CITY OF CAPE TOWN
PUBLIC TRANSPORT
INFRASTRUCTURE AND SYSTEMS GRANT
IRT / MyCiTi
QUARTERLY REPORT
JULY 2012 TO SEPTEMBER 2012
Progress Report No. 31
Page i of 73
Project Quarterly Report
Project Name:
Integrated Rapid Transport System / MyCiTi
Directorate:
Transport, Roads & Major Projects
Focus Area:
IRT Project Development and Implementation
Product:
Quarterly Report for Q3: July to September 2012
Progress Report No. 31
Prepared By:
Document Owner(s)
Project / Organisational Role
J. Martheze
City IRT Project Manager
J Grimbeek
PMIRT Project Manager
Contributing Authors:
Managers of Respective Sections
Project Quarterly Report Version Control
Version
Date
Author
Change description
V0.3
19 October 2012
Contributors
Initial Draft
V1
30 October 2012
John Martheze
Final Issue for Distribution
___________________________________
____________________________________
Director IRT Implementation (D. Hugo)
Director IRT Operations (A. Bassier)
This Progress Report will be made available on the City of Cape Town’s website:
www.capetown.gov.za/en/MyCiTi/Pages/monthlyprojectreports.aspx
PURPOSE
The Quarterly Report is a document prepared by MyCiTi / IRT Project Team for the purpose of regular recording and
presenting the project status to the various City of Cape Town political and administrative oversight committees, the
Department of Transport, Department of Finance, PGWC as well as other key stakeholder groups and interested parties.
DISCLAIMER
While ever effort has been made to present accurate and current information in this progress report, the City of Cape Town will
not be held liable for the consequence of any decisions or actions taken by others who may utilise any information contained
herein.
Quarterly Report
V1
July to September 2012
Page ii of 73
Table of Contents
A
Introduction .............................................................................................................. 3
B
Project Background ................................................................................................. 3
B.1 Business Plan
C
4
Evaluation: Progress to Date ................................................................................... 5
C.1 Master Programme
C.2 Project Financials
C.3 Stakeholders
C.4 Risk Management
C.5 Administration
C.6 Procurement
C.7 Health and Safety
C.8 System Planning
C.9 Infrastructure
C.10 Business Development
C.11 Industry Transition
C.12 MyCiTi Operations
C.13 Communications, Marketing & Branding
D
Conclusions ........................................................................................................... 39
D.1
D.2
D.3
D.4
D.5
D.6
E
5
7
10
11
16
17
18
20
22
26
31
31
36
Main Successes & Challenges of the Project
Do the Outcomes Justify the Costs?
Were the Objectives Achieved within the specified Time & Budget?
Embedding the Objectives in Local Institutions
Preparation of Stakeholders
Project Direction
39
40
40
40
40
40
Lessons Learnt & Recommendations .................................................................... 42
E.1
E.2
E.3
E.4
Vehicles
System Planning & Infrastructure
Business Planning & Operations
Marketing & Communications
42
42
52
55
Annexure A.
Grant Framework & Programme/ Project Design ................................... 57
Annexure B.
IRT / MyCiTi Timeline – Phase 1............................................................ 58
Annexure C.
Master Process Programme – Phase 1A, 1B, N2 Express & 2A ........ 59
Annexure D.
Table of Indicators, MyCiTi (as at 1 July 2012)................................... 60
Annexure E.
SCM BAC Summary Progress (September 2012) .................................. 65
Quarterly Report
V1 July to September 2012
Page 3 of 73
A Introduction
The September 2012 Report is presented as a Quarterly Project Report for the period from 1 July 2012
to 30 September 2012, see below reporting table. It is prepared to record and to provide various
National Departments, City Political and Administrative structures and other key stakeholders, with a
summary of progress made to the end of the reporting period and to highlight any major issues and
concerns that may impact on the project going forward. This report primarily focuses on Phase 1A
(West Coast Corridor & CBD) of the MyCiTi project but also includes the initiation of the roll out of
the system, including Phase 1B, the N2 express and Metro South East.
ANNUAL REPORT
(June 2013)
Quarterly Report
(September 2012)
Quarterly Report
(December 2012)
Quarterly Report
(March 2013)
Quarterly Report
(June 2013)
Abridged Progress Reports are prepared on a monthly basis and consolidated Project Reports are
prepared on a quarterly basis.
B Project Background
The City of Cape Town‟s Integrated Rapid Transit (IRT) project, referred to as MyCiTi, is planned to
transform the City‟s current road based public transport system. This is to be accomplished through
inter alia the provision of Bus Rapid Transit (BRT) services in dedicated right-of-ways, feeder bus
services, automated fare systems, operating service contracts, institutional reform and the
transformation of the existing public transport industry.
The project is being undertaken under the auspices of the National Department of Transport‟s
(NDOT) Integrated Rapid Public Transport Project (IRPTN) programme. It is funded primarily
through the Public Transport Infrastructure and System Grant (PTI&SG), the City‟s rate funding and
through fares paid by passengers.
An interim MyCiTi starter service running between the CBD and Table View commenced in May
2011. The full service for Phase 1A will be completed by the end of 2013.
Planning for the completion of Phase 1 and the commencement of Phase 2 is currently underway.
Quarterly Report
V1
July to September 2012
Page 4 of 73
B.1 Business Plan
The MyCiTi - IRT Business Plan was adopted by Council in October 2010, which set the framework
for Phase 1A of the project, including financial and time conditions. A copy of the Business Plan is
available on the City of Cape Town‟s website:
http://www.capetown.gov.za/en/MyCiTi/Pages/Policies.aspx
Amendments were approved at the February 2011 Council meeting to accommodate changes in the
operating environment.
An update of the Business Plan has being prepared and is scheduled for submission to Council in
October 2012 to address the requirements for designing and implementing the follow up phases of the
system, including Phase 1b and Metro South-East (N2 Express) .
Quarterly Report
V1 July to September 2012
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C Evaluation: Progress to Date
C.1 Master Programme
C.1.1
Overview of Master Programme
The summary sheet indicated below is based on the MASTER PROGRAMME Rev K – September
2011. It reflects the status of the main workstreams and includes the main reasons for the delays. A
comparison with the approved baseline programme yields the following summary results:
Table 1 - Master Programme Status
DESCRIPTION
STATUS
NOTES
VEHICLE OPERATOR APPOINTMENTS
Behind
Compensation and long-term
contract negotiations delayed
19 weeks
STATION MANAGEMENT SERVICES
Behind
Re-tendered & re-programmed
8 weeks
VEHICLE ACQUISITION
Behind
8 weeks
Feeder vehicle – manufacture
programme 2 weeks behind planned
schedule. New tender for 106 trunk
service buses advertisement date
mid-October.
LAND PROCUREMENT
On track
CCC - DESIGN
On track
New
tender
to be
In
linetrunk
withservice
the Master
Programme.
advertised mid
In line with Master Programme
CCC – CONSTRUCTION &
IMPLEMENTATION
On track
In line with Master Programme
Auto fare Collection (AFC) - DESIGN
Behind
Software design and
implementation behind schedule
4 weeks
AFC – CONSTRUCTION &
IMPLEMENTATION
EIA / PLANNING APPROVAL
Behind
4 weeks
Behind
23 weeks
Delay to the EMV & Transit
product implementation process
Adderley Street – heritage process
delays plan approval of works.
ATLANTIS CORRIDOR – DESIGN
On track
In line with Master Programme
ATLANTIS CORRIDOR –
CONSTRUCTION
Behind
Delays to civil construction projects
and the open feeders
INNER CITY DESIGN
Behind
1 week
6 week
Quarterly Report
Delayed design due to heritage
constraints and changes to the Inner
City Depot.
V1 July to September 2012
Page 6 of 73
DESCRIPTION
STATUS
NOTES
INNER CITY – CONSTRUCTION
Behind
Delays to Inner City open and
closed feeder stops, as well as
Depot
4 weeks
SUPERSTRUCTURES - TRUNK
STATIONS & CLOSED FEEDERS
Behind
NMT INTEGRATION
Completed
2 weeks
Inner City superstructures behind
schedule
In summary, below are the projected / revised completion dates compared to the planned dates of the
various Milestones as per the February 2011 amendments to the IRT Business Plan.
Phase 1A: (Refer to Section C8 for description of milestone objectives)

Milestone 1
o
Planned: October 2012
o

Revised / Projected
- Milestone 1.1 - 1 December 2012
- Milestone 1.2 - 1 December 2012
- Milestone 1.3 - 2 March 2013
- Milestone 1.4 - 9 March 2013
- Milestone 1.5 - 20 April 2013
- Milestone 1.6 - 4 May 2013
Milestone 2
o
Planned: December 2012
o

Revised / Projected:
- Milestone 2.1 - 16 March 2013
- Milestone 2.2 - 23 March 2013
- Milestone 2.3 - 13 April 2013
Milestone 3
o
Planned: February 2013
o

Revised / Projected:
- Milestone 3 - 11 May 2013 to 30 June 2013
Milestone 4
o
Planned: November 2013
o
Revised / Projected
- Milestone 4 - 1 November 2013 to 30 November 2013
Annexure B indicates the timeline for phase 1A, based on Master Programme REV K, as approved in
September 2011. Annexure C demonstrate the entire programme and progress for all phases 1A, 1B,
N2 Express and 2A as od September 2012.
Phase 1B & N2 Express
As per the Draft Amendment of the Business Plan for Council‟s consideration for approval in Q4
2012, it is anticipated that N2 Express will be launched in December 2013 and phase 1B in October
2014.
Quarterly Report
V1 July to September 2012
Page 7 of 73
C.2 Project Financials
C.2.1
Historical overview of PTI&SG funding, budgeting & expenditure
The first funding in relation to the Public Transport Infrastructure and Systems Grant, in terms of the
Division of Revenue Act, was approved for the 2005/2006 financial year after the first Priority
Statement submission and the subsequent conclusion of the Memorandum of Agreement during
February/March 2006.
Funding has increased from an original annual allocation of R 8 million in the 2005/2006 financial
year to an allocation of R 1.6 billion in the 2011/2012 financial year as the City‟s priorities fully align
with and support the strategic goals as set out in the Public Transport Strategy and Action Plan as well
as the Framework for Conditional Grants contained in the Division of Revenue Act/Bill.
A cumulative R 3,7 billion has been received and R 2.923 billion spent to date.
The monthly long term average expenditure is R 35 million and the 3 months moving average peaked
at the end of June 2012 at R 155 million.
Taking into account the indicative funding allocation to 2014/2015, the cumulative funding will reach
R 7.6 billion.
C.2.2
Project Expenditure
Total project expenditure on the City of Cape Town‟s Integrated Public Transport System, referred to
as MyCiTi, amounts to R 2,923 billion. The Departmental budget contributions are given in Table 2.1
The estimated project implementation expenditure for the completion of Phase 1A at end of 2013
remains R 4,596 billion.
Table 2 - Total Project Expenditure to date (FY 006/07 to present)
Department / Budget
IRT Implementation Capex
Project Expenditure to Date
R 1,969,550,461
IRT Operations Capex
R 378,151,440
IRT Implementation Opex
R 276,384,088
IRT Operations Opex
R 299,016,780
The expenditure is as extracted from the City‟s SAP accounting system as recorded at the end of
August 2012.
C.2.3
2012/13 Capital Expenditure Report
Table 3 below reflects the budgetary provisions for the IRT project as approved by Council. The
actual expenditure reflected in the Tables is as recorded (SAP accounting system) at the end of
August 2012.
Quarterly Report
V1 July to September 2012
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Table 3 - Capital Expenditure (FY 2012/13) Period 1 (July - September 2012)
Department
Annual Budget
IRT IMPLEMENTATION
IRT OPERATIONS
Period Plan
Actual
R 886 602 219
R 97 848 154
R 115 367 145
R 1 125 655 212
R 64 121 865
R 80 990 859
R 2 012 257 431
R 161 970 019
R 196 358 004
Figure 1 - Cumulative Capital Expenditure as at September 2012
C.2.4
2012/13 Operating Income and Revenue Report
The FY 2012/13 operating budgets and actual expenditure and revenue (income) as at end of
September 2012 are given in Table 4 and Table 5 respectively.
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V1 July to September 2012
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C.2.4.1 Operating Expenditure
Table 4 - Operating Expenditure (FY 2012/13) Period 1 (July - September 2012)
Department
Annual Budget
IRT IMPLEMENTATION- (City
Funding)
IRT IMPLEMENTATION - OGD
(Grant Funding)
Grand Total:
Period Plan
Actual
R 52 949 654
R 23 902 604
R 23 812 390
R 29 380 429
R 4 150 007
R 4 665 725
R 82 330 083
R 28 052 611
R 28 478 115
IRT OPERATIONS -( City Funded)
R 170 886 993
R 71 741 290
R 42 155 337
IRT OPERATIONS - OGD (Grant Funding)
R 189 030 871
R 29 151 487
R 24 309 992
R 359 917 864
R 100 892 777
R 66 465 329
Grand Total:
C.2.4.2 Operating Revenue Report
Table 5 - Operating Revenue/Income Period 1 (July - September 2012)
Department
Annual Budget
Period Plan
Actual
IRT IMPLEMENTATION
Insurance Recoveries
R
-
0
R0
Grand Total:
IRT Implementation Revenue
Department
0
Annual Budget
R0
Period Plan
Actual
IRT OPERATIONS
Fares / user
R 36 100 000
R 9 025 000
R 6 854 297
R 36 100 000
R 9 025 000
R 6 854 297
Grand Total:
IRT Operations Revenue
C.2.5
Key Financial Issues
C.2.5.1 VAT Recalculation
A detailed assessment of the extent of VAT payment in relation to IRT / Non IRT elements has been
undertaken by the City‟s VAT unit in the Finance Directorate in consultation with SARS. A VAT
recovery process was initiated for the first contracts to March 2010, and a claim to the value of R38.8
million has been submitted to SARS for recovery.
Quarterly Report
V1 July to September 2012
Page 10 of 73
C.3 Stakeholders
Monthly Progress Report No. 30, which incorporates July and August Report, for the period ending
31 August 2012 was submitted to the following Committees for their consideration during the March
cycle of meetings:
 Portfolio Committees - Transport Roads & Major Projects; Finance
 Mayoral Committee
 Council
This Progress Report (No. 30) was scheduled to serve before the abovementioned Committees during
Council‟s September 2012 cycle of meetings. Copies of the Project Progress Reports have been
forwarded to the National Department of Transport and Province Government Western Cape
(Transport Department) for their information.
To keep these key stakeholders informed of project progress and of any issues that may arise during
the execution of the project, minutes of the project‟s Monthly Client/Management Meetings are
distributed to both the Provincial Government Western Cape (Transport Department) and the National
Department of Transport. Invitations to attend these meetings have been extended to both parties.
On-going stakeholder meetings have been held or are planned with PRASA, PGWC, NDOT and
relevant City Departments on the role of rail and other public transport services in the Integrated
Public Transport Network (IPTN) for the City of Cape Town.
Quarterly Report
V1 July to September 2012
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C.4 Risk Management
A comprehensive risk register is prepared on a monthly basis for the City‟s review and approval.
Mitigation measures are agreed upon and action is taken in line with the detailed recommendations
contained in the report.
The overall risk profile for September 2012 has increased during the reporting period. The major risk
listed in the Risk Assessment Report is the following:
C.4.1
Delays to the negotiation process of the Interim Vehicle Operating
Contracts
C.4.1.1 Phase 1A & 1B
The current process of negotiating the long-term agreement for the Phase 1& Phase 1B is
programmed to be concluded by the end of November 2012 and for the contract to be approved by
Council at the end of January 2013. This is based on multiple variables that cannot be accurately
quantified.
The rescheduled process allows for alternate options if the initial negotiations are not successful. The
alternate solutions might exceed the float allowed.
It is more likely that Milestone 1.3 to 1.6 will be postponed until the long term agreement is in place.
Mitigating measures
Assessment of the situation at the end of August 2012 indicated that the roll out sequence had to be
rescheduled to accommodate the industry transition process. The Milestone roll out was adjusted and
is in the process of being approved.
C.4.1.2 N2 Express
The implementation of the service will only proceed subject to agreement and contract with the
stakeholders of the Metro South East who are directly affected by the proposed Express service. A
number of options are being explored with the affected operators as to the appropriate contracting
model for this interim service. Delays to the negotiation process can delay the launch of the service.
Mitigating measures
The identification and engagement with the role players affected by the N2 Express service is
underway to determine the views of the affected operators on the contracting options.
C.4.1.3 Compensation & Scrapping – agreement on cost and quantity
The City to settle on final compensation to be offered to the affected association and the quantity of
vehicles to be scrapped. The final compensation offer by the City may not be attractive enough to
some operators who are required to voluntarily surrender their operating licences and vehicles. This
will have an impact on concluding the long term contract negotiation if insufficient numbers of
affected operators do not take up the compensation offer.
Mitigating Measures
Quarterly Report
V1 July to September 2012
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The process of finalising the compensation offers and the quantity of vehicles to be scrapped is
already underway. Engagement with individual associations to receive priority attention.
C.4.2
Business Plan Approval:
Phase 1A & 1B
The progressive rollout of the IRT System, starting with Phase 1A and continuing with Phases 1B, &
N2 Express requires the business plan to be updated, to reflect the current roll out and take small
changes into account.
A substantial amount of input from the IRT team with limited resources is required. Not updating the
Business Plan and obtaining council approval can result in:

Phase 1B - Not being able to start with this phase as planned, resulting in an on-going delay

N2 Express - Not being able to start with this phase as planned, resulting in an on-going delay
Mitigating Measures
The contributions of the key individuals to update the business plan have been identified. The process
was planned and is currently in progress.
The focus of the key individuals, updating the business plan must not be distracted. Any deviation
from the planned process can result in major delays.
The additional cost envisaged for the scrapping of vehicles to be quantified as soon as possible and
the confirmation of the operational deficit is required. The costs listed above form an integral part of
the Business Plan.
C.4.3
Financial Management of OPEX:
C.4.3.1 Confirmation of National Operational Grant funding.
The operational expenditure to date has increased and is currently exceeding the estimate. There are
valid reasons for the increase, but a guarantee from National / Treasury is required to cover the
operational costs in future.
Mitigating Measures
The City to investigate how the increased operational costs can be reduced or transferred. The City
should monitor and address the areas that exceed the estimated cost on a regular basis.
The City to submit an application to National / Treasury for an annual operational grant, based on the
current estimates.
Detailed modelling to be undertaken to assess the impact of the full roll-out of all IRT Phases.
C.4.3.2 Not spending Operational implementation funding in line with spending
targets

Not spending as planned, due to delays that exceed the allowed float in the Master
Programme. Severe delays are currently experienced on the payment of Compensation to the

VOC's and the payment of scrapping allowances.
Quarterly Report
V1 July to September 2012
Page 13 of 73

Not spending the funds, result in the IRT Phase 1A project deviating from its projected cash
flow, which can lead to the under-spending of funds allocated to a specific financial year.
Under-spending can result in reduced future funding allocations.
Mitigating Measures
The City to focus on expediting the industry transition negotiations.
C.4.4
Delays to the specification and preparation of tender documents for
Trunk Vehicles
Primary Risk
The specification of the vehicles required for the balance of Phase 1A is in the process of being
refined. The specification allows for multiple types of buses. It is imperative to complete the
specification urgently.
The launch of specific sections of the IRT system depends on the delivery of the buses.
Not delivering according to the contractual production schedule can result in underspending.
The procurement of the trunk vehicles has become critical and cannot be delayed any further.
Mitigating Measures
The specification of the tender document to be detailed to reduce the rise of appeals and to shorten the
tender adjudication period. The specification and preparation of the procurement documents must be
urgently prioritised, for there is limited time to procure the balance of the vehicles.
C.4.5
Institutional capacity to deliver
C.4.5.1 City Resources – The procurement of resources in line with the approved
organogram
Only a portion of the planned organisational structure for IRT Operations has been appointed. Taking
the procurement lead time of the City into account, most the remaining resources will be procured just
before or after the launch of Milestone 1, leaving very little time for training/orientation of the staff.
The launch of Milestone 1 will increase the pressure on the current staff complement substantially.
Mitigating measures
Procure / support of resources from other City departments / directorates. Additional Professional
Services to be considered to allow a smooth transition from current professional services to the
permanent employees.
C.4.5.2 Business Plan / Industry Transition & Operation tender - delayed
procurement
The Business Plan/Industry Transition/Operation tender is essential to increase the capacity of the
Business Planning / Industry Transition and IRT Operations team. The resources are critical to ensure
the effective roll-out of the future phases.
Mitigating measures
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V1 July to September 2012
Page 14 of 73

The procurement of the Business Plan/Industry Transition contract to be re-scheduled and
tracked to ensure that the contract is in place as soon as possible.

Extension of existing Business Planning team contract.
C.4.5.3 Systems Planning / IPTN tender – delayed procurement
The System Planning/IPTN tender is essential to increase the capacity of the Systems Planning team
and to ensure that future phases can be planned in line with the current programme.
Any delays to this process will have a direct effect on Phase 2A.
Mitigating measures
The procurement of the System Planning contract for Phase 2 to be re-scheduled and tracked to ensure
that the contract is in place prior to the launch of the Long Term Vehicle Operating Contracts.
C.4.5.4 Station Management Services & Advertising tender – delayed procurement
of Station Management Services
The Station Management Contract tender award is subject to approval. The intermediate arrangements
for services will continue until the Station Management Services contract is in place.
The Station Management Services contract must be in place prior to the launch of the Long Term
Vehicle Operating Contracts.
Mitigating measures
The award / approval to negotiate the Station Management Services contract must be expedited to
ensure that the contract is in place prior to the launch of the Long Term Vehicle Operating Contracts
in Feb/Mar 2013.
Expedite negotiations and the award of the Long Term Vehicle Operating Contracts as far as possible.
C.4.5.5 Advertising tender
The VOC contract negotiations will include the description of the intended advertising service, to be
included in the contract. The delay to the advertising tender is not ideal, for the services should be in
place without further delay, in order to take over the maintenance of the feeder stops, which are being
completed for handover by Oct 2012.
Mitigating measures
The procurement of the Advertising contract to be re-scheduled and tracked to ensure that the contract
is in place prior to the launch of the Long Term Vehicle Operating Contracts.
Notes:
With reference to the Monthly Risk Profile below please note the following:

The Monthly Profile is an average risk rating, taking the initial and mitigated values into
account.

An increase in the profile can be due to an increase in the amount of high risk items or be
indicative of a need for more effective mitigation.
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V1 July to September 2012
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The risk profile will improve with the confirmation of mitigating solutions that were or can be
applied.
Figure 2 - Risk Profile
Quarterly Report
V1 July to September 2012
Page 16 of 73
C.5 Administration
C.5.1
Overview of Human Resources
Both the IRT organisational structures for Implementation and Operations Departments have been
approved and posts advertised. Most of the critical posts have in the meantime been filled whilst a few
still vacant. In the light of the fact that some posts require specific skills, categorised as scarce skills,
posts will have to be re-advertised as no suitable candidates could be identified during the first round
of advertisements. In other instances where suitable candidates could be identified but the
remuneration offered was not acceptable to the successful candidates, consideration has been given to
consider alternative offers of appointment by the delegated authority. A dedicated team of Human
Resources practitioners are driving the recruitment and selection process for the filling of the vacant
posts on the IRT organisational structures in consultation with the Line Managers involved.
C.5.2
Overview of Project Documentation Systems
An internal Work Group has been established and prepared a draft documentation taxonomy for the
IRT project management function and IT system ready for pilot implementation. This will be an
electronic system serving both a collaborative and records function. However, there are challenges
with the customisation of the City of Cape Town‟s internal Microsoft SharePoint system, which are
essential to provide access to the external service providers such as the appointed Project Managers.
Initial training for the users of the system has been undertaken.
C.5.3
Overview of Accommodation
Expansion of office accommodation in terms of IRT floor space, computer equipment and furniture
for new staff members is still to be completed. The programme was revised due to a delay in
relocating existing staff from their current location which had been identified and earmarked for the
IRT Operations unit. The furniture and equipment fit-out required to the Traffic Management Centre
(TMC) was completed, and the TMC is operational.
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V1 July to September 2012
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C.6 Procurement
C.6.1
Overview of Procurement
The following statistics relate to the procurement of goods and equipment, professional and other
services and civil engineering and building contracts for the implementation of Phase 1A of the City‟s
Integrated Rapid Transit (IRT) project. The statistics include awards made in terms of the City‟s
Supply Chain Management (SCM) Procurement Policy from the inception of the project in 2008 to
September 2012.
Table 6 - CoCT SCM Procurement Statistics for IRT Project
Description
Consultants (Professional Service Providers)
Contractors/Suppliers/Service Providers
Total
Amount
Percentage
R 505 407 430.13
9.39%
R 4 874 870 098.74
90.61%
R 5 380 277 528.87
100.00%
It must be note that the value of procured goods and services does include contingencies and VAT,
and as such, this value exceeds actual expenditure and outstanding commitments.
Also, refer to the Annexure E for a schedule of the Professional Service and Contract awards made by
the City‟s Supply Chain Management Bid Adjudication Committee (SCMBAC).
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V1 July to September 2012
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C.7 Health and Safety
C.7.1
Overview of Health & Safety
Feedback on the Occupational Health and Safety for IRT is given at the monthly IRT Client
Management meetings. The areas covered include:
1. IRT Project Office (Safety Report Feedback)
2. IRT Construction Contracts
3. IRT Operations
C.7.2
Construction Contracts
The activities on construction sites are subject to the requirements of the Occupational Health and
Safety Act No. 85 of 1993. It is a condition of every contract that the contractor ensures that all work
will be performed, and all equipment, machinery and/or plant used, in such a manner as to comply
with the provisions of the Act and the regulations promulgated there under. Each contractor is
required to appoint a competent person whose duty it is to enforce compliance. The Health and Safety
practitioner appointed by the City of Cape Town considers, for approval, health & safety plans
submitted by contractors; monitors compliance; issues instructions to bring about improvements
where required, and prepares monthly reports, of which the table below is a summary:
Table 7 - Summary of Building & Civil Works: OH&S Compliance Report
CONTRACT
CONTRACTOR
112Q/2010/11: Atlantis IRT Corridor: R27
from Blaauwberg Road to Sandown Road
(North).
Martin & East
128Q/2010/11: Transport Corridor along
Racecourse Road from R27 to Omuramba
Road
PERCENTAGE
GENERAL
COMPLIANCE
August
September
2012
2012
none
none
Exeo Khokela Civil
Engineering Construction
80,9%
87,1%
154Q/2011/12: Atlantis IRT Corridor:
Potsdam Road from Blaauwberg Road to
Usasaza Road, Dunoon
Martin & East
89,4%
95,8%
262Q/2010/11: Atlantis IRT
Infrastructure: Trunk Route Stations,
Roadworks and Services in Melkbosstrand
and Atlantis
Martin & East
96,5%
99%
375Q/2010/11: IRT System Phase 1A:
Construction of Bus Stop Infrastructure in
Table View and Milnerton
Civils 2000
84,5%
80,3%
437Q/2010/11: Atlantis IRT Corridor:
Blaauwberg Road from R27 to Potsdam
Road
Martin & East
78,1%
94,7%
469Q/2010/11: IRT System Phase 1A:
Construction of Bus Stop Infrastructure in
Atlantis and Melkbos
Exeo Khokela Civil
Engineering Construction
Quarterly Report
COMMENTS
E&A completed their services
Prohibitions – excavations
Prohibition – DOL reportable
incident
Well done !!
Prohibitions – working @ heights
87,6%
85,5%
Prohibition – open holes & NJ
Barriers
Prohibition – lifting machine
(repeated)
Transporting workers
V1 July to September 2012
Page 19 of 73
390Q 08/09: IRT Major Station
Superstructures Contract
87%
Group 5
Hazard compliance maintained
during the Sept ‟12 site
inspections.
90.5%
Administrative H&S systems
compliance remains high.
391Q10/11: IRT Open Feeders Bus
Stops Contract
95%
Group 5
89.6%
A decrease in hazard compliance
on the Feeder Stop sites assessed
during Sept ‟12 however still over
80% compliance – will be closely
monitored.
Administrative H&S systems
compliance remains high.
C.7.3
Operational MyCiTi Contracts
Operational MyCiTi Contracts
Full H&S assessments of the VOC operations continue. The overall station and depot compliance is
good. The following graphs indicate the overall average H&S compliance of the stations and depots.
A workshop was held by the MyCiTi OHS team to revise the scoring methodology of the OHS
assessment form but this was not completed in time for the September assessments. The revised
methodology will therefore only be implemented from October 2012 for all stations and depots.
The new Kidrogen depot in Dunoon which opened in September 2012 was assessed for compliance
by the MyCiTi OHS team and the City of Cape Town Disaster Risk Management and Fire
Department representatives. The assessment score is represented in the table below.
The GABS depot will no longer be assessed, as decided at the meeting held with the MyCiTi OHS
team and the City of Cape Town Corporate and HR representatives. The GABS depot is not owned by
the City of Cape Town as are the other VOC depots.
The Transpeninsula depot is under construction and will not be assessed until the construction work is
complete.
Quarterly Averages for H&S Assesment Comparisons of VOC Stations and Depots
C.7.4
January to March
April to June
Vehicle Operator
Q1
Q2
July to September
Q3
TransPeninsula (IRT Bus Stations)
79.9
81.9
81.2
Kidrogen (IRT Bus Stations)
74.7
77.4
77.6
TransPeninsula (Depot)
96.3
84.9
Kidrogen (Depot)
64.7
86.2
Project Office
As required in terms of the Occupational Health & Safety Act, monthly inspections of the project
office facilities and environment were undertaken during the reporting period - no non-compliance
issues were noted.
Quarterly Report
V1 July to September 2012
Page 20 of 73
C.8 System Planning
C.8.1
System Plan Overview
The complete system plan document has been updated and is based on the latest available information
and current knowledge regarding system requirements. This update has been included in the City‟s
MyCiTi Business Plan of 2012. It should be noted that the system plan is an iterative and dynamic
process based on revealed travel data and lessons learnt from actual operations of the City‟s system as
well as those of other local and international cities. The ability to accurately model travel behaviour is
a challenge worldwide; however, the accuracy of the modelling results is enhanced through
continuous improvement and refinement by calibrating the model with new transport data.
This chapter provides a brief summary of major developments within the System Plan since the
previous financial year quarter.
C.8.2
Phase 1A
The City‟s system plan has been updated to account for minor amendments of Phase 1A routes. Phase
1A routes have remained unchanged and only involve fine tuning/ tweaking of the routes to improve
operational efficiency of the system. As indicated in the previous quarterly report, Phase 1A
implementation is scheduled to be rolled out in 5 milestones, namely Milestone 0 to 4. Milestone 0 is
currently operational, and it commenced operations in May 2011. The remaining milestones will be
rolled out as follows:
Table 8 - Milestones of Phase 1A
Milestone
Milestone 1
Quarterly Report
Description of
services provided
Milestone 1:
This milestone sees
the addition of all the
feeder routes in the
central city from the
foreshore to Hout Bay.
These feeder routes will
be supported by the
Inner City depot and
feeder stops, including
closed feeder-to-feeder
stations. These routes
will make use of the
smaller 9m type
vehicles.
Interim feeders in
Table View will
continue in support of
this milestone until
Milestone 2 is complete.
Programme Dates
Reasons
2010
Business Plan
2012
Business Plan
Dec 2011
May 2013
Delay in negotiating
VOC long term contracts.
Delay in reaching
agreement on
Compensation and
Scrapping allowances with
the VOCs.
Delay in award of AFC
and
CCC contracts (appeals)
Delays to closed feeder
projects, due to
stakeholder, heritage and
EIA constraints
Delays to the design of
the Inner City Depot, due
to late requirements
insisted on by the VOC‟s.
V1 July to September 2012
Page 21 of 73
Milestone
Milestone 2
Milestone 3
Milestone 4
Description of
services provided
Programme Dates
Reasons
2010
Business Plan
2012
Business Plan
Milestone 2:
This milestone
introduces the following
feeder and trunk
services:
Table View feeders,
serving the R27 trunk
and providing a
distribution service
within the Table View
area.
Dunoon - Montague
Gardens - Century City Woodbridge feeders.
Trunk service into
Montague Gardens.
Feb 2012
April 2013
Longer than anticipated
construction period for
Racecourse Road contract
caused a minor delay
Delay in negotiating
the VOC long term
contracts is the primary
delay.
The delayed design
approval of the Montague
Gardens feeder system,
resulted in the feeders
being constructed after the
completion of the
Racecourse Trunk. .
The delayed
procurement of feeder
vehicles. To service the
Montague Gardens area.
The critical integration
between Wood Station and
the Table view feeders was
unforeseen and caused a
delayed start of the feeder
service.
Milestone 3:
In this milestone, the
following services are
added:
Trunk services to
Atlantis, with a
connection to
Melkbosstrand..
Feeders within Atlantis,
serving the trunk and
local travel needs.
July 2012
June 2013
The appeal against the
award of the R27 North
Trunk contract caused a
delayed start to to
infrastructure projects.
Delays due to
unforeseen services and
approvals required at
Melkbos Station.
Delayed start to
Atlantis Depot, due to
appeals etc.
The roll out of this
Milestone is dependent on
the completion of
Milestones 1 & 2. Hence it
will be delayed if
Milestone 1 & 2 is
delayed.
Milestone 4:
In the final
milestone of Phase 1A,
the trunk from Bayside
to the CBD is extended
from Bayside to
Dunoon. This trunk
route will require the
construction of
dedicated bus lanes on
Blaauwberg Road and
Potsdam Road. Once
this milestone is
implemented, Phase 1A
will be complete.
Sept 2013
Nov 2013
The Potsdam Road
tender had to be retracted,
due to a substantial scope
change.
This section of the
project, as a result of the
implications to relocate
informal dwellings from
the affected road reserve
was delayed until the City
could agree on the
relocation process.
The primary delay is
the delayed procurement of
vehicles.
As indicated in the table above, it is planned and programmed that Phase 1A be fully operational by
November 2013. The detailed operational milestone rollout for Phase 1B and other future phases is
currently being planned based on the experience of Phase 1A.
Quarterly Report
V1 July to September 2012
Page 22 of 73
C.8.3
N2 Express service
The updated system plan also introduces the N2 express service. The N2 Express service is a direct
express BRT service that is proposed for operation by December 2013.
It should be noted that the N2 Express service is not a phase of the IRT system but a supplementary
MyCiTi service that performs a specific function until the Khayelitsha to CBD rail service is
adequately upgraded. This express service will provide express connections between Mitchells Plain/
Khayelitsha and the Cape Town CBD using the N2 freeway.
C.8.4
Future Phases
Phase 1B
The system plan has also been updated to include the finalisation of Phase 1B. It is proposed that
Phase 1B comprise of the following services:

Trunk service between Du Noon to Century City via Montague Gardens

Feeder services from Summer Greens, Edgemead & Richwood to Century City

Feeder service between Montague Gardens to Maitland and Salt River Rail stations via
Koeberg and Voortrekker Roads.
Phase 1B is planned to begin operating by the end of 2014. The full system description and viability
assessment is summarised in the 2012 Business Plan.
Phase 2
The tender for the development of the City‟s Integrated Public Transport Network (IPTN) and the
conceptual design of the Lansdowne-Wetton Corridor (start of Phase 2), which will link Khayelitsha
and Mitchell‟s Plain to Wynberg and Claremont, was advertised and the due process is currently
underway. It is planned that the consultants be appointed towards the end of October 2012.
C.9 Infrastructure
C.9.1
Construction Summary Status
During the last quarter July to September 2012, the overall progress on the various infrastructure
construction projects under IRT Phase 1A can be summarised as follows:
C.9.2
BUSWAY CIVIL CONTRACTS & STATIONS
112Q-R27 North at Sandown & Sunningdale Roads

Practical Completion was achieved on 30 June 2012.
113Q-Non Motorised Transport (Table View / Milnerton areas)

Although the construction of NMT facilities is complete, this contract has been extended to
accommodate the maintenance landscaping.
128Q-Racecourse Road, Milnerton
Quarterly Report
V1 July to September 2012
Page 23 of 73

Practical completion of the civil works is anticipated by September 2012.

Completion of the station buildings is scheduled for end October 2012.

The City is currently evaluating the merits of extending this contract to accommodate the
construction of a park and ride facility in close proximity to the Racecourse and Ascot
Stations.
262Q- Atlantis & Melkbos Civil Works around Stations

Station substructures were handed over to Group 5 on 28 May 2012.

Completion of the Station Top Structures is anticipated January 2013.
437Q-Blaauwberg Road

Construction is on programme and completion is expected by June 2013.

The focus is on the section from Pentz / Raatz to Wood Drive, as the stations are required for
operations early 2013.

The construction of Boy de Goede station is being delayed due to re-location of Eskom cables
154Q-Potsdam Road

Works commenced 27 March 2012.

Civil works which includes the roads and station sub-structures is due for completion by
September 2013.
390Q-Queens Beach

Works commenced in May 2012 and are scheduled for completion by March 2013.
390Q-Gardens

Construction of this closed feeder station is scheduled for July 2012.
390Q Adderley

A public participation process to relocate the Cenotaph is currently underway and a decision
from Heritage Western Cape is due by 1 Nov 2012.

Following completion of the conceptual design; further design will be on hold and is subject
to the outcome of the Heritage Impact Assessment.

The construction of this station has been removed from the Group 5 contract. Consultants are
developing the kerbside bus stop design as an interim solution for implementation by
Milestone 1 (Nov 2012).

Metered taxis will need to be relocated to accommodate the proposed side MyCiti service.
390Q V&A Waterfront Station

Lease/ servitude negotiations together with the V&A Waterfront to finalise agreements
associated with the MyCiTi Bus routes, stations and stops are progressing well. Once the
terms and conditions of this agreement have been finalised, approval will be sought from the
Council Authority to proceed with construction.
Quarterly Report
V1 July to September 2012
Page 24 of 73
C.9.3
FEEDER STOP CONTRACTS
Advertising Contract for Feeder Stops

The advertising contract has not been awarded and a schedule of completed bus stops will be
given to the advertiser, once appointed.
375Q-Table View Feeder Bus Stops

Works are not currently on programme, but the contractor is still projecting completion by
October 2012.

Completion of the Table View closed feeder station is expected by October 2012. Operation
of this station is in line with completion of stations along Blaauwberg Road, i.e. Wood Drive,
which is scheduled for early 2013.
469Q-Atlantis Feeder Bus Stops

Construction is on programme and completion is expected by October 2012.
319Q- Inner City Feeder Bus Stops

Currently the contract is running 20 days behind the programme due to contractor-related
issues and completion is expected June 2013

Noted that all routes will be available for launch of Milestone 1 in November, but will consist
of a mix of permanent and temporary bus stops.
C.9.4
IRT DEPOT CONTRACTS
170Q-Stables Depot

Handover of the depot to the operator was achieved in June 2012.

Inner City Depot

Works commenced in April 2012. Completion date to be confirmed once the impact of design
changes and phasing of construction works has been resolved.

The co-ordination of the current Milestone 0 bus services together with construction activities
has placed a risk on the delivery of a fully operational site by 1 November 2012. The
temporary relocation of Milestone 0 operations would allow the contractor access to the
balance of the site for completion of the majority of the works. Partial occupation of the Inner
City Depot could be achievable by November 2012, providing sufficient access to facilities to
operate the start-up service.
43Q – Atlantis Depot

Contract commenced on 9 January 2012.

Although the contractor is currently three weeks behind programme, the contractor is
committed to a December 2012 completion date.
Quarterly Report
V1 July to September 2012
Page 25 of 73
The overall status of IRT Phase 1A Infrastructure for the Inner City and Atlantis Corridor is indicated
in the table below showing current progress versus planned progress:
Table 9 - Phase 1A Infrastructure Progress Summary
Quarterly Report
V1 July to September 2012
Page 26 of 73
C.10 Business Development
C.10.1 Overview of Business Development
The Business development work stream is primarily responsible for planning the process of operating
MyCiTi, including the preparation of major operational tenders and contacting of the MyCiTi service
providers and for the design and procurement of the technology systems.
It is also responsible for integration of the operations and the infrastructure work of the IRT from an
operations perspective and for planning the MyCiTi system from a business point of view.
The contracted and “to be” contracted MyCiTi service providers include the Vehicle Operating
Companies, the Station Management Contactor, the Control Centre and Automated Fare System
Contactors.
The technology systems being designed and procured include:

The MyCiTi buses and related technology;

The control centre equipment i.e. tracking systems, information and communication systems
and associated intelligent transport systems (ITS) and supporting information technology
systems;

The automated fare collection systems i.e. fare validation systems and gates, fare media
electronic smart cards and supporting information technology systems.
C.10.2 Business Plan
The business development team is responsible for the drafting of MyCiti business plans. The drafting
of an updated business plan commenced within the reporting period with the intention that the
updated business plan (referred to as the “2012 MyCiTi Business Plan”) will replace the 2010 MyCiTi
Business Plan. This will represent a revised business plan for Phase 1A but will now add the planned
Phases 1B and N2 Express service.
For Phase 1B and N2 Express to be implemented as currently scheduled it is essential that the revised
business plan be approved by Council at the end of October 2012. This process is currently on
schedule with the draft business plan having been being finalised at the end of September 2012 for
submission to the Finance Portfolio Committee in early October 2012.
C.10.3 Vehicle Procurement Contracts (VPCs)
The MyCiTi vehicle fleet for Phase 1A:

Supplementing the initial order of 43 trunk service buses procured in May 2010 an order for the
acquisition of an additional 10 x 12-metre, high-floor trunk vehicles was placed and thesebuses
entered service in March 2012.

A contract for the supply of 190 x 9-meter, low-entry feeder buses was awarded in December
2011. The buses are being supplied in a CKD (complete knockdown) kit form and the buses are
currently being assembled in Elsies River, providing local employment opportunities. As at the
Quarterly Report
V1 July to September 2012
Page 27 of 73
end of September 75 buses were completed and delivered. A number of these have been used for
route testing and IT systems (fare management and control centre equipment) integration.

Two further tenders are being prepared to procure the balance of high-floor trunk service bus fleet
for Phase 1 and for the N2 Express Service. The tenders will be advertised in mid-October 2012.
Issues which could significantly affect the procurement of the buses are the volatility in foreign
currency and changes in legislation pertaining to local content. With regard to the current contracts,
forward foreign exchange cover has been secured for the imported components, as per standard
supply chain management procedures. With regard to local content, this could affect delivery lead
times, given that manufacturers may have to retool/equip their manufacturing plant to comply with
new requirements. In response longer lead times for manufacture are planned for future vehicle
contracts.
Other factors which may impact on production are labour unrest and adverse whether affecting supply
logistics. The recent strong south-easterly wind has resulting in at least two recent container
shipments of imported bus parts being delayed.
C.10.4 Vehicle Operator Contracts (VOCs)
The process of negotiating the long term VOC contracts for Phases 1A and 1B started in May 2012
with the issue of the Prospectus. This was followed in June 2012 with the issue of the draft contract
documents to each of the three VOC‟s and the City‟s initial proposal of the kilometre rates .The
process of negotiations with the VOC‟s continued over the reporting period. It is anticipated that
should the City be able to reach an agreement with all three VOC‟s before the end of 2012, contracts
will be concluded in February 2013 with the VOC‟s being ready to commence operations under the
long term contracts at the beginning of March 2013.Up to the point that the long term contracts
commence, vehicle operations will continue under the interim contracts which were extended in April
2012.
C.10.5 Station Management (SM) contract
The Station Management tender was re-advertised on 26 April 2012 and a compulsory briefing
session held on 10 May 2012. The date for submission of tenders (originally set for 15 June 2012)
was further extended to 20 July 2012 to allow tenderers to deal with additional CoCT requirements.
The principal additional requirement, included in Notice 1, is for tenderers to provide for the use of
credit and debit card facilities required for the payment of transit products and Notice 2 allowing
tenderers additional time to source compliance with clauses dealing with BRT or similar high
technology interchange experience. The City‟s BAC awarded the tender to a preferred service
provider on 17 September 2012 subject to negotiations, which commenced over this reporting period.
It is anticipated that the City‟s BAC will make their final award during October 2012 and in terms of
the required Section 33 process, Council will approve the award of the Contract in December 2012.
The further programme is that the Station Management Contractor will commence operations in
February or March 2013 following a mobilisation period and the formal hand-over of stations.
Quarterly Report
V1 July to September 2012
Page 28 of 73
C.10.6 Automated Fare Collection (AFCs)
During July, the final design of the Transit Products was completed and the manufacturing of the first
set of 30 gates was started. By the end of July, 81% of the software development for the intelligent
flat and EMV distance based fares solutions was completed with 13% of the hardware installed – this
hardware installation related particularly to the current interim flat fare solution.
During August, factory acceptance testing (FAT) was successfully completed on the first 30 gates (see
Figure 1). Six additional ABSA retailers were added to the existing retail network and all ABSA
ATMs activated for use by ABSA account holders for value loading/pin changes. Furthermore, ABSA
have also installed 11 cash receptor machines for use by any myconnect card holder for value
loading/pin changes. By the end of August the software development for the intelligent flat and EMV
distance based fares solutions was completed, together with the training plan and manuals.
The installation of the first two sets of gates, i.e. at Civic Zone 3 and Gardens, was completed by end
of September 2012 (see Figure 2).
The development towards the full implementation of the AFC system, i.e. distance base fares and
related business rules, by end of September 2012 was as follows:

Software - 97% completed where iFare and EMV is concerned and 17% where Transit Products
are concerned; and

Hardware Installation – 16% completed.
Figure 3- Fare Access Gates -- FAT completed
Quarterly Report
V1 July to September 2012
Page 29 of 73
Figure 4 - Fare Access Gates Installed - Gardens Station
C.10.7 Control Centre and Vehicle Tracking
During July, whilst installations continued on the buses and in the stations the final design of the
SOAP interface, which allows for the integration between the control center and fare media
equipment to enable distance based fares to be correctly calculated.
During August, site acceptance testing (SAT) on the buses and in the stations was started. Although
the passenger information boards (PID) have been temporarily configured to show the time only (see
Figure 4), the final design of the PID „look & feel‟ was completed which means that configuration
relating to bus departure times can start in September – displaying the time electronically, which is
automatically synchronized with the network time server thus displaying the correct time as per 1026
one hundred percent of the time, which reduces the risk of having to keep analogue clocks correct as
per 1026.
The development towards the full implementation of the CC system, i.e. distance base fares
and related business rules, is as follows:


Software - 87% completed;
Hardware Installation – 51% of the hardware installed on the buses, 48% in the stations and
96% at the TMC for System Controlling
Quarterly Report
V1 July to September 2012
Page 30 of 73
Figure 5 - PID showing time
C.10.8 Advertising Management Contracts
The preferred service provider for the 3 year contract to manage MyCiti advertising opportunities was
appointed by the City‟s BAC on 2 May 2012, subject to negotiations. Negotiations were undertaken
over the reporting period and it is anticipated that the final appointment will be made in October 2012.
Quarterly Report
V1 July to September 2012
Page 31 of 73
C.11 Industry Transition
In terms of the Industry Transition compensation process, most of this quarter has been dedicated to
the finalisation of Early Exit Compensation pay-outs. As previously reported only minibus-taxi
operators forming part of the Kidrogen VOC, elected to take up the City‟s offer of Early Exit
Compensation. At the conclusion of EEC, a total of 84 operating licence holders have been
successfully paid EEC and the same number had their vehicles scrapped. It should be noted that in
this round of compensation only vehicles linked to valid operating licences with a value of less than
the National Taxi Recapitalisation Process (TRP) were allowed to take up EEC. These 84 operating
licences have subsequently all been cancelled in the Provincial Regulatory Entity‟s Land Transport
Permit System.
After the conclusion of EEC, the City started engaging the directly affected operators in respect of the
final compensation, which will be paid put as the milestones commence. The City will also be
starting to engage with the partially affected minibus-taxi operators whose services run into the Phase
1A area and it will be expected of them to amend their routes and be compensated accordingly.
C.12 MyCiTi Operations
C.12.1 Summary of Passenger Numbers
Since its launch in May 2010 until August 2012, over 4.6 million passenger journeys have been made
on the MyCiTi rapid transit system, many of whom use its rapid bus service on the dedicated bus
lanes. This includes transport services during the Soccer World Cup, passengers who made use of
MyCiTi buses during events at the Cape Town Stadium and those who made use of event services
offered with chartered buses.
Between January and September 2012, the counting of passengers using the system has been
dependant on the recording of the validations made using the myconnect card, as opposed to counting
paper ticket sales prior to this period.
A drop in quarterly passenger numbers is noted since the last quarter of 2011. This may be ascribed to
a cyclical trend where more passengers are expected during the warmer months. The expectation is
therefore that passenger numbers will increase again towards the end of 2012.
From July 2012 to September 2012 there were approximately 675,000 passenger journeys on all
services. This number is lower than the approximately 710,000 passengers during the previous quarter
and can be ascribed to the winter months during which fewer passengers use the MyCiTi service.
Quarterly Report
V1 July to September 2012
Page 32 of 73
Figure 6 - Passenger on MyCiTi Airport Service
Passenger journeys based on ticket sales: MyCiTi
(excluding airport and event services)
(Assumption: 33% of passengers use only feeders. 66% use trunk + feeders or only trunks.)
Passengers per quarter
1000000
900000
800000
700000
600000
500000
400000
300000
200000
100000
0
Jul to
Sept
2011
Oct to
Dec
2011
Jan to
Mar
2012
Apr to
Jun
2012
Jul to
Sept
2012
Figure 7 - Assumed passenger journeys based on ticket sales and EMV validations: MyCiTi
services for Table ViewCivic Trunk, Inner City and Table View Feeder services
Quarterly Report
V1 July to September 2012
Page 33 of 73
A „passenger journey‟ is a journey a passenger makes travelling on one or more MyCiTi
services from their origin to their destination, irrespective of how many times they transfer. For
example, a passenger who travels on a feeder bus in Table View, then transfers to a trunk bus to the
Civic Centre Station, and then to a feeder bus to the Waterfront is counted as only one passenger
journey. Trips made as part of event services and on the airport route are not added to these passenger
journeys.
The myconnect card and new fare collection system has been fully implemented since February this
year. A total of 19,873 EMV cards were sold in the previous quarter in comparison to the 16,011 in
this quarter.
Table 10 - Summary of EMV card purchases
Month
Regular services
(excl airport &
events)
Airport
July 2012
August 2012
September 2012
Total (Route)
5999
4641
4759
15399
178
230
204
612
Total (Month)
6177
4871
4963
16011
The following table indicates the present on time buses against the set schedules. Transport for
London bus norms aim to achieve an on time % of 85% or more.
Table 11 - Performance data for the period July to September 2012
% On-Time
(2.59 min early to 5.59 min late vs. time table time)
July to September 2011
Averages
T1
Airport
F1
F14
F15
F16
87%
64%
88%
79%
57%
67%
October to December 2011
Averages
Averages
Averages
Averages
88%
99%
92%
75%
72%
78%
87%
January to March 2012
95%
90%
75%
78%
79%
89%
April to June 2012
98%
91%
81%
88%
86%
88%
July - September 2012
97%
93%
82%
88%
82%
*Note that times are indicated in minutes according to international standards. The variances
would occur between the time range of 2.59min early and 5.59min late.
The following graphs indicate the results of observations undertaken using on-the-ground monitoring
as well as camera analysis at the TMC to assess the VOC‟s % compliance against the contract.
Quarterly Report
V1 July to September 2012
Page 34 of 73
Figure 8 - Average Operational Service Compliance auditing results
C.12.2 Operational Resources
Despite progress having been made on obtaining permanent staff for the IRT organogram, there are
still key vacancies which require the support of the outsourced consultants, especially as a result of
the operations planning presently being prepared for the launch of Milestones 1, 2 and 3.
With the fleet increasing in size as a result of the City‟s receipt of the 9m Optare feeder buses, the
incorporation of a dedicated STS resource structure for IRT is being considered to ensure the fleet
vehicles are managed and maintained correctly.
C.12.3 Support functions (provided by other City departments)
Transport Information Centre : A key focus to enabling the system to improve relies on the feedback
from the general public. Data is being compiled from calls being received from the public at the
Transport Information Centre. The majority of comments and complaints are related to the
implementation of the EMV card (as reflected in “Fare and myconnect queries”).
Figure 9 - IRT Quarterly TIC statistics
Strategic Surveillance Unit- the following graph indicates the number of unauthorised vehicles
observed on the CCTV cameras using the red lane on the R27 between the Civic station and Table
View. An overall reduction in transgressions can be seen as a result of law enforcement issuing fines.
Quarterly Report
V1 July to September 2012
Page 35 of 73
Figure 10 - Total number of vehicles quarterly observed on IRT red lane and Fines issued
Law enforcement - A good working relationship continues with Law Enforcement whose duties cover
both IRT passenger infringement monitoring as well as other by-law enforcement. The officers were
able to charge a total of 93 passengers who boarded for free as a result of the on-bus equipment not
working. No direct fare evasion was observed during the month.
The Law Enforcement officers undertake three types of checks in order to ensure validations are
undertaken correctly by passengers:

Bus inspections: The LE officer sits at the validator on the bus and checks that everybody taps
correctly, by looking at the screen and lights of the validator and listening to the bleeps.
He/she record the number of passengers he/she checked.

Tappings: The LE officer asks for the cards of the passengers and taps in Inspection mode to
check if the passenger paid.

Payments: The LE officer validates cards of passengers who did not validate due to the
validator being faulty
Figure 11 - Law Engorcement Inspections
Roads and Stormwater – Our facilities department have found the long lead times for any repairs and
maintenance difficult to work with and further attention is needed to improve response times.
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Cleansing - A good working relationship has been established despite and SLA being needed.
Traffic Services incl Transport network operation and signals– A good relationship has been
established with support in enforcing the IRT lanes being particularly good. An SLA has been drawn
up and is being finalised in conjunction with the Transport department. Meetings have also been held
with the signals department in order to assess opportunities for better bus prioritisation especially with
the further rollout of Phase 1A in March.
C.13 Communications, Marketing & Branding
C.13.1 Overview of Communications & Marketing
Over the third quarter of 2012 the MyCiTi Communication team primarily honed its activities around
finalising with the MyCiTi team the necessary information required for the roll-out of services in
December and the first half of 2012. Substantial system information needs to be finalised in order that
existing and potential commuters can be communicated to effectively and that the successive launches
are implemented effectively. The main concern for the MyCiTi Communication team is that if the
team is not given the necessary information timeously to communicate to current and potential users
there will be low ridership, confusion and ultimately disappoint in the service
C.13.2 July 2012
The MyCiTi Communication team planned and facilitated three public information sessions in
Vredehoek, Kloof Street and Sea Point and one public meeting in Melkbosstrand in collaboration with
the MyCiTi team between 23 and 26 August 2012. The purpose of these meetings is to inform the
public about the proposed routes, solicit input and allay fears as a result of possible changes
associated with the introduction of the new service.
The advertising focus for the month included:

behavioural messages around how MyCiTi commuters are asked to adhere to a higher
standard of behaviour when using MyCiTi in line with the quality service offering e.g.
standing up and offering your seat to more needy passengers,

the convenience and reliability of the service,

a renewed focus on the key brand promise of the service using a new advertising style which
made reference to the City‟s key pillars of being a Caring, Inclusive, Well run, Safe and
Opportunity City.
Media releases focused on public meetings planned for July, road closures due to construction,
MyCiTi transport plans for the Manchester United vs Ajax game, and universal accessibility design of
the system.
The first content workshops were completed with WorldWide Creative to prepare content for the
MyCiTi website. A key challenge in delivering the dedicated MyCiTi website has been delays in
getting information from colleagues in operations in order to develop the trip planner functionality for
the website.
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The July edition of the MyCiTi e-newsletter focused on how the launch of the transport authority,
scheduled for October this year will impact on the system, universal accessibility design of the system
and design of the new MyCiTi Gardens station.
C.13.3 August 2012
The MyCiTI communication team planned and facilitated a public information session about future
routes in Walmer Estate, Woodstock and Salt River on 22 August.
The advertising campaign continued the City‟s five pillars theme in its brand-focused advertising, to
link closely to the City‟s core messages. This was done through a conversational-type advertising
style, which speaks to not just the system but the wider benefits of an efficient public transport service
for the greater Cape Town. The new style includes the darker blue that is being used to brand the 9m
feeder buses, as well as an updated layout of the advert. The brand is constantly being refined to
ensure that it remains current and consistent throughout its various executions as an evolving brand.
The first chapters of the MyCiTi brand style guide are being finalised and shared with the team to
explain how the brand should be executed in its various iterations. Close engagement with Corporate
Production to get the necessary processes in place to develop MyCiTi products continues. Refining
this relationship is critical to the effective roll-out of information about the MyCiTi service.
Media releases focussed on special needs passengers, the Woodstock/Salt River information session,
events and construction updates.
Work continued on the new dedicated MyCiTi website and scripts for stations and safety
announcements on buses were circulated for approval by the MyCiTi team.
Work commenced with market research focused on users and non-users of the MyCiTi service in the
existing and future MyCiTi geographic footprint areas. The market research will provide the team
with a regular and methodologically sound form of consumer feedback and perception about the
MyCiTi service. This essential information will allow the MyCiTi team to refine and hone its
communication messages, channels and objectives.
The MyCiTi DVD series was completed and circulated to the project team for approval. The August
edition of the MyCiTi e-newsletter focused on new cycle lanes planned for the city, linked to the roll
out of future MyCiTi bus routes, universal accessibility, and future integration with rail.
C.13.4 March 2012
Stakeholder interactions included engagement with the representatives of the metred taxi industry and
the Provincial Government of the Western Cape to discuss the relocation of certain metered taxi
parking bays in Adderley Street. While the Walmer Estate community was informed about the
decision taken, after public engagement, regarding traffic flow options in the area to accommodate the
MyCiTi bus service. This service will be introduced in December 2012.
Direct marketing activities included the distribution of 3000 belly-banded newspapers in the City‟s
CBD and Tableview on 12 and 21 September respectively. Belly-bands are mini-wraps around
newspapers communicating key messages to a particular user group. The purpose of these campaigns
is to raise MyCiTi awareness overall, generate support for the service and raise excitement about the
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future roll-out of the service. The messages are linked to the service, by suggesting to users that
instead of being stuck in traffic, they could be on a bus reading a newspaper.
Media releases issued in September 2012 focused on a variety of issues from new routes across the
city, vox pops (where users expressed their support for the MyCiTi service), relocation of the
Adderley street metred-taxi rank, installation of access gates at stations and construction updates for
the Atlantic Seaboard.
Advertorials focused on the call for public input on stop and station names and the proposed transfer
of certain MyCiTi assets.
The MyCiTi team also edited the Business Plan for the IRT Project team and the copy for the website.
In advertising, brand building messages were mixed with operational information such as the call for
comment on stop and station names, the proposed transfer of MyCiTi assets and road closures due to
construction in Atlantis.
A New DL brochure for the airport service was initiated as well as a new commuter newsletter
concept.
A signage strategy was produced and conceptual layouts of shelter and stop signage for December
2012 and the March-May 2013 rollout were designed. This strategy aims to package the information
requested from various streams of the project as simply as possibly for the benefit of customers.
WorldWide Creative hosted a workshop to update the Communication and IRT team about progress
with the new website. Unfortunately, while much of the content for the workshop and layout for the
site has been agreed upon the site cannot be launched until the information required for the trip
planner function has been provided by the MyCiTi Operations team. This delay in information
provision has resulted in a delay in the dedicated website being launched.
The September edition of the MyCiTi e-newsletter explained the new access gates being installed at
stations ahead of the next phase of the fare system, the permanent distance-based fare system planned
for launch in 2013 and the advantages of a card-based fare system.
The first series of announcements for the buses, namely upcoming stations on the route (to be
broadcast in the buses) as well as safety announcements (on buses and in stations) have been recorded
for input from the team.
A number of agreements with key radio broadcasters for the MyCiTi radio campaign were also
negotiated in terms of the MyCiTi communication team‟s proposed plan.
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D Conclusions
D.1 Main Successes & Challenges of the Project
The following can be described as the main successes of the project:

Ridership since May 2011 has exceeded 3.6 million;

Support by the general public for the IRT has exceeded expectations;

The vehicle operators have responded to the business opportunities offered and are delivering
a high-level service; and

The provision of the my connect card ( a smart card used for both ticketing and retail
purposes) for users of the BRT system will provide banking type debit facilities to a large
portion of the metropolitan population that as yet does not have access to such arrangements.
The challenges to the project are:

Continued improvement of communication to the general public as well as affected parties;

Roll out to the main metropolitan areas to the south east of the City is to be prioritized;

Achieving effective successful vehicle operator negotiations without delays which will
impede delivery

Local bus manufacturing industry were unprepared for the feeder type vehicle tender due to
limited ability to match specifications for low floor buses with special needs passenger
requirements, and an ability of their vehicle types being able to operate safely in built-up
CBD and residential areas (vehicle size and lane encroachment where problems);

The “myconnect card” banking charges are a concern and need to be minimised / dispensed
with?

Avoid disconnect between Automatic Fare Collection (AFC) Contract and Control Centre
Contract (CCC) as these must be operational at same time. The first elements to put in place
on an IRT system should be the AFC and CCC, and the Vehicle Operators ahead of
construction of infrastructure which is the least time consuming portion of the project;

Noted that having an Interim Service in place has delayed finalization of the permanent
Service by around 6 months;

Industry Transition is one of the most intangible aspects of the IRT Project - it is extremely
difficult and challenging to determine market share in advance and making the link to
compensation ahead of final negotiations;

Important /beneficial to maintain same internal/external team for the entire duration of the
project to sustain knowledge base and pass on experiences and Lessons Learnt;

Ensure that there is an overlap of introduction of new services and existing services when
they come on-line; and
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
Plan for provision of new bus stops and maintaining existing bus service stops for
identification by public. The proper location of stops is very critical, and public participation
from as early as possible is to be encouraged.

Containing direct and indirect operating costs

Vandalism to property, particularly isolated feeder bus stops.
D.2 Do the Outcomes Justify the Costs?
Yes, as the economic sustainability of a growing city population is directly linked to the ability to
move around the metropolitan areas in a safe, cost effective and efficient manner.
D.3 Were the Objectives Achieved within the specified
Time & Budget?
The planned IRT project objectives for this reporting period have been achieved, but process delays
were incurred on expenditure and roll-out of a limited number of project activities.
D.4 Embedding the Objectives in Local Institutions
Service Level Agreements are being developed to formalize structures between City departments and
external stakeholders.
D.5 Preparation of Stakeholders
In the implementation of the IRT system in Cape Town, local taxi operators received training and
guidance for transition to vehicle operator contracts. Bus industry consultations were held and tasked
with assessing the ability of the local industry to take up the challenge of the feeder bus roll-out to
match specifications and requirements.
Ongoing and regular consultations are held with local communities, local businesses, organizations
such as Cape Town Partnership, ACSA, PRASA and also included local developers such as the V&A
Waterfront and Century City, amongst others.
D.6 Project Direction
Whilst focus remains on achieving the targets for completion of Phase 1A, reviews will be undertaken
in regard to;

Bus technologies available for trunk and feeder routes. The City is looking into a more
flexible system which can be better achieve by making use of low floor and/or low entry
buses
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
The optimal location of operationally costly trunk service stations without compromising total
quality of service.
This review will be applicable to futures and will not affect the current Phase 1 System. Strategic
planning is in progress for the roll out of other phases, namely:

Phase 1B – Dunoon to Century City Trunk and associated Feeders;

N2 Express – Metro South East Express Service to CBD; and

Phase 2A – Landsdowne Wetton Corridor Trunk and associated Feeders
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E Lessons Learnt & Recommendations
The project team has learnt many lessons during the execution of the project and from the outcomes.
While these are extensive some key lessons learnt and recommendations are described below.
E.1 Vehicles
Various lessons learnt during the procurement of the initial bus fleet have been incorporated into the
new vehicle tenders. These include specifics relating to the actual specifications such as corrosion
protection, paint specification and livery design. Lessons learnt regarding maintenance procedures
and the procurement and management of spare parts as well as guarantees for parts have similarly
been incorporated into the IRT bus procurement processes.
E.2 System Planning & Infrastructure
Trunk Extensions
Trunk extensions are required to be introduced in certain areas as an additional service in an attempt
to further enhance customer convenience, improve fleet utilisation and reduce system operational
cost. This service is a periodic scheduled service which operates for a specific time period to respond
to a demand for travel. During this specific time period, this service extends beyond its trunk origin
and/or destination and operates on a feeder route as a feeder service. This service will operate in
mixed traffic and will dock at kerbside stops using its left-side door, which is not universally
accessible. This service will not replace the planned universally accessible feeder service but will
supplement the feeder service.
In summary, the key characteristics of trunk extensions are:

Trunk vehicles operating on feeder routes as feeder services;

Operation mainly in general traffic lanes, unless congestion and the environment dictates
segments of dedicated routes;

Not universally accessible for kerbside operations (due to steps on the left-sided door); and

Supplements universally accessible feeder services.
Review of High Floor bus:
The implmentation of Phase 1 highlighted the importance of the link between network design,
existing services and the most appropriate vehicle to serve the network. The choice of the high floor
trunk vehicles as the most appropriate vehicle for future phases has been through a simple review
process. Initial findings suggest that low floor or low entry vehicles may be more appropriate in the
future primarily due to the flexibility of the bus to operate on trunk and feeder routes and as both
trunk and feeder vehicles are able to share low-floor infrastructure. The decision on the most
appropriate vehicle floor height will be made in conjunction with the proposed future public transport
network for the metropolitan area through the Integrated Public Transport Network project.
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Fare Structure & design:
The fare structure used in the initial planning of the IRT system was a distance based fare for trunk
routes and a flat fare for feeder routes, where trunk and feeder routes were distinctly different
services. During the detailed planning of the Phase 1 system the length of some feeder routes, the
flexibility of an integrated fare structure and the alignment of trunk and feeder services lead to the
refinement of the fares into one fare structure for both trunk and feeder services. The lesson has been
the importance of the dependencies between the service design, network typology and integrated fares
and ticketing.
The fare structure proposed for IRT services aimed not only to balance affordability and cost recovery
but also to align with the fare structures and levels of the existing road-based public transport. Due to
the lack of a clear, reproducible and coordinated fare structure in the existing bus and minibus taxi
operations the proposed IRT fare structure is based on distance travelled, in line with the overall trend
of the existing bus and minibus taxi fares.
Universal Access:
Universal access allows people in wheelchairs, others with disabilities, the elderly, children and others
with reduced mobility to use the system with ease. It is important to provide access throughout the
trip-chain where infrastructure is being installed or modified.
Boarding bridges are installed on the buses to bridge any gap between the bus and platform. This
allows for level boarding, with no need for stairs, and ensures universal access.
Tactile paving and audible pedestrian traffic signals help visually impaired people navigate their way
across intersections and around stations and stops. The buses also have special places reserved for
securing wheelchairs.
Tactile way-finding, signposting and mapping is also being introduced en route to, and at, BRT
stations.
New fleet type:
When IRT Phase 1 is implemented in an area the principle is to not only remove existing services
once replaced by IRT routes, but also to remove all existing services in a defined area once IRT had
been implemented in that area. Due to the nature of a BRT system, not all existing routes would be
replaced by IRT leaving a gap in the network for customers. In addition, some areas were not served
by any existing services and others restricted public transport access due to steep topography or
narrow roads. IRT has proposed routes to cater for these conditions and as these areas are relatively
small the demand on these routes would be low. For these reasons the need for a small vehicle,
smaller than the 9m feeder vehicle, is required for these routes. A 15-seater type vehicle is proposed
for the initial operation of these routes, initially making use of the
Data Collection

The value of meaningful public transport data at a detailed level covering all public transport
routes operating throughout the day should not be underestimated. After all it is only through
accurate passenger and vehicle supply network that one can assess the current operations and
where BRT can provide a solution going forward.
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
This also includes the walking trips to the public transport modes and the transfer trips
between modes which helps to assess the NMT network and facility capacity needs. This in
turn requires current facility capacity and utilisation which is not currently captured.

It has been a major challenge in getting good quality network data to feed our transport
model. This data also consists of car traffic on our road system throughout the day which
affects the public transport operations.

The latest round of CPTR data for all public transport modes is being captured and processed.
There are some shortcomings particularly with the taxi data as it is rank based and not an onboard survey similar to the rail and bus modes. This presents a problem as the taxi data
requirements should also be an on-board passenger survey similar to the rail and bus modes.
This is not a particular requirement of the transport model but would be a requirement of any
compensation model. The more complete the data is the more useful it is to a wide cross
section of needs.

With reference to the taxi data there is a problem in identifying the active taxi routes as all
new taxi route descriptions from the OLB are currently being captured and have to be tested
against the Land Transport Permit System (LTPS) at the Province to filter out dormant routes.
This was last done for the previous transport model update in 2008 using the permit checker
on the LTPS database extract migrated to MS Access and will have to be done for the latest
model update as part of the IPTN contract.

We have been restricted to using a road and rail network with capacities and characteristics
from 2000 and this is in need of a reassessment which is being addressed in the IPTN contract
but should actually go further as in the previous highway capacity study from 1990 which
looked at all mobility routes from arterial to freeway at individual sections and intersections..

We have been restricted to only looking at commuters and some school trips in the morning
peak because of the lack of data. Ideally this should also include over activity trips such as
shopping, health and business trips in the off peak and an assessment of trips in the pm peak.

Once we have the full spectrum of transport data we can begin to access our operations and
network holistically with a reasonable degree of confidence instead of looking at bits and
pieces in an isolated environment.

Our assessment of travel behaviour to determine the drivers for modal change and quantify
their impact on modal shift has been grossly inadequate due to lack of data which is been
rectified in the IPTN contract through a stated preference survey.

Land use data was not used correctly which will be rectified in the IPTN contract as we will
be populating and structuring a land use model to give us all current and developable land use
densities to cover the main types of residential, industrial, commercial/retail and office.

The 2004 household survey was used to estimate trip patterns for all origins and destinations.
This household survey is being repeated as part of the IPTN contract to update the trip
patterns and gather information on other trip purposes apart from commuter and school trips.

The Land use data along with the household survey data will be used to assess trip generation
rates for production and attraction by income type. This can then be used to assess trip
generation for new growth areas which has not been done in the past.
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
The land use data is normally difficult to extract from large relational databases but we have
engaged with valuations and building developments to get the latest data at erf level for
aggregation into our transport zones.

For the IRT phase 1 modelling we did not use future population growth in our costing so as to
remain conservative. We only used the future population growth in our assessment of facility
sizing for the full system footprint, namely depot and platform sizing. We did assume general
growth in some areas on the periphery of the metropole with some densification within the
metropole but we need to more accurately assess this using the Spatial Development
Framework and the district plans and more recent population projections being carried out by
Prof. Dorrington which will be available soon via the Strategic Development and Integration
(SDI) department. This information will be a key informant into the IPTN contract for the
future IPTN scenarios to be tested and decided on.

Traffic counts for the IRT phase 1 area were done at some strategic locations only and did not
give good coverage in the form of cordon surveys around all economic hubs and major
residential areas. This is necessary to properly calibrate our transport model and is being
improved on as an input to the IPTN contract.

Traffic counts are not been adequately carried by city staff as in the past but are now done as
part of a project which is strategically wrong. It should be part of a city wide program and
scheduled as in the past to help identify network performance on the full mobility network
and not just a requirement for the transport model..

All Metrorail and GABS ticket sales for a full month have been received recently and will be
a key informant to movement of people in the IPTN contract and will supplement passenger
surveys. The ticket sales were not available previously.
System Demand Modelling

We were previously very under-resourced to properly model the IRT phase 1 area. This is
currently being addressed through the training of staff in the transport modelling field from
scratch with no previous experience. This in itself is a challenge as it requires no interruption
to properly do the job but there are other commitments from internal departments and external
requests.

Currently the modelling section is being diverted to gathering all data requirements which is a
very intensive exercise as it is a range of different formats with its own problems.

The project started of with a normal road and rail network with public transport route based
operational data for the peak hour. This has since been enhanced to a full public transport
system with allowance for transfers through access and transfer links.

One of the lessons learnt is the intense nature of the modelling process through data
formatting for input to the transport model, to the calibration using traffic counts and speeds
to the final testing of BRT routing scenarios and the need to do a pre-assessment of the
movement between zones and a scenario testing program before delving into testing detailed
trunk and feeder routing options. This was not done correctly in Phase 1 but will be part of
the IPTN plan.
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
A missing stage in the previous Phase 1 IRT modelling was the lack of a proper feasibility
study to quantify the merits of proceeding with the West Coast as Phase 1 of the IRT roll out
program which would have taken into account all aspects and applied weightings to all
aspects resulting in a scoring mechanism which would have focused all officials on the key
criteria for decision making.

We need to better predict the daily demand from the peak hour demand as in the past it was
based on a very small number of daily passenger occupation profiles for public transport
modes. This will be assessed better with more data in future. In the past it was a quick
exercise after all the intensive transport modelling but has a massive impact on the final
costing.

In future we will have a better assessment of vehicle operating costs from the phase 1 costing
assessments taking into account all fixed costs, staff and driver costs and general running and
maintenance costs.

From the optput of route operational characteristics there was a further optimisation stage that
minimised dead kilometres and matched route demand by short turning routes and alternate
route alignments along sections which were referred to as route variations.

The main focus of the transport modelling in phase 1 was to test a number of alternate route
scenarios and minimise the operational deficit. The model outputs of revenue and in-service
vehicle kilometres are key inputs to the deficit calculation but because of the focus on the
deficit the important benefits to the passenger of possible time savings are lost and the value
attached to a reliable, comfortable, clean and efficient service are also lost. Other in-direct
socio- economic benefits and costs are also not addressed. This also applies to carbon credits
or savings which were initially formulated and quantified by a consultant from South America
using the UN Clean Development Mechanism (CDM) model but never made it into the
business plan. These gaps are to be addressed in the IPTN contract through the appointment
of a transport economist for the duration of the contract but at the same time the city needs to
build capacity in this field through the appointment of a transport economist.
Virtual BRT lanes
The design of feeder routes, operating mostly in mixed traffic, requires careful consideration and
treatment of bottlenecks and congested areas in order achieve consistent travels and ultimately a
reliable bus service that reduces the variance of travel time for public transport users. Possible
interventions include the following:

Bi-directional median busways

Uni-directional busway and uni-directional virtual lanes

Queue-jumper lanes at intersections only, with signal priority

Charging for on-street parking over congested areas and near to stations
These options need to be assessed in terms of their individual merits and within the context parking
management, loading requirements, access requirements, road reserve requirements, system legibility,
enforcement, future road network planning and cost-benefit ratio.
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The extent to which dedicated lanes and queue jumper lanes exist, leads to a greater awareness of the
public transport system by the public. This awareness then directly relates to the ridership and usage
levels.
Intersection & signal treatment
The placement of dedicated bus lanes on the median side of the road poses a problem at intersections.
The obvious conflict is the through movement of buses with right-turning general traffic.
It was decided that right turns would not be banned along trunk routes as this would lead to traffic
diversion and safety concerns. Two traffic signal prioritisation schemes have been adopted to cater for
both public transport and general traffic.

Default treatment: Shared stop line
Signalised intersections have a shared stop line (i.e. buses and general traffic all stop at the
same stop line). A bus phase runs in conjunction with the general traffic‟s through phase,
followed by a protected only-right-turn phase for general traffic. This treatment requires
adequate road reserve at the intersections to cater for the general traffic‟s through lanes and
right-turn lanes as well as the exclusive bus lanes. It requires the use of special bus signal
aspects and “ST boards,” which are supplementary traffic signal arrow signs mounted above
the signal heads.

Alternative treatment: Pre-signal
The use of a secondary stop line in advance of the intersection is controlled by a pre-signal.
During the general traffic phase buses wait at the secondary stop line. Thereafter the bus
phase commences and general traffic has to stop at the secondary stop line, allowing the bus
to either travel through or turn left or right. This alternative treatment may be used in two
cases:
o
in instances where there is inadequate space for both right turn lanes and exclusive
bus lanes, thus right-turning traffic and buses have to share the same lane (separated
in time).
o
to cater for bus turning movements.
Non-Motorised Transport treatment
A number of lessons have been learnt regarding the implementation of NMT facilities:

It is important to co-ordinate all aspects of the streetscape when implementing non-motorised
transport facilities, particularly the placement of street furniture such as street lighting and
signage. Just having a co-ordinated plan is not always enough to guarantee barrier-free NMT
movement and therefore being on site during installation is advisable.

Clear signage is important to define the pedestrian space, cycling space and shared NMT
space.

Use machine lay for asphalt on NMT cycle ways to produce a desirable surface finish.

Landscaping plays an important role in the success of the NMT facility and therefore thorns
and weed control is essential.

Pinch points on the NMT routes are a challenge and should be avoided as they reduce the
successfulness of the route
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
The provision of good NMT facilities can lead to a false sense of security for cyclists
especially in industrial areas and therefore security along the route is essential to promote use

A buffer zone between the cycling facility and traffic is advisable, particularly where there is
no shoulder on the road

Signals for NMT users is vital in providing safe intersection crossing, particularly signals for
cyclists i.e. cyclist crossing on green left arrow for traffic is dangerous and should be address
through motorist education or different signalling.
Depot design
Research has shown that well-functioning depots allow for a greater level of care and maintenance of
the facilities, equipment, vehicles and staff. This may appear to be an obvious statement to make, but
often the difference design refinements, which may appear fairly insignificant; make to the
functioning of a facility is underestimated.
Bus depots are complex in the sense that it integrates a number of functions on one site, each with
very specific requirements. The smooth operation of all of these together is essential to contribute to a
functioning IRT system.
During the design stages for two of the depots, and in the absence of an Operator for the system, we
had to rely on "best practice" information from successful IRT systems outside South Africa.
Although local examples of bus depots existed, these served a system which is based on a different
operational model to the IRT. This resulted in a number of assumptions being used as a basis for the
design, covering all aspects of:

Bus types

Bus numbers

Staging preferences

Access control

Depot security

Processing sequence and timing

Maintenance intervals and space provision

Equipment

Organisational structure

Administrative requirements

Sub contractors
As we progressed through the project and as operational information became available, we were able
to make some adjustments, but it is clear that the involvement of an Operator during the design
process would have contributed immensely to the operational success of these facilities. We are able
to do this to a limited extent with the last of the three depots. This does not imply that the initial
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information was flawed or that any of these depots are not able to function, but just a 2%
improvement to the design may have significant impact on the operation of a depot.
Pavement design, delineators & Colourisation
Pavement Design
The Continuously Reinforced Concrete (CRC) pavement was selected as the preferred option for the
construction of dedicated bus lanes for the following reasons:

a CRC pavement significantly reduces the overall depth of the pavement structure and the
associated earthworks

CRC pavement incorporates red pigmentation whereas a specialised surface treatment of
asphalt wearing course is necessary to achieve a red surface demarcating exclusive use by
BRT vehicles (which is expensive and needs to be renewed)

CRC road pavement option requires little to no maintenance, yielding significant operational
benefits over its design life, and less risk of operational downtime

The reduction in maintenance and operational costs over the design life of the asset far
outweighs the 10% additional capital investment (life cycle cost)
This construction, however, demands a high degree of on-site supervision and control over the quality
of the concrete to achieve desired ride quality. Specialised sub-contractors have been used during the
Phase 1A construction of MyCiTi bus lanes, during which time a number of enhancements have been
made particularly relating to level control.
The majority of service crossings are located at intersections, for which utility companies require
access to undertake repairs. A flexible road pavement has been selected for intersection areas since
repairs can be affected relatively quickly without the need for lengthy road closures and diversions.
Delineators
Delineator kerbing is self-enforcing method of demarcating the exclusive bus lanes. It deters general
traffic from entering the bus lane thus ensuring priority for public transport vehicles. The design
development for the delineator kerbing encompassed the following issues:

The sloping profile of the kerb face was chosen to minimise the risk of a vehicle rolling over
upon impact with the kerb

Visibility and legibility is emphasised by painting the kerb with retro-reflective yellow paint
and painting a 100mm white edge adjacent to the kerb on the general traffic side to demarcate
the outer edge of the travelled way

To increase safety and driver awareness the approaches to the start of a section of delineator
kerbing either has splitter islands or flashing road studs (in narrow width cases)

In some instances speed limits for general traffic were reduced for safety reasons, due to the
introduction of the kerb.

100mm wide drainage gaps every 2m were chosen to provide drainage paths. The gap width
and spacing was calculated using the Rational Method based on a worst case scenario
assuming crossfall towards the bus lane, flat terrain, and a short duration, high intensity
rainfall event
Quarterly Report
V1 July to September 2012
Page 50 of 73
Colourisation
Clear demarcation is required to show the development of the dedicated bus lanes and to clearly
indicate road space reserved for IRT buses. Three colourisation techniques have been trailed in Cape
Town each with there our merits and limitations.
Option 1:
18mm Ultra Thin Friction Course (UTFC) application
The following challenges and limitations have been experienced:

Although porous, in this instance a UTFC surface layer will stand approximately 18mm proud
of the CRC and asphalt

Interrupts SW drainage on a cambered cross section

The 18mm UTFC introduces a trip hazard on the pedestrian crossings.

Buses entering the bus lane will pass over 18mm lip – UFTC could unravel along this edge

The UTFC relies on the pigmentation of a black binder; the resultant colour is more of a
brown than a red, which degrades over time. Colourised bitumen will wear off, exposing the
aggregate, which in this case will at best be a light greyish pink colour (imported from
Durban). Hand working in narrow areas not feasible – machine lay only

Isolated repairs not feasible – machine lay only

Dedicated asphalt plant required for production

High wastage on plant start-up

District offices are not geared to reinstate or maintain

If aggregate is imported from Durban it is a relatively expensive solution – R210/sqm (Hans
Strijdom)
One the positive side UTFC costs less per sqm and is more durable (10-year lifespan) than Jasper
Tyregrip
Option 2:
4.75mm Jasper-Tyregrip Surface Dressing
The following challenges and limitations have been experienced:

specialised material and not readily available in South Africa – Tyregrip needs to be imported

district offices are not geared to reinstate or maintain this specialised surface treatment

costly solution – R300/sqm

not as durable as UTFC– 5 years according to suppliers
On the positive side, Jasper surface dressing has a distinct red colour, offering a solution which
clearly distinguishes mixed traffic from bus lanes. Jasper surface dressing can be applied by hand.
Option 3:
Pigmented Concrete – 5% iron oxide
Cape Town made use of pigmented iron oxide to colourise the dedicated bus lanes. Depending on the
thickness of the concrete pavement, the approximate cost to include colourisation at 5% Red Oxide is
approximately R45/sqm (for a 190mm thick concrete layer). The advantage over the other options is
that it cost effective and durable solution.
Quarterly Report
V1 July to September 2012
Page 51 of 73
In areas where a flexible road pavement has been used, engineers will be limited to options 1 or 2.
Other options considered included a pigmented wearing course using pigment clear binder and red
aggregate – this option proved to be too expensive.
Urban design & landscaping
Water-wise, indigenous plants were used in all the landscaping, including the green “ribbons” of
space in the central strip between the two bus lanes on the route to Table View. Irrigation is necessary
due to the sandy soils and hard surfaces around the landscaping, which create a build-up of heat.
However, water is a scarce resource in the city and so, in an unusual move, the landscaping is
irrigated by recycled water. A main effluent line from the Potsdam effluent treatment plant was
installed.
Some of the larger stations have open plazas around them with benches under palm trees, and bicycle
parking.
Bikeways
Cycling facilities been a massive success and are very strongly recommended. Have lock-up facilities
for bicycles to promote cycling.
Feeder service design & priority
Try to build as much flexibility into your residential routes as possible. Start operating with temporary
routes in residential areas. Test routes and stop locations, and move the temporary stops around until
you find the best routes. Possibly order buses first, and then build your permanent infrastructure
around the route that works. MyCiTi was challenged to spend its full budget, which is why some
permanent routes are being set up first.
Have a structured public engagement process for residential routes. Early engagement with the public
with regard to the location of bus routes and the location of individual bus stops is essential. Do this
through knock and drop publications; open days, where you should lay down the parameters, such as
making it clear that the City authorities are entitled to put bus stop in road reserve. Explain is for the
greater good of the public, and that South Africans need to be won over to public transport. It‟s very
difficult, because haven‟t had proper public transport for such long time and need to convince people
this is the way to go. Rather provide interested and affected parties with too much information early
on in the design process than too little too late.. If this does not happen, court interdicts can hold up
the construction of bus stops.
With regards to the design & construction of the actual bus stops we have face the following
challenges:

Vandalism in poor communities – selection of robust materials is essential to limit
maintenance liabilities

Shelter foundation design: The MyCiTi bus shelters are structurally vertical cantilevers
supported only along one edge, hence requiring substantial foundations. Foundations have
clashed with underground services and have been subsequently been altered to as shallower
raft-type foundation.

Impact of hot-dip galvanizing on design & interface of components.

Mitigation of corrosion in areas of high atmospheric corrosivity.
Quarterly Report
V1 July to September 2012
Page 52 of 73

Bi-metallic / galvanic corrosion – impact of use of different kinds of metal together.

Signage design for route signage – response to operational requirement for replacement of
route signage.

Sealing of structures against moisture ingress.

Type of lighting provided, position of lighting provided.

Provision of power supply to feeder stops where no local municipal supply exists.

Operational requirement for servicing of advertising lighting.

Impact of choice of paint finish on application on system and other vinyl signage.
Station design

Careful assessment of the expected travel demands in relation the station spacing is essential

Impact of the Cape Town Winter where rain tends to fall horizontally has lead to
complications at the entrance to the stations where passengers queue to purchase tickets. The
entrance area of mark 2 stations has been lengthened to increase the sheltered area

Standard speech post on the Bullet Proof windows of the kiosk proved to be insufficient with
the background traffic noise and have been replaced by a microphone and speakers.

Station in the median next to busy traffic lanes on either side get muck dirtier than expected
due to car pollution – this call for a design with minimal ledges

Floor tile rate non-slip can be slippery in rainy conditions.

Bus to station communication system needs to be robust and fool proof. Ideally the bus
operating controls and the station operating controls should be awarded under a single
contract to avoid disputes about accountability between the bus supplier and the station
contract.

It is essential to control the temperature within the server room, a forced ventilation system is
not sufficient, and it is advised that an aircon system be fitted as a standard to all stations.

Provision of seating within the station for the elderly and physically disabled

For coastal Areas it is recommended that 316 stainless steel be specified for all exposed
steelwork components.
E.3 Business Planning & Operations
Station Management

Closed stations, and to a lesser degree the stops, are the first opportunity of the service to
impress (or lose) passengers. They provide information on the service, opportunities for staff
interaction, and the ability to buy tickets, EMV cards or credit to enter the system. As a result
of this, the following lessons have been learnt:

Communication, communication, communication:
Quarterly Report
V1 July to September 2012
Page 53 of 73

From an internal perspective, having the correct standard operating procedures in place so
that everyone responds to any queries or operational issues in the same way ensures that
standard outcomes and uniform responses are given.

From an external perspective, ensuring that all public media issued corresponds with the
system on the ground and that expectations relayed to the public are met operationally.

Being able to empower people to do their jobs, as operational issues require quick decisions.
This goes hand in hand with ensuring that the people employed are given appropriate and
sufficient training (especially based on the transition that is needed from the taxi industry)

Staff motivation and work ethics must constantly be monitored to ensure that:

Services are opened on time

The system provides a 1st class service

Mechanisms need to be put in place to ensure the elimination of ticket fraud. This can be
through either Law Enforcement officers doing random checks on the system, or system
checks where trends are monitored to identify any out of the ordinary activity.

Do not implement incomplete systems that will need to be changed as these lead to confusion
for passengers and costly operational updates. It has been learnt that customers do not easily
buy in to change, they lose confidence in the system when inconvenienced or promises are
not delivered on.

Passengers must be given the opportunity to express their dissatisfaction (or praise) easily
through a system controlled operational channel so that matters can be dealt with swiftly and
correctly. Having the Transport Information Centre (TIC) with a toll free number, as well as a
dedicated facebook and twitter site has enabled trained Operations staff to deal with issues
effectively.
Automated Fare Collection (AFC) and Control Centre (CC)

The integration process between the CC & AFC Contracts is critical for the successful
implementation of distance based fares, and if not clearly specified/clarified in the CC
Contract can cause serious delays to a successful implementation of the AFC system – so,
specify clearly the requirements for integration in the CC Contract, or combine the two
Contracts;

User Requirements – the requirements of the AFC & CC systems must be clearly clarified
and understood within your Departments to avoid expectations;

Transfer of Intellectual Property – i.e. source codes etc must be in contract;

The development of the Business Rules, Fare Rules, Fare Structure & Policy take about 12
months to conclude – don‟t underestimate the time required for these processes;

If implementing Interim Solutions, don‟t underestimate the time required for design, review,
testing & implementation as well as the funding required – interim solutions can end up
having a detrimental impact on delivery of the permanent solution;
Quarterly Report
V1 July to September 2012
Page 54 of 73

Ensure that construction of stations is completed before installing equipment – dust settlement
on equipment can affect functionality, for example if the fans on the equipment get too
heavily coated with dust their turning movement becomes restricted;

Station Design, in particular where equipment rooms & kiosks are concerned – space
restrictions make it very difficult for the installation and maintenance of equipment. Also, the
lack of proper air conditioners to keep the equipment cool are essential impact longevity –
extractor fans do not cool air;

Before going live with an AFC system, start issuing cards well before the „go live‟ date, or,
ensure you have a decent retail footprint in place for the issuing of cards;

The decision to let the public be part of the trial period was a mistake, since although the risks
of taking part were clearly highlighted the public quickly „forgot‟ and were not forgiving thus creating unnecessary negativity;

The difficulties and challenges in getting the Conductors and Drivers trained in the use of the
fare media before the „go live‟ was completly underestimated – the lesson learned here was
seriously taken into consideration when driver training for the CC equipment was concerned;

The marketing regarding the value load fee on the card should not have been aimed at
marketing a „Bank Fee‟, but rather an „administrative or load fee‟ - since the words „bank fee‟
immediately creates animosity and negative perception, which is incredibly difficult to
reverse;

Ensure that the AFC‟s Banking Service Agreement incorporates an agreed load fee with
respect to the retailers as well as a commission for the sale of cards – not having this added to
the delays of rolling out a retail footprint;

Apply penalties wherever its possible in both the AFC & CC Contracts - this will at least
assist with keeping to contractual timelines;

The technical difficulties associated with the handheld validators on the bus were
underestimated – simply, due to the fact that because this is the first of its kind in the world
there is no established knowledge pool to make use of for resolving such difficulties quickly.
The City is now starting to build that knowledge base;

The resources required for the rolling out of the retail footprint and the expectations of the
retailers were completely underestimated, which has resulted in the City being seriously
compromised where passenger accessibility to acquiring the card and topping up is concerned
– more time and resources should be allocated to finding more creative ways of attracting
retailers;
Vehicle Operating Contracts
Operational services is run by relationships and being able to work as a team under J.I.T
circumstances.
It is critical that the roles and responsibilities of each party are clearly defined. The contracts that
encompass these responsibilities must have clearly defined measurables against which monitoring can
occur so that defined specific outcomes can be achieved.
Quarterly Report
V1 July to September 2012
Page 55 of 73
Efficient monitoring systems must be in place to enable constant improvement.
E.4 Marketing & Communications
The importance of strategic communication and marketing input into the decision-making
process is critical as the system matures and is rolled out across the city. Conversely the
operational decisions that shape the service need to inform public communication and marketing.
In this respect the third important objective of the communication strategy and its related plans is
to ensure that its outcomes can assist the broader MyCiTi team in their business planning and the
development of the system
As each phase of the MyCiTi service is successfully launched, there will be a need for on-going
communication, implemented within the context of a clearly understood and articulated customer
relations, communication and marketing strategy that has the buy-in and support of the entire
management team and governance structures.
Quarterly Report
V1 July to September 2012
Page 56 of 73
Quarterly Report
V1 July to September 2012
Page 57 of 73
Annexure A. Grant Framework & Programme/ Project
Design
Purpose of the
Project:
The MyCiTi project of the City of Cape Town (the City) represents two
crucial, related components which contribute to realising the vision of
improved public transport shared by national government and the City.
Firstly, the project is implementing a major new road based (bus rapid
transit) component of a multi-modal integrated public transport system for
the City;
Secondly, through the MyCiTi project, the City is beginning to establish
the capability to take responsibility for running a multi-modal city-wide
public transport network in line with the intentions of national policy and
the NLTA, which seeks to devolve such responsibility to the cities and the
transformation the current road based public transport industry
Outcomes/Outputs/Indicators:
Please refer to the table of indicators as shown below.
Key Activities:
Please refer to the Master Programme (Point C.2) and Annexure 2 (Table
of Indicators).
Assumptions &
Risks:
The following key assumptions have been applied to the planned
development and implementation of Phase 1A and further phases of the
MyCiTi IRT project;
a.
b.
c.
d.
e.
f.
Quarterly Report
Capital funding via PTI&SG for the project will continue beyond
the current approved DORA grant allocations and on the same basis
as present.
The fare revenue will be as modelled.
The risk that the modelled fare revenue is not realised or the
operating deficit is higher than projected, shall be shared between
the City and PTISG.
A significant portion of the operating costs not covered by fare
revenue and MyCiTi advertising and other concessions will be
covered by the PTISG until replaced by a municipal public transport
operating grant.
Existing public transport users will migrate to the MyCiTi system
and 7% of existing car users (choice users) will shift to the new
MyCiTi public Transit mode.
The existing public transport industry (bus and taxi industry) will be
willing partners in the transformation process and will operate the
MyCiTi services.
V1 July to September 2012
Page 58 of 73
Annexure B. IRT / MyCiTi Timeline – Phase 1
Quarterly Report
V1 July to September 2012
IRT / MyCiTi PROJECT PHASE 1A
CITY OF CAPE TOWN
INTEGRATED RAPID TRANSIT SYSTEM
SUMMARY PROGRAMME - 30 SEPTEMBER 2012
2012
YEAR
MONTH
J
F
M
A
M
J
2013
J
A
S
O
MILESTONES - APPROVED SEPTEMBER 2011
N
D
1
J
F
2
MILESTONES - REVISED AUGUST 2012
M
J
A
S
O
3
2
N
D
J
F
M
A
M
J
4
MAR - SIGNED AND IMPLEMENTED
FEB - SIGNED AND IMPLEMENTED
AUTOMATED FARE COLLECTION CONTRACT
DISTANCE BASED FARE COLLECTION IMPLEMENTED
CONTROL CENTRE CONTRACT
CCC - INTERIM SYSTEM
MAR - EMV CARD SYSTEM
CCC - FULLY OPERATIONAL
INFRASTRUCTURE
Thibault SquareTrunk Station - AUG 2011
Gardens Centre - JUL 2012
Civic Feeder Stations - AUG 2012
Inner City Depot - FEB 2013
Inner City Open Feeders - Permanent Structures - JUNE2013
Queens Beach Station - MAR 2013
V&A Waterfront - MAY 2013
Table View Feeders - Existing routes
1.1 - 1 DEC 2012
Inner City Feeders - F06 (Portion) & F07
Launch Gardens Station
1.2 - 1 DEC 2012
Inner City Feeders - F06 (Portion) & F08
1.3 - 2 MAR 2013
Inner City Feeders - F04
1.4 - 9 MAR 2013
Inner City Feeders - F02 & F03
1.5 - 20 APR 2013
INFRASTRUCTURE
Inner City Feeders - F01, F02 & F09
1.6 - 4 MAY 2013
Stables Depot - AUG 2012
Racecource Road Trunk - JUL 2012
Omuramba Trunk and Feeder Station - JUN 2012
Ascot Trunk Station - JUN 2012
Table View Feeder Station - OCT 2012
Table View Open Feeder Poles - OCT 2012
Blaauwberg Road - Portion
Grey Trunk Station - NOV 2012
Jansens Trunk Station - NOV 2012
Wood Trunk Station - FEB 2013
Table View Feeders - F14 & F17A
2.1 - 16 MAR 2013
Table View Feeders - F15 & F16
2.2 - 23 MAR 2013
Racecource Trunk & Montague Gardens Feeders - T1A, F69 & F70B
2.3 - 13 APR 2013
INFRASTRUCTURE
R27 North Trunk - JUL 2012
Sandown Trunk Station - JUL 2012
Sunningdale Trunk Station - JUL 2012
Atlantis Truck - NOV 2012
Atlantis Trunk Station - NOV 2012
Atlantis Open Feeder Poles - NOV 2012
Melkbos Trunk - DEC 2012
Melkbos Trunk Station - DEC 2012
Melkbos Open Feeder Poles - DEC 2012
MILESTONE 3 LAUNCH
Atlantis Service
INFRASTRUCTURE
3 - 11 MAY - 30 JUNE 2013
DuNoon Trunk - AUG 2013
Potsdam Trunk Station - MAY 2013
Killarney Trunk Station - JUN 2013
DuNoon Trunk Station - JUL 2013
Doornbach Trunk Station - AUG 2013
DuNoon Open Feeder Poles - AUG 2012
Blaauwberg Road - Portion
Boy de Goede Trunk Station - JAN 2013
MILESTONE 4 LAUNCH
DuNoon Service
ASSUMPTIONS:
1. ASSUMED THAT THERE WILL BE NO DELAYS TO THE CURRENT MASTER PROGRAMME
2. ASSUMED THAT NO FURTHER DELAYS IN THE INDUSTRY TRANSITION PROCESS, TO ENSURE THE
IMPLEMENTATION OF THE INFRASTRUCTURE AS PER THE MASTER PROGRAMME
IRTPM: 20220/5.1/PHASE 1A
2014
J
4
1
STATION MANAGEMENT SERVICES
MILESTONE 2 LAUNCH
M
3
LONG TERM VEHICLE OPERATOR CONTRACTS
MILESTONE 1 LAUNCH
A
1
PROJECT:
DOCUMENT:
REVISION:
DATE:
4 - 1 NOV - 30 NOV 2013
INTEGRATED RAPID TRANSIT SYSTEM - PHASE 1A
MASTER PROGRAMME - TIMELINE
12
08-10-2012
REV 11 (05-09-2012)
Page 59 of 73
Annexure C. Master Process Programme – Phase 1A, 1B, N2 Express & 2A
Quarterly Report
V1 July to September 2012
REVISION 17 (30 SEPTEMBER 2012)
INTEGRATED RAPID TRANSIT SYSTEM
Line
MDA Projects (Pty) Ltd
PH 1A,1B, N2 EXPRESS & 2A - MASTER PROCESS PROGRAMME
CITY OF CAPE TOWN
Name
Duration
Start
Finish
1 MEETINGS - CITY
289d 19/10/2011 07/01/2013
2 PHASE 1A
788d 11/04/2011 18/06/2014
3 MILESTONE ROLL-OUT
4 Milestone 1.1 (Table View 2x9m)
5 Milestone 1.2 (F06 & F07)
6 Milestone 1.3 (F06+ & F08)
7 Milestone 1.4 (F04)
8 Milestone 1.5 (F02 & F03)
9 Milestone 1.6 (F01, F05 & F09)
10 Milestone 2.1 (F14 & F70A)
11 Milestone 2.2 (F15 & F16)
12 Milestone 2.3 (T1A, F69 & F70B)
13 Milestone 3 (ATLANTIS)
14 Milestone 4 (DUNOON)
June
6
July
7
August
8
2012
September October
9
10
November December
11
12
January
1
February
2
2013
March
3
April
4
5
+
49w 01/12/2012 29/11/2013
1.1 - Launch 1 DECEMBER 2012
1.2 - Launch 1 DECEMBER 2012
1.3 - Launch 2 MARCH
1.4 - Launch 9 MARC
1.5 - Launc
01 Dec 2012 01 Dec 2012
01 Dec 2012 01 Dec 2012
02 Mar 2013 02 Mar 2013
09 Mar 2013 09 Mar 2013
20 Apr 2013 20 Apr 2013
04 May 2013 04 May 2013
2.1 - Launch 16 MA
2.2 - Launch 23 M
2.3 - Launch
16 Mar 2013 16 Mar 2013
23 Mar 2013 23 Mar 2013
13 Apr 2013 13 Apr 2013
7ew 11 May 2013 28 Jun 2013
4w 01 Nov 2013 29 Nov 2013
594d 11/04/2011 30/08/2013
15 PROJECT OFFICE
16
Procurement of Staff
226d 23/09/2011 31/08/2012
17
Consultant appointments
550d 11/04/2011 28/06/2013
18
Accommodation
128d 10/01/2012 12/07/2012
19
Documentation Management System
20
IRT Reports
21
Budget Proposal Report - PTISG (N.D.O.T. / Treasury)
37d 26/06/2012 16/08/2012
22
Manage Implementation Office
464d 01/08/2011 28/06/2013
23
Manage Operations Office
464d 01/08/2011 28/06/2013
Drawn by: J. B. GRIMBEEK & J. SLABBER
May
5
+
+
95d 16/03/2012 02/08/2012
+
368d 06/03/2012 30/08/2013
Dwg No. IRT1A/PM/2012/PH 1&2
+
+
Revision 17 ( 30 SEPTEMBER 2012)
Printed: 09/10/2012
Notes: PROVISIONAL
Project Ref. C:\Users\johan.MDA\Desktop\MDA\IRT\Progress Reports\Report No 32 - September 2012\PMIRT Report\Asta Programmes\IRT Phases 1A - 1B, 1C & 2 Process Programme PH 1 - 30 Sep 2012 (REV 17).pp
Page: 1 of 3
REVISION 17 (30 SEPTEMBER 2012)
INTEGRATED RAPID TRANSIT SYSTEM
Line
Name
Duration
Start
Finish
May
5
June
6
July
7
August
8
25
SARS Approval of VAT Recovery
193d 09/02/2012 13/11/2012
26
National Funding
136d 01/02/2012 15/08/2012
+
27
City Funding
115d 01/03/2012 15/08/2012
+
28 SYSTEMS PLANNING
365d 15/08/2011 18/02/2013
29
Surveys
255d 15/08/2011 03/09/2012
30
MyCiTi - Category 2 & 3 Services
228d 24/10/2011 04/10/2012
31
Fare Policy Document
206d 20/04/2012 18/02/2013
32 INFRASTRUCTURE - DESIGN, REVIEW & MONITORING
Milestone 1
34 VEHICLES
36
Vehicle Production / Quality Inspection
190d 01/02/2012 30/10/2012
37
Feeder Vehicle Contract
229d 31/08/2011 13/08/2012
38
Trunk Vehicle Contract
545d 02/08/2011 22/10/2013
Drawn by: J. B. GRIMBEEK & J. SLABBER
February
2
2013
March
3
+
+
+
+
545d 02/08/2011 22/10/2013
218d 30/04/2012 14/03/2013
Bayside Lease Agreement
January
1
389d 09/12/2011 24/07/2013
Leases with Maintenance Contractors
40
November December
11
12
389d 09/12/2011 24/07/2013
35
39 IRT PROPERTY
2012
September October
9
10
199d 01/02/2012 13/11/2012
24 FINANCE
33
MDA Projects (Pty) Ltd
PH 1A,1B, N2 EXPRESS & 2A - MASTER PROCESS PROGRAMME
CITY OF CAPE TOWN
+
+
+
243d 28/10/2011 31/10/2012
52d 28/10/2011 31/01/2012
Dwg No. IRT1A/PM/2012/PH 1&2
Revision 17 ( 30 SEPTEMBER 2012)
Printed: 09/10/2012
Notes: PROVISIONAL
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Page: 2 of 3
April
4
5
REVISION 17 (30 SEPTEMBER 2012)
INTEGRATED RAPID TRANSIT SYSTEM
Line
MDA Projects (Pty) Ltd
PH 1A,1B, N2 EXPRESS & 2A - MASTER PROCESS PROGRAMME
CITY OF CAPE TOWN
Name
Duration
Start
Finish
41
Culemborg - Wayleave - Finalize Wayleave Extension
43d 31/08/2012 31/10/2012
42
Table View - Caltex Garage
73d 28/10/2011 29/02/2012
43 BUSINESS CONTRACTS
May
5
June
6
July
7
August
8
2012
September October
9
10
+
November December
11
12
January
1
2013
March
3
April
4
+
783d 15/04/2011 18/06/2014
44
Automated Fare Collection Contract
463d 02/08/2011 28/06/2013
45
Control Centre Contract
463d 02/08/2011 28/06/2013
46
Prospectus Update
100d 27/01/2012 22/06/2012
47
Business Plan - Phase 1 - Current and Future
278d 12/09/2011 31/10/2012
48
VOC Interim Contract
463d 02/08/2011 28/06/2013
49
VOC Long Term Contract
325d 09 Jan 12 06 May 13
50
Compensation
153d 09/01/2012 16/08/2012
+
51
Scrapping of Vehicles
153d 09/01/2012 16/08/2012
+
52
Initial negotiations
190d 25/05/2012 01/03/2013
53
Secondary negotiations if in Deadlock
121d 03/10/2012 10/04/2013
54
Final negotiations
102d 22/11/2012 06/05/2013
55
Station Management Services Contract
783d 15/04/2011 18/06/2014
56
Advertising Contract
252d 02/09/2011 18/09/2012
+
+
+
+
+
+
+
+
Baselines
IRT Phases 1A - 1B, 1C & 2 Process Programme - 31 May 2012 (REV 12)
Drawn by: J. B. GRIMBEEK & J. SLABBER
February
2
Dwg No. IRT1A/PM/2012/PH 1&2
Revision 17 ( 30 SEPTEMBER 2012)
Printed: 09/10/2012
Notes: PROVISIONAL
Project Ref. C:\Users\johan.MDA\Desktop\MDA\IRT\Progress Reports\Report No 32 - September 2012\PMIRT Report\Asta Programmes\IRT Phases 1A - 1B, 1C & 2 Process Programme PH 1 - 30 Sep 2012 (REV 17).pp
Page: 3 of 3
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Page 60 of 73
Annexure D. Table of Indicators, MyCiTi (as at 1 July 2012)
Quarterly Report
V1 July to September 2012
Page 61 of 73
Quarterly Report
V1 July to September 2012
Page 62 of 73
Quarterly Report
V1 July to September 2012
Page 63 of 73
Quarterly Report
V1 July to September 2012
Page 64 of 73
Quarterly Report
V1 July to September 2012
Page 65 of 73
Annexure E. SCM BAC Summary Progress (September 2012)
NO.
TENDER NO.
F/YEAR
SCMB
21/08/07 /
CM
06/07/07
-
2007/2008
Authority to Appoint Dr Lloyd Wright, International Transport Expert, as a Technical Specialist Advisor, to the City of Cape Town, to Guide and Advise on
the Planning, Design, Programming and Implementation of the Bus Rapid Transport Components of the Public Transport Implementation Action Plan, Phase
1 (2007 - 2010)
110
204S/2007/08
2007/2008
Provision of Professional Services : Integrated Rapid Transit System : Operational Plan
125
266C/2007/08
2007/2008
Provision of Professional Services : Integrated Rapid Transit System : Business Plan (Project Report Stage)
181
27Q/2008/09
2008/2009
Construction of Public Transport Corridor through Culemborg from Church Street to the N1 Underpass : Roadworks, Relocation of Railways, Viaduct and
Appurtenant Works
195
80Q/2008/09
2008/2009
Consstruction of Public Transport Corridor through Paarden Eiland from the N1 Underpass to Milner Road : New Bridge Structure over Salt River Canal
(World Cup 2010 Project)
196
77Q/2008/09
2008/2009
Construction of Public Transport Corridor through the Paarden Eiland Railway Spur from the N1 Underpass to Milner Road : Roadworks, Services
Accommodation and Appurtenant Works
197
131C/2008/09
2008/2009
Provision of Professional Services : Process Manager
198
123C/2008/09
2008/2009
Provision of Professional Services : Road Work Engineer
199
133C/2008/09
2008/2009
Provision of Professional Services : Implementation of the Integrated Rapid Transit System : Non-Motorised Transport Specialist
200
128C/2008/09
2008/2009
Provision of Professional Services : IRT : Business Manager
201
127C/2008/09
2008/2009
Provision of Professional Services : Implementation of the Integrated Rapid Transit System : Industry Transition Specialist
215
139Q/2008/09
2008/2009
Construction of Public Transport Corridor along Route R27 from Racecourse Road to Blaauwberg Road : Roadworks, Services Accommodation and
Appurtenant Works
Quarterly Report
PROJECT DESCRIPTION
V1 July to September 2012
Page 66 of 73
NO.
TENDER NO.
F/YEAR
224
144Q/2008/09
2008/2009
Construction of Public Transport Corridor through Culemborg from Old Marine Drive to Church Street : Roadworks, Relocation of Railways, Service
Accommodation and Appurtenant Works
225
163Q/2008/09
2008/2009
Construction of Public Transport Corridor along Route R27 from Milner Street to Racecourse Road : Roadworks, Services Accommodation and Appurtenant
Works
232
135C/2008/09
2008/2009
Provision of Professional Services : Implementation of the Integrated Rapid Transit System : Design Specialist
254
-
2008/2009
Provision of Professional Services : Implementation of Integrated Rapid Transport System - Communications Consultant
257
319Q/2008/09
2008/2009
Construction of Atlantis Integrated Rapid Transport Corridor : Old Marine Drive to Heernegracht : Roadworks, Service Accommodation and Appurtenant
Works
269
-
2008/2009
Electronic Fare Collection (EFC) Project : Provision of Professional Services 2010 World Cup Project
293
-
2008/2009
Integrated Rapid Transport / 2010 World Cup : N1 Corridor Priority Projects - Culemborg / Koeberg / R27 Corridor : Increase In Professional Fees
300
390Q/2008/09
2008/2009
Cape Town Integrated Rapid Transport System (Phase 1A) - Major Stations Superstructures
002 - 09/10
-
2009/2010
Appointment of ACSA to Undertake Implementation of the Cape Town International Airport IRT Station Sub-Structure and Associated Road Works on
Behalf of the City of Cape Town
003 - 09/10
563N/2008/09
2009/2010
Supply and Delivery of Kassel Kerbs for Integrated Rapid Transport Stations
016-09/10
-
2009/2010
Inner City Link Infrastructure Projects (2010 World Cup & IRT) : Increase in Fees for Professional Services
046 - 09/10
556N/2008/09
2009/2010
Supply of Public Transport Vehicles for 2010 Trunk Services - Appointment of Volvo South Africa (Pty) Ltd
053 - 09/10
17Q/2009/10
2009/2010
Construction of Access Road and Upgrading of the Inner City Bus Depot in Napier Street, Cape Town (IRT Project)
056 - 09/10
-
2009/2010
R031000379 - Due Diligence Exercise on the Integrated Rapid Transport System (IRT)
064 - 09/10
139Q/2008/09
2009/2010
Construction of Public Transport Corridor along Route R27 from Racecourse Road to Blaauwberg Road : Roadworks, Services Accommodation and
Appurtenant Works : Increase in Contract Sum
Quarterly Report
PROJECT DESCRIPTION
V1 July to September 2012
Page 67 of 73
NO.
TENDER NO.
F/YEAR
069 - 09/10
17Q/2009/10
2009/2010
Construction of Access Road and Upgrading of the Inner City Bus Depot in Napier Street, Cape Town (IRT Project)
070 - 09/10
-
2009/2010
Request for Increase in Contract Sum : Contract for the Cape Town International Airport IRT Station Sub-Structure and Associated Road Works being
Undertaken by Airports Company South Africa (ACSA) on behalf of the City of Cape Town
074 - 09/10
-
2009/2010
2010 World Cup IRT-Related Transport Event Services : Operator Contract (Excluding Test Event 1 & 2)
084-09/10
-
2009/2010
Transport Management Support (Technical and Administrative)
n/a
-
2009/2010
Integrated Rapid Transit : Appointment of Project Management Consultant Services
003-10/11
319Q/2008/09
2010/2011
Construction of Atlantis Integrated Rapid Transport Corridor - Old Marine Drive to Heerengracht - Roadworks, Service Accommodation and Appurtenant
Works
004-10/11
86Q/2009/10
2010/2011
Construction of Inner City Integrated Rapid Transport System from Hertzog Boulevard along Heerengracht, Fountain Circle and Hans Strijdom Avenue up to
Bree Street, Cape Town
009-10/11
-
2010/2011
Integrated Rapid Transit : Appointment of Professional Services for Business and Operations Planning Support : D R Bosch
012-10/11
123C/2008/09
2010/2011
Integrated Rapid Transit Project Phase 1A : Increase in Contract Sum for the Following Professional Services Contract - Road Work Engineer
012-10/11
133C/2008/09
2010/2011
Integrated Rapid Transit Project Phase 1A : Increase in Contract Sum for the Following Professional Services Contract - Non Motorised Transport Specialist
012-10/11
127C/2008/09
2010/2011
Integrated Rapid Transit Project Phase 1A : Increase in Contract Sum for the Following Professional Services Contract - Industry Transition Specialist
012-10/11
CM 08/03/09
2010/2011
Integrated Rapid Transit Project Phase 1A : Increase in Contract Sum for the Following Professional Services Contract - Communications Consultant
016-10/11
17Q/2009/10
2010/2011
Construction of Access Road and Upgrading of the Inner City Bus Depot in Napier Street, Cape Town
020-10/11
77Q/2008/09
2010/2011
Construction of Public Transport Corridor through Paarden Eiland from the N1 Underpass to Milner Road : Road Works, Services Accommodation and
Appurtenant Works
020-10/11
77Q/2008/09
2010/2011
Construction of Public Transport Corridor through Paarden Eiland from the N1 Underpass to Milner Road : Road Works, Services Accommodation and
Appurtenant Works
Quarterly Report
PROJECT DESCRIPTION
V1 July to September 2012
Page 68 of 73
NO.
TENDER NO.
F/YEAR
021-10/11
-
2010/2011
Post 2010 World Cup IRT-Related Public Transport Services
028-10/11
17Q/2009/10
2010/2011
Construction of Access Road and Upgrading of the Inner City Bus Depot in Napier Street, Cape Town
030-10/11
511C/2009/10
2010/2011
Provision of Professional Project Management Services : Integrated Rapid Transit System (Phase 1A)
032-10/11
-
2010/2011
Appointment of Consultant for Supervision of Final Design, Supply, Installation and Commissioning of Advanced Public Transport, Information and Security
Management Systems on Busses, Stations and in the Transport Management Centre
037-10/11
319Q/2008/09
2010/2011
Construction of Atlantis Integrated Rapid Transport Corridor - Old Marine Drive to Heerengracht - Roadworks, Service Accommodation and Appurtenant
Works
039-10/11
24G/2009/10
2010/2011
Design, Supply, Delivery, Installation, Testing, and Commissioning of the IRT Fare System, the Supply and Distribution of Fare Cards, and the Provision of
Maintenance and other Related Services
040-10/11
25G/2009/10
2010/2011
Design, Supply, Delivery, Installation, Testing, Commissioning and Maintenance of the IRT Control Centre Hardware and Software Systems
042-10/11
163Q/2008/09
2010/2011
Construction of Public Transport Corridor along Route R27 from Milner Road to Racecourse Road
044-10/11
139Q/2008/09
2010/2011
Construction of Public Transport Corridor along Route R27 from Racecourse Road to Blaauwberg Road : Road Works, Services Accommodation and
Appurtenant Works, Alternative 2 : Asphalt Intersections
062-10/11
113Q/2010/11
2010/2011
Construction of Non-Motorised Transport Infrastructure within 500m of the Atlantis Integrated Rapid Transit Bus Stations : Culemborg, Paarden Eiland to
Racecourse Road, Sunset Beach
067-10/11
112Q/2010/11
2010/2011
Construction of Atlantis Integrated Rapid Transport Corridor - R27 from Blaauwberg Road to Sandown Road (North)
068-10/11
123C/2008/09
2010/2011
Integrated Rapid Transit Project : Phase 1A : Professional Service Appointments - Road Work Engineer
068-10/11
127C/2008/09
2010/2011
Integrated Rapid Transit Project : Phase 1A : Professional Service Appointments - Industry Transition Specialist
068-10/11
133C/2008/09
2010/2011
Integrated Rapid Transit Project : Phase 1A : Professional Service Appointments - Non Motorised Transport Specialist
068-10/11
AE-CM08/03/09
2010/2011
Integrated Rapid Transit Project : Phase 1A : Professional Service Appointments - Communications Consultant
Quarterly Report
PROJECT DESCRIPTION
V1 July to September 2012
Page 69 of 73
NO.
TENDER NO.
F/YEAR
068-10/11
SCMB 16/01/09
2010/2011
Integrated Rapid Transit Project : Phase 1A : Professional Service Appointments - Business and Operations Planning Support
2010/2011
Integrated Rapid Transit System : Business Plan : Appointment of Multi-Disciplinary Consultant Consortium to Undertake Additional Work
069-10/11
PROJECT DESCRIPTION
077-10/11
128Q/2010/11
2010/2011
Construction of Transport Corridor along Racecourse Road from R27 to Omuramba Road : Roadworks, Services Accommodation and Appurtenant Works
082-10/11
170Q/2010/11
2010/2011
Construction of the Stables Bus Depot (Potsdam Road)
084-10/11
390Q/2008/09
2010/2011
Cape Town Integrated Rapid Transport System (Phase 1A) : Major Station Superstructures
086-10/11
-
2010/2011
Contract for the Cape Town International Airport IRT Station Sub-Structure and Associated Road Works being Undertaken by Airports Company South
Africa (ACSA) on behalf of the City of Cape Town : Increase in Final Contract Sum
089-10/11
24G/2009/10
2010/2011
Design, Supply, Delivery, Installation, Testing and Commissioning of the IRT Fare System, the Supply and Distribution of Fare Cards, and the Provision of
Maintenance and Other Related Services
095-10/11
563N/2008/09
2010/2011
Supply and Delivery of Kassel Kerbs for the Integrated Rapid Transport Stations
098-10/11
2010/2011
My Citi Phase 1A : Interim Vehicle Operator Contracts Starting from April/May 2011
099-10/11
2010/2011
Provision of Professional Services : Integrated Rapid Transit System : Operational Plan - Request for Condonation for Increase in Contract Period
111-10/11
2010/2011
My Citi Phase 1A : Interim Vehicle Operator Contracts
111-10/11
2010/2011
My Citi Phase 1A : Interim Vehicle Operator Contracts
111-10/11
2010/2011
My Citi Phase 1A : Interim Vehicle Operator Contracts
112-10/11
2010/2011
My Citi Phase 1A : Extension of Existing Vehicle Operator Contract Period
113-10/11
262Q/2010/11
2010/2011
Construction of Atlantis Integrated Rapid Transport Infrastructure : Trunk Route Stations, Roadworks and Services in Melkbosstrand and Atlantis
116-10/11
86Q/2009/10
2010/2011
Construction of Inner City Integrated Rapid Transport System from Hertzog Boulevard along Heerengracht, Fountain Circle and Hans Strijdom Avenue up to
Bree Street, Cape Town
Quarterly Report
V1 July to September 2012
Page 70 of 73
NO.
TENDER NO.
F/YEAR
PROJECT DESCRIPTION
131-10/11
-
2010/2011
Printing of MyCity Bus Tickets
149-10/11
556N/2008/09
2010/2011
Supply of Pulic Transport Vehicles for 2010 Trunk Services : Acquisition of Additional Vehicles and Ancillary Services
150-10/11
375Q/2010/11
2010/2011
Integrated Rapid Transit System Phase 1A : Construction of Bus Stop Infrastracture in Table View and Milnerton
153-10/11
2010/2011
Communication and Marketing Services Provided to the IRT Project Team
153-10/11
2010/2011
Communication and Marketing Services Provided to the IRT Project Team
153-10/11
2010/2011
Communication and Marketing Services Provided to the IRT Project Team
163-10/11
-
2010/2011
Integrated Rapid Transit System : Business Plan : Extension of Contract Period of Multi-Disciplinary Consultant Consortium
165-10/11
123C/2008/09
2010/2011
Road Engineer and Non-Motorised Transport Specialist : Integrated Rapid Transit Project : Phase 1A
165-10/11
127C/2008/09
2010/2011
Road Engineer and Non-Motorised Transport Specialist : Integrated Rapid Transit Project : Phase 1A
165-10/11
133C/2008/09
2010/2011
Road Engineer and Non-Motorised Transport Specialist : Integrated Rapid Transit Project : Phase 1A
002-11/12
391Q/2010/11
2011/2012
Construction of Inner City Integrated Rapid Transport System Open Feeder Bus Stops
007-11/12
2011/2012
Management Support for Roll Out of Milestone Zero (0) of Integrated Rapid Transport (IRT) Project
008-11/12
2011/2012
Maintenance and Non Warranty Repair of IRT Station Band Structure and Automatic Doors
012-11/12
437Q/2010/11
2011/2012
Construction of Atlantis Integrated Rapid Transport Corridor : Blaauwberg Road from R27 to Potsdam Road
013-11/12
469Q/2010/11
2011/2012
Integrated Rapid Transit System Phase 1A Construction of Bus Stop Infrastructure in Atlantis and Melkbos
2011/2012
Maintenance and Non Warranty Repair of IRT Station Band Structure and Automatic Doors
2011/2012
Supply of Public Transport Vehicles and Ancillary Services for the IRT System
017-11/12
021-11/12
371G/2010/11
Quarterly Report
V1 July to September 2012
Page 71 of 73
NO.
TENDER NO.
F/YEAR
PROJECT DESCRIPTION
026-11/12
2011/2012
Integrated Rapid Transit System : Automatic Fare Collection Professional Services Contract
031-11/12
2011/2012
Inner City Link Infrastructure Projects (2010 World Cup and IRT)
041-11/12
371G/2010/11
2011/2012
Supply of Public Transport Vehicles and Ancillary Services for the IRT System
045-11/12
86Q/2009/10
2011/2012
Construction of Inner City Integrated Rapid Transport System from Hertzog Boulevard along Heerengracht, Fountain Circle and Hans Strijdom Avenue up to
Bree Street, Cape Town
2011/2012
Phase 1A : Integrated Rapid Transport System : Culemborg / Koeberg / R27 Corridor : Request for Deviation in Terms of MFMA Section 33 Review Process
and Increase in Contract Sum for Professional Fees
2011/2012
Construction of the Atlantis Bus Depot
054-11/12
2011/2012
Shuttle Service for IRT Night Shift Staff
058-11/12
2011/2012
Integrated Rapid Transit System : Business Plan : Extension of Contract of Multi-Disciplinary Consultant Consortium
046-11/12
051-11/12
43Q/2011/12
076-11/12
474S/2010/11
2011/2012
Provision of Communication Services to the Intergrated Rapid Transit Initiative, MyCiTi
081-11/12
-
2011/2012
Integrated Rapid Transit Project : Phase 1A : Business and Operations Planning Support
082-11/12
-
2011/2012
Management Support for Roll Out of Milestone Zero (0) of Integrated Rapid Transport (IRT) Project
089-11/12
60S/2011/12
2011/2012
Armed Banking Carrier Service for the City of Cape Town's IRT Cash Receiving Points
096-11/12
154Q/2011/12
2011/2012
Construction of Atlantis Integrated Rapid Transport Corridor : Potsdam Road from Blaauwberg Road to Usasaza Road, Du Noon
102-11/12
154Q/2011/12
2011/2012
CORRECTION : Construction of Atlantis Integrated Rapid Transport Corridor : Potsdam Road from Blaauwberg Road to Usasaza Road, Du Noon
111-11/12
191Q/2011/12
2011/2012
Construction of Integrated Rapid Transport Ssytem Inner City Bus Depot at Napier Street, Cape Town - Phase 2
132-11/12
231L/2011/12
2011/2012
Request for Proposal for Managing MYCITI Advertising Opportunities for the City of Cape Town
2011/2012
MyCiti Phase 1A : Externsion of Interim Vehicle Operator Contracts
144-11/12
Quarterly Report
V1 July to September 2012
Page 72 of 73
NO.
TENDER NO.
F/YEAR
PROJECT DESCRIPTION
144-11/12
2011/2012
MyCiti Phase 1A : Externsion of Interim Vehicle Operator Contracts
144-11/12
2011/2012
MyCiti Phase 1A : Externsion of Interim Vehicle Operator Contracts
145-11/12
231L/2011/12
2011/2012
Request for Proposal for Managing MYCITI Advertising Opportunities for the City of Cape Town
146-11/12
W051120026
2011/2012
Shuttle Services for the IRT Bus Monitors and Revenue Staff (W051120026)
170-11/12
2011/2012
Management Support for Roll Out of Milestone Zero (0) of Integrated Rapid Transport (IRT) Project
171-11/12
2011/2012
Integrated Rapid Transit System : Provision of Professional Services for the Integrated Rapid Transit System Business Plan
2012/2013
MyCiti Staff Uniforms Project
025-12/13
026-12/13
392S/2011/12
2012/2013
Provision of Station Management and Related Services for Phase 1 of the MyCiti for the City of Cape Town
028-12/13
191Q/2011/12
2012/2013
Construction of Integrated Rapid Transport System Inner City Bus Depot at Napier Street, Cape Town : Phase 2
029-12/13
461C/2011/12
2012/2013
Provision of Professional Services for the Development of a City Wide Integrated Public Transport Network (IPTN) and the Conceptual Design and
Operational Plan for the IRT Component of the Lansdowne Wetton Corridor
030-12/13
4Q/2012/13
2012/2013
Construction of Public Transport Corridor and Infrastructure along Koeberg Road from Racecourse Road to Blaauwberg Road
Quarterly Report
V1 July to September 2012