Public-Private Partnerships in Urban Bus Systems

Page 175

Appendix A | 157

TABLE A.13  Lessons BEST PRACTICES

learned for urban mobility in Port-au-Prince, Haiti AREAS FOR IMPROVEMENT

• The government needs to regulate the use of public spaces—such as sidewalks, roads, and parking—to improve mobility. [operation risk] [planning risk] • The government needs to address waste management to optimize public space. The accumulation of solid waste in the streets and sidewalks of Haiti affects the flow of pedestrians and worsens the conflicting use of space between pedestrians and vehicles. [operation risk] [planning risk] • The government could develop terminals and transportation facilities at key points of access to public transport. Doing so would enhance pedestrian safety and optimize public space. [operation risk] [planning risk] • The government would do well to address drainage and watershed issues to improve mobility. [operation risk] [planning risk] [natural and environmental risk] • Regulation should assign maintenance responsibilities for the pedestrian environment in governance arrangements for urban transportation. [operation risk] [planning risk] • The government could address the issue of street vendors on sidewalks to improve walking mobility and safety. [operation risk] [planning risk] [political and social risk] Source: World Bank.

roads are unpaved and suffer from severe encroachment—cars park in driving lanes, people walk in streets, and sidewalks are filled with street vendors. As a result, on most roads, only half of all lanes are available for driving at any time. Tap taps—private pickup trucks adapted to seat passengers in the back—are the most common mode of motorized transportation. Around 13,000 tap taps are operating, providing 57 ­percent of all motorized trips in the city. Tap taps travel at an average speed of 10.5 ­kilometers per hour. Private minibuses provide 25 percent of motorized trips. Adding to the congestion and disorganization, public transportation services in Haiti are fragmented, informal, and inefficient and in urgent need of improvement. Planning and regulatory responsibilities in the transportation sector are not clearly assigned, and the government currently lacks the resources and ability to restructure the public transportation system. It is unable to invest in infrastructure and engage with incumbent service providers. To improve urban mobility in Port-au-Prince, the government should undertake both short- and long-term measures. In the short run, the government should implement measures to reduce congestion and optimize public space. These measures would allow operators to increase efficiency and revenues. The government also could improve sidewalks, regulate street vendors, regulate parking, improve intersection signaling, and rehabilitate street and highway pavements. In the long run, the government should focus on restructuring the public transportation system to replace the existing fleet, transition to larger vehicles, and formalize and professionalize bus services. For this, the government must implement mechanisms to pool ownership, credit, and risks among incumbent service providers. Table A.13 presents the lessons learned for urban mobility in Port-au-Prince, Haiti.

TRANSOESTE (RIO DE JANEIRO, BRAZIL) The TransOeste (Trans-West) BRT line was the first of three corridors implemented in Rio de Janeiro between 2012 and 2016 (Weaver 2019). The BRT was chosen as the best transportation solution to increase mobility and reduce congestion for the 2016 Olympic Games. It is considered one of the games’ most successful legacies.


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A.16 Lessons learned from the business collaboration agreements in Singapore

10min
pages 179-186

partnership

5min
pages 188-190

A.13 Lessons learned for urban mobility in Port-au-Prince, Haiti A.14 Lessons learned from the TransOeste bus rapid transit project in

2min
page 175

C.4 Essential elements of an operation concession contract

2min
pages 192-195

A.15 Lessons learned from the business collaboration agreements in Medellín, Colombia

2min
page 178

Rio de Janeiro, Brazil

5min
pages 176-177

A.11 Lessons learned from the Metrobús-Q System in Quito, Ecuador A.12 Lessons learned from the Avanza Zaragoza concession in Zaragoza,

2min
page 173

Spain

3min
page 174

A.8 Lessons learned from the SYTRAL integrated public transportation system in Lyon, France

2min
page 170

A.9 Lessons learned from the DART Phase I bus rapid transit project in Dar es Salaam, Tanzania

3min
page 171

Cali, Colombia

2min
page 169

Acapulco, Mexico A.7 Lessons learned from the Metrocali bus rapid transit project in

3min
page 168

Monterrey, Mexico A.6 Lessons learned from the Acabús bus rapid transit project in

5min
pages 166-167

Mexico City, Mexico A.5 Lessons learned from the Ecovía bus rapid transit project in

3min
page 165

Bogotá, Colombia A.4 Lessons learned from the Metrobús bus rapid transit project in

5min
pages 163-164

A.2 Lessons learned from the Transantiago bus rapid transit project in Santiago, Chile A.3 Lessons learned from the TransMilenio bus rapid transit project in

3min
page 162

in Lima, Peru

5min
pages 160-161

11.2 Situations affecting economic equilibrium A.1 Lessons learned from the Metropolitano bus rapid transit project

2min
page 156

Economic and financial elements

2min
page 155

Institutional and regulatory elements

7min
pages 152-154

11.1 Remuneration arrangements and incentives

4min
pages 150-151

Technical elements

1min
page 149

Setting up subsidies

4min
pages 145-146

Funding sources

9min
pages 141-144

Private financing instruments

12min
pages 135-139

10.1 Summary of the World Bank Group’s instruments

2min
page 140

Structuring a project’s capital

4min
pages 131-132

Model 4: Private finance and operation of electric buses

2min
page 125

Model 1: Bundled private finance and operation of buses

1min
page 115

bundled or unbundled

2min
page 122

Topical bibliography

5min
pages 108-114

Macroeconomic risks

1min
page 101

Topical bibliography

4min
pages 96-100

7.13 International lessons for achieving quality and level of service

2min
page 89

7.8 International lessons for managing fare evasion and cash risk

2min
page 85

7.7 International lesson for managing affordability risk

2min
page 84

7.1 International lessons for acquiring land

2min
page 80

Planning

1min
page 79

6.5 International lessons for defining technology components

2min
page 77

6.2 International lesson for dealing with incumbent operators

2min
page 71

5.1 Categories and types of direct risk, organized by project stage

2min
page 63

5.2 Definition of direct project risks

2min
page 64

Dealing with incumbent operators

1min
page 69

Identifying project risks

2min
page 62

Overview and guiding principles

1min
page 61

Institutional and regulatory elements

2min
page 56

Fiscal capacity

2min
page 55

Implement punctual infrastructure-related interventions

2min
page 47

Technical elements

2min
page 54

Support private sector initiatives to promote user-friendly technologies

2min
page 46

References

4min
pages 50-53

References

3min
pages 43-45

and Tendering

2min
page 41

2.2 Examples of the objectives and restrictions of key stakeholders

2min
page 42

References

2min
pages 39-40

public or private

2min
page 31

1.2 A public-private partnership: Three reasons why

2min
page 36

Notes

2min
page 38

What is a public-private partnership in urban bus systems?

4min
pages 29-30

Notes

2min
page 24

References

0
pages 25-26

Further discussion

2min
page 37

Key Messages

5min
pages 22-23
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