize to allocate monthly pass, single ticket of buses. Receive information from customers, take care of customers using buses

- Study, research to apply types of bus tickets: sectioned ticket, daily ticket, weekly ticket. Boost up the schedule to apply the smart card. Integrate with many information channels such as: Web, GPS, telephone to serve customers quickly and conveniently.

6 Mr. Nguyen Huu Tien

Deputy Director of the Center- Training director

Organize to train, update knowledge and techniques for officiers/staffs of TRANSERCO in public transport

- Expect to understand more details about public transport planning and management, especially in the countries with similar conditions to Hanoi.

7 Mr. Hoang Anh Dung

Phó GĐTT Kỹ thuật – Công nghệ

Tham mưu cho tổng công ty để đề xuất với thành phố về VTHKCC cho xe buýt

- Expect to be trained more in knowledge, experience, and techniques on the planning and management of the public transport by bus and other modes.



66


- Standards, prerimeters of foreign countries with similar contents to Hanoi at each urban level.



67

Annex 4: Existing of existing Mobility and Public T ransport Policies 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 Traffic , 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

12 PT Government Decree

91/2009/NĐ-CP

21/10/2009 Decree on: Transport business and conditions for a transport

Article 5: Transport business by buses



68


Article 11: General conditions for transport business by vehicles

business by 4-wheel vehicles

Article 14: Conditions for transport business by buses

11 U Decision of Prime Minister

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



69


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 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

1

PT

Decision 3385 QD/PC-VT

Ministry of communications and transport

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 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.

Decision abour MRB



70


Decision about Tramoc



71

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?

PT/MRT Services

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



72

pta1 report 7 05 2013

Documents

vietnam hanoi

creation of pta contract

urban mobility

creation of pta acronyms

pta pta1 report

paco trading

investment consulting

vietnam tel