INTEGRATED RAPID TRANSIT
Project Status and Progress
Report No 2
January 2010
Progress Report of the City of Cape Town’s
Integrated Rapid Transit
Project to the 31st January 2010
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Project Status & Progress Report
Project Name:
Integrated Rapid Transport System: Phase 1A
Directorate:
Transport, Roads & Major Projects
Focus Area:
IRT Project Development and Implementation
Product:
Project Status & Progress Report No 2. (31 January 2009)
Prepared By:
Document owner(s)
Project / Organisational role
J Martheze
Acting Project Manager: IRT
D Bosch
IRT consultant
Contributing authors: See Annexure B
Project Status Report Version Control
Version
Date
Author
Change description
1.0
Feb 2010
J Martheze
Document created
2.0
Feb 2010
D Bosch
Document finalised
PROJECT STATUS & PROGRESS REPORT PURPOSE
The Project Status / Monthly Progress Report is a document prepared by IRT Project Team for
the purpose of recording progress and for the regular project status and progress reporting to
various City of Cape Town political and administrative oversight committees, the Department of
Transport and Department of Finance, PGWC and 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 the information contained herein.
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Table of Contents
1.
Executive summary .................................................................................... 5
1.1. Overview
1.2. Salient IRT project information: Phase 1A
2.
Process management ............................................................................... 10
2.1.
2.2.
2.3.
2.4.
3.
Introduction
Budget, funding and expenditure authority
Projected Costs: Phase 1A
Expenditure: Capital and operating
Future funding (DORA Allocations)
Progress with Ring Fencing IRT Project Finance
Business plan professional services
Setting up 2010 World Cup vehicle operating company
Advertising
Operational Management Unit
31
31
Design progress review
Design progress
Land acquisitions and lease agreements
Construction progress review
Performance, quality, variations, claims
36
38
40
41
45
Procurement: Major Contracts ................................................................. 47
7.1.
7.2.
3.2
3.3
3.4
8.
24
29
29
30
Infrastructure .......................................................................................... 36
6.1.
6.2.
6.3.
6.4.
6.5.
7.
18
18
18
19
22
22
Systems planning and modelling (operational planning) ........................ 31
5.1. Status
5.2. Operational planning consultant appointment
6.
10
10
10
10
Business development and IRT operations .............................................. 23
4.3.
4.6.
4.7.
4.8.
5.
IRT review
Due Diligence Study
Issues register
Time and time related issues
Project financial management ................................................................. 18
3.1.
3.2.
3.3.
3.4.
3.5.
3.6.
4.
5
7
Major contracts awarded and acquisitions to date
Bus contract awarded to Volvo
Infrastructure contracts and land aquisition
Planning and design contracts
Business plan contacts
47
47
48
50
50
Establishing the project team: staffing, organogram, office.................... 51
8.1. Project office organisational structure and advertising of the post of IRT Implementation
Director
51
8.2. IRT Operations Director
51
8.3. Placement and capacity
51
8.4. Office accommodation
52
8.5. Advertisement of staff
52
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9.
Communication, marketing and branding................................................ 53
9.1.
9.2.
9.3.
9.4.
9.5.
9.6.
10.
Introduction
Media
Overall Communication
Communication Strategy
Progress with marketing and branding strategy
Stakeholder engagement
Related project: 2010 Transport Services ......................................... 60
10.1.
10.2.
10.3.
10.4.
10.5.
11.
Nature of IRT based 2010 transport service
IRT buses for the World Cup service
Inner city depot
2010 World Cup vehicle operator
Stadium test events
60
60
60
61
61
Related project: Bayside taxi relocation ........................................... 63
11.1.
11.2.
12.
53
53
54
56
56
57
Background
Outcome
63
63
Risk assessment: IRT and 2010 ........................................................ 65
Annexures ...................................................................................................... 66
Annexure A
Annexure B
Formal reports to Council and Mayco
Contact details of authors
IRT Status and Progress Report No 2
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68
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1. Executive summary
The intention of this report, as part of a set of regular progress reports, is to provide regular
updates of all aspects of the IRT Project including the cost estimates so that there can be effective
oversight of the Project and that interventions where necessary can be made in good time.
1.1. Overview
This Progress Report Number 2 describes progress being made with the implementation of the City
of Cape Town’s Integrated Rapid Transit (IRT) project for the month of January 2010 up to
2010-01-31.
Traditionally January experiences a late start in the construction industry with the Builder’s Holiday
delaying the recommencement of construction activity by a few weeks. This has not been the case
in the IRT Project with January being a month of hectic activity with the construction of the
infrastructure, preparation for 2010 FIFA World Cup (2010 WC), procurement of vehicles,
modelling of the system, business planning, negotiations with the existing operators,
communicating with stakeholders, on going risk assessment, financial tracking and further
institutional development of the IRT Project Office proceeding at pace.
The move of the Taxi’s ranking at Bayside to allow the turn around loop in Blaauwberg Road and
Bayside to be constructed was achieved in a well co-ordinated operation with the support of the
South African Police Service. Many of the City’s departments were involved including Metro Police,
Traffic, Transport, Informal Trading, Communication and the IRT Project Team. The move was
completed without incident on the 2010-01-07.
Construction of the dedicated IRT bus ways and stations is proceeding to programme with the
exception of the contract for the construction of the corridor through Culemborg from Church
Street to the N1 underpass which is approximately two months behind schedule. The delay on this
contract will not affect preparations for the 2010 World Cup. The completion of the IRT stations at
Cape Town International Airport, the Civic Centre and the Cape Town Stadium which forms an
integral part of the City’s preparation for the 2010 WC will be completed by April 2010. Delivery
on the 43 IRT buses which will be used for the 2010 WC is on schedule with the first prototypes
ready for inspection and sign off in February. Negotiations with the existing operators who will
operate the IRT buses for the 2010 WC event transport service and the trial events preceding
2010 WC is proceeding satisfactorily. The formation of the existing operators into an operating
company for 2010 WC is the forerunner of one of the two operating companies that will operate
the IRT service in Phase 1A. The acquisition of an inner city depot is also being pursued and it is
anticipated that this will be concluded in February when work will commence on the upgrading of
the depot. This inner city depot will provide a facility for the fuelling, cleaning, washing, servicing
and staging of the IRT buses.
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V2.1, 31 January 2010
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Significant additional funding for the City’s IRT project has been indicated by the National
Department of Transport over the funding previously indicated. This positive development should
be confirmed with the Minister of Finance’s Budget speech on 2010-02-17 and available to the City
once the Division of Revenue Act is gazetted in April 2010. The implications for the IRT Project is
that the entire Phase 1A needs to be rescheduled to accommodate the increased funding that is
being made available and this to be undertaken in a manner consistent with Council’s decision that
implementation of the IRT will be undertaken when national funding is available for spending.
Rescheduling of the work will start in mid February.
An audit has been undertaken of the modelling of Phase 1A. The audit revealed that while the
overall model was satisfactory there were a number of inputs and assumptions that required
review. A sensitivity analysis would be undertaken on a number of the assumptions used in the
modelling. The revised modelling approach would allow for greater confidence on the modelling of
routes and overall assessment of the operational costs of running the IRT service of Phase 1A. In
addition the revised modelling approach will also allow a more accurate assessment of the
projected cost and income associated with the starter service up the R27 to Bayside which it is
intended to commence shortly after the 2010 WC.
The revised approach to modelling will translate into a revised Business Plan and Operational
Model or Systems Model.
During the audit of the modelling of Phase 1A the need was identified to ensure there is an update
on the economic, social and environmental benefit of the IRT in the metropolitan area as a whole
and for this benefit study to take into account the increased implementation and operating costs.
This study will commence shortly and will also inform the revised Business Plan.
The review of the IRT business plan will be submitted to the executive management team and the
MAYCO 2010 subcommittee shortly, for decisions on the way forward, which is expected by March
2010. This is essential for tenders and contracts to be awarded regarding the operations of the
IRT. In this regard a significant milestone has been reached in that the first contract to be
awarded to a company consisting of minibus taxi operators has been concluded. This Company,
TransPeninsula Investments, ran the transport services for the second Stadium test event, using
buses from Golden Arrow. This is further reported upon in Chapter 10. It is expected that the
contract for the full set of vehicle operation and station services for the 2010 World Cup will be
awarded during February.
It is expected that the IRT operations plan will be completed by April, and that a report in this
regard placed before the first Council meeting thereafter. Awarding of the major operational
contracts for the IRT should await a Council decision. Thus, delays in the finalisation of the review
and approval of the operational plan will impact upon the date upon which the IRT starter service
can commence – see Chapter 2 in this regard.
Ongoing engagement with a large number of stakeholders and interested and affected parties has
continued. The monthly Progress Report will be the basis of the engagement on the IRT with
affected committees of Council, Province and the National Department of Transport and National
IRT Status and Progress Report No 2
V2.1, 31 January 2010
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Treasury. The Project Team is also developing a subsidiary site on the City’s Web Site with access
to reports on the IRT, past Progress and a section on frequently asked questions.
There has been progress with the development of the Stakeholder Management Strategy and the
establishment of a Stakeholder’s Consultative Forum with the first exploratory meetings taking
place in this regard.
Significant effort has gone into the Naming and Branding of the IRT System. Principles
underpinning the naming and branding include those that would reflect the image of Cape Town
and pride and ownership of a system that would provide a world class public transport service for
the benefit of all. Research of public views has been commissioned and the results incorporated
into the exercise. The naming and branding is required to be complete shortly to allow
incorporation of the colour, logo and name into the manufacturing of the IRT bus body panels.
The institutional arrangements within the City in which the IRT Project operates has been
positively affected by the amalgamation of two Directorates into a single new Directorate named
the Transport, Roads and Major Projects Directorate. The amalgamation was approved by Council
on the 2010-01-27. This allows the IRT Project team to function as a standalone, dedicated
Project Team but having the departments of Transport, Roads & Stormwater and 2010 WC within
the same directorate and thereby affording much better co-ordination and synergy within the new
Directorate.
Progress with the creation of the City’s dedicated IRT Project Management team is being expedited
by the allocation of funds in the Adjustment Budget authorised by Council on 2010-01-27 for the
establishment of the IRT Project Office. This allows the advertising of the key posts for the IRT
Project Management team being the Director IRT Implementation and the Director IRT Operations
both of which report to the Executive Director. The Director IRT Implementation post has been
advertised. The Director IRT Operations post will follow in February. The organisational structure
of the IRT Project Team has been finalised in some detail and the job descriptions are in the
process of being finalised and benchmarked for advertising in March. The IRT Office
accommodation needs have been determined following the finalisation of the IRT Project Team
organisational structure. The establishment of the IRT Project team comprising two fully resourced
departments, support staff and occupying their own office accommodation is planned for
completion by the end of the financial year in June 2010. The existing seconded staff and acting
arrangements which constitute the present arrangements will then have been transformed into
more permanent arrangements for the duration of the IRT Project.
1.2. Salient IRT project information: Phase 1A
Note that the basis of programming Phase 1A is funds are committed when secured.
First IRT construction contract awarded:
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6 Oct 2008
V2.1, 31 January 2010
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Projected completion of Phase 1A as currently programmed:
30 Sep 2013
Estimated Capital cost of implementing Phase 1A:
R 3497 million
Estimated Operating cost of implementing Phase 1A:
R 814 million
Estimated Total cost of implementing Phase 1A
R 4311 million
Estimated Annual Operating Deficit of running Phase 1A as currently modelled
R 118 million pa
(not escalated, not included above, and excludes reallocated bus subsidies)
Expenditure 2008/09 FY:
R 246 million
Total expenditure to date 2008/09 FY and 2009/10 FY on SAP as at
R 604 million
2010-02-10
Projected total expenditure to end of the 2009/10 FY:
R 1152 million
Available assured funding from City and National received to date (This does
R 917 million
not include the R 288 million made available by the City to bridge the gap
between the City and National financial years to be refunded from National
when funding received)
Estimated future expenditure for implementing Phase 1A (for the remainder of
R 3 708 million
the 2009/10 FY and the 2010/11, 2011/12, 23012/13 and 2013/14 FY’s but
excluding annual running cost)
Total indicative PTIS funding from National in future financial years
R 3 350 million
(Reference: letter from Department of Transport 2009-12-15)
Estimated total cost of implementing Phase 1A
Estimated total funding available from City and National assuming all PTIS
funding allocated to the IRT Project
IRT Status and Progress Report No 2
R4 311 million
R 4 267 million
V2.1, 31 January 2010
9
Estimated funding shortfall being reviewed through Value Engineering review
of Phase 1A
R 44 million
The estimated total cost of implementing Phase 1A has changed marginally since the previous
Progress Report and is estimated at R 4 311 million. The estimated annual operating deficit of
running the service is R 118 million based on current modelling projections.
While every effort is made to ensure that cost estimates are as accurate as possible there are
many factors that impact on cost estimates over a lengthy project implementation period of 4
years including technical, legal, financial, taxation and economic factors. Factors that may impact
on the present cost estimates include the rescheduling of the work in line with the additional
funding received from National which could result in work being completed earlier than originally
planned which should reduce escalation costs.
Similarly on the matter of VAT the City has taken specialist advice and current estimates are based
on this advice. Currently VAT on the IRT Project is treated in accordance with the normal VAT
rules as set out in the Value Added Tax Act. However a formal ruling is awaited from SARS on the
matter. In the unlikely event that SARS’ ruling differs from the specialist advice which the City has
received this would impact significantly on the cost estimates.
The City is awaiting the completion of a Due Diligence report by an independent consortium of
financial, legal and technical specialists who are reviewing the IRT Project on behalf of the City.
IRT cost estimates will also be subject to review in the Due Diligence study which may impact on
the cost estimates. The Due Diligence report will be submitted to the City in March 2010.
Mike Marsden
15th February 2010
Executive Director Transport Roads and Major Projects
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V2.1, 31 January 2010
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2. Process management
2.1. IRT review
The operational plan and business plan have been under review since the Council report on the
IRT adopted in October 2009. Progress regarding this review is discussed in Chapters 4 and 5. The
next progress report will contain detailed consideration of the impact of this review on the roll out
of the IRT.
2.2. Due Diligence Study
The Due Diligence Investigation is proceeding well with the team overwhelmed by the amount of
work already done on the Integrated Rapid Transit System (IRT). The main focus of the Due
Diligence team is to “add value” to the process, identifying any gaps, deal breakers or legislative
concerns while providing recommendations on how to deal with some of the challenges and risk
identified or significant commercial gains not yet harnessed by the City.
A second progress report will be discussed with the main Task Team Members on 18 February
2010, with a view to having the final report completed by 1 March 2010.
2.3. Issues register
An issues register has been opened for the IRT project. This aims to record significant issues that
require resolution and will ensure that these are dealt with timeously.
2.4. Time and time related issues
2.4.1.
Master project programme
Integrating the planning, design and construction and acquisition interdependencies for the
development and provision of IRT infrastructure equipment has been developed and is used to
control change and monitor overall progress. The development and use of this project
management tool has been invaluable in the establishment of the Phase 1A Scenario 1 rollout
programme (a financially prudent implementation model) given the restrictive funding. This master
programme is also used for the production and maintenance of subordinate detailed programmes,
such as the business planning and operational planning programmes.
A first draft of an overall Integrated macro Gantt and work breakdown structure incorporating
both “Hard” infrastructure and “soft” projects and their interdependencies has been prepared by
the project team. This will form the basis for the further development and refinement which is
considered prudent given the opportunity to restructuring the project reteam and employ the
IRT Status and Progress Report No 2
V2.1, 31 January 2010
11
services of a professional project management team who can in parallel with ongoing works restructure and project manage the IRT project role out into an integrative and co-ordinated project
matching the project’s financial restrictions.
2.4.2.
High level Gant Chart for Financial Scenario 1
The master programme is provided on the following pages.
Financial Scenario 1 refers to the financial scenario for roll out of the IRT as adopted by Council in
October 2009, based on a very cautious approach in terms of which funds are committed only
when secured.
This Gant Chart covers information mainly regarding infrastructure related streams of the IRT. In
the next IRT progress report, the Gant Chart will include all work streams.
IRT Status and Progress Report No 2
V2.1, 31 January 2010
Gant chant removed to reduce size of file, for transmission via email
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3. Project financial management
3.1. Introduction
Due to the fact that the IRT Project Office has not been fully staffed as yet, the responsibility of
financial management and budgetary control cannot be assigned to a dedicated individual. The
staffing of the IRT Project Office will not only provide the resources for proper financial
management, but will also assist in assigning responsibilities to the stream leaders who can be
held accountable.
3.2. Budget, funding and expenditure authority
3.2.1.
Operating
Council’s 2009/10 Adjustments Budget served before Council on the 27th of January 2010.
Included in this Budget was a budgetary provision of R 30 m (million) for the establishment of an
IRT Project Office. The establishment of an IRT Project Office is now underway by particularly
determining the staffing requirements, equipment, accommodation etc.
Budgetary provision for Grant Funded Operating projects, associated with the various streams
within the IRT project, was also amended from R 53 m to R 92 m, based on the recent financial
review of Phase 1A. The reason for this increase is due to the fact that more information on
systems planning, operations and business planning are becoming clearer as the project
progresses.
3.2.2.
Capital
As a result of the recent financial review of Phase 1A, and based on our contractual commitments
and future commitments, the capital programme for the implementation of Phase 1A was changed
drastically. These changes have been incorporated into the 2009/10 Adjustments Budget that
served before Council at the end of January 2010. Further amendments to the SAP system needs
to be made to particularly actual expenditure which was realised prior to the incorporation of the
2009/10 Adjustments Budget.
3.3. Projected Costs: Phase 1A
Projected capital and operating costs required to the implement Phase 1A of the IRT System are
presented in Table 1 below. These costs exclude any system operating deficit that may accrue
during the ongoing service operations.
IRT Status and Progress Report No 2
V2.1, 31 January 2010
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Table 1: Projected Costs Phase 1A
Capital
Operating
Total
2009/10 Estimated Requirement
783,309,723
108,807,234
892,116,957
2009/10 Available Funding
490,903,965
92,807,234
583,711,199
(292,405,758)
(16,000,000)
(308,405,758)
2009/10 Total Estimated Shortfall
To be funded ex EFF bridging funding
292,405,758
To be funded ex Rates
Total Further Estimated Requirements for Phase 1A
Estimated balance of commitments already entered into
Further Estimated Requirements for Phase 1A
292,405,758
16,000,000
16,000,000
2,489,973,105
1,015,238,037
3,505,211,142
172,416,497
39,424,734
211,841,231
2,317,556,608
975,813,303
3,293,369,911
Note:
Expenditure 08/09
245,661,407
Estimated Expenditure 09/10
892,116,957
Estimated Future Expenditure
3,160,211,142
Total Estimated Cost for Phase 1A to 2013/14
4,297,989,506
3.4. Expenditure: Capital and operating
3.4.1.
Progressive Capital Expenditure Report for 2008/09 and 2009/10
Table 2 represents all the capital projects associated with the IRT since the date of inception.
Individual projects are group according to their funding sources and reflects the percentage spend
to date compared to the approved budget.
IRT Status and Progress Report No 2
V2.1, 31 January 2010
Table 2: IRT Capital Project Expenditure (to January 2010)
2008/2009 & 2009/2010 (January '10) Capital Projects - INTEGRATED RAPID TRANSIT SYSTEM
2008/2009
Project Description
2009/2010
Category
WBS
NG DOT PTI&SG
C09.00419-F1
IRT:Granger Bay Blvd:PTIF
NG DOT PTI&SG
C09.00487-F1
IRT:Klipfontein Corridor:PTIF
NG DOT PTI&SG
C09.00488-F1
IRT:Public Trsprt&Bus Upgr on Corr:PTIF
NG DOT PTI&SG
C09.00489-F1
IRT:IntegratedFareManagement System:PTIF
NG DOT PTI&SG
C09.00497-F1
IRT:PropertyAcquisition:PTIF
NG DOT PTI&SG
C09.00498-F1
IRT:VehicleAcquisition:PTIF
NG DOT PTI&SG
C09.00499-F1
IRT:WestCoastCorridor:PTIF
NG DOT PTI&SG
C09.00500-F1
IRT:AirportService:PTIF
NG DOT PTI&SG
C10.10320-F1
IRT:InnerCityService:PTIF
-
-
17,629
NG DOT PTI&SG
C10.10327-F1
IRT:AirportService:PTIF
-
-
51,941,535
50,390,520
NG DOT PTI&SG
C10.10350-F1
IRT:Public Trsprt&Bus Upgr on Corr:PTIF
-
-
10,000,000
8,282,137
NG DOT PTI&SG
C10.10542-F1
IRT:IntegratedFareManagement System:PTIF
-
-
6,000,000
4,000,000
CRR BRT System
C10.10581-F1
IRT:Public Trsprt&Bus Upgr on Corr:P
-
-
2,000,000
NG DOT PTI&SG
C10.10582-F1
IRT:IntegratedFareManagement System:
-
-
13,295,117
1,861,540
159,754,281
64,534,197
CRR BRT System
C09.00313-F2
IRT:Integr Rapid Transit Syst(Ph1A):CRR
66,682,409
11,648,508
CRR BRT System
C09.00486-F2
IRT: Traffic Management Centre: CRR
CRR BRT System
C09.00497-F2
IRT:PropertyAcquisition:CRR
CRR BRT System
C09.00498-F2
IRT:VehicleAcquisition:CRR
CRR BRT System
C09.00499-F2
IRT:West Coast Corridor:CRR
CRR BRT System
C10.00093-F2
IRT:WestCoastCorridor:PTIF
-
-
25,000,000
CRR BRT System
C10.10579-F1
IRT: Traffic Management Centre: CRR
-
-
45,001,399
CRR BRT System
C10.10582-F2
IRT:IntegratedFareManagement Syste
Total NG DOT PTI&SG
Current Budget
10,500,000
20,000,000
57,800,000
-
10,500,000
19,983,113
57,202,138
2,000,000
30,000,000
-
99.9%
99.0%
89,999,969
15,000,000
100.0%
-
2,000,000
-
% Spend
-
90,000,000
180,300,000
Total CRR BRT System
Actual
179,685,220
100.0%
99.7%
100.0%
-
-
-
-
-
-
-
-
-
-
-
-
25,000,000
96.2%
-
111,583,679
7,704,883
45,000,000
43,860,316
97.5%
247,529
247,529
100.0%
331,149,684
EFF
C05.00951-F1
Acquisition of Land
EFF
C09.00499-F3
IRT:WestCoastCorridor:EFF
-
-
288,405,758
EFF
C10.10112-F1
IRT: Project Office
-
-
4,000,000
Total EFF
Grand Total
IRT Status and Progress Report No 2
-
-
50,177,314
28,861,715
Actual
-
76,500,000
14,998,601
Current Budget
-
-
-
48,805,061
111,480,894
26,077,208
198,011,672
82,107,961
-
247,529
247,529
100.0%
292,405,758
82,107,961
225,547,529
223,793,066
99.2%
783,309,723
344,653,830
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21
Table 3: IRT grant funded projects: Expenditure to January 2010
2008/2009 & 2009/2010 (January '10) Grant Funded Projects - INTEGRATED RAPID TRANSIT SYSTEM
2008/2009
Category
WBS
Project Description
NG DOT PTI&SG
G09.00068-F1
Integrated Rapid Tra
NG DOT PTI&SG
G09.00097-F1
NG DOT PTI&SG
Current
Budget
2009/2010
Actual
%
Spend
Current
Budget
Actual
%
Spend
16,130,000
1,875,472
11.6%
41,000,000
3,866,599
9.4%
IRT:Prov of Prof Ser
3,000,000
1,651,103
55.0%
2,000,000
2,000,000
100.0%
G09.00099-F1
IRT:Prov of Prof Ser
27,000,000
10,403,662
38.5%
5,000,000
4,999,050
100.0%
NG DOT PTI&SG
G09.00100-F1
IRT:Prov of Prof Ser
6,500,000
6,321,511
97.3%
3,000,000
1,079,027
36.0%
NG DOT PTI&SG
G09.00101-F1
IRT:Prov of Prof Ser
4,500,000
1,616,594
35.9%
2,000,000
1,232,915
61.6%
Total NG DOT
PTI&SG
57,130,000
21,868,342
38.3%
53,000,000
13,177,592
24.9%
Grand Total
57,130,000
21,868,342
38.3%
53,000,000
13,177,592
24.9%
IRT Status and Progress Report No 2
V2.1, 31 January 2010
3.4.2.
Expenditure report for grant funded operating projects
Table 3 reflects all operating expenditure, funded from grant funding, relating to the IRT project.
Individual projects are group according to their specific area and relates to the procurement of
external service provider. The expenditure report reflects the percentage spend to date compared
to the approved budget. It should be noted that the budget reflected below do not represent fully
the approved budget as per the Adjustments Budget which served before Council at the end of
January 2010.
3.5. Future funding (DORA Allocations)
Table 4 reflects the possible increases in future allocations from the Department of Transport
(DoT) towards the IRT project. Please note that the information in the above table will only be
formally gazetted in April 2010 and as such these proposed allocations can only be viewed as
indicative at this stage. This is an indication of all funding on this particular category of grant and
does not imply that all funding is for the IRT project. Discussions between the IRT project team
and the City’s Transport, Roads and Major Projects Directorate will give guidance on the split of
funding between various different projects.
Table 4: Division of Revenue Bill: CoCT Allocations (2010/11 to 2012/13)
2010/11
2011/12
2012/13
Previous
DoRA
Latest Indication
(per letter from
DoT)
Previous
DoRA
Latest Indication
(per letter from
DoT)
Previous
DoRA
Latest Indication
(per letter from
DoT)
R 647 m
R 850 m
R 800 m
R 1,600 m
R 840 m
R 900 m
3.6. Progress with Ring Fencing IRT Project Finance
All the IRT projects, both capital and operating, and the cost and profit centres associated with the
IRT project, have been re-aligned to the IRT Project Office. New cost and profit centres were also
created to reflect the latest organizational structure for the IRT Project Office.
IRT Status and Progress Report No 2
V2.1, 31 January 2010
23
4. Business development and IRT operations
4.1. Overview of the Business Plan
In IRT Status and Progress Report 1 the various components of the business plan and how these
components are proposed to work together were described. At the strategic centre of the system
lies the management of the operations. Initially this function will be performed by an IRT
Operational Management Unit that will manage the operations through contracting with the
following independent service providers. In due course this function is likely to be transferred to a
municipal entity (ME), subject to the relevant legal and procedural steps.
a)
The vehicle operator contractors – It is planned that two such contracts will be
negotiated with the directly affected taxi and bus operators regarding Phase 1A, each
running feeder operations in different areas, and with overlapping trunk services, subject to
the required procurement processes. Facilitators, business advisors and legal advisors have
been appointed to assist these operators regarding their negotiation with the City. In this
regard the operators have been divided into two groups, in line with the division of services
described above.
b)
The fare systems contractor – to provide all infrastructure needed for the fare system,
as well as software for monitoring sales and finances in the system. This contract was put
out to tender in mid-2009 but its award has been delayed until sufficient fund are available.
c)
The control centre contractor – to provide all infrastructure needed to monitor and
control the vehicles in real time and to reconfigure services based on passenger demand
information, and to provide such controlling services in the initial period, for handover to
the Operational Management Unit or ME. This service was put out to tender in mid-2009
but its awarding has also been delayed until sufficient funds are available.
d)
The station services contractor – to manage all IRT stations, sell tickets at stations and
be responsible for related cash handling, provide access control and security, and clean
stations and its precincts. An initial prospectus for these services has been completed but
the tender documents still need to be drafted.
e)
Other contracts, such as advertising and concessions.
In this report we focus on key areas of progress regarding the business plan, as well as
summarising reflecting on the work the business plan joint venture.
4.2. Progress with reviewing the Business Plan
In October 2009 Council adopted a resolution requiring for the following aspects of the business
plan to be reviewed: the compensation of direct affected taxi operators for giving up their licences
and businesses; provision for depreciation of the IRT vehicles; who will own the buses; and
IRT Status and Progress Report No 2
V2.1, 31 January 2010
24
components of the fare system. The resolution provided that this re-assessment should be done
under the auspices of the auspices of the Executive Management Team (EMT) IRT Sub-committee
and that on its conclusion a report be submitted to the Mayoral Committee.
The IRT team has drafted a detailed report in this regard. It has made initial presentations in this
regard to the EMT IRT Subcommittee, and has further prepared a detailed report to be tabled in
this committee and in the Mayco 2010 IRT subcommittee shortly. This report will also address
issues of relevance to the business plan that are raised in the Due Diligence study.
4.3. Business plan professional services
A service provider was appointed in June 2008 to assist in the development of business plan
components of the IRT project. The contract provider, referred to as the Business Plan Joint
Venture, comprises the professional teams of Hunter van Ryneveld, Webber Wentzel, Axios
Consulting, and String Communications. The scope of their appointment included the following :
Project Management, Business structure, Institutional plan, Refinement of operating cost model,
Industry transition strategy, Operator contracts, Marketing plan, Public participation process, and
Financing plan. A detailed description and the status of each of these components are described in
Table 5, indicating the work completed and outstanding.
The joint venture has also been requested to undertake a number of additional tasks (allowed for
in the contract), including:
a)
Legal opinions on compensation options, procurement issues, insolvency law; disposal of
assets; right to re-possession; employment law issues;
b)
Advice and drafting comments on 2 sets of NLTA regs, and drafting revised regs;
c)
Regular advice on trademark and other intellectual property issues;
d)
Drafting application for SARS directive;
e)
Drafting depot lease agreement;
f)
Advice re sec 78 and 84 processes and drafting sec 84 report.
Table 5. Business Plan Joint Venture status report: February 2010
TASK
SCOPE
1
Overall
Project
Management
Records, minutes
and co-ordination
2
Business
structure
Stakeholder
structures.
Revenue flows
IRT Status and Progress Report No 2
WORK UNDERTAKEN
Ongoing. Original work plan and budget
assumed concentrated work in 2008 and
minimal management thereafter. In
reality substantial project demands have
extended right through project period.
Work in term of original brief completed
and submitted.
WORK
OUTSTANDING
Project is expected to
run past the due
completion date.
Additional work
required resulting from
reassessment and
review process.
V2.1, 31 January 2010
25
Incentive structure
Conceptualising
institutional
structure,
organisational
roles and
responsibilities,
organogram of
oversight agency,
legal steps for
implementation,
timeline
Iterative process
with Operational
Plan to model and
finalise costs and
fare policy.
3
Institutional
Plan
4
Refinement
of operating
cost model
5
Industry
transition
strategy
Transition strategy
Contribution to
Prospectus
Industry outreach
materials
Industry training
workshops
Latin American
tour for operators
Capacitation
support to minibus industry
6
Operator
contracts
7
Marketing
plan
Contract for bus
operator
Contract for fare
collection company
Contract for
control centre
company
System name and
slogan
System logo and
IRT Status and Progress Report No 2
Task in original brief completed and
submitted (excluding Service Delivery
Agreement)
Service Delivery
Agreement to be
developed under a
different project.
Additional work
required resulting from
review process.
Additional scenarios have been completed
and are being checked by the city.
Possible new work in
this area will require
additional resources.
City has required
additional scenarios
above original brief.
Conclusion and signing
of 2010 Wold Cup
contract with Company
A.
Finalisation of third
draft of the prospectus
pending the signoff
from EMT.
Report to Council re:
compensation model
Negotiations with
Company A and B for
the 12 year IRT
contract.
Strategy developed and ongoing
interaction with city to implement
strategy. Latin American study tour.
Ongoing interaction with taxi associations.
Two facilitators, business and legal
advisors appointed to assist the
associations with the establishment of
companies. Two drafts of Prospectus
completed and circulated for comment.
Steering Committee meetings on hold
pending more clarity on the funding of
the project and the future direction for
phased implementation. Analysis of
existing taxi operation; development of
financial model to assess existing profits.
Engagement with taxi associations to
determine input costs. Development of
comprehensive compensation model
based on assessment of existing taxi
profits
Last 2 month’s focus on engagement with
company A for the contract for the World
Cup Services, which comprise PTA and
CUTA. GABS and Vredehoek / Devils Peak
TA have opted not to participate in the
World Cup Contract.
Fare system and control centre contract
and RFP process completed and
delivered. Vehicle operator contract is a
work in progress, including the prospectus
and the vehicle operator RFP and
negotiation process.
Extensive communications materials
developed over course of project,
including 2 corporate, multi-lingual
videos, one targeting the broad public
Finalisation of
prospectus, RFP and
contract for vehicle
operator Company A
and Company B
Ongoing
V2.1, 31 January 2010
26
8
Public
participation
process
9
Financing
plan
colour scheme
System map
signage and audio
Simulation videos
Event
management of
system launches
Advertising
campaign strategy
and execution
and the other the operator community;
general information pamphlets about the
IRT/ media targeting specific stakeholders
aimed specifically at the minibus taxi
industry and the youth/schools sector.
Exhibition material developed for
transport month, finalised in February
2010, and is currently in the Tableview
Library.
Development of a range of system maps,
including transit maps and station maps.
IRT page on the City’s website regularly
updated with information focusing at the
moment on the station and system
infrastructure which has generated
considerable public interest.
System name and slogan, system logo
and colour scheme, system map signage,
marketing videos, including simulation.
Interaction with Western Cape Education
Department and Independent Schools at
various levels to develop tools for synergy
and advocacy within schools.
Participated in regular meetings with the
City’s Media Manager and other service
providers working on IRT communication.
Updated draft advertisements inviting
public participation in the development of
a name and identity for the IRT.
Assisted the City in the development of a
number of public advertisements with
information about roadworks and
disruptions.
Community
leaders and
general public
Business
community
Peer review
Financing options
and
recommendations
Land value capture
Parking and
loading levy
Clean development
mechanism (CDM)
Fuel levy
Meetings with the Business community
and the public halted due to resistance
from the Taxi Industry.
The City has asked JV to put a hold on all
engagement and communication activities
until further notice.
Establishment of
Stakeholder’s forum
Peer review
Draft report on mechanisms to meet
financial challenges submitted plus range
of other related reports.
Fuel levy share for cities introduced, but
no expansion to overall revenue provision.
Ongoing work directed at additional
finance from national, including lobbying
for additional PTISG funding.
Working with stakeholders across country
(including National Treasury, SALGA,
DBSA, Financial and Fiscal Commission,
Cities Network, other cities) to garner
support for better long term financing
dispensation for public transport. This
includes ongoing work to have fuel levy
Finalise Business Plan
report.
Ongoing lobbying and
reports to earmark fuel
levy for transport.
IRT Status and Progress Report No 2
V2.1, 31 January 2010
27
10
Additional
items
DOT, National
Treasury Material,
Further Mapwork
Development of
maps
Expansion of video
work
Legal Counsel on
contract
negotiations
Municipal Entity,
business plan and
budget
SARS advice
Additional legal
work on a range of
issues including:
system name,
compensation
issues,
IRT Status and Progress Report No 2
earmarked for transport (and other
revenue sources to replace RSC levies).
Parking levy recommendations submitted.
Investigation of compensation for existing
vehicle operators.
Analysis of property values along Phase 1
routes undertaken, and potential for value
capture.
First drafts of Business plan and Budget
for ME completed.
Tool developed for synthesising all
financial information.
Work on bus ownership options including
tax related issues.
CDM note submitted.
Regulation on devolution of PTOG.
Investigation and implementation of
approach to Minister of Finance to have
PTISG funding classified as enforceable
allocation, and lobbying for alternative
instruments in DORA.
Investigation of potential advertising
revenue and running of process to
procure services to implement advertising
plan for IRT.
General inputs on finance and finance
related strategies, including, for example,
work on Strategic overview document and
contribution to EMT review process.
Determine way forward with CDM reports.
Devise advertising plan for raising
revenue for IRT and ToR for potential
advertisers.
Number of legal opinions on
compensation options, procurement
issues, insolvency law, disposal of assets,
right to re-possession, employment law
issues
Obtaining 2 counsel opinions on complex
procurement matters
Advice and drafting comments on 2 sets
of NLTA regs, and drafting revised regs
Advice on the interim stage between WC
and Phase 1A
Regular advice on trademark and other
intellectual property issues
Drafting application for SARS directive
Drafting depot lease agreement
Advice re sec 78 and 84 processes and
drafting sec 84 report
Ad-hoc legal advice from time to time on
a range of beyond scope
V2.1, 31 January 2010
28
procurement
issues, comments
on regs,section 78
and 84 process,
interim contract
for World cup
service, ad hoc
legal advice
4.4. Developments regarding the minibus-taxi and bus industry
Since the previous progress report the focus has largely been on negotiations with Company A for
the 2010 contract (see below).
Meetings have also been held with representatives from SANTACO Western Cape, the Metered
Taxi Industry and the SMME Bus Operators who were seeking opportunities to participate in the
IRT project. Engagement in this regard will be ongoing.
A significant development has been the commencement early in January of the IRT station and
bus lanes outside the Bayside Shopping Centre, despite the opposition of NTA and threats to
disrupt matters. The taxi operation has temporarily been relocated to within the Bayside Shopping
Centre parking area and all the affected associations are co-operating in the management of the
taxis on the site.
The process of elections for the regional and provincial representation on the Western Cape
Provincial Taxi Council has also commenced and is likely to result in a very close contest between
the (erstwhile) SANTACO and NTA supporters.
4.5. Engagement with National DOT
On 4 February 2010 the three leading cities regarding implementation of bus rapid transit (BRT),
namely Johannesburg, Cape Town and Nelson Mandela Bay, were invited to a workshop by the
national Department of Transport (DOT) to present and discuss progress with the implementation
of IRT/BRT, with special focus on industry transition. Among the issues discussed were
compensation, vehicle ownership and funding commitments. The Cape Town compensation model
was well received and DOT requested other cities to investigate this approach for possible
application in their areas.
It was agreed that the DOT, National Treasury and Department of Trade and Industry should
develop a consensus position on a range of issues before the next engagement with the cities.
DOT representatives also indicated that the City of Cape Town’s current business plan and industry
transition strategies confirm to national guidelines. The City will write shortly to the Minister of
Transport for this view to be confirmed in writing.
IRT Status and Progress Report No 2
V2.1, 31 January 2010
29
4.6. Setting up 2010 World Cup vehicle operating company
The IRT business plan team ran negotiations on the contract regarding 2010 World Cup vehicle
operations and security services contract for the 2010 transport team. These negotiations are
reported upon in more detail in paragraph 10.4, and were, at the time of writing this report, nearly
completed. The negotiations, including the process to be followed for oversight and approval of
outcomes of negotiations, costing on behalf of the City, fine-tuning of the relevant operational plan
as well as contract drafting, will be invaluable in informing similar negotiation processes to be
following in due course regarding the IRT vehicle operator contracts.
4.7. Advertising
As indicated in the October 2009 report to Council, it is possible that during the initial period of
operation of the IRT the system will be run at a significant operational deficit. This is for various
reasons, including the additional start-up costs to be absorbed during the first phase. In order to
reduce such operational deficit, and to facilitate additional income to the system, the IRT project is
pursuing a number of strategies for generating additional income without a negative impact on the
IRT brand. One of these is advertsing.
Switch Design, who has also been appointed to working on the IRT brand identity, has been
commissioned to develop an IRT advertising strategy. It is appropriate for them to work on this
because providing advertising opportunity impacts on the brand identity design. See in this regard
paragraph 9.5.1.
The overall objectives of the IRT advertising activities are to:
• Deliver tightly defined specifications for a tender document to utilise advertising
opportunities offered by the IRT. The specifications
AUDIT
will include defined and costed advertising space that
present a persuasive value proposition to advertisers.
• At the same time put together a premium value
proposition for World Cup advertisers, that is
compatible with the long-term advertising and
branding strategy.
The sub-objectives are to:
• Estimate the income that will accrue to the City.
FOR WORLD CUP
FOR LONG-TERM
DESIGN OF SPACE
COSTING OF SPACE
MEDIA
PRODUCTION
• Produce specifications for advertising material.
• Design a process for taking the advertising space to
market.
• Apply advertising to the designed space to
demonstrate its potential impact.
IRT Status and Progress Report No 2
PROCESS TO TAKE TO MARKET
EXAMPLE OF ADVERTISING APPLIED
V2.1, 31 January 2010
30
The process is summarised in the diagram alongside.
The audit process is still being completed with priority being given to the World Cup service.
The first deliverable is the provision of price and specifications for use by the City’s 2010
advertising consultant, for advertising on the exteriors of IRT buses during the World Cup,
compliant with the City’s rules and FIFA standards.
A tender is this regard is also expected to be offered shortly for advertising during the World Cup
period on the inside of the IRT buses and on the inside of the IRT stations.
It is planned that the tender process for advertising for the initial operational period of the IRT will
be issued by May 2010.
4.8. Operational Management Unit
As reported in paragraph 8.1 the developing IRT organogram provides for full staffing of an
internal Operational Management Unit within the City to handle IRT operations. As was reported in
the IRT Status and Progress Report No 1, it is important that the speedy establishment of a
municipal entity is considered and a decision be made in this regard. Specific proposals in this
regard as set out in that report, and the matter will be taken further in the report on the review of
the IRT, soon to be submitted to the Executive Management Team.
The establishment of the post of Director: Operations is discussed in paragraph 8.2.
The Executive Director is further engaged with the City Manager for the urgent provision of interim
operational capacity to oversee the vehicle operator contract for the World Cup Period discussed in
paragraph 4.6.
IRT Status and Progress Report No 2
V2.1, 31 January 2010
31
5. Systems planning and modelling (operational
planning)
5.1. Status
In the October report to Council four IRT development roll-out options for Phase 1A were
presented and Scenario 1, a financially conservative scenario (plus the basic public transport
requirements for the 2010 World Cup event) was adopted as the option to proceed with the roll
out of the project.
In addition to adopting Scenario 1 Council on the 28th October 2009, Council resolved (C 71/10.09)
to adopt a number of recommendations pertaining to the project that have a significant implication
on the operational / system planning and modelling programme. These include inter alia the:
•
Preparation of a Technical Audit report on Transport demand and cost model.
•
A Strategic review of Phase 1 (+ Phase 1A and starter service)
•
A Strategic review of Phase 2
•
The identification of additional resources required to enhance capacity (internal and
external) within system planning and modelling.
A detailed progress report will be given in the next monthly report.
A summary progress report towards meeting these recommendations is presented in a table at the
end of this Chapter.
5.2. Operational planning consultant appointment
Much of the work on the operational plan has been undertaken by transportation planning
consultants appointed to support this IRT project work stream: Pendulum Consulting. Through this
appointment extensive international experience has been provided in the development the (IRT)
transport demand and cost models. In addition to the modelling the operational planning
appointment included including the following areas:
•
Data Collection
•
Transport Demand Modelling & operational analysis
•
System structure and design
•
Traffic Impact Analysis , Intersection design and signal phasing
•
Non Motorised Transport impacts
•
Intelligent Transport System (ITS) and Fare system plan
IRT Status and Progress Report No 2
V2.1, 31 January 2010
32
•
Station conceptual design
•
Economic Evaluations
•
Strategic Environmental Assessments
The current outstanding deliverables include:
•
Technical Audit Report (Demand and cost Model)
•
Finalization of the Transport Modelling report
•
Finalization of the Phase 1 operational report
•
Full phase status report
•
Economic Evaluation of Phase 1
•
Limited additional modelling of Phase 1 is also to be undertaken (within budget.)
Approved Project Budget:
Expenditure to date:
R12 378 142.80
R 11 316 576.07
IRT Status and Progress Report No 2
V2.1, 31 January 2010
Table 6. Progress regarding finalisation of operational plan
Consolidated
Deliverables
1. Technical Audit
report on
Transport demand
and cost model.
Work packages
By When
Resources required
1.1 Prepare brief and identify appropriate mechanism to
appoint local modelling experts.
16/11/09
Internal
1.2 Detailed assessment of current modelling methodology,
architecture, inputs and assumptions
15/12/09
External modelling
experts
18/01/10
Internal + Experts
22/01/10
Internal + Experts
1.3 Prepare final report
1.4 Present and workshop with project team.
1.5 Engage LOGIT and amend model accordingly.
28/02/10
Internal + Experts
Percentage
complete at
31st Jan 2010
1.1) 100%
1.2) 100%
1.3) 90%
Comments
Technical engagement with
LOGIT extended to 28/02/10.
Original date was unrealistic
taking into account level of
engagement required. On
Schedule.
1.4) 100%
1.5) 40%
Video Conferencing
facility
2. Strategic
review of Phase 1
(+ Phase 1A and
starter service)
2.1 Extract trip distribution matrix for Phase 1 Area;
20/01/10
Internal resources
2.1) 100%
2.2 Assess if all O-D pairs (base and future) are suitably
covered in terms of route and type of route.
22/01/10
Internal resources
2.2) 100%
2.3 Present and Wkshop proposals to project team.
26/01/10
2.4 Amend and review the Route Description table for
Phase 1, Phase 1A and starter service (new)
29/01/10
2.5 Prepare Modelling scenario descriptions for LOGIT or for
internal modelling
28/02/10
2.6 Technical Memo report covering system operational
outputs and systems costs
31/03/10
2.7 Review and Assess results
12/04/10
2.8 Complete Economic Evaluation of Phase 1
12/04/10
IRT Status and Progress Report No 2
2.3) 100%
Internal resources
2.4) 80%
2.5) 10%
LOGIT (Need to ensure
sufficient budget is
available)
2.7) 0%
Item 2.5, 2.6 & 2.7
expected completion
amended to account for
dependency on item 1.5
2.8) 0%
2.8 is a new addition
2.6) 0%
Internal resources
Within current
V2.1, 31 January 2010
Current remaining budget
in the Pendulum
appointment only allows
for limited modelling.
Options to be investigated
thro the business plan
appointment or internal
modelling.
34
Consolidated
Deliverables
3. Strategic
review of Phase 2
-4
Work packages
Resources required
Percentage
complete at
31st Jan 2010
2.8 Start to input into Council Report
12/04/10
appointment
2.9) 0%
2.1. Prepare tender docs and appointment of consultants
for the system operational planning and modelling for
phase 2-4.
15/04/10
Internal resources
All 0%
2.2 Extract trip distribution matrix for Phase 2-4;
2.3 Assess if all O-D pairs (base and future) are suitably
covered in terms of route and type of route.
2.4 Present and Wkshop proposals to project team.
2.5 Amend and review the Route Description table for
Phase 2 - 4
31/03/10
30/04/10
Internal resources
Internal resources
21/05/10
External modelling
consultants
2.7 Technical Memo report covering system operational
outputs and systems costs
30/07/10
External modelling
consultants
2.10 Review and Assess results
13/08/10
13/08/10
31/08/10
External consultants
External consultants
Internal resources
4.1 External
All 0%
Appointment of consultants (R8.1m) for modelling,
transport impacts, NMT plan and other
15/04/10
4.2 Internal (09/10 financial year)
30/04/10
Subject to the available
funds
Positions to be to be
advertised. Awaiting
finalization of
Appointment of key modelling and planning personnel
IRT Status and Progress Report No 2
The modelling, transport
impact assessment and
NMT plan component will
require the appointment
of consultants
Internal resources
28/05/10
2.9 NMT Plan report
Comments
Item 2.1 expected
achievement shifted. No
significant implications
07/05/10
2.6 Prepare Modelling scenario descriptions for LOGIT or for
internal modelling
2.8 Transport Impact Assessment Report
4. Identify
additional
resources
required to
enhance
capacity
(internal and
By When
V2.1, 31 January 2010
35
Consolidated
Deliverables
Work packages
By When
Resources required
Percentage
complete at
31st Jan 2010
external) within
system
planning and
modelling.
5. General
Comments
organizational structure,
job description and
benchmarking
5.1 Tariff Report for World Cup related public transport
services for 2009/ 10 financial year.
27/01/10
5.2 Tariff Report for 2010/ 2011 financial year services
31/03.10
IRT Status and Progress Report No 2
100%
40%
V2.1, 31 January 2010
Approved by Council on
27/01
On Schedule
6. Infrastructure
6.1. Design progress review
6.1.1.
Professional service appointments
This section defines the scope and status of professional service appointments, for the design of
public transport bus lanes, intelligent transport system infrastructure, trunk bus stations, feeder
bus stops, non-motorised-transport facilities and bus depots. The CoCT have appointed HHO
Africa and Arcus Gibb as lead consultants for the design and contract supervision of IRT
infrastructure.
Key design activities and statutory processes covered by these appointments include the following;
traffic engineering, route identification and validation, geometric design, bulk services, stormwater
drainage, road pavement, environmental impact assessment, land acquisition, public lighting,
electronic enforcement, road signs and markings, intersection design, landscaping, accommodation
of traffic, station development plans, station design, building plan applications, tender
documentation, contractor procurement, contract supervision and project management.
West Coast Corridor between the CBD and Tableview (HHO Africa)
The geographical area of the current appointment extends up the west coast to include the rapidly
growing residential area in Blaauwberg north of the Diep River, the Montague Gardens Industrial
area, the Century City commercial area as well as the low-income communities of Atlantis, Mamre,
Dunoon and Doornbach. The appointment encompasses the design of all IRT infrastructure
components namely, bus ways, dedicated bus lanes, closed trunk and feeder stations, bus depots
and non motorised transport facilities.
To date HHO Africa has been appointed to design & prepare tender documentation for the
following:
•
Trunk Bus Ways and Bus Lanes
−
Civic Station to Bayside Centre (Hertzog Blvd, Culemborg, Paarden Eiland Rail Spur,
Milner Road, R27)
−
Blaauwberg Road (R27, Otto du Plessis to Potsdam Road)
−
Potsdam Road (Blaauwberg to Usasaza Road)
−
R27, West Coast Road (Blaauwberg Rd to Sandown Rd)
−
Atlantis Area (localised roadworks around trunk bus stations)
−
Century City Century Boulevard (Century Ave - Bosmansdam Road - Koeberg Road Boundary Rd - R27)
IRT Status and Progress Report No 2
V2.1, 31 January 2010
37
−
Montague Gardens link (Racecourse Rd, Koeberg Rd, Montague Gardens, Freedom
Way Omuramba Rd, Racecourse, R27)
•
Closed trunk & closed feeder station designs (both unique and generic types)
•
Feeder Routes and Feeder Stops
•
Stables depot design
•
Non Motorised Transport integration - 500m radius from trunk stations
Contract variations included the following:
•
the design of a specialised delineator kerb that serves to separate mixed traffic from
the dedicated bus lane
•
negotiation with international patent holders for Kassel Kerbs, Profilbeton, and the
preparation of contract documentation and contract management for the supply of
Kassel kerbs.
•
Investigation into the performance of High Friction Coloured Surfacing (HFCS) as an
alternative colouration of BRT lanes in Cape Town. This investigation included research
into locally available alternatives to internationally used resin epoxies used in
combination with calcined bauxite aggregate.
Inner City (Arcus Gibb)
The geographical extent of the ‘Inner City’ area incorporates the City Bowl, Woodstock, Salt River,
Waterfront, Camps Bay and Hout Bay.
To date Arcus Gibb has been appointed to design & prepare tender documentation for the
following:
•
Trunk Bus Ways and Bus Lanes
−
Civic to Stadium Station trunk bus route (Heerengracht - Hans Strijdom Ave Western Blvd)
−
Stadium to Queens Beach Station trunk bus route (Western Blvd - Beach Rd Queens Rd Circle)
−
Waterfront service to Victoria Wharf & Clock Tower trunk and feeder bus routes
(Roggebaai Canal Precinct & V&A Waterfront)
•
Inner City feeder routes
•
Closed trunk & feeder station designs (both unique and generic types)
•
Generic Open Feeder Station (Sub-structure and Super-structure)
•
Non Motorised Transport integration - 500m radius from trunk stations
•
Inner City bus depot
IRT Status and Progress Report No 2
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6.2. Design progress
The progress of various infrastructure components of the IRT system is discussed in more detail
here.
6.2.1.
Trunk bus ways and bus lanes
The majority of the detailed designs and drawings for the Phase 1A trunk route bus lanes between
Granger Bay Blvd and Bayside IRT Station, intersection details and parallel NMT facilities have
been issued to the various contractors to enable work to proceed. Some amendments and
outstanding detailed drawings have been issued to the contractors during the week beginning on 4
Jan 2010. Ongoing design work is progressing on the following items:
• Trunk route between Melkbosstrand and Atlantis (reducing infrastructure costs where
feasible).
• New trunk route through Montague Gardens Industria via Racecourse Rd
• Review of designs for Blaauwberg Rd and Potsdam Rd IRT facilities (reducing infrastructure
costs where feasible)
• Century City bus lanes and stations (conceptual design only at this stage).
Table 7. Bus way and bus lane design progress
Description
Design Stage
– Concept/
Prelim/ Detail
Consultant
Appointment
Date (design
start date)
Hertzog Boulevard
Heerengracht, Fountain
Circle and Hans Strijdom
Avenue up to Bree Street
Detail
Arcus Gibb
Feb 2009
Stadium to Queens Beach
Conceptual
Arcus Gibb
Waterfront service to
Victoria Wharf & Clock
Tower (Roggebaai Canal
Precinct )
Route
Feasibility
Report
Blaauwberg/ Raats Rd R27 - Milner St - Paarden
Eiland (disused rail siding)
- New N1 busway - Old
Marine Dr - Civic Ave Hertzog Blvd
Blaauwberg Rd: – Pentz
Anticipated
completion
date
Comments
100
Sept 2009
Tender validity for Trunk route along Heerengracht &
Hans Strijdom Avenue 86Q extended to 31.03.2010
Feb 2009
100
Dependent on
decision by
DEA&DP
EIA applications for all stations within a 100m of the
coastline submitted to DEA&DP – awaiting ROD.
Alternatives designs that exclude passing lanes at
stations have also been included in the submission to
DEA&DP. Conceptual design complete, awaiting ROD
before progressing to next design phase.
Arcus Gibb
Feb 2009
70
Dependent on
negotiations
with V&A and
Ports Authority
V&A Waterfront decided not to contribute towards the
development of the CoCT’s IRT system at this stage
because of their current financial commitments and the
global economic turndown coupled with its knock-on
effect on tourism. Route feasibility & decision on
whether to progress to the next design phase depends
on negotiations with the Ports Authority and the V&A
Waterfront.
Detail
HHO
Sept 2009
100
Dec 2008
Design complete, currently under constructed
Detail
HHO
Jan 2009
90
March 2010
Preservation of gum trees in the median may impact
IRT Status and Progress Report No 2
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complete
V2.0, 31 January 2010
39
Drive to Koeberg Rd and
the R27: - Blaauwberg to
Sandown Rd
the sizing of the Diep River station. Currently
confirming the location of the Chevron brine pipeline –
relocation of this pipeline could potentially influence the
programme and possibly station locations. Consultant
currently producing construction issue drawings.
Potsdam Road: - between
Blaauwberg Road and
Doornbach
Detail
HHO
Jan 2009
75
March 2010
Atlantis and
Melkbosstrand areas
(localised road widening)
Preliminary
HHO
Mar 2009
100
Sept 2010
Detail
HHO
Dec 2009
25
Montague Gardens
Industria via Racecourse
Rd
Conceptual
HHO
Oct 2009
Century City bus lanes and
stations
Conceptual
HHO
Feb 2009
6.2.2.
Consultant currently amending design following a
recent review of bus passing lane requirements and
station configuration. Double sided stations are
proposed with the potential of providing additional
stations if required. The accommodation of gum trees
along the west side of Potsdam Road in combination
with narrow verge along the boundary fence and the
need to provide a pedestrian footway may ultimately
impact the design cross section & could potentially
result in significant redesign work.
90
Trunk stations
The detailed designs for the essential 2010 IRT Trunk Stations being the Airport, Civic and
Stadium, as well as the prototype at Granger Bay station, have been signed off and have been
issued to the Contractors. The detailed design of trunk stations between the Civic Centre and
Bayside Shopping Mall are also complete and have been issued to the contractor. Detail design of
Thibault Square Station has commenced. Outstanding detail design aspects and statutory
approvals sought include the following:
• Wind protection at the Civic Station
• Closed feeder station design – particularly the structural resistance of the station super
structure to lateral impact
• Building Plan approval for Phase 1A stations within the Table Bay Area
• Acoustic wall at Civic station – currently awaiting approval by CoCT
• Trunk Station Artwork – procurement stage
• Acoustic Ceiling at Civic Station – to alternatives are currently being investigated; a
composite perforated aluminium panels recessed into the coffer slab apposed to tubular steel
fixed to coffer slab
6.2.3.
Feeder services and stops
The concept design was approved in July 2009 and a preliminary design report (including cost
estimates) for both the sub-structure and the superstructure was submitted to the CoCT in
December 2009. The preliminary design report for the Inner City feeder services included the
IRT Status and Progress Report No 2
V2.0, 31 January 2010
40
design and costing of various open feeder station sub-structures and super-structures for typical
site conditions. Verification of feeder stop locations is 90% complete and detail design has started
on the Circle Route (F07). Ongoing design work is progressing on the following items:
• Improvements to feeder routes in Inner City and Blaauwberg areas
• Bus stops/stations on feeder routes
• Generic Feeder Station (Sub-structure and Super-structure): Conceptual and preliminary
design is complete and detail design is progressing steady; includes the fabrication of a 1:5
scale model
6.2.4.
Bus depots
Ongoing design work is progressing on the following items:
• Stables Depot (Potsdam) - The final tender drawings and documentation were completed in
December 2009, the implementation of which is currently on hold until further funding
becomes available and confirmation of the IRT roll out becomes clear.
• Inner City Depot: - Due to time constraints relating to the delivery of buses and the 2010 WC
soccer event, coupled with the complication of securing a lease with an option to purchase
the depot site, while still accommodating the existing tenants, Autopax, it was decided to
initially focus on the development of a temporary depot facility between the Foreshore
Freeways. The scope of Gibbs appointment has been extended to include the design and
development of a temporary depot facility on the foreshore with a 10-year life.
6.2.5.
Non Motorised Transport (NMT) Integration
The detail design and tender documentation of the NMT integration links to trunk stations,
between Paarden Eiland and Sunset Beach is complete, however due to budget constraints the
implementation of this work is on hold. Design work and tender documentation is 90% complete
on the NMT integration along Blaauwberg Road, Potsdam Road and Woodstock Trunk Bus Station.
6.3. Land acquisitions and lease agreements
Table 8 lists properties acquired to date. Total acquisition costs amount to R 130,46 million,
excluding VAT. This amount excludes the property required for the Inner City depot where an
amount of R 89.1 million will be required to cover occupational interest/lease and acquisition costs.
IRT Status and Progress Report No 2
V2.0, 31 January 2010
41
Table 8. List of land acquisitions
Amount
Property
(millions)
A. PROPERTIES ACQUIRED TO DATE
Purchase of Immovable Property and Rights in Immovable Property
from Transnet : Culemborg & Railway Spur
R 49,31
Purchase of Immovable Property and Rights in Immovable Property
from Transnet : Culemborg & Railway Spur (Additional land)
R 1,61
Purchase of Immovable Property and Rights in Immovable Property
- Paarl Media / Rennies
R 2,04
Acquisition of unregistred Erven 35565 (or its Components) &
35556 Milnerton from Gorrie & Findlay CC and F4UR Play Properties
CC for a Bus Depot in Milnerton: Stables
R 77,50
TOTAL (Excluding VAT)
R 130,46
B: PROPERTIES TO BE ACQUIRED / LEASED
Inner City Depot acquisition / lease
Acquisition / lease details still to
be finalised. Negotiations with all
affected parties in hand.
Airport IRT Station- ACSA lease agreement
The development agreement
concluded. Details of the lease still
to be finalised. Negotiations with
all affected parties in hand.
6.4. Construction progress review
Progress relating to the IRT infrastructure construction contacts is presented, below grouped into
the following categories:
• Bus Ways and Bus Lanes (awarded contacts and pending contacts)
• Station Superstructures
• Bus Depots
• NMT Facilities
Table 9 and Table 10 provide the status of the major bus way infrastructure contracts underway or
pending award, while Table 11 reports the construction status of major IRT stations.
IRT Status and Progress Report No 2
V2.0, 31 January 2010
42
6.4.1.
Bus ways and bus lanes
Table 9. Bus ways & bus lanes under construction
Contract
Contract
No.
Scope of Works
Contractor
Total Provision
(incl. provision
for contingency,
VAT &
escalation)
Heerengracht to
Old Marine Drive
319Q
•
•
•
2.3km of CRC bus lane
5 No. Station substructures
1.3km of shared
ped./cycleway
Civils
2000
R 41,300,000.00
Culemborg: Old
Marine Drive to
Church St
144Q
•
•
•
3.6km of CRC bus lane
1 No. Station substructure
1.8km of shared
ped./cycleway
Civils
2000
Culemborg:
Church Street to
N1
27Q
•
•
2.9km of CRC bus lane
1.4km of shared
ped./cycleway
221m viaduct over railway
lines
•
Start date
%
Complete
Anticipated
Completion
Date
2009-04-07
70%
2010-05-03
R 54,200,000.00
2009-01-23
80%
2010-04-12
Vusela
R 97,200,000.00
2008-10-14
65%
2010-06-02
Martin &
East
R 95,400,000.00
2009-12-12
70%
2010-06-01
Civils
2000
R 18,000,000.00
2009-01-19
90%
2010-02-26
Paarden Eiland:
N1 to Milner Rd
77Q
•
•
•
5.1km of CRC bus lane
8 No. Station substructures
2.6km of shared
ped./cycleway
Paarden Eiland:
Salt River Canal
bridge
80Q
•
65.2m Bridge over Salt River
Canal
R27: Milner Rd
to Racecourse Rd
163Q
•
•
8.0km of CRC bus lane
1.9km of heavy asphalt
pavement
3 No. Station substructures
2.6km of shared
ped./cycleway
Martin &
East
R 147,400,000.00
2009-01-19
70%
2010-04-15
11.2km of CRC bus lane
4 No. Station substructures
4.6km of shared
ped./cycleway
Baseline
R 96,000,000.00
2009-01-23
70%
2010-06-11
Cape
Concrete/
Bekezela
R 6,000,000.00
•
•
R27: Racecourse
Rd to
Blaauwberg Rd
139 Q
Kassel Kerb
Supply
485G
•
•
•
IRT Status and Progress Report No 2
Proceeding according to schedule
V2.0, 31 January 2010
43
Table 10. Bus way & bus lane contracts tendered but not yet awarded
Contract Description
Potsdam Road between
Blaauwberg Road and
Doornbach
Tender No.
476Q/2008/09
Blaauwberg Rd: – Pentz Drive
to Koeberg Rd and the R27: Blaauwberg to Sandown Rd
486Q/2008/09
Atlantis bus lanes and bus
station
87Q/2009/10
Heerengracht & Hans
Strijdom Avenue
86Q/2009/10
6.4.2.
Scope of Works
Tender value
(R millions)
Anticipated
award date
Anticipated
Completion
Date
136.9
Yet to be
confirmed
Yet to be
confirmed
•
•
5.6km of CRC bus lane
Dualing of existing single
carriageway
5.0 No. Station substructures
2.8km of shared ped./cycleway
•
•
•
9.1km of CRC bus lane
10 No. Station substructures
5.7km of shared ped./cycleway
216.7
Yet to be
confirmed
Yet to be
confirmed
•
Localized widening & CRC @
stations
5 No. Station substructures
36.5
Yet to be
confirmed
Yet to be
confirmed
25.3
Yet to be
confirmed
Yet to be
confirmed
•
•
•
•
•
1.3km of CRC bus lane
2 No. Station substructures
(Thibault)
Station superstructures
This project is dependant on the completion of the substructures by the bus way contractors. Late
handover of substructures have affected completion dates. Anticipated final completion dates
indicated in the following table are as per the Group 5 Progress Report No. 6 dated 28 Jan 2009.
Table 11. Trunk stations currently under construction (Contact - 390Q/2008/09)
STATION
TYPE
SITE ACCESS
PRACTICAL
COMPLETION
Sub-structure %
Complete (not
part of 390Q)
Super-structure
% Complete
Granger Bay
E
16 Sept 09
30 Mar 10
100
54
Civic Centre
H
23 Oct 09
7 May
100
28
0
0
Civic Centre Feeders
ON HOLD
Airport
O
11 Nov 09
31 Mar 10
100
45
Stadium
K
4 Nov 09
3 May 10
100
31
Woodstock
G
19 Oct 09
16 Mar 10
100
37
Paarden Eiland
A
27 Jan 10
28 May 10
86
0
Neptune
A
02 Dec 09
13 Apr 10
100
18
Section
A
11 Dec 09
16 Apr 10
100
9
Salt River Canal
A
17 Feb 09
15 Jun 10
84
0
Zoar Vlei
B1
18 Jan 09
30 Apr 10
86
5
Lagoon
B1
30 Nov 09
12 Apr 10
100
9
Woodbridge Island
B1
09 Dec 09
16 Apr 10
100
9
IRT Status and Progress Report No 2
V2.0, 31 January 2010
44
Links View
B1
26 Jan 10
03 May 10
100
0.2
Racecourse
B1
09 Dec 09
13 Apr 10
100
18
Sunset Beach
B1
24 Nov 09
6 April 10
100
27
Bayside
C1
03 Mar 10
23 Jun 10
0
0
Atlantis 1
Atlantis 2
ON HOLD
Atlantis 3
Atlantis Town Centre
Contract commencement date:
2009-07-16
Overall state of completion (super-structures only)
18%
The Contractor Group 5 is taking measures to mitigate the delays caused by late supply of
information and late handover of substructures and is working on 13 stations at present, with the
work progressing well. When taking into consideration the overall progress including that of substructures constructed under the bus way contracts, the stations are approximately 45% complete.
6.4.3.
Bus depots
The tender for the construction of the Inner City Depot and Staging on Foreshore has been
evaluated. However due to the recent decision to develop a temporary depot facility on the
foreshore between Oswald Pirow Street and DF Malan Street, and negotiations are underway to
agree the revised scope of works, additional contract rates and revised programme together with
the contractor. The major risk to the delivery of this project is currently the lead time required for
the procurement of materials.
6.4.4.
Anticipated contract award date:
2010-02-19
Estimated final completion date:
contractor)
(Still to be determined, dependent on feedback from
Non-motorised transport facilities
NMT routes parallel to the trunk routes are currently being constructed as part of the bus way
contracts, progress of these contracts are reported above. A significant proportion of the design
and contract documentation for the construction of NMT integration at stations is complete,
however due to budget constraints the implementation of this work is on hold.
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45
6.5. Performance, quality, variations, claims
Unfortunately specific details pertaining to approved variations, delay and other claims, unresolved
claims and disputes etc were not available for inclusion in this progress report. This will be rectified
and more details will be provided in future progress reports.
IRT Status and Progress Report No 2
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46
IRT Status and Progress Report No 2
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47
7. Procurement: Major Contracts
There is overlap between the information in this chapter and other chapters. This matter will be
resolved in the next progress report.
7.1. Major contracts awarded and acquisitions to date
•
A contact valued at R101.5 million has been awarded to Volvo SA (PTY) Ltd for the supply
of 43 IRT trunk vehicles.
•
Infrastructure contacts amounting to some R668 million have been awarded to date. These
contacts relate primarily to the construction of bus ways and stations between the City and
Table View. Tenders for approximately a further R1000 million worth of infrastructure have
been advertised for which contacts have not yet awarded while tenders for a further R 790
million are still to be advertised.
•
Property acquisition costs to date amounts to some R130 million.
7.2. Bus contract awarded to Volvo
Two tenders were advertised in June 2009 for the provision of vehicles for the IRT system i.e.
Tender 556N/2008/09 for the Supply of Public Transport Vehicles for 2010 Trunk Services and
Tender 557N/2008/09 for the Supply of Public Transport Vehicles for 2010 Feeder Services.
Primarily for financial reasons, only one tender was awarded, that being tender 556N2008/09 for
the supply of IRT trunk vehicles. This award was made to Volvo SA (Pty) Ltd for the supply of 43
busses (18 m articulated units and 12 m basic and special airport service units) as per Table 12.
(Note: All tenders received for the feeder vehicles were determined to be non-compliant.)
Table 12. Delivery schedule of initial bus order
Week No
Total
Date in 2010 (Week
ending Fri)
12m
35
18m
8
Vehicles delivered per
week
Cumulative
IRT Status and Progress Report No 2
13
15
17
18
19
20
2
18
02-
09-
16-
23-
Apr
Apr
May
May
May
May
1
5
8
8
8
5
5
2
1
21
30-May
1
1
5
8
8
13
7
1
2
7
15
23
36
43
V2.0, 31 January 2010
48
Although authority was obtained in mid October 2009, to negotiate a revised quantity and delivery
schedule with Volvo, approved as the preferred bidder for tender 556N/2008/09, the award of the
contact to could only be made after the Council meeting of 26 November 2009 where Council
favourably considered a report addressing the necessary financial provisions for the acquisition of
these vehicles. The value of the award is R101 million (ex VAT.)
3.2 Infrastructure contracts and land aquisition
Table 13 presents is a summary of the value of infrastructure contracts awarded to date, together
with the value of contracts that have been tendered but not awarded, and value of contracts still
to be tendered. These contracts exclude the contracts for planning of the IRT system and for other
components of implementation.
Table 13. Infrastructure contracts: Summary
Contract
Awarded Construction Contracts
Contracts out to tender but not yet awarded
Contracts to be tendered
Total
Total Provision
(millions)
R668.000
R1 000.000
R789.254
R2 457.254
Infrastructure contracts as well as land acquisition processes are reported upon in more detail in
Chapter 6.
IRT Status and Progress Report No 2
V2.0, 31 January 2010
49
Figure: Construction contract information
IRT Status and Progress Report No 2
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50
3.3 Planning and design contracts
The professional service contacts, regarding system implementation, awarded to date totals to
about R260m, excluding VAT. These contracts include the IRT systems’ operational and business
planning, supporting services and infrastructure planning and detailed design as well as contact
administration and construction supervision.
3.4 Business plan contacts
Progress with respect to the following operational / business contacts is provided in Chapter 4.
• Vehicle operator contract
• Fare system contract
• Control centre contract
• Station services contract.
The current budget of the Business Plan Joint Venture, providing overall professional services the
business plan team and some other components of the IRT, is as set out in Table 14 below.
Table 14. Business plan joint venture - financial summary Jan 2010
TOTAL
Budget
Total spent
Jan ‘10
Total spent to
date
Balance of
Budget
% of
Budget
R38 429 409.00
285 527.50
23 595 516.28
R14 833 892.72
61.40
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51
8. Establishing the project team: staffing, organogram,
office
8.1. Project office organisational structure and advertising of the post of IRT
Implementation Director
As mentioned in the previous progress report, the Council resolved on 26 August 2009 to
reallocate the IRT Project to the Service Delivery Integration (SDI) Directorate. This decision
required the establishment of an organisational structure for the IRT Project.
A new organisational framework for the IRT Project was approved by the Council on 26 November
2009.
A more detailed operational organisational structure for reporting levels two to four is in the
process of being finalised for approval by the City Manager in terms of the Local Government
Municipal Systems Act, Act 32 of 2000. This structure now reflect two main work streams to be
headed by two directors respectively. The work streams will be IRT Implementation and IRT
Operations. Each director will have managers reporting to them regarding their respective
functional areas. Heads in turn will report directly to the respective managers.
The Council in the meantime approved the amalgamation of the Service Delivery Integration
Directorate and the Transport, Roads and Stormwater Directorate to form the Transport, Roads
and Major Projects Directorate (TR&MP). The former Executive Director: Service Delivery
Integration has been appointed as the Executive Director for the new Transport, Roads and Major
Projects Directorate with effect from 1 February 2010. The only area requiring the realignment of
staff to be accommodated in the new directorate will be Support Services. The rest of the staff
were realigned to the new directorate as a “going concern”. All staff affected by the amalgamation
of the two directorates would however, be accommodated in the new directorate.
A legal advisor will assist with the required consultation processes to ensure that all the
requirements set out in labour legislation are met.
8.2. IRT Operations Director
The creation of the post of Director: IRT Operations was approved by Council with the approval of
the establishment of the TR&MP Directorate. A job description for the post is in the process of
being finalised for advertisement.
8.3. Placement and capacity
The main work streams are at present still being managed by operational managers seconded
from the departments TR&S. They are supported by consultants and certain TR&S staff.
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52
The Unions were informed of the establishment of the IRT Project and the amalgamation of the
SDI Directorate and the T,R&S Directorate to form the new TR&MP Directorate. An item was also
placed on the agenda of the Bargaining Committee for further consultation with the Unions.
8.4. Office accommodation
A project team has been appointed not only to investigate the issue of office accommodation for
the IRT Project but to include in the terms of reference office accommodation for the whole of the
newly established TR&MP Directorate taking into account the impact of the development of the
IRT Project Office on the availability of office accommodation for staff. This project is due to be
finalised as a matter of urgency.
8.5. Advertisement of staff
The post of Director: IRT Implementation has been benchmarked and advertised externally. The
applications received will now be assessed and an appointment made soon.
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9. Communication, marketing and branding
9.1. Introduction
The communication and marketing stream of the IRT project has focused on the following in
January 2010:
• the development of the IRT’s branding particularly slogan, image and vehicle livery;
• integrating the development of the IRT brand with advertising opportunities in the system;
• development of an IRT exhibition for display in the West Coast area of the City;
• communicating to the public about traffic disruptions related to IRT construction;
• launching of an IRT e-newsletter & weekly IRT website articles.
9.2. Media
9.2.1.
Press Releases
Releases issued January 2010:
• Relocation of mini-bus taxis stacking at Bayside Centre re - issued 5/01/10
• Hertzog Boulevard median closures 14/01/10
• Contra-flow press release between Loxton & Broad Roads, Milnerton, 26/01/10
9.2.2.
Reactive press statements:
• Primarily responded to media enquiries about relocation of mini-bus taxis stacking at
Bayside, road closures on the R27, Hertzog Boulevard and the IRT component of the City’s
2010 transport plan.
9.2.3.
Newspaper Adverts
• Hertzog Boulevard temporary median closures 14/10/10
• Advertisement of 2010 Transport Tariffs 28/01/10
9.2.4.
Work in progress
• Temporary Intersection closures – R27/Blaauwberg & DF Malan Street & Oswald Pirow
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9.3. Overall Communication
9.3.1.
Distribution of pamphlets
This is another means of getting information about the IRT out to the public. Whenever
presentations are made to public forums or meetings, pamphlets about the IRT are also
distributed.
• At the end of January, the IRT e-newsletter was launched. This was initially distributed to
the existing IRT database that the City has access to but will widen as the newsletter’s
distribution network grows.
• A West Coast specific pamphlet has been developed for distribution with the IRT exhibition.
• A map of the proposed IRT routes on the West Coast has also been developed for
distribution with the IRT exhibition and separately.
9.3.2.
Website
The website www.capetown.gov.za/irt is the public face of the IRT and therefore needs to be
regularly updated with the latest press releases, presentations, photographs, diagrams and
information. It also provides the public with a forum to ask questions about the system. The site
was regularly updated during January which includes.
• Website Weekly update of IRT articles, picture gallery, and articles on:
o Intersections
o Bayside Infrastructure Construction
• Placing of IRT monthly report on the website
9.3.3.
Internal Presentations
Presentations to internal stakeholders provide the project with an opportunity to update them on
the project’s progress and the important role of other City departments in the project.
• Meeting with Bill Cameron of National Department of Transport and Cape Town Partnership
27/01/10
• IRT Presentation and tour of IRT infrastructure to National Treasury 29/01/10
9.3.4.
Bayside relocation
A specific communication strategy was developed for the relocation of mini-bus taxis stacking next
to Bayside centre on Blaauwberg road, much of this communication strategy was initiated in
IRT Status and Progress Report No 2
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55
December but continued in January with the successful relocation happening on
January 2010.
Thursday, 7
WHAT HAS BEEN ACHIEVED
• Notices issued to residents and businesses in the area on 17/12/09
• Taxi associations received letters by 18/12/09
• A4 Posters put up to inform commuters on 18/12/09
• Adverts appeared in Cape Times, Die Burger, Argus on 22/12/09
• Press release and relocation information sent to Blaauwberg Subcouncil councillors on
17/12/09
• Press release issued 22/12/2009
• Relocation of mini-bus taxis stacking at Bayside Centre re - issued 5/01/10
9.3.5.
Civic Avenue/Hertzog Boulevard Median Closure
Due to the impact that the temporary closure of the median on Civic Avenue/Hertzog Boulevard
would have on traffic in the area a specific communication strategy was implemented. This
included:
• Distribution of a detailed media release through the City’s media office to:
• internal staff,
• councillors
• chairs of subcouncils, non-media and media groups.
This release included detailed information about alternative routes, reasons for the closure
and an apology for the inconvenience caused.
• This media release was adapted and sent to staff via E-inform newsletter which goes out to
the City staff. It was also placed on the City’s website.
• Placed an advert in the three daily newspapers two days before the closures.
• The Arscape, CCID and Intersite were also informed via a personal email.
9.3.6.
Complaints
• The City needs to deal with complaints, by liaising with the complainant, and sourcing the
correct official for a response.
WHAT HAS BEEN ACHIEVED
• The permanent median closures on R27 resulted in complaints from residents. The City
responded to residents’ concerns, collated information and arranged a response and a public
meeting with residents on 20/01/10.
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• This meeting resulted in the City writing to residents formally and proposing the re-opening
of Kei Road to allow residents from the Milnerton Esplanade to cross the R27.
9.4. Communication Strategy
The IRT Communication Strategy’s overall effectiveness is dependent on clear project deliverables.
• Significant work on the strategy has been done through the work done on the marketing
strategy which will provide overall guidance to the communication strategy. A draft strategy
is being completed and will be finalised and agreed upon with IRT communication colleagues
and submitted for input by colleagues.
9.4.1.
Development of a communication protocol
Due to increasing requests for site visits of IRT infrastructure and professional information the City
is required to develop a communication protocol to manage requests for IRT information from
external stakeholders.
The following principles have been proposed for the Communication Protocol:
• The City of Cape Town is very willing to assist with requests for information sharing,
particularly from other IRT cities, but time and cost factors must be considered, particularly
with deadlines for the World Cup and the launch of our system later this year being
extremely tight.
• The City therefore proposes that any requests for information sharing should be done
through a formal request for information, which is addressed to the City outlining the
information sought and an idea of the expectations attached to such a site visit.
• If a party is acting on behalf of a municipality it is preferable if it is addressed to the City of
Cape Town from the contracting organisation so that the City is clear on the contractual
relationship.
• Consultants have been contracted to the City of Cape Town and it is appropriate that the
City has oversight particularly of proprietarial information shared by City consultants to third
parties.
• Request for site visit should include a consideration by the external party of the cost and
time implications that such a request will have not only on City staff but on our consultants
as well.
9.5. Progress with marketing and branding strategy
The process followed to develop the marketing and branding thus far is as follows:
• The brand strategy with two proposed brand names, slogan and colour palette were
accepted for testing through a market research company. TNS Research Surveys were
contracted by String Communication to do the research on behalf of the City;
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• The research was conducted on 15, 16 January 2010 and provided the City with clear
guidance on a proposed system name, slogan, primary colour palette and system identity
• Trademark search has shown that there are no potential conflicts with the proposed names
and these will be registered with the trademarks’ office once the final branding package has
been finalised;
• The market research and proposed branding direction was presented to members of the
Mayoral Committee on Wednesday, 10 February 2010.
• As a result of the discussions with members of the Mayoral Committee further market
research will be conducted which will provide guidance on the final decisions to be made on
the branding. These will be presented to the Mayoral Committee & Transport, Roads &
Stormwater Portfolio Committee for final approval.
9.5.1.
Incorporating branding & advertising opportunities
Significant opportunities for advertising by the private sector exist within the IRT system.
However, any advertising proposals must be done in such a manner as to ensure that the IRT’s
brand is not diminished, that the City receives maximum value from advertising opportunities, and
that the advertising is within the City’s existing outdoor signage and planning by-laws and policies.
Therefore the IRT branding and marketing team have been working with the appointed
consultants to identify advertising opportunities and how these can be incorporated. This is
reported in more detail in paragraph 4.7.
In addition to incorporating advertising opportunities with branding opportunities the IRT project is
also identifying artwork opportunities at certain key stations. Therefore it is important that the
overall station layout considers branding, advertising and artwork opportunities, in order to ensure
that the overall station is well designed.
WHAT HAS BEEN ACHIEVED
• Site meeting at Granger Bay proto-type station on 4/02/10 to identify advertising
opportunities & consider station branding options.
• Meeting with MDA, SWITCH DESIGN & Arg Architects on 8/02/10, to incorporate existing
station design work with system branding and advertising opportunities.
9.6. Stakeholder engagement
9.6.1.
Public participation
Presentations to a wide variety of external stakeholders provide the City with an opportunity to
directly update them on the project’s progress and also the overall project objectives. It also
provides the public with an opportunity to make input and raise questions.
WHAT HAS BEEN ACHIEVED
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• IRT Exhibition in Blaauwberg Subcouncil area was launched at Tableview Ratepayers
Residents meeting on Monday 8/02/10 with map of proposed routes and pamphlet
CURRENT SCHEDULE OF IRT EXHIBITION LOCATION
• 9th – (Tuesday) 16th February:
Table View Library
• 16th – (Monday) 22nd February :
Blaauwberg Subcouncil Offices
nd
• 22
th
th
– (Monday) 8 March:
nd
• 8 March – 22
March:
Table View Library
Milnerton Library
WORK IN PROGRESS
• The City is liaising with external organisations in order to do further presentations to Cape
Town businesses and organisations. Presentations are scheduled for Artscape management
and Woolworths.
9.6.2.
Establishment of a stakeholder forum
• Meeting with Cape Town Partnership on 26/01, 2/2 & 5/2 to:
o identify and create stakeholder groups and networks
o plan and organise stakeholder forums
o update CTP on project progress.
o identify the upcoming "moments" of significance in this project in order to tie them into
forum programming.
o gain consensus on the initial target constituencies. Potential groups include the business
community (several sub-groups), mobility community, affected neighbourhood
stakeholders, creative industries, educational institutes, media, and CTP walking tour
participants.
o
develop a specific benefits lists for each group.
o discuss costs and budgets for the forum meetings and other CTP aspects of the project
• finalising Memorandum of Understanding between CTP and City of Cape Town
9.6.3.
Schools engagement
Learners will be early adopters of the new public transport system, as many learners rely on public
transport to go to school every day. Learners are also important multipliers of information as they
share knowledge gained with parents and family. In addition, effective school management is
often hampered by poor public transport. Schools are therefore an important constituency for the
IRT’s public engagement campaign with specific communication targeted at schools and teachers.
WHAT HAS BEEN ACHIEVED
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Due to the schools being on holiday and starting the new curriculum work during this period has
primarily focused on developing a new A5 schools pamphlet which can be circulated to schools in
the Phase 1A area.
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10. Related project: 2010 Transport Services
10.1. Nature of IRT based 2010 transport service
The 2010 transport services will operate for a 49 day period from Saturday 29 May 2010 to Friday
16 July 2010. Certain transport services will operate everyday throughout the 49 day period
(World Cup Peak Period Services) and certain services will only operate on Cape Town match days
(World Cup Match Day only Services). Table 15 summarises the World Cup Peak Period and Match
Day Transport Services that will operate during the 2010 World Cup.
Table 15. Transport service summary for 2010 World Cup
10.2. IRT buses for the World Cup service
Since the last report Volvo has indicated that delivery of the first bus is scheduled in March. There
is no indication yet that the overall delivery of the complete order is in jeopardy but if the
deliverable is compromised it will require considerable adjustments to 2010 World Cup transport
plan.
10.3. Inner city depot
Negotiations are underway to secure a conveniently located inner city depot for the event
services. The company appointed to operate the World Cup transport services will be required to
manage and staff up the depot to support the World Cup transport operations. There has been a
change from the original location of the Translux depot to the area under the foreshore freeway
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for World Cup Services. Post 2010 The Translux depot is still a possibility. Further detail regarding
the depot is given in the chapter on IRT infrastructure.
10.4. 2010 World Cup vehicle operator
Discussions have been taking place over the month of January with the one company, referred to
as Company A to enter into a contract with the City to provide the World Cup Services. At the
early stages of the negotiations, Company A comprised GABS, and three taxi associations –
Peninsula Taxi Association (PTA), Central Unity Taxi Association (CUTA), Devils Peak/Vredehoek
Taxi Association (VDPTA). Subsequently GABS and DPVTA have has withdrawn from the company
for the purposes of the contract for the World Cup Services, but remain interested to participate in
the company when the IRT contracts are negotiated.
The company has been established, and is called TransPeninsula Investments (Pty) Ltd (previously
called Clidet No1017 (Pty) Ltd). The contract requires the operator to provide the following
services:
• Transport services as follows: Stadium Shuttle, Airport- CBD service, Inner City Loop, UCT
Park and Ride, Hout Bay top-up services, and Queens Beach (Sea Point) top-up services.
•
Management and staffing of the Inner City Depot
•
Management and security of the IRT stations
Complementary services at each of the service stops
•
Management of the Park and Ride facility at UCT and the staging area
•
Fare management (potentially)
•
Transport services for the second, third and fourth test events
•
Continuation services, being airport service and event services post mid-July until end
October 2010 or when the IRT starter service commence, whichever is the earlier.
The negotiations with TransPeninsula are far advanced. The BAC has approved on the
appointment and it is expected that this can be concluded by end February 2010.
There have been amendments and adjustments that have been made from both the City and
TransPeninsula during January. From the operational side, post the second test event there were
some necessary changes that have been suggested. In addition the City needed to adjust some
wording in the contract to satisfy legal requirements.
10.5. Stadium test events
The public transport shuttle for the Second test event at the Cape Town Stadium for 20,000
Spectators was operated by Transpeninsula. This event identified a strong need to capacity build
with Transpeninsula. The principles of transport mass movement were evident but not those of
Event transport. The agreed upon operational plan was adjusted and not completed in a preferred
manner. Subsequently post event debriefs have informed Transpeninsula of the opinion of the City
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and Suggestions for improvements and processes have been agreed upon for future interactions.
With that said the shuttle service transported approximately 10,000 passengers in a 75 minutes
after the match. There were a few miscues but overall the passengers had an enjoyable
experience. Transpeninsula is scheduled to operate the shuttle service for the third and fourth test
events as well. There is work to be done to get the operator up to a world class standard but
hopefully with the two remaining test events this can be done.
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11. Related project: Bayside taxi relocation
11.1. Background
Over a number of years a taxi loading / unloading area in Blaauwberg Road, between the R27 and
Raats Drive, (Table View) had grown to an extent where some 80 taxis (including a number of
illegal operators) were using the road verge as an informal rank and holding area. Informal traders
had also established themselves in this area. No facilities other than embayment’s had been
provided in support of these activities. In addition to the general concerns relating to the all day
ranking activities the informal facility was also poorly located in terms of safe and efficient traffic
movement along Blaauwberg Road.
With the planned extension of Phase 1A of the City’s IRT project along Blaauwberg Road it was
imperative that the informal ranks and associated loading and unloading facility be relocated. The
City’s Transport Directorate investigated various options to relocate these activities and after due
consideration the following intervention was proposed and adopted:
•
To locate a loading and unloading facility in the Bayside Mall parking area, catering for
some 18 vehicles. The owners of the Bayside Mall agreed to lease a portion of their parking
area for public transport use.
•
To construct a holding area at the Potsdam Public transport Interchange to cater for the
stacking / holding of taxis during the off peak area.
•
The institution of a rank management plan inclusive of on site rank management staff,
security, cleaning services and a communications system between the Bayside facility and
the Potsdam Holding area.
Although the planned relocation was discussed with representatives’ of the taxi industry and while
there was some acceptance of the proposal universal agreement could not be achieved.
Notwithstanding this it was agreed that the relocation would need to proceed in order to effect the
implementation of roadworks required for the IRT system.
11.2. Outcome
Notwithstanding some initial on-site operating concerns the relocation was accomplished on the
morning of 7 January 2010 without incident and operations at the loading /unloading area are
proceeding better than initially anticipated. The deployment of rank management staff and law
enforcement personal has assisted in this regard. There has been a delay in the issuing of Rank
Tokens due to delays in preparing bar-coded Tokens but this has not significantly affected
operations. This matter is currently being rectified.
An area of concern is however the operations related to the stacking / holding of vehicles at the
Potsdam Interchange which is does not appear to be functioning as well as planned. This is
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attributed to the distance between Bayside Mall and Potsdam and the relatively long associated
peak-period travel times between these facilities. The IRT project office is planning to review this
aspect together with the City’s Transport Department with a view to finding a more efficient longer
term solution.
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12. Risk assessment: IRT and 2010
The City’s Integrated Risk Management (Enterprise Risk Management) methodology has been
applied to the Integrated Rapid Transport (IRT) Project. An initial assessment was performed in
the first quarter of 2009 and finalised by the then Executive Director in May 2009.
The IRT project has since been reassessed and a reprioritisation of outcomes and milestones has
been established. Three distinct risk registers have been identified for this project:
1
2
3
IRT: 2010 event focus
IRT: Phase 1A
The IRT: Long Term Project
The first two risk registers are a result of risk workshops that took place during the latter part of
December 2009. They are still in draft format and will be signed-off by the Executive Director.
These risk registers are facilitated by KPMG but represent management’s perception of the risk in
terms of the inherent probability and impact of the non-achievement of IRT objectives.
Management then consider what processes are currently in place to reduce the inherent risk. The
risk is then assessed in terms of a residual “value”. Further action plans are then defined to further
address the level of risk exposure.
It is anticipated that progress on these risks identified will be reported to the IRT project meetings
and the Mayco Sub-Committee in terms of the risk management process. Management will
therefore be able to track the progress of the risk mitigation actions of management. It should also
act as a alert for the IRT team to request further assistance from EMT, Mayco or Council.
A workshop on risks regarding the IRT project over the long term took place on January 2010.
Updated tabulations of the projects inherent risks and residual risks ( i.e. post planned intervention
measures) for the 2010 IRT Risk assessment and the IRT Phase 1A risk assessment will be
provided in future progress reports.
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Annexures
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Annexure A
Formal reports to Council and Mayco
Item Number
Subject
Date
C 46/03/08
Development of an Integrated Rapid Transit system for the
City of Cape Town
27-03-2008
C 75/08/08
Implementation of the Integrated Rapid Transit system for
the City of Cape Town
27-08-2008
C 47/08/09
Implementation of the Integrated Rapid Transit system for
the City of Cape Town: Phase 1A: funding allocation and
progress report
26-08-2009
C 71/10/09
Integrated Rapid Transit project (IRT): project status and a
financial & strategic assessment.
28-10-2009
C 80/11/09
Transfer of Integrated Rapid Transport project from Transport
Roads and Stormwater (TRS) to Service Delivery Integration
(SDI) and the transferring of certain functions of Service
Delivery Integration (SDI) to other directorates
26-11-2009
C 100/11/09
Funding and budgetary provisions for basic transport
requirements for the 2010 World Cup in accordance with
Council recommendation c71/10/09 of 28 October 2009
26-11-2009
Integrated Rapid Transit project status and progress report
No 1, December 2009
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Annexure B
Contact details of authors
Name
Department
Phone No
e-mail
Mike Marsden
Service Delivery Integration
021 400 5010
mike.marsden@capetown.gov.za
John Martheze
IRT Project Office
021 400 4918
john.martheze@capetown.gov.za
Abdul Bassier
IRT Business Plan
021 400 5465
abdul.bassier@capetown.gov.za
Andrew
Swanepoel
IRT Consultant
021 400-3135
andrew.swanepoel@capetown.gov.za
Charles Fuller
Consultant: Axios
021 419-2115
cfuller@mweb.co.za
Cobus Hugo
Roads & Stormwater
021 400 2961
cobus.hugo@capetown.gov.za
Dave Beurger
Roads & Stormwater
021 400 4406
dave.beurger@capetown.gov.za
Dawie Bosch
IRT Consultant
0825578597
dawie.bosch@gmail.com
Gershwin
Fortune
IRT System planning and
modeling (Ops Plan)
021 400-3886
Gershwin.fortune@capetown.gov.za
Glen Ho
Consultant: KPMG
021 408 7332
glenn.ho@kpmg.co.za
Hennie Viviers
Strategic HR
021 400 2596
hennie.viviers@capetown.gov.za
Jedd Grimbreek
Consultant: MDA &
Associates
021 419 7733
jedd@mdaprojects.co.za
Kylie Hatton
Communication
021 400 4684
kylie.hatton@capetown.gov.za
Louise Muller
Shareholding Management
021 400 3940
louise.muller@capetown.gov.za
Peter Sole
Transport
021 400 4735
peter.sole@capetown.gov.za
Richard Bosman
Strategic & Operational
Support
021 400 3355
richard.bosman@capetown.gov.za
Ron Haiden
IRT Infrastructure
021 400 3086
ronald.haiden@capetown.gov.za
Ronald Kingma
2010: Technical
021 400 9352
ron.kingma@capetown.gov.za
Roy Rogers
2010: Consultant
0720597775
rrogers@pgwc.gov.za
Walied Taliep
Corporate Services
021 400 9880
wallied.taliep@capetown.gov.za
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