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1.
Executive summary .................................................................................... 5
2.
3.
4.
Time and Time Related Issues ................................................................... 9
2.1.
2.2.
Master project programme High level Gantt Chart for Scenario 1 9 9
Financial................................................................................................... 13
3.1.
3.2.
3.3.
3.4.
3.5.
Progress with Due Dilligence Study Progress with Ring Fencing
Projected Cost Phase 1a Expenditure to date: Capital and Operating
Future DORA Funding
13 13
14 14
18
Business planning .................................................................................... 20
4.1.
4.2.
4.3.
4.4.
Components of the business plan
Progress with reviewing the Business Plan Engagement with the bus and taxi industry
Engagement with National
20
22 22
24
5.
6.
7.
8.
Systems planning and modelling (operational planning) ........................ 25
5.1.
5.2.
5.3.
5.4.
Introduction
Post October 2009 Council meeting
Consultant budget
Progress table
25
26
27
28
Infrastructure .......................................................................................... 31
6.1.
6.2.
Infrastructure planning and design review
Construction progress review
31
32
Operational management unit ................................................................. 37
7.1.
7.2.
7.3.
Background Summary of progress with s78 process
Operational management unit
37 37
38
Procurement: Major Contracts ................................................................. 40
8.1.
8.2.
8.3.
8.4.
8.5.
8.6.
Major contracts awarded and acquisitions to date Bus contract awarded to Volvo
Infrastructure contracts
Land acquisitions
Planning and design contracts Operational contracts (IRT Business contacts)
40 40
41
43
45 45
9.
10.
Establishing the Project Team: Staffing, Organogram, Office.................. 46
9.1.
9.2.
9.3.
9.4.
9.5.
IRT Implementation Director Organogram
IRT Operations Director Placement and capacity Office accommodation
Advertisement of staff in January
46
47 47 47
48
Communication, marketing and branding ......................................... 49
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10.1.
10.2.
10.3.
10.4.
10.5.
10.6.
Introduction Media
Overall communication
Communication strategy
Progress with marketing and branding strategy
Stakeholder Engagement
49 49
50
51
52
53
11.
11.1.
11.2.
11.3.
11.4.
Related project: 2010 Transport Services ......................................... 55
Nature of IRT based 2010 transport service 2010 IRT Buses
Inner City Depot 2010 World Cup vehicle operator
55 55
56 56
12.
12.1.
12.2.
12.3.
12.4.
Related project: Bayside taxi relocation ........................................... 58
Proposed intervention Co-ordinated plan
Communication Outcome
58 58
59 59
13.
Risk assessment: IRT and 2010 ........................................................ 60
Annexures ...................................................................................................... 61
Annexure A
Annexure B
Annexure C
Formal reports to Council and Mayco
Route descriptions: Phase 1A
Contact details of authors
62
63
67
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Progress Report Number 1 reports on the City of Cape Town’s Integrated Rapid Transit (IRT) project up to and including the 2009-12-31. The Executive Director: Service Delivery Integration assumed responsibility for the IRT project with effect from 2009-09-14. A dedicated IRT Project Team with an Acting Project Manager, work stream managers and seconded specialists has been put in place and will be further developed. Advertisements for senior positions will commence in early 2010. The target is to have the IRT Project Team is fully established in their own dedicated office space with the relevant project management procedures in place by the end of the current financial year. Key appointments will be that of the Director IRT: Implementation who will be responsible for the implementation of the infrastructure and the systems and the Director IRT: Operations who will be responsible for running the business. These two Directors will need to work closely together to ensure a viable IRT system is brought into being. The array of consultants previously appointed has been reviewed and will be reconfigured on a basis that aligns with the City’s project management strategy and structures. Much of the visible work to date on the IRT project relates to the delivery of infrastructure such as busways and stations. What is important though is how this translates into an effective, efficient and viable public transport system that provides a rapid, convenient and safe service to the public without being a burden to the ratepayers. The business aspects of the IRT Project and the transformation of the existing Public Transport industry are key project objectives which have to be attained to deliver a successful IRT system. While much work had been previously undertaken the focus from 2009-09-14 onwards has been to set up the IRT project to ensure effective project management including the financial management of the IRT project was in place, that the programming of work was in accordance with assured funding to avoid negative cash flow and that the requirements for an IRT based 2010 FIFA World Cup event transport service were in place. A further area of focus has been the governance issues related to regular reporting on progress to oversight bodies particularly at corporate senior management level and political level. This progress report forms an important part of project governance and it is intended to ensure that progress reports are submitted to the relevant senior management and political committees on a regular basis. Risk Management in the IRT Project is a key element and risk assessments of the IRT’s contribution to the 2010 FIFA World Cup transport service as well as IRT Phase 1a have been undertaken. The risk assessments and mitigation measures are included in the report. A review of the IRT roll out strategy has commenced with an immediate initial focus on the starter service up the West Coast, Phase 1a and also the projected full IRT roll out. A critical analytical tool to determine the most appropriate programming with regard to service provision and financial viability is the ability to model the demand and cost implications of the routes and phases selected.
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6 The current weakness in modelling capacity is being addressed. This work will translate into a revised Business Plan and Operational Model (also referred as a Systems Model). Regular engagement with stakeholders including the National Department of Transport, National Treasury, Province, Taxi Associations and Civic Organisations are critical to the success of IRT. A stakeholder strategy is being developed to ensure regular interaction with key stakeholders. Regular reporting to Council Committees and Council has been an area of attention. A number of key reports to Council have been submitted a schedule of which is included in the report. Significant effort has gone into communication and marketing of the IRT. The outcome of this work will hopefully be realised in early 2010 including the naming and branding of the IRT. The establishment of a stakeholder’s consultative forum is a key objective for early 2010 with preparatory work now underway. Perhaps the most important area for co-ordination with the City’s administration for the IRT Project is that with the City’s Department of Transport. While it is necessary for there to be a stand alone dedicated IRT Project Team it is also necessary for there to be close co-ordination with the Transport Department to ensure that there is alignment and synergy between the planning and regulatory aspects of the Transport Department and the project implementation and operating aspects of the IRT project. Steps have been taken to ensure this co-ordination is in place. Delivery on the many contracts that have been awarded, primarily on the provision of busways and stations, is on track in accordance with the agreed roll out programme authorised by Council on 2009-10-28 when a financially prudent roll out scenario was adopted. This is further reported on in the body of this report. Procurement of the IRT requirements for a 2010 World Cup event transport service is progressing. While the programme is exceptionally tight there is no reason with sound management that the deadline will not be achieved. The buses for the 2010 World Cup service have been ordered. This allows for an Airport CBD service, a CBD to Stadium service and an Inner City circulatory service. Negotiations on the acquisition and upgrading of an inner city depot are well advanced as well as the negotiations to secure the services of an operator for the 2010 World Cup transport service. After the 2010 World Cup event the buses and facilities will be deployed as an IRT starter service up the west coast. Intensive planning for the construction of IRT turn around loop and station at Bayside at the intersection of the R27 and Blaauwberg Road has taken place this month with all relevant stakeholders including the South African Police Service. The move of the taxis and informal traders from the intersection is planned for 2010-01-07. The outcome of this move will be reported on in the next progress report. 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: 6 Oct 2008
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7 Projected completion of Phase 1a as currently programmed: Estimated Capital cost of implementing Phase 1a: 2013/14 FY R 3497 million Estimated Operating cost of implementing Phase 1a: Estimated Total cost of implementing Phase 1a R 804 million R 4301 million
Estimated Annual Operating Deficit of running Phase 1a as currently modelled
R 118 million pa Expenditure 2008/09 FY: Expenditure to date 2009/10 FY on SAP as at 2009-12-12: Projected expenditure 2009/10 FY: Available funding 2009/10 FY: Total Estimated shortfall for 2009/10 FY: Bridging funding from City for 2009/10 FY:
Funded ex Rates for 2009/10 FY: R 246 million R 567 million R 892 million R 584 million R 308 million R 292 million R 16 million Estimated future expenditure for implementing Phase 1a:
R 3 163 million Total assured funding from City and National
R 883 million
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8 Total indicative PTIS funding from National in future financial years
R 3 350 million The estimated total cost of implementing Phase 1a has increased from the R4,2 billion reported to Council in October 2009 to R4,3 billion as estimated in this report. The increase relates to further refinements of the cost estimates and the inclusion of the cost of bridging finance. The estimated annual operating deficit for running the service has reduced marginally from the R 125 million per annum reported to Council in October 2009 to R 118 million per annum estimated in this report. The reduction relates to refinements in the modelling of operations. The total cost of Phase 1a is the sum of the total implementation cost and the recurring annual cost of running the service. The total cost of implementing Phase 1a and operating for 3 financial years to 2013/2014 could thus be estimated at approximately R 4,6 billion. While every effort is made to ensure that the estimated costs presented in the report are as accurate as possible there are many factors that influence costs estimates. These include both technical, legal, financial and economic factors. The modelling of the operating cost for running the service is also currently being refined. It is thus likely that the cost estimates will be subject to change. However the intention of regular progress reports such as this report is to have a regular update 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. Mike Marsden 20th January 2010 Executive Director Service Delivery Integration
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A 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. In addition an overall Integrated Macro Gantt and Work Breakdown Structure (WBS) incorporating both “Hard” infrastructure and “soft” projects (i.e. business planning and institutional processes) and their interdependencies has been prepared by the project team.The development and use of these project management tools has been invaluable in the interrogation of various IRT development scenarios and the establishment of the Phase 1A Scenario 1 rollout programme, which was a financially prudent implementation model, given the City’s restrictive funding position. This was adopted by Council in October 2009. A revision of the master project programme is however now required given the strong indication from the national Department of Transport that significant additional funding will be made available over the next three financial years for the roll out of Phase 1A. This revision will need to take due cognisance of actual funding received and will incorporate both the programming for the “hard” infrastructure and the “soft” projects implementation. This master programme will also be used for the production and maintenance of subordinate detailed programmes, such as the business planning and operational planning programmes. Further impetus for this revision is being provided through the establishment of the dedicated IRT Project Office and its staffing, which will allow for the establishment of additional support and project management services as well as a reassignment of responsibilities. Coupled to this will the acquisition of professional project management services who will be tasked to assist the IRT project office with overall programme management and be responsible for driving, time related, cost and quality concerns.
A copy of the master programme titled “MASTER Rev.U: Scenario 1 – Amended Summary” is provided on the following pages.
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The Due Diligence Tender (R031000379) was awarded to PriceWaterhouseCoopers, who are supported by Bigen for engineering services and Cliffe Dekker Hofmeyr Inc for legal support. A workshop with the key stakeholders will ensure that the scope of work will cover all the City requirements and enable the team to focus their approach and meet the stringent deadlines. The broad intention is for this group to understand what has been done so far on IRT and “add value” where they see gaps, deal breakers, legislative concerns or identify significant commercial gains not yet harnessed and risk areas for the City. A progress report will be available on 25 January 2010, with the final report expected to be completed by 1 March 2010, although these deadlines are still to be agreed to by the Due Diligence Steering Committee.
After the re-alignment of the IRT project, approved by Council in October 2009, under the control of the Executive Director: Service Delivery Integration, the CFO requested that all IRT projects needs to be centralized with the newly established IRT Project Office. A meeting was arranged to consider the centralization of the capital projects specifically relating to the IRT project. The following roll players were invited:  Corporate Finance, Budget Office o Asset Section o Grant Funding Section o Treasury (Financial Statements)  TRaS, TRaS’s Finance Manager o R&S’s Finance Manager o R&S’s Capital Prog. Implementation o Transport’s Funding  ERP SAP Consultants  SDI’s Finance Manager None of the TR&S’s officials attended the meeting. It was agreed that technically the centralisation of all the capital projects under the newly established IRT Project Office is possible provided that the history (2008/2009 financial year’s expenditure) is untouched and that new projects (Work Breakdown Structures) are created effective from the first of February 2010.
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2009/10 Estimated Requirement 2009/10 Available Funding 2009/10 Total Estimated Shortfall To be funded ex EFF bridging funding 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 14 Note: Expenditure 08/09 Estimated Expenditure 09/10 Estimated Future Expenditure
Total Estimated Cost for Phase 1A to 2013/14 (Includes the operating cost of running IRT Phase 1A for 3 years)
245,661,407 892,116,957 3,505,211,142
4,642,989,506
Capital Operating Total 783,309,723 108,807,234 892,116,957 490,903,965 92,807,234 583,711,199 (292,405,758) 292,405,758 (16,000,000) (308,405,758) 292,405,758 2,489,973,105 16,000,000 16,000,000 1,015,238,037 3,505,211,142 172,416,497 39,424,734 2,317,556,608 975,813,303 211,841,231 3,293,369,911
2008/2009 & 2009/2010 (November '09) Capital Projects
INTEGRATED RAPID TRANSPORT SYSTEM - Summary per Funding Sources
2008/2009 2009/2010 Category Project Description Current Budget Actual % Spend Current Budget Actual
NG DOT IRT:Integr Rapid Transit - - 23,500,000 6,013,734
% Spend
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Category
PTI&SG NG DOT PTI&SG NG DOT PTI&SG NG DOT PTI&SG NG DOT PTI&SG
Project Description
Syst(Ph1A):PTIF IRT:Granger Bay Blvd:PTIF IRT:Klipfontein Corridor:PTIF
Current Budget
10,500,000 15
2008/2009 Actual
10,500,000
% Spend Current Budget 2009/2010 Actual
100.0% - - - - 14,000,000 - IRT:Public Trsprt&Bus Upgr on Corr:PTIF 20,000,000 19,983,113 IRT:IntegratedFareMan agement System:PTIF - - 99.9% - - 2,000,000 -
% Spend
NG DOT PTI&SG NG DOT PTI&SG NG DOT PTI&SG NG DOT PTI&SG NG DOT PTI&SG NG DOT PTI&SG NG DOT PTI&SG NG DOT PTI&SG IRT:PropertyAcquisition :PTIF IRT:VehicleAcquisition: PTIF 57,800,000 - IRT:WestCoastCorridor: PTIF 90,000,000 IRT:InnerCityService:P TIF 2,000,000 57,202,138 - 89,999,969 2,000,000 IRT:AirportService:PTIF - - IRT:PropertyAcquisition :PTIF - - IRT:WestCoastCorridor: PTIF - - IRT:InnerCityService:P TIF - - 99.0% - - 100,000,000 - 100.0% - - 100.0% 4,519,180 - 1,000,000 1,000,000 50,000,000 - 202,500,000 161,874,135 79.9% 80,000,000 8,039,035 10.0% NG DOT PTI&SG NG DOT PTI&SG IRT:AirportService:PTIF - IRT: Public Transport & Bus Upgr on Corr: PTIF - - - 11,500,000 3,000,000 4,500,000 - NG DOT PTI&SG IRT: Integrated Fare Management System : PTIF
Total NG DOT PTI&SG
- -
180,300,000 179,685,220 99.7%
18,000,000 1,188,743
511,519,180 181,115,647
6.6%
35.4%
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2008/2009 2009/2010 Category Project Description Current Budget Actual % Spend Current Budget Actual % Spend
CRR BRT System CRR BRT System CRR BRT System IRT:Integr Rapid Transit Syst(Ph1A):CRR - IRT: Traffic Management Centre: CRR 15,000,000 - 14,998,601 IRT:PropertyAcquisition :CRR - - 25,000,000 - 100.0% - - 75,010,000 48,805,061 65.1% CRR BRT System CRR BRT System EFF IRT:VehicleAcquisition: CRR IRT:West Coast Corridor:CRR CRR BRT System CRR BRT System IRT:West Coast Corridor:CRR IRT: Traffic Management Centre: CRR
Total CRR BRT System
Acquisition of Land - - 30,000,000 - -
45,000,000
247,529 28,861,715 - -
43,860,316
96.2% - -
97.5%
25,000,000 - 115,000,000 15,375,349 35,000,000 24,958,582
275,010,000 89,138,992 32.4% Total EFF 247,529
247,529
247,529 100.0
% -
100.0% - -
- Grand Total 225,547,529 223,793,066 99.2% 786,529,180 270,254,638 34.4%
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Category
NG DOT PTI&SG NG DOT PTI&SG NG DOT PTI&SG NG DOT PTI&SG NG DOT PTI&SG
Total NG DOT PTI&SG
17
2008/2009 & 2009/2010 (November '09) Grant Funded Projects INTEGRATED RAPID TRANSPORT SYSTEM - Summary per Funding Sources 2008/2009 2009/2010 Project Description Current Budget Actual
Integrated Rapid Tra 16,130,000 1,875,472
% Spend Current Budget Actual
11.6% 41,000,000 3,352,271 IRT:Prov of Prof Ser IRT:Prov of Prof Ser IRT:Prov of Prof Ser 3,000,000 27,000,000 6,500,000 1,651,103 10,403,662 6,321,511 55.0% 2,000,000 2,000,000 38.5% 5,000,000 4,584,373 97.3% 3,000,000 -
% Spend
8.2% 100.0% 91.7% 0.0% IRT:Prov of Prof Ser 4,500,000 1,616,594 35.9% 2,000,000 1,084,235
57,130,000 21,868,342 38.3% 53,000,000 11,020,880
54.2%
20.8% Grand Total 57,130,000 21,868,342 38.3% 53,000,000 11,020,880 20.8% 2008/2009 & 2009/2010 (November '09) Rates Funded Projects INTEGRATED RAPID TRANSPORT SYSTEM - Summary per Funding Sources 2008/2009 2009/2010 Category Project Description Current Budget Actual % Spend Current Budget Actual % Spend
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Rates WC:IntegrtdRapidTran Rates WC:IntegrtdRapidTran Rates BRT:Prov of Prof Ser Rates IRT:BusPlan:AerialPh Rates IRT:PropertyAcquisit Rates IRT: Business Plan S Rates IRT: Communications Rates IRT:AdminSupport:Lab Rates
Total Rates Grand Total
IRT:Legal Services:G 18 3,500,000 1,620,000 - 0.0% - 0.0% 2,255,095 2,255,095 100.0% 11,193 11,193 100.0% - - 54,389 54,389 100.0% - - - - 225,000 91,711 40.8% 5,000 - 0.0% 600,000 595,945 99.3% 67,500 49,754 73.7% - - - - - - - - 123,700 47,453 38.4% 100,000 - 0.0%
8,283,788 3,003,699 36.3% 8,283,788 3,003,699 36.3% 278,089 101,842 36.6% 278,089 101,842 36.6%
Previous DoRA R 647 m 2010/11 Latest Indication (per letter from DoT)
R 850 m
Previous DoRA 2011/12 Latest Indication (per letter from DoT)
R 800 m R 1,600 m
Previous DoRA
R 840 m
2012/13 Latest Indication (per letter from DoT)
R 900 m Please note that the information in the above table will only be gazetted in April 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
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19 project. Discussions between the IRT project team and the City’s Transport Roads & Stormwarter Directorate will give guidance on the split of funding between various different projects. A copy of the relevant communication from Department of Transport regarding the PTIS Grant for 2010/11 to 2012/13 appears below.
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The diagrams below identify how the different contractors and components of the business plan are proposed to work together.
Service Ag reement
Con tro l Cen tre Contractor` Ve hicl e Op era tor s Contractor(s) Off Sta ti ons Top-u p Ve ndo rs Fare systems Co ntractor Functio ns: IRT and othe r sp ecifie d Sta ti on Cu sto me r Servi ce Con tra cto r The operations will initially be managed by an IRT Operational Management Unit, which lies at the strategic centre of the system. It will not be a large body, itself, but will manage operations
through contracting with independent service providers – see Chapter 7.
Contracts are being established with the following:
4.1.1. The vehicle operator contractor
This is proposed to be contracted through negotiations with the directly affected operators, as set
out in paragraph 4.3. As indicated there, consultations have been held since November 2008, but
formal negotiations are subject to approval within the City of a vehicle operator prospectus and
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21 related documents. This was ready for consideration in August 2009, but approval is now subject
to a review process, discussed at 4.2.
Two contracts are envisaged to be negotiated with two company groups, to be formed by existing
bus and taxi operators whose services are to be replaced by IRT Phase 1A services (see 4.3.2
below). Authority to negotiate with these two groupings was supported by the Bid Adjudication Committee. Once the 2010 World Cup vehicle operator contract is in place, this will be forwarded to the City Manager for approval. Thereafter the relevant companies will be invited to make submissions by way of Requests for Proposals.
The 2010 World Cup vehicle operator contract is discussed at 11.4 below.
4.1.2. The fare systems contractor
The Fare Systems Contractor will provide all infrastructure needed for the fare system, and provide software for monitoring sales and finances in the system. It is proposed not to collect revenue directly itself. This is proposed to be done by mainly the Stations Service contractor and through contracting Off Station Top-up Vendors which will top up cards of users for an appropriate fee. These services were put out to tender in mid-2009, but awarding of the tenders have been delayed until sufficient funds are available. It is hoped that the first parts of the tender can be awarded by March 2010.
Components of the fare system are now subject to a review process, discussed at 4.2 below.
4.1.3. The control centre contractor
The Control Centre forms a key part of the strategic management of the system. Through GPS it monitors all vehicles in real time and directs and controls them once they leave the depot. It also gathers information on passenger demand which enables it to reconfigure services on a regular basis to better suit need and maximise revenue in relation to kilometres driven, while maintaining set minimum standards. The operations for the control centre will be sub-contracted to an independent service provider, although the centre itself will be retained within the IRT Management Unit. The bus supplier will be contracted to supply buses to system. These services were put out to tender in mid-2009, but awarding of the tenders have been delayed until sufficient funds are available. It is hoped that the first parts of the tender can be awarded by May 2010.
4.1.4. The station services contractor
This contractor will management all IRT stations, sell tickets at stations and be responsible for related cash handling, provide access control and security, and clean stations and their precincts. Discussions are continuing on whether to extend its scope to include other elements, such as cleaning of busways and levelling of parking charges in the Phase 1A area, as an income to the IRT system. This requires a wider process of engagement within the City.
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22 A prospectus for these services has been completed but the tender documents still need to be drafted. It is planned that this be put out to tender by April 2010.
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 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 on 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.
4.3.1. Broad industry consultations
The process of formal engaging the broader transport industry started in November 2008. Meetings were convened with the Western Cape Provincial Taxi Council (WCPTC) representing the broader minibus taxi industry. This council has been positive about the IRT, although it has reserved its rights and continues its discussions with the City. An IRT Summit was arranged on the 27 November 2008 at Ratanga Junction to which two representatives from all minibus taxi associations in the Western Cape were invited hear a presentation on IRT and to hear views and discuss the project. However, this gathering was disrupted and could not continue. A grouping split from the WCPTC in December 2008, and called itself the National Taxi Alliance (NTA). The NTA ran two work stoppages, one in December and another during 2009. The City has met numerous times with the NTA, without being able to resolve differences. It is hoped that a common footing for discussions can be found, although the City in the mean time is continuing its implementation programme. The City further met with a wide range of interest groups within the broader transport industry, such as the Touchdown Metered Taxi Association (servicing the airport), small bus operators, and the Metered Taxi Council and taxi associations operating outside Phase 1A, or not directly affected by it. Discussions in this regard will continue.
4.3.2. Consultations and engagements with the affected industry
The City of Cape Town intends to offer the opportunity to provide the vehicle operation services of the IRT to the directly affected public transport operators. This is to comply with national policies
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23 and guidelines, and also because the City considers this appropriate in view of the need for industry transition and broad based black economic empowerment. The City considers as the directly affected operators those operators whose services are proposed to be replaced and upgraded by the IRT, namely minibus-taxis and scheduled bus services in the Phase 1A area. They are proposed to be asked to give up their current rights (Operating licenses and vehicles) in the Phase 1A area in return for shares in the companies contracted to operate the new system or compensation. The operators will form the core of these companies. The process of engaging the affected industry also in November 2008. Meetings were convened with the leadership of the eight associations directly affected by Phase 1 of the IRT. In addition the City started meetings with the affected scheduled bus operators in the City. In early December 2008 a study tour to South America was arranged where representatives of the taxi and scheduled bus industries and City officials visited three cities in South America where BRT systems have successfully been introduced. Since then the City has been having regular weekly meetings with the taxi associations affected by Phase 1a. At the meetings the City’s draft Vehicle Operator Prospectus was workshopped resulting in significant changes to its content, as reflected in the 2 nd Draft of the prospectus circulated on 2 August 2009. The vehicle operations for Phase 1a have been divided into two operator contracts. The affected bus and taxi industry have been grouped accordingly, as shown below:
Company A (South)
1. Peninsula Taxi Association (PTA) 2. Central Unity Taxi Association (CUTA) 3. Devils Peak Vredehoek Taxi Ass (DPVTA) 4. Golden Arrow Bus Services (GABS)
Company B (North)
1. Blaauwberg Taxi Association (BTA) 2. Maitland Taxi Association (MATA) 3. United Taxi Association (UTA) 4. Ysterplaat Taxi Association (YTA) 5. Du Noon Taxi Association (DTA) 6. Sibanye Not all these role players are at the negotiation table. In Company A, DPVTA have attended some but not all the meetings. In Company B the three associations linked to NTA that are have not attending meetings are DTA, MATA & YTA. As indicated above, many meetings have been held between NTA, including with the Executive Mayor (former and current), but did not result in NTA agreeing to their members participating in the discussions on IRT. Facilitators, business consultants and legal advisors have been appointed for each company grouping to assist in company formation and the process of negotiation around the costing and contracts for the vehicle operator services. Whilst the IRT project is under review, the current focus is resolve the issues and compensation with the affected associations, as well as efforts to bring the absent associations on board. In the
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24 meantime, negotiations are going well with Company A to provide the IRT-related 2010 World Cup services (see the chapter dealing with these services).
In May last year the National Department of Transport (NDOT) established a BRT Intergovernmental Forum on BRT implementation to deal with concerns of the Taxi Industry on the way BRT is being implemented. At the end of July 2009 the National Joint Working Group (NJWG) was established with various sub-committees, one of which dealing with BRT/IRT. Up to now the City has been represented on the Forum by Ms Mazaza (Director: Transport). Direct participation by the IRT project team must still be secured. The City also had special meetings with NDOT and Treasury officials as well as with Deputy Minister Cronin to discuss the City’s progress and funding challenges with the IRT project. From the last meeting held late last year it was resolved that NDOT will be arranging a workshop to which all the cities implementing BRT/IRT will be invited to discuss the issue of compensation and other issues of common concern. It is expected this workshop will be convened soon.
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The IRT operational planning workstreamt has tested numerous system scenarios and many permutations thereof using the City’s EMME/3 model and other analytical tools. This has been done to test the routing of trunk and feeder services with the intent of developing the IRT system to meet various objectives which include inter alia:  Alignment with City’s Integrated Transport Plan’s vision and objectives  Provide an integrated, multi-modal and seamless transport system  Maximise IRT customer (both captive and choice) convenience, comfort, reliability and affordability.  Optimise the public transport system operations  Minimise IRT system operational costs  Optimise infrastructure provision and operational efficiencies.  Minimise negative impact on existing public transport operators  Ensure effective roll-out in alignment with full phase implementation  Support and enhance 2010 transport operational plan. These modelling exercises which are essentially detailed transport demand modelling and system cost modelling have investigated various IRT system variables such as routing, fares, vehicle types etc. The results of these iterative modelling exercises have been presented in various technical memoranda, the latest dated the 14 th July 2009. The cost outputs for Phase 1A model runs 59 – WC to 66 from this model run are presented in the table below.
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26
System Appraisal (k ZAR) - year 2 System Income
Revenue from fares Revenue from Advertising Trunk stations Feeder stations Inside 18m vehicles Inside 12m vehicles Inside 8m vehicles
Vehicle Operator Costs Institutional Costs
IRT Entity System Marketing
Scenarios 59 - WC Totals 205,596
187,416 18,180 900 2,280 3,780 2,880 8,340
167,342 26,533
22,785 3,748
60 -S218 Totals 94,000
86,350 270 480 -
61 -S220 Totals 108,911
99,566 9,345 630 1,560 495 1,740 4,920
78,013 20,838
19,112
24,776
22,785 1,991
24,776
22,785 1,991
25,600
22,785 2,816
25,600
22,785 2,816
65 -S224 Totals
11,880
242,113
221,008
256,672
21,105 900
27,205
22,785
66 -S224 Totals 239,638
221,008 18,630 900 11,040
183,729 Net income/loss after Vehicle Operator Costs Other Operating Costs
Fare Systems Company Control Centre Company Station Services Company
38,253 15,987 17,979 45,266 -12,883 41,010 -14,559 55,910 80,764
13,241 11,190 56,333
48,226
11,250 10,358 26,619
63,527
11,798 10,621 41,108
62,684
11,745 10,568 40,371
76,319
12,596 10,990 52,733
74,505
12,532 10,877 51,097
83,330
13,718 11,326 58,287
81,331
13,645 11,198 56,487
Net income/loss after Vehicle Operator and Other Operating Costs -42,511 -32,240 -45,548 -17,419 -89,203 -33,495 -97,889 -25,421 27,205
22,785
-69,044 -53,078 -70,324 -42,195 -114,803 -59,095 -125,094 -52,625 Vehicle Fleet Size
18m articulated bus 12m standard bus 8m bus
271
84 48 139
115
-
122
11 29 82
103
9 19 75
191
61 40 90
149
39 27 83
322
93 31 198
275
184 Scenario 65 (shaded column) represents full phase 1A as planned. The annual operational system deficit for the full Phase 1A was estimated at a conservative (maximum) amount of R125m per year as per the technical memo dated 14 th July 2009. This deficit was subsequently refined to R118m based on internal interrogation and refinements which were reflected in a later technical memo dated 22 July 2009. The reasons for the operational deficit and possible interventions to reduce this have been identified and these were presented in the supporting documentation appended to a report submitted to Council in October 2009.
The last set of proposed routes for Phase 1a are set out in Annexure B.
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 28 th 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 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)
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27  A Strategic review of Phase 2  The identification of additional resources required to enhance capacity (internal and external) within system planning and modelling. Progress towards meeting these recommendations is presented in a table following at the end of this Chapter.
Much of the work on the operational plan has been undertaken by transportation planning consultants (Pendulum Consulting) appointed to support this IRT project workstream. 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 input into the following areas;  Control centre specifications  Vehicle specifications  Fleet sizing  Station conceptual design  Depot sizing 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 Limited additional modelling of Phase 1 is also to be undertaken (within budget.) Approved Project Budget: Expenditure to date: R12 378 142.80 R 11 137 159.70
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Consolidated Deliverables Work packages By When
1. Technical Audit report on Transport demand and cost model. 1.1 Prepare brief and identify appropriate mechanism to appoint local modelling experts. 1.2 Detailed assessment of current modelling methodology, architecture, inputs and assumptions 1.3 Prepare final report 1.4 Present and workshop with project team. 1.5 Engage LOGIT and amend model accordingly. 16/11/09 15/12/09 18/01/10 22/01/10 05/02/10 Internal External modelling experts Internal + Experts Internal + Experts Internal + Experts Video Conferencing facility 2. Strategic review of Phase 1 (+ Phase 1A and starter service) 2.1 Extract trip distribution matrix for Phase 1 Area; 2.2 Assess if all O-D pairs (base and future) are suitably covered in terms of route and type of route. 2.3 Present and Wkshop proposals to project team. 2.4 Amend and review the Route Description table for Phase 1, Phase 1A and starter service (new) 2.5 Prepare Modelling scenario descriptions for LOGIT or for internal modelling 2.6 Technical Memo report covering system operational outputs and systems costs 20/01/10 22/01/10 26/01/10 29/01/10 05/02/10 05/03/10
Resources required
Internal resources Internal resources Internal resources LOGIT (Need to ensure sufficient budget is available)
Percentage complete at 31 st Dec 2009
1.1) 100% 1.2) 90% 1.3) 60% 1.4) 0% 1.5) 5% 2.1) 20% 2.2) 5% 2.3) 0% 2.4) 0% 2.5) 0% 2.6) 0% 2.7) 0%
Comments
On schedule Current remaining budget in the Pendulum appointment only allows for limited modelling. Options to be investigated thro the business plan appointment or internal modelling.

29
Consolidated Deliverables Work packages By When Resources required Percentage complete at 31 st Dec 2009
2.8) 0% 2.7 Review and Assess results 2.8 Start to input into Council Report 12/03/10 19/03/10 3. Strategic review of Phase 2 - 4 2.1. Prepare tender docs and appointment of consultants for the system operational planning and modelling for phase 2-4. 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 2.6 Prepare Modelling scenario descriptions for LOGIT or for internal modelling 2.7 Technical Memo report covering system operational outputs and systems costs 2.8 Transport Impact Assessment Report 2.9 NMT Plan report 2.10 Review and Assess results 15/03/10 31/03/10 30/04/10 07/05/10 21/05/10 28/05/10 30/07/10 13/08/10 13/08/10 31/08/10 4. Identify additional resources required to enhance capacity 4.1 External Appointment of consultants (R8.1m) for modelling, transport impacts, NMT plan and other 4.2 Internal (09/10 financial year) Appointment of following personnel 15/03/10 30/04/10 Internal resources Internal resources Internal resources Internal resources Internal resources External modelling consultants External modelling consultants External consultants External consultants Internal resources All 0% All 0%
Comments
The modelling, transport impact assessment and NMT plan component will require the appointment of consultants Subject to the available funds
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Consolidated Deliverables
(internal and external) within system planning and modelling.
Work packages
- - - - Manager: System Planning Head: Modelling Transport Modelling practitioner Head: Public Transport Planner 30
By When Resources required Percentage complete at 31 st Dec 2009 Comments
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6.1.1. Trunk stations
Detailed designs for the essential 2010 IRT Trunk Stations being the Airport, Civic and Stadium Stations as well as the prototype at Granger Bay station have been signed off and have been issued to the Contractors. Some amendments and outstanding detailed drawings have been issued to the contractors during the week beginning on 4 Jan 2010. Detail design of Thibault Square Station has commenced
6.1.2. 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 in the following areas:  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)  Preliminary design of the Inner City Trunk Route between Civic to Queens Beach is 90% complete and detail design is underway.  Century City bus lanes and stations (conceptual design only at this stage).
6.1.3. Inner City Feeder Services and Stops
Preliminary design of the Inner City feeder Routes is complete. Verification of feeder stop locations is 90% complete and detail design has started on the Circle Route (F07). Ongoing design work is progressing in the following areas:  The feeder routes in Inner City and Blaauwberg areas  Bus stops/stations on feeder routes  Detail design of the Generic Feeder Station (Sub-structure and Super-structure) is progressing steady; includes the fabrication of a 1:5 scale model

32
6.1.4. Bus Depots
Ongoing design work is progressing on the following items:  Stables Depot (Potsdam)  Review of design and scope of immediate work on Inner City Depot alterations and additions and Staging Area on Foreshore in view of time and cash flow constraints as well as the issue of Lease to Purchase of Erf 110442.
6.1.5. NMT Integration
Design work is continuing on the following:  NMT integration (improvements to access to IRT Stations)
6.2.1. Progress and programme
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
Table: Bus ways & bus lanes under construction
Contract Contract No. Contractor Total Provision Commencement date % Complete Anticipated Completion Date
Civils 2000 R 41,300,000.00 2009-04-07 65 2010-04-19 Heerengracht to Old Marine Drive 319Q Culemborg: Old Marine Drive to Church St 144Q 27Q Culemborg: Church Street to N1 Paarden Eiland: N1 to Milner Rd Paarden Eiland: Salt River Canal bridge 77Q 80Q Civils 2000 Vusela Martin & East Civils 2000 R 54,200,000.00 R 97,200,000.00 R 95,400,000.00 R 18,000,000.00 2009-01-23 2008-10-14 2009-12-12 2009-01-19 65 60 68 84 2010-04-12 2010-06-02 2010-06-01 2010-03-29
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33 R27: Milner Rd to Racecourse Rd R27: Racecourse Rd to Blaauwberg Rd 163Q 139 Q Martin & East R 147,400,000.00 Baseline R 96,000,000.00 2009-01-19 2009-01-23 57 65 Kassel Kerb Supply 485G Cape Concrete/ Bekezela Concrete R 6,000,000.00 Proceeding according to schedule Table: Bus way & bus lane contracts tendered but not yet awarded
Contract Description Tender No. Tender value (R millions) Anticipated award date Anticipated Completion Date
136.9 2010-03-29 2011-10-07 R27 Potsdam Road between Blaauwberg Road and Doornbach 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/2009/10 216.7 36.5 2010-03-29 2010-03-29 2011-07-01 2010-11-05 2010-04-26 2010-05-04 Heerengracht & Hans Strijdom Avenue 86Q/2009/10 25.3 2010-07-12 2011-03 31
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. 5 dated 30 Nov 2009. Table: Trunk stations currently under construction (Contact - 390Q/2008/09)
STATION TYPE % Complete
Granger Bay Civic Centre Civic Centre Feeders Airport Stadium Woodstock E H O K G
SITE ACCESS
16 Sept 09 23 Oct 09
PRACTICAL COMPLETION
18 Feb 10 23 April 11 Nov 09 ON HOLD 29 Mar 10 4 Nov 09 19 Oct 09 19 Apr 10 26 Feb 10 54.2 32 0 39.3 24.3 19.6
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34 Paarden Eiland Neptune Section Salt River Canal Zoar Vlei Lagoon Woodbridge Island Links View Racecourse Sunset Beach Bayside Atlantis 1 Atlantis 2 Atlantis 3 Atlantis Town Centre A A A A B1 B1 B1 B1 B1 B1 C1 27 Jan 10 02 Dec 09 11 Dec 09 17 Feb 09 18 Jan 09 30 Nov 09 09 Dec 09 26 Jan 10 09 Dec 09 24 Nov 09 03 Mar 10 18 May 10 19 Apr 10 30 Apr 10 15 Jun 10 26 Apr 10 12 Apr 10 15 Apr 10 05 May 10 22 Apr 10 31 Mar 10 23 Jun 10 ON HOLD 0 0 0 0 0 4.6 0 0 1.2 7.7 0 Contract commencement date: Overall state of completion 2009-07-16 7% 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 6 stations at present, with the work progressing well.
The tender for the construction of the Inner City Depot and Staging on Foreshore has been evaluated. However the contract will be curtailed owing to budget and time constraints etc. Ongoing negotiations between the property owners, Transnet, the CoCT and Autopax (an existing long term tenant) to secure a lease agreement together with an option to purchase should be concluded by late January 2010. Anticipated contract award date: Estimated final completion date: 2010-01-29 (Still to be determined)
6.2.2. Performance, Quality, Variations, Claims
Revised cost estimates for the major infrastructure projects is presented in the following table titled “ATLANTIS IRT SYSTEM PHASE 1A – MONTHLY REPORT ON CONTACT COSTS (18 JANUARY 2010)”. These cost estimates present the estimated cost at completion of each of the seven contracts in the schedule. The estimates exclude VAT.
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35 The estimated costs cover all approved variations, claims and delay costs as well as the estimated value of any further known claims that may be approved. 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.
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The implementation of the operations of the IRT in the original planning was linked to a Section 78 process in terms of the Municipal Systems Act for the provision (management of operations) of all municipal public transport services. The purpose of a S78 investigation is to determine the most appropriate mechanism for the provision of new / upgraded municipal services. The background and status quo of that process therefore has relevance on this matter. The requirement for the City to embark on a Section 78 investigation in terms of the Municipal Systems Act (MSA) for the provision of municipal public transport services was primarily based on the need for the City to fulfil its constitutional role of responsibility for municipal public transport services and preparing to be a contracting authority in terms of the National Land Transport Act (NLTA). This applied not only to the planned roll out of the IRT service as envisaged at the time but for all municipal public transport services. However, the provision of the IRT was the most pressing component thereof due to the shorter implementation timelines and being a new and upgraded service. Other modes / services, though not necessarily legally required to be taken through the s78-ed process, was planned to be added to whatever mechanism was decided on as this strategy is imperative in achieving the integration of public transport services and linking to the City’s strategy of a single authority for public transport services. The other services referred to include the remaining bus and taxi services, rail commuter services, Dial - a – Ride services, Metropolitan Transport Information (MTi) call centre, etc.
The outcome of the first step of the S78 process was that City could not realistically provide the services by internal mechanism (in-house) as this means actually owning all vehicles, employing all drivers and other staff as full time employees, operating the services etc. – and ultimately having a transport component larger than the whole current City structure. Consequently, Council approved that external mechanisms are investigated as well. This was done and the process had progressed to the point where Council on 3 December 2008 resolved to support the establishment of a Municipal Entity (ME) as the appropriate mechanism for the provision of the municipal public transport services. Further required processes would be followed to make it happen, primarily the Section 84 process in terms of the MFMA which basically meant that various parties including governmental departments, Labour and the community were consulted and certain implications spelt out. A further report to council towards the conclusion of this process was referred back by MAYCO for further investigation and the submission of a more detailed business plan.
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7.2.1. The way forward on the s78 process
At a subsequent EMT sub-committee meeting it was decided that the IRT team would meantime proceed with measures to attend to the provision of the new IRT services. The internal
implementation aspects (organisational) are dealt with under paragraph 7.3, but the implications
for the S78 process need to be considered and agreed. The provision of new IRT services is still subject to the requirement of having been through a Section 78 investigation and would not be legal without it still being linked to the current process or alternatively the undertaking of a new Section 78 process, which will take several months. In this regard, the separate services linked to the Soccer WC 2010 are unlikely to require a s78 investigation, since they are cannot be seen as a (regular) municipal service, but rather ad hoc ones. The first services that do require a s78 investigation is the start-up services around Oct 2010. In the current process and included in the information sharing with various role players and the public during the s84 process, it was foreseen that a possible delay in the establishment of the ME could necessitate the City in the meantime to enter into contracts eventually to be transferred to the ME. Recommendations in this regard will be made to the EMT and 2010 / IRT Mayco subcommittees for consideration.
7.3.1. Functions
Pending decisions on the ME it is necessary to urgently establish an Operational Management Unit, even if initially as a unit internal to the City. The broad function of the OMU would be to manage the implementation of the IRT contracts and the ongoing integration thereof. It means the overseeing of the public transport operations of the Soccer World Cup 2010 main event, related special events (before and after), start-up services from around Oct / Nov 2010 further and roll out of the IRT services. Other related functions  Training  Signing off of vehicles  Establish relationships with others role players and settle protocols (law enforcement)  Input into IRT contracts and contracting process  Sort out inevitable teething problems not addressed in the planning phase  Maintenance of stations / vehicles  Liaising with internal / external role players i.e
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39 o Vehicles: input from (City’s) Fleet Management. o Road surfaces and stations: TR&S o Traffic management and law enforcement o Security: SAPS o Communications / PR o Call centre: 2010? Usual transport call centre. o Emergency services o ACSA o Maintenance of stations o other?  Maintenance of vehicles  Other?
7.3.2. Structure and resources
A provisional structure for the Municipal Entity was compiled and comprised of around 45 – 47 staff members. This figure included provision for staff in respect of the planning of the IRT network, infrastructure design and limited allowance for incorporation of other modes / functions (such as Rail, Dial a Ride, remaining (conventional) bus services, etc.) and also allowed for the full roll out of the system. The structure was not yet subjected to scrutiny. In view of the delayed establishment of a ME, an immediate and most pressing issue is the creation of appropriate core capacity within the current IRT team; to address the immediate priorities and develop a baseline structure which could deal with the functions listed above.
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40
 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.
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 the schedule below. (Note: All tenders received for the feeder vehicles were determined to be non compliant.)
Volvo: Delivery schedule for Cape Town (initial trunk fleet)
Assumption: Order of vehicles by 26 November 2009
Week No
Date (Fri)
Total
12m 18m
Vehicles delivered per week Cumulative (contractual)
Contractual Contractual
35 8
1
1 1
9 15 1 17 5 18 8 19 8 20 20-Feb 18-April 02-May 09-May 16-May 23- May 8 21 30- May 5
1 2 5 7 8 15 8 23
5
13 36
2
7 43
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41 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.)
8.3.1. Contract status
The table below (Table 1) 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 1. Infrastructure contracts: Summary
Awarded Construction Contracts Contracts out to tender but not yet awarded Contracts to be tendered Total
Contract Total Provision (millions)
R668 R1 000 R789.254
R2 458
The table below (Table 2) sets out the details regarding infrastructure contracts awarded,
tendered but not awarded, and contracts still to be tendered. The location of the awarded contacts is shown graphically in the Figure at the end of this section.
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Table 2. Infrastructure contracts: Detail
42
Status A. CONTRACTS AWARDED (Prov. contact value inclusive contingencies and VAT.)
Civils 2000 R 41,300,000.00 65 % complete Heerengracht to Old Marine Drive Culemborg: Old Marine Drive to Church St 319Q 144Q Culemborg: Church Street to N1 27Q Civils 2000 Vusela R 54,200,000.00 R 97,200,000.00 65% complete 60% complete Paarden Eiland: N1 to Milner Rd 77Q Paarden Eiland: Salt River Canal bridge 80Q 163Q R27: Milner Rd to Racecourse Rd R27: Racecourse Rd to Blaauwberg Rd 139 Q Martin & East R 95,400,000.00 Civils 2000 R 18,000,000.00 Martin & East R 147,400,000.00 Baseline R 96,000,000.00 68% complete 84% complete 57% complete 65% complete Kassel Kerb Supply 485G Cape Concrete/ Bekezela Concrete R 6,000,000.00 Proceeding according to schedule
B. CONTRACTS OUT TO TENDER BUT NOT YET AWARDED
Blaauwberg Road Tender closed. Bid evaluation is completed. Report to BAC pending funding decision. Potsdam Road Ditto Inner City depot & staging: Construction Tender closed. Awaiting BAC / EMT approval before award. Pending funding decision & acquisition agreement. Atlantis / Melkbosstrand / Table View roadway and four trunk stations Tender closed. Bid evaluation is completed. Report to BAC pending funding decision. Heerengracht and Hans Strijdom bus lanes and Thibault IRT Station Tender closed. Bid evaluation is complete. Report to BAC subject to funding decision.
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C. CONTRACTS NOT YET TENDERED Potsdam / Stables depot Inner City Depot acquisition 43 Design progressing and EIA approval for fuel storage is being sought. No tenders yet invited. Acquisition details to finalised New Race Course Road route / Montague Gardens stations Potsdam / Stables Depot Atlantis Depot Planning and Design still to be done. To be prepared and published as soon as decision is taken about further roll-out of Phase 1A, and the necessary funding decisions have been made.
The table below 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.
Table 3. List of land acquisitions Property A. PROPERTIES ACQUIRED TO DATE
Purchase of Immovable Property and Rights in Immovable Property from Transnet : Culemborg & Railway Spur Purchase of Immovable Property and Rights in Immovable Property from Transnet : Culemborg & Railway Spur (Additional land) Purchase of Immovable Property and Rights in Immovable Property - Paarl Media / Rennies 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 TOTAL (Excluding VAT)
B: PROPERTIES TO BE ACQUIRED / LEASED Amount (millions)
R 49,31 R 1,61 R 2,04 R 77,50
R 130,46
Inner City Depot acquisition / lease Acquisition / lease details still to be finalised. Negotiations with all affected parties in hand.
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44 Figure: Construction contract information
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45
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.
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.
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46
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 in SDI, a review of the existing organisational structure for SDI and the amendment of the performance contracts of some of the Executive Directors(ED’s) in the City Of Cape Town. The IRT Project was reallocated from the Transport, Roads and Stormwater (TR&S) Directorate to SDI without staff. The staff previously involved in the project remained in TR&S as required in terms of their appointment contracts. It was then agreed to second certain key staff, who were involved in the project, from TR&S to SDI for an interim period until the posts on the new organisational structure in SDI could be filled. A new organisational framework for the IRT Project was approved by the Council on 26 November 2009. Four main work streams have been established, namely:  Operation Planning  Business Planning  Infrastructure  IRT Coordination The following support functions were also identified:  Legal Services  Administration  Financial Management  Quantity Surveying  Project Programming  Project Reporting  Communications and Media Liaison  Stakeholder Management The Project Manager will be on the level of a Director reporting directly to an Executive Director. A job description has been developed and graded for this post to be filled.
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47 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.
It is further proposed to appoint an IRT Operations Director. This matter will be reported upon in more detail in the next progress report. See also the discussion of the operational management
unit in Chapter 7.
The abovementioned four main work streams are at present managed by four operational managers seconded from TR&S. They are supported by private consultants and certain TR&S staff. The top structure of the IRT Project will mainly be filled by means of advertisements. The transfer of internal staff to the project would also be considered subject to all relevant Human Resources policies and procedures. Some of the risks identified in this regard are the following:  Availability of qualified skilled staff.  Role of the Unions.  Funding  Time management  Staff performance The reallocation of the IRT Project required a review of the existing organisational structure of SDI and resulted in most of the departments in SDI to be realigned to other directorates to form a new directorate consisting mainly of the IRT Project and the 2010 World Cup, in order to ensure continued functionality and service delivery. The performance contracts of the City Manager (CM) and ED’S affected by the reallocation of the IRT Project were also amended in accordance with the Local Government Municipal Systems Act. The Unions were informed of the reallocation of the IRT Project and the review of the SDI directorate organisational structure in writing. An item was also placed on the agenda of the Bargaining Committee for further consultation with the Unions.
Office accommodation for the staff to be appointed on the organisational structure of the IRT Project has been identified in order to establish a specific project office. The project office would be situated close to the Cape Town Civic Centre.
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Additional IRT Implementation project office staff is planned to be employed. Filling of these posts will remain subject to the approval of the City’s adjustment budget in January 2010 on which an operating budget provision for the establishment and staffing of the IRT Project Office has been made.
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The major challenge with regards to the overall communication aspects of the IRT is having firm deliverables that can be communicated. In November and December the communication both indirectly through the media and directly through stakeholder engagement focused on:  Informing the public of the need for and type of public transport system required for the City;  The IRT component of 2010 Host City transport plan;  Operational information to the public on infrastructure and construction work;  Managing the project’s reputation in terms of the cost escalation, forensic investigation and implementation of the project’s delivery dates according to available funding. Significant effort has been focused on the development of the communication and marketing strategy for the IRT during the months of November and December. The outcome of this work will be released early in 2010, including the proposed naming and branding of the IRT for public input. The establishment of an stakeholder’s consultative forum is a key objective for early 2010 with preparatory work underway. Due to challenges on the project, the communication has thus far been largely reactive and has been unable to set a firm communication agenda. This situation can be reversed through:  Clear information to communicate to the public on project deliverables;  Regular, simple and repeated communication to the public; With clearly defined delivery dates the project can focus on a more comprehensive communication strategy.
10.2.1. Press releases
Releases issued November & December 2009:  Resignation of ED for Transport, Roads & Stormwater; Issued 23/12/09  Granger Bay Boulevard Officially Opened; Issued 10/12/2009  City orders IRT vehicles from Volvo; Issued 10/12/2009  Traffic deviations at Dolphin Beach intersection with R27; Issued 23/11/2009  Statement by Executive Mayor Dan Plato: IRT cost escalation not due to maladministration; Issued 5/11/2009  City opens safe cycle route as alternative to R27; Issued 3/11/2009
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50  IRT workshop with WC-NTA stalls, but talks are to continue; Issued 2/11/2009
10.2.2. Reactive press statements
 Response to various questions received from the media, over a wide range of publications and issues  Letter to Editor on bus order (Cape Argus), 26/11/2009  Letter to Editor on bus order (Burger), 24/11/2009
10.2.3. Newspaper Adverts
 Relocation of mini-bus taxis stacking at Bayside Shopping Centre, 22/12/09  Traffic deviations at Dolphin Beach intersection with R27, 23/11/2009  Permanent median closures along the R27, 18/11/2009  Sunset Beach road closures on R27 commence, 4/9/2009
10.2.4. Work in progress
 Relocation of mini-bus taxis stacking at Bayside Centre  Hertzog Boulevard median closures – release and advert being compiled for release in early January. This will require a targeted communication campaign specifically targeted at users of the Civic Centre.
10.3.1. 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. New pamphlets: IRT contribution towards Environmental Department’s Smart Living booklet
10.3.2. 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 November and December.
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10.3.3. 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.  Presentation to Finance & Budget department staff, 24/11/09  Presentation to Blaauwberg Subcouncil, 19/11/2009
10.3.4. Bayside relocation
A specific communication strategy was developed for the relocation of mini-bus taxis stacking next to Bayside centre on Blaauwberg road. With agreement of all roleplayes the relocation was scheduled for Thursday, 7 January 2010. 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
10.3.5. 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 for 20/01/10.  Due to the construction sites and the recent strong winds, some cars were damaged. These complaints have been responded to and resolved.
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.
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The process followed to develop the marketing and branding thus far is as follows: 1. In 2008 initial branding proposals were generated. These proposals were discussed in focus groups which discussed a variety of issues related to the implementation of the IRT including public transport issues and concerns, station design and system branding; 2. In reviewing the proposed branding proposals in 2009 it was felt that any branding proposals needed to be preceded by the development of a marketing strategy that could inform and provide the foundation for an IRT brand and how it is communicated; 3. A
and brand expression; process was followed in which SWITCH DESIGN were appointed to develop a marketing strategy for the Integrated Rapid Transit Project. The proposal included the definition of the functional and emotional brand attributes and included but was not limited to the development of a vision, mission, values, narrative, name, tag-line a. brand architecture and its sub-brands; b. logo and graphic style which includes but is not limited to the definition of colours, shapes, graphics and imagery that comprise the brand. i. Primary font ii. Secondary font iii. Colour usage iv. Logo usage (clear space, minimum dimensions) v. Logo usage – vertical and horizontal dimensions c. Basic guidelines for how the brand is presented in conjunction with the City of Cape Town’s brand 4. Switch Design were provided with previous work done on the development of the IRT brand and public transport within the City of Cape Town’s transport department in order to inform their preparatory work. 5. An agreed process for the development of the IRT brand was developed and approved by the IRT project management team. 6. After input from the IRT project management team a draft marketing strategy was presented to the Chair of the IRT/2010 Mayoral Committee Sub-Committee Alderman Ian Neilson on Monday, 14 December and members of the Mayoral Committee. 7. As a result of input from the IRT Project Manangement Team and the Mayoral Committee the brand strategy was refined and re-presented to the Chair of the IRT/2010 Mayoral Committee Sub-Committee Alderman Ian Neilson on Wednesday, 23 December and members of the Mayoral Committee. 8. The brand strategy with two proposed brand names, slogan and colour palette were accepted for testing through a market research company. This process will be completed in January and will inform the decision making process for the branding of the IRT.
10.5.1. Vehicle branding
What has been achieved:  The base colour was provided to Volvo on 11 December 2009 (light grey/Pantone 427C).
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53 Work in progress:  The other colour pantones will be delivered once the marketing strategy, naming and livery have been signed off.  This will be finalised once the IRT marketing strategy has been approved.
10.6.1. 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  Presentation to Probus, Milnerton, 11/12/09  Media briefing to News24 newsroom, 27/11/2009  Presentation to Blaauwberg Subcouncil, 19/11/2009  Presentation to Western Cape Education Department 17/11/09  Presentation to German Engineers Tour Group on 11/11/09.  Media briefing to Independent Newspaper newsroom, 4/11/09  Presentation to Western Cape Transport Task Team, 3/11/09  Presentation to Cape Town Partnership 2010 Forum, 29/10/09  Presentation to Engen Staff, 28/10/09  Presentation to University of Cape Town Green Week, 2/10/09  Presentation to Deloittes Staff, 2/10/09 WORK IN PROGRESS  The City is liaising with Accelerate Cape Town and Cape Town Partnership in order to do further presentations to Cape Town businesses.  The IRT travelling exhibition proposal is being reviewed and launched in early 2010.  The first round of exhibitions will be viewed at the Blaauwberg Subcouncil in the first quarter of 2010.
 The IRT e-newsletter will be launched at the end of January 2010.
10.6.2. Establishment of a Stakeholder Forum
 Met with Cape Town Partnership on 3/12/2009 to discuss proposals for a
. Cape Town Partnership has excellent experience in arranging and facilitating forums such as the 2010 Stakeholders’ Forum  The purpose of the Public Transport Stakeholder Forum would be to share information about the implementation of IRT, but also to share information, ideas and issues around public transport as a whole in Cape Town. Its primary purpose would be information-
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54 sharing. It is proposed that the Cape Town Partnership would assist the City in establishing and running this forum.  Issues to be resolved: o Terms of reference & forum’s role  Information sharing  Focused on providing information that stakeholders require in order to make effective decisions o Who will participate in the forum o Chairing and secretariat function
10.6.3. 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  Presentation by City of Cape Town to Western Cape Education Department, requested by Paul Rockman of WCED about IRT and potential for working together.  An interview with the school principal of Jan van Riebeek was done for publication about the challenges faced by schools due to a poor public transport system.  Meeting on how to share more information about the IRT with schools thorough a pamphlet or advocacy document held in December 09 with representative of WCED. Further options to be explored in the new year.
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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 ?? summarises the Peak Period and Match Day Transport Services that will operate during the 2010 World Cup. Table ?? – 2010 Transport Service Summary
Item No.
A
2010 Transport Services
World Cup Event Shuttle Service
World Cup Peak Period Services World Cup Match Day only Services Vehicles to be used
X
Operator Fare Management System Operator to provide following complementary services
City's vehicles Sight of event ticket on boarding Precinct management at IRT stations
Operational Dates
11, 14, 18, 21, 24, 29 June and 3, 6 July 2010 B Airport Service C Hout Bay Service D Queens Beach Service E Inner City Loop Service F Park and Ride Servilce X X X X X City's vehicles Selling and collection of fares Precinct management at IRT stations Operator's vehicles Operator's vehicles Selling and collection of fares Selling and collection of fares Crowd management at stops Crowd management at stops 29 May to 16 July 2010 11, 14, 18, 21, 24, 29 June and 3, 6 July 2010 29 May to 16 July 2010 City and operator vehicles Selling and collection of fares Precinct management at IRT stations and crowd management at stops 29 May to 16 July 2010 Operator's vehicles No fare system required Crowd management at parking areas and portable toilets at parking areas 11, 14, 18, 21, 24, 29 June and 3, 6 July 2010
Following a tender process, Volvo was awarded the contract to supply the first batch of IRT trunk buses. The initial order from Volvo was limited to the buses required for trunk-like services during the 2010 World Cup period. These are 8 articulated 18-meter buses, 28 x 12-meter buses, and 7 12-meter airport buses, the latter with the seating configured to accommodate luggage. The World Cup operational plan has specified the stadium shuttle service to be operated with the 18 meter articulated buses and the 12-meter buses, the airport service to be operated with the airport buses and the 18-meter buses, and the inner city loop service to be operated primarily with the 12-meter buses. The plan however retains the flexibility to alter the allocation of vehicle to routes and to allow for use of standard 12-meter buses if some of the ordered IRT buses are not delivered on time. This eventuality seems unlikely, in view of firm contractual commitments from Volvo, still penalties and a reputational risk to the bus manufacturer.
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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. Further detail regarding the depot is given in the chapter on IRT infrastructure.
Discussions have been taking place over several months with the representatives of the bus operators and taxi associations currently providing transport services in the Phase 1A area of the IRT, with a view to forming two companies to contract with the City to operate the Phase 1A IRT
services (see 4.3). The bus companies are Golden Arrow Bus Services (GABS) and Sibanye, and 8
taxi associations operating in the area. Facilitators, supported by legal and financial advisors, have been appointed by the City to assist in the establishment of the two companies. As part of the preparatory work towards implementation of the IRT, discussions have been taking place over the past year with the representatives of the bus operators and taxi associations currently providing transport services in the Phase 1A area of the IRT, with a view to forming two companies to contract with the City to operate the Phase 1A IRT services. The bus companies are Golden Arrow Bus Services (GABS) and Sibanye, and eight taxi associations operating in the area. Facilitators, supported by legal and financial advisors, have been appointed by the City to assist in the establishment of the two companies. For the World Cup Services, negotiations are well advanced with the one company, referred to as Company A to enter into a contract with the City to provide the World Cup Services. It is proposed that, in the full Phase 1A IRT, Company A would largely be allocated the airport and Central area routes, hence the choice of this company for the event 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 registered as Clidet No1017 (Pty) Ltd (but soon to register a new name). 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 (Seapoint) top-up services.  Management and staffing of the Inner City Depot  Management and security of the IRT stations  Management of the Park and Ride facility at UCT and the staging area  Fare management (potentially)
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57  Transport services for the second and third test event  Continuation services, being airport service and event services post mid-July. The negotiations with Company A are far advanced. It is expected that this can be concluded by end January 2010.
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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.
In order to affect the relocation a co-ordination team was established to plan for the event. This co-ordination / planning team included;  City’s officials from the IRT project Office, the Transport Roads & Stormwater Directorate, Safety and Security and Economic Development and Communications  Local councillors  SAPS  The Consulting Firm HHO Africa responsible for the design elemets of Contact 139Q
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59  The Contactor for Contact 139Q  Bayside Mall management staff. Various planning and co-ordination sessions were held and an initial relocation date was planned for late nov 2009. However, following further discussions with taxi industry representatives and feedback from the security representatives a decision was made after consultation with all role players, to delay the relocation to the 7 January 2010. The relocation plan included inter alia, the physical occupation of the site by the contactor, the deployment of rank management staff, the deployment of a strong security presence ( SAPS, City Law Enforcement, Traffic Services etc) and communication strategy.
Throughout the planning of the relocation discussions were held with officials, community representatives, land owners and operators. A specific communication strategy was developed for the relocation on the 7 January 2010. This included the following:  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.
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 attributed to the 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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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 IRT: 2010 event focus 2 IRT: Phase 1A 3 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. The Risk Register workshop for IRT: Long Term Project is scheduled to take place on 25 January 2010. 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. 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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Item Number
C 46/03/08 C 75/08/08 C 47/08/09 C 71/10/09 C 80/11/09 C 100/11/09
Subject Date
DEVELOPMENT OF AN INTEGRATED RAPID TRANSIT SYSTEM FOR THE CITY OF CAPE TOWN 27-03-2008 27-08-2008 IMPLEMENTATION OF THE INTEGRATED RAPID TRANSIT SYSTEM FOR THE CITY OF CAPE TOWN IMPLEMENTATION OF THE INTEGRATED RAPID TRANSIT SYSTEM FOR THE CITY OF CAPE TOWN: PHASE 1A: FUNDING ALLOCATION AND PROGRESS REPORT 26-08-2009 INTEGRATED RAPID TRANSIT PROJECT (IRT): PROJECT STATUS AND A FINANCIAL & STRATEGIC ASSESSMENT. TRANSFER OF INTEGRATED RAPID TRANSPORTPROJECT FROM TRANSPORT ROADS AND STORMWATER (TRS) TO SERVICE DELIVERY INTEGRATION(SDI) AND THE TRANSFERING OF CERTAIN FUNCTIONS OF SERVICE DELIVERY INTERGRATION (SDI) TO OTHER DIRECTORATES 28-10-2009 26-11-2009 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
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Below follow the latest route descriptions (set by 15 October 2009):
New no. Route identifica tion Route details
T01a T02a T03 T04 T At>MG Doornbach / Dunoon - Sea Point Potsdam Rd & Usasaza Rd - Potsdam Road - Blaauwberg Rd - R27 - Milner St - Paarden Eiland disused rail siding - New N1 busway - Hertzog Blvd - Heerengracht - Hans Strijdom Ave - Western Blvd - Beach Rd - Queens Rd Circle Airport - Cape Town CBD - Waterfront Airport Terminal - Airport Approach Rd - N2 - Hertzog Blvd - Heerengracht - Hans Strijdom Ave - Western Blvd - Granger Bay Blvd- Breakwater Lane - V&A Waterfront Atlantis - Cape Town CBD (peak period only) Atlantis – Melkbos strand - Table View Atlantis - Racecourse Rd - Montagu Gardens Atlantis Town Centre terminus - Westfleur Clr. - Sampson Rd - Charel Uys Dr - Dassenberg Rd (R307) - West Coast Road (R27) - Blaauwberg Rd east - Blaauwberg/ Raats rd intersection - Blaauwberg Rd west - R 27 - Milner St - Paarden Eiland disused rail siding - New N1 busway - Hertzog Blvd (turn around in median of Hertzog Blvd just after D F Malan Rd) Atlantis Town Centre terminus - Westfleur Clr. - Sampson Rd - Charel Uys Dr - Dassenberg Rd (R307) - West Coast Road (R27) - Melkbosstrand Rd - Otto du Plessis Dr (M14) - Birkenhead Dr - R27 - Blaauwberg Rd east - Blaauwberg/ Raats rd intersection - Blaauwberg Rd west Atlantis Town Centre terminus - Westfleur Clr. - Sampson Rd - Charel Uys Dr - Dassenberg Rd (R307) - West Coast Road (R27) - Blaauwberg Rd east - Blaauwberg/ Raats rd intersection - Blaauwberg Rd west - R 27 - Racecourse Rd – Koeberg Rd - Montague Drive – Freedom Way – Omuramba Rd – Koeberg Rd. (one way loop in Montague Gardens)
F00 F01 Hout Bay - Camps Bay Camps Bay - CBD - Waterfront Forward Direction: Marlin Cr - Karbonkel Rd - Atlantic Skipper Rd - Harbour Rd - Princess St - Main Rd - Imizamo Yethu - Victoria Rd - Llandudno - Victoria Rd – The Meadway - Park Rd - Argyle St - Victoria Rd Reverse Direction: The Meadway - Park Rd - Argyle St - Victoria Rd – Llandudno - Victoria Rd - Imizamo Yethu - Main Rd - Princess St - Harbour Rd - Atlantic Skipper Rd - Karbonkel Rd - Marlin Cr. Forward Direction: Camps Bay Dr - Victoria Rd - Argyle St - Tree Rd - Geneva Dr - Camps Bay Dr - Kloof Nek Rd - Kloof St - Loop St - Wale St - Adderley St - Heerengracht - Hertzog Blvd Eastbound - Hertzog Blvd Westbound - D F Malan St - Table Bay Blvd - Hereengracht - Coen Steytler Ave - Lower Long St - Roggebaai District - V & A Waterfront Clock Tower Reverse Direction: V&A Waterfront Clock Tower - Roggebaai District - Lower Long St - Coen Steytler Ave – Hereengracht - Table Bay Blvd - D F Malan St -
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New no.
F02 F03 64
Route identifica tion Route details
Hertzog Blvd Eastbound - Hertzog Blvd Westbound – Heerengracht - Adderley St - Wale St – Long St - Kloof St - Kloof Nek Rd - Camps Bay Dr – Victoria Rd - Argyle St - Tree Rd - Geneva Dr - Camps Bay Dr. Sea Point - CBD - Garden Centre Forward Direction: Beach Rd - Queens Rd Circle - Queens Rd - Regent St - Main Rd - Three Anchor Bay Rd - Beach Rd - Breakwater Lane - Port Rd - Dock Rd circle - Dock Rd - Roggebaai District access road - Lower Long St - Coen Steytler Ave - Heerengracht - Table Bay Blvd - D F Malan St - Hertzog Blvd Eastbound - Hertzog Boulevard Westbound - Heerengracht - Adderley St - Wale St - Long St - Orange St - Annandale Rd - Mill St - Mill St off ramp eastbound - Maynard Southbound - Mill St on ramp Westbound Reverse Direction: Mill St on ramp Westbound - Mill St - Annandale Rd - Orange St - Buitensingel St - Loop St - Wale St - Adderley St - Heerengracht - Hertzog Blvd Eastbound - Hertzog Boulevard Westbound - D F Malan St - Table Bay Blvd - Heerengracht - Coen Steyter Ave - Lower Long St - Roggebaai District access road - Dock Rd - Dock Rd circle - Port Rd - Breakwater Lane - Beach Rd - Three Anchor Bay Rd - Main Rd - Regent St - St Andrews Rd - Beach Rd. Camps Bay - Sea Point - CBD Forward Direction: Victoria Rd Southbound - Houghton Rd - Camps Bay Dr - Victoria Rd northbound - Queens Rd - Regent Rd - St Andrews Rd - Beach Rd - Queens Rd - Regent Rd - Main Rd - Somerset Rd - Riebeek St – Long St - Strand St – Adderley St - Heerengracht - Hertzog Blvd Eastbound Reverse Direction: Hertzog Blvd Westbound - Heerengracht – Adderley St – Strand St - Loop St - Riebeek St – Somerset Rd – Main Rd – Regent Rd – St Andrews Rd - Beach Rd - Queens Rd - Victoria Rd – Houghton Rd - Camps Bay Dr - Victoria Rd Northbound F04 F05 F06 Fresnaye - CBD Forward Direction: Beach Rd - Queens Rd - Kloof Rd - Ave Fresnaye - High Level Rd - Strand St - Adderley St - Heerengracht - Hertzog Blvd Eastbound Reverse Direction: Hertzog Blvd Westbound - Heerengracht - Adderley St - Strand St - High level Rd - Ave Fresnaye - Kloof Rd - Queens Rd - Regent Rd - St Andrews Rd - Beach Rd. Vredehoek - CBD Forward Direction: Deer Park Dr - Highlands Ave - Upper Buitenkant St - Mill St (east) - Maynard St - Mill St (west) - Buitenkant St - Darling St - Adderley St - Heerengracht - Hertzog Blvd. Reverse Direction: Hertzog Blvd (west) - Heerengracht – Adderley St – Darling St - Buitenkant St - Mill St (east) - Maynard St - Mill St (west) - Upper Buitenkant St - Highlands Ave - Deer Park Dr - Frank Rd - Deer Park Dr. Bo-Kaap - CBD District 6 - Salt River Forward Direction: Bantam St - Yusuf Dr - Wale St - Adderley St - Darling St - Keizersgracht - Chester Rd - Coronation Rd - Upper Mountain Rd - Rhodes Ave - Upper Roodebloem Rd - Roodebloem Rd - Victoria Rd - Salt River Rd - Salt River Rd Circle - Albert Rd (east only) - London Rd (north only) - Foundry Rd (west only) Reverse Direction: Foundry Rd (west only) - Alfred Rd (north only) - Voortrekker Rd (west only) - Salt River Circle - Salt River Rd - Victoria Rd - Roodebloem Rd - Upper Roodebloem Rd - Rhodes Ave - Upper Mountain Rd - Chester Rd - Keizersgracht - Darling St - Adderley St - Wale St - Yusuf Dr -
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New no.
F07 F Ta>CBD F08 F09 F10 F11 F12
Route identifica tion
City Bowl Circle Line Tamboers kloof - CBD
Route details
Bantam St. Forward Direction: Kloof St - Hof St - Rayden St - Molteno Rd - Montrose Ave - Upper Orange St - Lincoln Rd - Sidmouth Ave - Homeleigh Ave - Fitzherbert Rd - Deer Park Dr - Highlands Ave - Florida Rd - Davenport Rd - St James St - Derry St - Noordelik Ave - Barnham Ave - Windburg Ave - Crassula Ave - Roeland St - de Villiers Rd - Tennant St - Keizergracht - Darling St - Adderley St - Heerengracht - Hertzog Blvd Eastbound - Hertzog Boulevard Westbound - D F Malan St - Table Bay Blvd - Heerengracht - Coen Steytler Ave - Long St - Kloof St. Reverse Direction: Kloof St - Buitensingel Rd - Loop St - Lower Long St - Coen Steytler Ave - Heerengracht - Table Bay Blvd - D F Malan St - Hertzog Blvd Westbound - Hertzog Blvd Eastbound - Heerengracht - Adderley St - Darling St - Keizergracht - Tennant St - de Villiers Rd - Roeland St - Crassula Ave - Windburg Ave - Barnham Ave - Noordelik Ave - Derry St - St James St - Davenport Rd - Florida Rd - Highlands Ave - Deer Park Dr - Fitzherbert Ave - Homeleigh Ave - Sidmouth Ave - Upper Orange St - Montrose Ave - Molteno Rd - Raydon St - Hof St - Kloof St. Forward Direction: Warren St - Albert Rd - Woodside Rd - Brownlow Rd - Burnside Rd - Kloof Nek Rd - Kloof St (southbound) - Camp St - Upper Orange St - Hatfield St - St Johns Rd - Plein St - Darling St - Adderley St - Heerengracht - Hertzog Blvd. Reverse Direction: Hertzog Blvd (westbound) - Heerengracht – Adderley St – Darling St - Plein St - St Johns Rd - Hatfield St - Upper Orange St - Camp St - Kloof St (northbound) - Kloof Nek Rd - Warren St. Mamre - Atlantis Pella - Atlantis Silverstream/ Dassenberg Rd intersection - Dassenberg Rd northbound only - Main Rd westbound only - Turnaround at Frans St Circle - Main Rd southbound - Lang Ave - Seemeeu st southbound only - Enon St eastbound only - Moravia St southbound only - Poiet St southbound only - Silverstream Rd eastbound only - Dassenberg Rd - Charel Uys Dr - Grosvenor Ave - Athens Ave - Anna Ave - Wesfleur Cir - Current Taxi Facility Current bus turnaround in Pella - Pella Rd - R304 (Charel Uys Dr ) - Arion Dr. - Wesfleur Cir - Current Taxi Facility Sherwood - Atlantis CBD - Avondale Sherwood Rd and Nottingham Rd - Deerlodge Rd (one-way loop clockwise) - Knysna Rd - Jonkershoek Rd - Malvern - Nottingham Rd - Sherwood Rd - Brutus Ave - Anna Ave - Wesfleur Cir - Current Taxi Facility - Meermin Rd - Palmer Ave westbound only - Grosvenor Ave southbound only - Meermin Rd northbound only (till Palmer Ave) Saxonsea - Atlantis Town Centre - Protea Park Kent Cr & Hermes Ave - Kent Cr anticlockwise only - Hermes Ave - Grosvenor Ave - Hoop Cr - Figilante St - Hoop Cr - Grosvenor Ave - Anna Ave - Wesfleur Cir - Current Taxi Facility - Sampson Rd - Curlew St - Magnolia St - Gardenia St - Disa St - Dahlia St - Kerria Ave - Acacia Cir - Kerria Ave - Gardenia St - Magnolia St Atlantis Town Centre - Atlantis Current Taxi Facility - Wesfleur Cir - Sampson Rd - Curlew St - Fiskaal St - Starling Rd - Reygersdal Dr - Bloembosch Rd (John Dreyer St) - Neil Hare Rd (anticlockwise) - John van Niekerk St (down towards Neil Hare) - Niel Hare
V1, 21 January 2010

New no.
F13 F14 66
Route identifica tion
Industrial Big Bay - Bayside Centre
Route details
(southbound) - William Gourlay - Turn around at Bus terminus Duynefontein – Melkbos strand Atlantic Ave/ M14 - Atlantic Ave - Napolean Ave - Narcissus Ave - M14 - Dunker St - Charles Hoff Ave - M14 - Birkenhead Dr - Waratah Ave - Turnaround on grass 'verge' on the SW Quadrant of Birkenhead/ Waratah Ave intersection M14 and Comorant Ave - M14 - Sir David Baird Dr - M14 - Blaauwberg Rd - Marine Cir - Porterfield Rd - Link Rd - Parklands Main Rd - Raats Dr (turn around at Table View Mall) F15 F16 F18 F19 Blouberg Sands - Parklands - Bayside Centre Blaauwberg Industria - Bayside Centre Salt River - Montague Gardens Bayside Centre - Montague Gardens Sandown Rd and Rochester Rd - Sandown Rd northbound only - Windlass Way westbound only - Port Place southbound only - Rochester Rd eastbound only - Sandown Rd - Sunningdale Dr - Humewood Dr - Ringwood Dr - Wood Dr - Study St - Pentz Dr - Raats Dr (turn around at Bayside Centre) Gie Rd Circle - Parklands Main Rd - Raats Dr (turn around at Table View Mall) Salt River Circle - Voortrekker Rd - Highclaire St - Royal Rd - Koeberg Rd - Freedom Way - Montague Dr - Koeberg Rd Blaauwberg Rd/Raatz Dr – Raatz Drive east – Gie Rd – Gie Rd south to Blaauwberg Rd - Koeberg Rd - Montague Dr - Bosmansdam Rd - Democracy Way - Freedom Way - Omuramba Rd - Koeberg Rd – Racecourse Rd. F Du>CC Dunoon – Century City Potsdam/ Usasaza Rd - Dumani Rd - Potsdam Rd - Killarney Ave - Koeberg Rd - Montague Dr – Link Rd – Railway Rd – Montague Dr – Century Ave – to circle at Century Boulevard (north)
V1, 21 January 2010

67
Name Mike Marsden John Martheze Jedd Grimbreek Walied Taliep Louise Muller Abdul Bassier Dawie Bosch Dave Beurger Hennie Viviers Department Service Delivery Integration IRT Project Office Consultant: MDA & Associates Corporate Services Shareholding Management IRT Business Plan IRT Consultant Roads & Stormwater Strategic HR Kylie Hatton Peter Sole Communication Transport Richard Bosman Strategic & Operational Support Glen Ho Cobus Hugo Ronald Kingma Ron Haiden Andrew Swanepoel Charles Fuller Gershwin Fortune Louis Holtzhausen Consultant: KPMG Roads & Stormwater 2010: Technical IRT Infrastructure IRT Consultant Consultant: Axios IRT System planning and modeling (Ops Plan) Transport Phone No 021 400 5010 021 400 4918 021 419 7733 e-mail mike.marsden@capetown.gov.za john.martheze@capetown.gov.za jedd@mdaprojects.co.za 021 400 9880 021 400 3940 021 400 5465 0825578597 021 400 4406 021 400 2596 021 400 4684 021 400 4735 021 400 3355 021 408 7332 021 400 2961 021 400 9352 021 400 3086 021 400-3135 021 419-2115 021 400-3886 021 400 4724 wallied.taliep@capetown.gov.za louise.muller@capetown.gov.za abdul.bassier@capetown.gov.za dawie.bosch@gmail.com dave.beurger@capetown.gov.za hennie.viviers@capetown.gov.za kylie.hatton@capetown.gov.za peter.sole@capetown.gov.za richard.bosman@capetown.gov.za glenn.ho@kpmg.co.za cobus.hugo@capetown.gov.za ron.kingma@capetown.gov.za ronald.haiden@capetown.gov.za andrew.swanepoel@capetown.gov.za cfuller@mweb.co.za Gershwin.fortune@capetown.gov.za louis.holtzhausen@capetown.gov.za
V1, 21 January 2010