Final report lubumbashi pt (fy89471)

Study on the success factors of a public transportation system in Lubumbashi Etude d‘identification des facteurs de clefs de succès pour un transport collectif sur Lubumbashi Final Report September 2013

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Content Summary ................................................................................................................................... 4 1. Study scope, objectives and agenda .................................................................................. 6 1.1. Background.................................................................................................................................................... 6 1.2. Criteria and objectives of the study ................................................................................................................ 6 1.3. Agenda of the mission ................................................................................................................................... 6

2. Review use and demand passenger transport services .................................................... 8 2.1 Lubumbashi and its Urban development ........................................................................................................ 8 2.1.1. Lubumbashi ............................................................................................................................................. 8 2.1.2. History of urban development ................................................................................................................. 8 2.2 Drivers of passenger transport demand .......................................................................................................... 9 2.2.1. Trends in Population ................................................................................................................................ 9 2.2.2. Income and economic activities ............................................................................................................... 9 2.2.3 Spatial plan/urban development ............................................................................................................ 10 2.3 Current use of minibuses and demand of passenger transport .................................................................... 11 2.3.1. Use and demand for public / collective transport .................................................................................. 11 2.3.2. User needs and perceptions of urban transport services ....................................................................... 13 2.4 Main conclusions on transport demand........................................................................................................ 14

3. Review of current passenger transport services ............................................................. 15 3.1 Vehicles fleets, use and operating conditions ............................................................................................... 15 3.1.1. Lubumbashi’s transport fleet and operating conditions ......................................................................... 15 3.4 Productivity and financial sustainability of the minibuses ............................................................................. 18 3.3 Conclusions on supply of public transport .................................................................................................... 19

4. Regulatory and institutional framework ......................................................................... 20 4.1 Decentralisation of tasks and responsibilities................................................................................................ 20 4.2 The Province of Katanga and Provincial Ministry of Transport ...................................................................... 21 4.3 Competences of the municipality ................................................................................................................. 21 4.4 Capacity of stakeholders for carrying out their tasks and responsibilities ..................................................... 22 4.5 Policy and financial framework ..................................................................................................................... 23 4.6 Conclusions .................................................................................................................................................. 24

5. Strategy for improvement of transport services ............................................................ 25 5.1 Lessons from past experiences ..................................................................................................................... 25 5.2 A basic strategy for improvement of transport services ................................................................................ 25 5.2 Contracting passenger transport services ..................................................................................................... 27 5.3 Consolidation of supply passenger transport operations .............................................................................. 27 How to deal with the private sector? .............................................................................................................. 27 5.4 Set up of appropriate institutional framework .............................................................................................. 28 5.5 Building technical capacity............................................................................................................................ 28 5.6 Adapting the Regulatory Framework ............................................................................................................ 29 5.7 Design a Global Mobility Plan ....................................................................................................................... 29 5.8 Basic principles for the bus system definition ............................................................................................... 30 5.9. Fare collection .............................................................................................................................................. 32

6. Implementation assistance plan and the input-output table ........................................ 33 6.1. Key issues and activities ............................................................................................................................... 33 6.2. Additional activities in the input-output table.............................................................................................. 38

Annexes ................................................................................................................................... 39 Annex 0: Mission TOR......................................................................................................................................... 39 Annex 1 : Compte rendu de la rĂŠunion de lancement de la mission ................................................................... 42

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Annex 2: History of urban development and outlook ......................................................................................... 47 Annex 3 : Maps of Lubumbashi .......................................................................................................................... 51 Annex 4 : About Taxes ....................................................................................................................................... 53 Annex 6 – Legal mandate Province ..................................................................................................................... 59 6.1.1 Legal frame for decentralization (notions) .............................................................................................. 59 Focus on cities institutional status .................................................................................................................. 60 Annex 7 Provincial MOT organisation................................................................................................................. 62 Annex 8 – Transport demand appraisal and OD survey at minibuses loading zones .......................................... 63 Annex 9 – Lubumbashi and Kinshasa updates (Transport issues) ....................................................................... 65

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Summary This preliminary study identifies key factors and preconditions that are essential for establishing and operating a sustainable public passenger transport system in Lubumbashi. These success factors need to be addressed in the project development phase. Actions to address these issues should be included in the work plan (input-output plan) for the next phase of the project’s development.

There is a considerable and growing demand for public transport services in Lubumbashi. At the same time passenger transport users already experience various problems in the supply of these services. Public transport users experience various problems, amongst other related to route coverage, waiting times, transfer requirements, safety performance, etc.

Currently, the supply of passenger transport services can not meet user demand in terms of coverage, quality and safety etc. Supply is fragmented across many private operators, operating without well-informed financial management or business planning.

Productivity and financial sustainability are too low due to inefficient operating practices, amongst others there are no coordinated network of routes, nor scheduled services and poor quality of buses results in lower availability due breakdowns and maintenance requirements.

Operators can not provide more/better services and finance increased maintenance and new vehicles, if their operations do not become more efficient. Efficiency can be increased by optimising network (including access to routes), schedules, bus fleet and consolidation of operators and access to network (market).

However, most of the potential efficiencies cannot be achieved under the current structure and business practices within the sector. On the one hand, the traditional operators are too fragmented, and are too deeply engrossed in, or preoccupied by, their individual operations and way of operating. In addition, data availability on transport use and (unserved) demand, that could allow better business and/or network planning, is low.

On the other hand, the current regulatory and institutional framework that is to guide and oversee the public transport sector to ensure accessible, safe, affordable operations of sufficient quality, is clearly not functioning properly.

The passenger transport sector is, in effect, largely unregulated.

The quality criteria and technical control system for vehicles need to be reviewed. There is no apparent mechanism in use that calculates and limits the maximum number of vignettes that is issued on an informed basis. Also, there appears to be no uniform methods or formula used for estimating tariffs for the various routes. In particular the relationship of fees with the actual operational costs is unclear. Overall capacity and capability for executing efficient public transport oversight and control is limited in both Municipality and Ministry of Transport at this moment.

In order to meet demands, change in the operational performance is required in the sector. In turn possibilities for improving operational performance largely depend on improvement of the regulatory and institutional framework.

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Any action plan for the sustainable development of the passenger transport system in Lubumbashi should therefore address both operational as well as regulatory and institutional framework issues.

The following elements are crucial success factors: • • •

• • • •

• •

• • • •

Increase data availability to allow good route planning and undertake a comprehensive sector analysis Formulate reform objectives based on a detailed analysis of problems and root causes Define suitable framework for transport management and operation. A study should be undertaken to define an appropriate framework to reform the passenger transport market. This study should determine the basic market structure.

Develop the institutional and regulatory framework in accordance with the chosen option Define Performance and quality standards of the services and operators Developing capacity for passenger transport planning/management and regulation/enforcement Developing capacity for passenger transport operations. A review should be carried out of operational, financial management and business planning capacity and a plan developed on how this capacity would be sufficiently developed and safeguarded in the new structure.

Strategy for (consolidation of) the minibus sector Defining a Global Mobility Strategy (Mobility Plan) for the city that takes account of and guides general transport (infrastructure) development to provide a framework for network design for passenger transport Preliminary design of passenger transport network and infrastructure Prepare a plan for transport fleet renewal and maintenance and financing plan Developing the financial framework for the sector, including business plans and an assessment of public finance implications A socio-environmental impact assessment should be carried out which entails an evaluation of the technical, economic, social and environmental impacts (in particular related to vulnerable groups) of the project and defines sufficient mitigating measures for any negative impacts.

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1. Study scope, objectives and agenda 1.1. Background The Facility for Infrastructure Development ORIO is funded by the Dutch Ministry of Foreign Affairs. ORIO encourages public infrastructure development in developing countries, contributing to the realization of good functioning, development relevant, public infrastructure in developing countries.

An application has been submitted to receive funding from ORIO for a project “Improving the public transport infrastructure in Lubumbashi, Democratic Republic of Congo” ORIO engaged a consultant to carry out a Preliminary Study (PS) on the success factors of a public transportation system in Lubumbashi. This condition for ORIO funding for the development phase was formulated in the selection letter dated 14 February 2013.

1.2. Criteria and objectives of the study The study is examining and indicating which factors and preconditions are essential for establishing and operating a sustainable public passenger transport system in Lubumbashi.

The study is providing a basic review the current transport system, as well as plans and investments proposed to further develop a sustainable public transport system in Lubumbashi.

The study is taking in account the project rationale and scope, including the preference for buses.

Finally the study reflects on the project Input-Output plan included in the project funding application and provides recommendations on measures or actions to be taken to create a project enabling environment (e.g. institutional, legal, policy, business) that would allow a feasible and sustainable project development.

After approval of the report, the results of this study could be considered as input for (terms of reference for) the next phase of the project development phase. The consultant’s recommendations will be need to be integrated by the project applicant in a revised Input-Output plan.

The results of the study shall serve as the basis for internal appraisal and approval process by ORIO. The study has been carried out by an independent consultant and in close consultation with the Provincial Ministry of Transport and a local research Lubumbashi University (Unilu).

1.3. Agenda of the mission The agenda of the mission had been the following: • Tuesday, 08/13/2013 at 9:30: Meeting with John Ngoye Kibambe, MOT, Preparation of the kick off meeting of the mission, • Wednesday, 08/14/2013 at 10:30: Meeting with the Mayor for an official launch of the mission,

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• • • • • • • •

Friday, 08/16/2013 from 7:30 to 12:00: On field visit with Lubumbashi’s transport department and exam of main bus routes, Monday, 08/19/2013, 8:30-11:45: Working on scenarios bus network with Lubumbashi’s transport department staff, Monday, 08/19/2013 at 11:45: Interview with Lubumbashi’s Mayor (focus on the tasks to be done, discussion of development scenarios of the city), Monday, 08/19/2013, 14:30-15:30: Update on the situation with John Ngoie Kibambe, MOT Tuesday, 20/8/2013, 9am: Meeting with Bailon about simplified surveys to be done, Tuesday, 20/8/2013, 11am: Meeting with Lubumbashi’s Mayor, Tuesday, 08/20/2013, 15-18h: Realization of OD surveys from the minibus station square (10 inspectors + transport service) Wednesday, 08.21.2013, 15-18h: Achieving further investigations OD on other departure points of minibus

Minutes of kick-off meeting held at the Town Hall on the 14th of August (in Annex 1) detail the content of data requirements.

The report presents review of the current situation in the passenger transport sector of Lubumbashi and describes the consultant’s view on the main success factors for sustainable development of a public passenger transportation system in Lubumbashi in accordance with the Terms of Reference (annex 0).

The consultant has been working on the report and exchanging with the local team to obtain complementary data. The consultant highly appreciates the valuable contributions and support of Lubumbashi’s transport staff and MOT delegation, allowing the consultant to prepare this report answering the questions listed in the Terms of Reference.

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2. Review use and demand passenger transport services This chapter provides a short description of the urban context of the project and the main drivers of passenger transport demand, before reviewing the use and demand for passenger transport services in Lubumbashi. This review is crucial input when assessing the need and necessity of plans and investments to further develop a sustainable public transport system in Lubumbashi.

2.1 Lubumbashi and its Urban development 2.1.1. Lubumbashi Lubumbashi is the second largest city of the Democratic Republic of the Congo (RdC) and capital of one of the 26 provinces, called District of Haut-Katanga, in the south-eastern corner of the country. Haut Katanga is 123,000 square kilometers with about 4 million inhabitants, lying near the Zambian border.

The city of Lubumbashi holds 1,373,770 inhabitants, according to the GeoNames geographical data base and 1,630,000 inhabitants in the agglomeration in 2012.

Lubumbashi is the mining capital of the Democratic Republic of Congo, acting as a hub for many of the country's biggest mining companies.

2.1.2. History of urban development Lubumbashi’s urban development started off in the early twentieth century as a small mining town with some 16.000 inhabitants. The city prospered with the development of a regional copper mining industry. Huge investments both in the mining industry and in transport infrastructure (rail line Elisabethville-Port Francqui and Elisabethville-Dilolo), turned the Katanga province into one of the world's major copper ore producers.

In less than a century the city developed into a large urban agglomeration holding over 1,5 million inhabitants and important commercial and national industrial activities. Because of the fast urbanization, the city has an extensive periphery. The agglomeration consists of several districts and “quartiers” that developed around the city center over the decades.

Lubumbashi’s historic urban development has been described in more detail in annex 2 with the help of Professor Kalaba of the University of Lubumbashi.

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2.2 Drivers of passenger transport demand Three main drivers for passenger transport demand are described in this paragraph: population, income and economic development and urban growth and form.

2.2.1. Trends in Population Lubumbashi, as Abuja, Bamako, Luanda and Nairobi, is expected to grow by between 47% and 50% in the next decade 1. This massive growth of the urban population will undoubtfully increase the demand for transport in coming years.

Table 2.1: Population development

2.2.2. Income and economic activities With the rise of economic activity and household income, also the demand and use of transport grow. Both of private car use and of public transport.

As mentioned Lubumbashi has grown into an important center of commercial and industrial activities. With the growth of economic activities also the populations income. The consultant had been told that the average income is in Lubumbashi around $450, to compare with a $215 in 2009 2 average wage - Questioned people (Enquiry on Conflict-Business Dynamics) on their activities (see text box). This is much higher than the DRC national average GDP per capita, which is low at $ 236 3 in 2011.

The stated professions of respondents to the same enquiry in Lubumbashi (2009) suggest an economy that is diversified and well established. A total of thirty-two professions were recorded.

The mining industry in Katanga has led to a concentration of ancillary services in Lubumbashi.

Hence there are significant numbers of invoice clerks, welders, drivers, guards, construction workers, phone operators, and secretaries. More than 12 percent of respondents described themselves as managers. However, single largest profession was sales or retail, with 25 percent of respondents placing themselves in this group.

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2

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African city populations will more than triple over the next 40 years, warns UN-HABITAT’s new report, The State of African Cities 2010: Governance, Inequalities and Urban Land Markets. http://www.unhabitat.org/content.asp?cid=9141&catid=7&typeid=46&subMenuId=0&AllContent=1 Conflict-Business Dynamics in the Democratic Republic of Congo, USIP’s Center for Sustainable Economies, the Bureau d’Etudes, de Recherche et de Consulting International (BERCI) in the DRC UNDATA, 2013

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It is expected that economic activities and personal income will continue to grow in Lubumbashi and both private car use and demand for public transport will grow with it.

2.2.3 Spatial plan/urban development The development of the urban sprawl is presented here-below based on research in ANAGEO/IGEAT, Université libre de Bruxelles 4.

As we may notice, the development had been radio-concentric without any noticeable distortion due to urban development along the main road axis.

Figure 2.1: Minibuses destinations

Extension of city sprawl; localization of housing and activities Many studies have shown that urban growth and in particular urban sprawl is associated with a bigger need for transport and also that further development of transport infrastructure and facilities support the further extension of the urban area and population, with damaging consequences to the economy of large cities 5.

Urban development patterns in Lubumbashi are also characterized by large urban sprawl. Urban extensions in Lubumbashi are progressing along the road to the airport; an extension to Kipashi is in course and new urban centers are or will be created.

Eight kilometers from Lubumbashi Central Business District and 18 kilometers from Luano International Airport, Kiswishi is now blooming (annex 2).

Luxury villas are mushrooming in the West of the city, in the core and around the very rich district of the Golf and Golf-Météo report, in the district of Combattants (Fighters), the Cercle Equestre (Equestrian Circle), as well as on the road of Kipopo.

Schools, commercial activities (shops and supermarkets), administration and banks are located in the center of the city, apart from the major universities that are located north of the city center, in Kassapa, not very far from the Kassapa’s Penitentiary.

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Comparison of standardized methods (object-oriented vs per pixel) to extract the urban built-up area : Example of Lubumbashi (DRC), M. De Maeyer, A.Sotiaux, E. Wolff a ANAGEO/IGEAT, Université libre de Bruxelles, Boulevard du Triomphe, CP240 1050 Bruxelles –mathieu.de.maeyer@ulb.ac.be For a basic explantation of this relationship see amongst others World Bank URBAN TRANSPORT AND CITY DEVELOPMENT

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In 2005, the city has 143 primary schools, with 119,184 pupils (almost as many girls as boys). The enrollment rate at primary level is 70% to 90% from 7 to 14 years, and is lower in the urban villages of the neighborhood.

In 1998, 92 secondary schools have 37,754 secondary schools children, twice as many boys as girls (assumed to be 40,000 in 2013). Its schools are mostly schools, colleges, general education institutes and technical schools rarely or vocational training centers. Between 60% and 90% of the population aged 15 to 21 years are attending these schools. The University students are now (2013) around 30,000 (25000 in the University’s Campus and 5000 studying at PSI and other institutes 6).

Most of Lubumbashi’s inhabitants do not live in close vicinity of these centers of economic activity and social service and rely on some form of transport to access these facilities. With private cars unavailable to most Lushi’s, developing public transport to increase accessibility to jobs and services. At the same time dealing with the negative effects of transport in relation to urban sprawl requires careful coordination of transport policies within a broader city development strategy, including amongst others well-planned transport infrastructure expansion, planned deconcentration and comprehensive management of land-use structure.

2.3 Current use of minibuses and demand of passenger transport

2.3.1. Use and demand for public / collective transport Although private car use is growing people mainly rely on some form of (public) passenger transport or walking.

In the Technical report 7, it has been estimated that between 300,000 and 400,000 people use the minibuses daily.

In order to verify this estimate Lubumbashi Head controller (Mr Bailon) and Justin Yuma (in charge of statistics) sent us the number of minibuses departing from different points in the city (see on next page) to the different destinations (1st column of the following table, sub lined in yellow).

The 2nd column express the number of trips from the inner city to the other parts of the city; the 3nd column express the number of trips ( from home to activity and from activity back to home) and the 4th column present the estimate for a normal day).

Table 2.2: Minibuses destinations Minibus destinations

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7

Nb minibus 15h - 18h

Nb Pax 15h – 18h

Nb Pax (Peak hours

In adding

Higher Pedagogical Institute (PSI); Higher Institute of Statistics (ISS); Higher Institute for Labour Studies (ISES); ISEC, ISTC; Major Seminary Lubumbashi; University of Lubumbashi; Protestant University of Lubumbashi (UPL); Ecole Supérieure d'Informatique Salama (ESIS); Higher Institute Interdiocesan Bishop Mulolwa (ISIM).

Appendix I - Improving the public transport infrastructure in Lubumbashi

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Hypothesis

(one way)

morning/evening)

Off peak hours

22 pax in a minibus

22 pax in a minibus

40 % of the peak hour traffic

Ville - Kenya

1170

25740

51480

Ville - Katuba

1440

31680

63360

Ville - Taba Congo

450

9900

19800

Ville - Kipushi

630

13860

27720

Ville - Kenya direct

630

13860

27720

Ville - Kisanga

720

15840

31680

Ville - GCM

684

15048

30096

Ville - Golf

1620

35640

71280

Ville - Mukala

720

15840

31680

Ville - Luano

270

5940

11880

306 8,640

6732 190,080

13464 380,160

Ville - Kawama Total

532,224

It can be assumed that not all the movements are taken in account and that some destinations are missing. Therefore the estimate might be increased by 15- 30% factor, leading to an overall “captured market� of 600,000 to 700,000 trips corresponding to 300,000-350,000 passengers.

Based on these calculations the consultant confirms that based on available information estimates in the technical report are reasonable.

Passengers primarily consist of commuters and secondary schools pupils and students. During an interview with Prof Kabala, it has been said that the 2 populations were fighting to get in the minibuses during morning and evening rush hours.

Based on interviews held, distances covered range widely a few hundred metres to a few kilometres. A rough estimate of the average distance is 1.5 km. At the same time people estimates received on the time spent on travelling to various destinations could amount to as much as to 25 hours a day. Explanations in the long travel time could be found in congestion, waiting time to board buses (queuing during rush hours and low availability after 18.00 PM) and time related interconnections, as it’s often necessary for passengers to transfer from one bus route to another during a journey (sometimes at some walking distance between route interchange points). It is noted that only rough data is available and that, for planning a new public passenger transport system, it is advised to collect more extensive data to verify travel patterns.

Travel demand in terms of origin and destination can be analyzed based on observed traffic.

Clearly, most traffic and thus demand is concentrated on the main routes between the city center and main residential areas, such as Golf, Katuba and Kenya. As minibus operators are free to choose their destinations, current offer concentrates where demand is highest.

At the same time some refining remarks need to be made.

Firstly, the level of detail on traffic between origins and destinations (OD) that could be provided is low. The consultant has prepared a methodology for a small and simple OD survey to obtain some additional information on travel patterns. However results from the survey have not been available at the time of reporting (20 September).

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Secondly it is noted that is has been frequently noted in interviews with the stakeholders that various destinations remain not, or hardly, served by the minibuses. Although the fact that areas currently remain un(der)served is not disputed, it is noted that at the time of this review no data was available, for example from household surveys, to thoroughly assess the scope of this demand. In any planning activity of new bus services should carry out a wider assessment of this demand.

Finally, it should be taken into account that transport ticket prices influence demand and that affordability impacts on (the frequency of) public transport use. Currently some €0.20-0.45 is paid for a one-way trip in a mini bus, covering a variable distance. Actual prices vary according to demand which means that during rush hour the prices are higher. People who commute with these minibuses have incomes of between a somewhat lees than a dollar up to ten dollar a day.

Average percentages of household income spent on public transport range between 8-16 % in developing cities world wide, with even higher averages observed for very poor urban households.

The situation in Lubumbashi fits the general profile, although extensive reliable date on affordability and expenditure for example collected through household surveys is not available. It is also clear that at current price ranges, transport costs take a significant percentage of household income and have a significant impact on demand. Although public transport is used extensively in Lubumbashi with the current fee levels in place, any restructuring of the public passenger transport sector would need to review fee structures in order to decide on an ‘optimum’ balance between fee levels, service levels, demand and thus financial sustainability of the sector. Such a balance is currently not in place, as will be further discussed in one of the following sections.

2.3.2. User needs and perceptions of urban transport services In a quick assessment of users’ needs and perceptions of urban transport services based on stakeholder interviews and test user surveys, the following problems have been identified: • Missing destinations, • Necessity to queue at minibus stations, especially during morning and evening rush hours (waiting time> time to fill up the 1st minibus to go), • Necessity to transfer for work on long distances (> 2 km) sometimes with luggage to transfer to a 2nd minibus …when the trip is from A to C (minibus from A to B and other minibus from B to C), • Obligation to pay two times on some trips, • Poor conditions of comfort and safety, • Fluctuating prices • Congestion created by mini bus services which stop at non-defined locations at the road (stopping on instead of beside the road) as well as excessive dwell times, • Problem to find a minibus after 18:00 PM, as many minibuses drivers stop working around 18:00, amongst others to reduce the “daily rent” that they have to pay to the minibus owner. When people leave work late, there have only few minutes left until the drivers return their vehicles to their owners.

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2.4 Main conclusions on transport demand Based on a review of the current use and demand for public transport services, the following is concluded: • There is a considerable demand for public transport services. At least 300,000 and 400,000 people use the minibuses on a daily basis.

• There will be a rapidly growing future demand for transport in general, resulting from rapid population growth, economic growth and further urban sprawl, and a demand for (public) passenger transport in particular, as car remains only accessible to few and a need to reduce congestion.

• (Good) Practices around the world demonstrate that developing the public transport system is only one element of the actions required to reduce congestion. It is recommended to design a wider transport policies that would be align within a broader city development strategy that includes well-planned transport infrastructure expansion (masterplan) and comprehensive land-use management strategy.

• Public transport users experience various problems, amongst other related to route coverage, waiting times, transfer requirements, safety performance, etc.

• Data availability on transport use and (unserved)demand, including unserved due to affordability issues, is low. Extending this database is crucial to allow good route planning, which is currently non-existent.

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3. Review of current passenger transport services The previous chapter described the demand for passenger transport services. This chapter reviews the supply side of the passenger transport market that needs to fulfil this demand. It describes the fleet and operating conditions as well as the productivity and financial sustainability of the sector

3.1 Vehicles fleets, use and operating conditions Having an adequate fleet is crucial to provide good quality transport service. Firstly, the size and quality of the fleet of importance. With too few vehicles it is likely that many routes and areas will not sufficiently be served passengers and waiting times and prices are likely to be higher.

When there are too many vehicles the fixed costs of a vehicle per passenger will be higher and thus profitability lower. A fleet that is too large could also result in congestion at bus stops, increase dangerous behavior (racing for passengers), and “unwanted behaviour” (ranging from impolite, low service standards to aggression) towards passengers and other operators.

A vehicle fleet in bad condition reduces the level of comfort for the passengers. It also reduces the fleets’ reliability and productivity, as vehicle tend to break down more often and need more maintenance.

Apart from the size and quality of the fleet, the utilization and availability of the fleet are important when reviewing passenger transport services. The former relates to use of the vehicle, such as the hours per day that a vehicle is in service, the kilometers driven or the share of the fleet that has been operational from the available fleet. Availability relates to the availability of the vehicle for revenue-earning work (instead of being in maintenance or broken down).

3.1.1. Lubumbashi’s transport fleet and operating conditions In Lubumbashi’s, passenger transport services are provided either by private operators using a wide range of private vehicles, including cars, motorcycles, bicycles; and collective transport means such as minibuses, company buses, school bus, shared taxis, private taxis (booking) and “taxis motos”).

The following fleet’s characteristics had been issued by the Lushi’s Municipality’s department of transport: Table 3.1 Vehicle fleet 2008 2013 Comments Private (individual) Passenger Transport Private cars 35 000 50 000 Cars parked in Lubumbashi : 25000 (Gross estimate) Ring roads to prevent unnecessary driving in the inner Trucks, lorries city Private motocycles 1000 Bicycles 5000 5000 Collective Passenger Transport Minibuses 3000 4000 16 seats extended to 22 School buses 0 10 University buses 0 15

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Company buses Shared taxis "" Taxis express (booking) Motocycle taxis (Manseba)

500 1000

300 1500 500 500 4000

Arrêté 060 (90 places) 4 seats 8 seats Suppression of custom taxes (JDK)

About cars Most of the imported cars are coming from Middle East, Japan and Korea and they are right drive.

The tax system in the DRC does not draw a distinction, with respect to the considered import The VAT rate is 16% for import operations, sales, services delivery and support There is an import ban in the DRC for ten years old vehicles, with a moratorium until June 17, 2013.

Cars are paying a parking fee on a yearly basis and are parked on the curbs, giving the feeling that the city is outnumbered by vehicles (25,000 cars on an average day).

Traveling by private car is only affordable to middle and higher income classes of the population.

Although car ownership is growing, it is likely that car ownership will remain unaffordable to large parts of the population. These people will have to rely on some form of public transport (or walking or bicycling) for their transport.

The growing private car fleet will however compete with public transport fleet for road capacity, increasing congestion. Therefore it is advised to develop an urban transport masterplan to plan and coordinate (road) transport infrastructure use and development in the future. Such plan would need to be developed in the next five years.

About motorcycles Mainly from China, motorcycles are more affordable than cars and are used as taxis by independents. The performance is almost equivalent to cars, the inhabitants of the outlying districts preferring them as means of transport because of the poor state of roads and the benefit they provide, taking the client at home in braving the potholes and the bumps, and sometimes late at night.

Bikers called "Manseba" in Lubumbashi or "Wewa» in Kinshasa are accused of causing several traffic accidents.

Considered as pariahs of the road despite their imposing presence, the bikers are the target of several criminal attacks and sometimes of road traffic police officers’ harassment (“over control”), however most do not have driver's licence or helmet. The legal inconsistency regarding the presence of motorcycles in transport is due to the fact that municipal and provincial authorities responsibilities are puzzled. Just a few rules communicated in the media (as the decision of the Mayor of Lubumbashi banning them from driving after 6:00 PM) intend to regulate the situation, currently without much effectiveness.

It is considered not realistic that the manseba can provide sufficient (sustainable) transport capacity to provide for Lumbumbashi’s transport needs.

About minibuses The current urban transport system in Lubumbashi is fully operated by small private companies.

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The minibus operators operating within the city limits have to obtain a vignette for their minibus before they are permitted to provide passenger transport services. The vignettes are supplied and registered by the municipality of Lubumbashi.

For minibuses 4,000 vignettes (usually with a capacity of 16 regular places extended to 22) have been issued in total since 2007, of which currently 2,500 are still operational and an unknown number of minibuses that illegally operate without a vignette. There is no mechanism in use that calculates and limits the maximum number of vignettes that is issued on an informed basis.

Although vehicles must pass a technical control (each 6 months) the quality of the buses is generally considered low. To improve this situation an in-depth review of the quality criteria and technical control system is needed. The review should lead to proposal to improve this situation.

These proposals should take clear notion the financial situation of the minibus sector.

Based on the information given by Justin Yuma, in charge of statistics, the numbers of minibuses parking/loading passengers and occupying street space at city center (at peak hour and off peak hour) are the following: Table 3.2: Minibuses loading zones and offer Identification of the loading zone

Location

Number of minibuses at peak hour

Travel distance

Loading time

60

Number of minibuses during off peak hours 12 (25%)

Train station place (to Ruashi) Katuba Golf Faustin GCM/Kisanga

Avenue Lumumba Av. Des Usines Av. Kapenda Av. Maman Yemo

8 Km

2 min

73 46 42

19 (26% 18 (39%) 9 (21%)

7 Km 12 Km 6 Km

3 min 4 min 3 min

In the inner center of the city minibuses are required to use official loading zones. Minibus operators pay parking taxes on a yearly basis. An additional “informal fee� is often requested for the driver to be allowed to load passengers on these locations. The minibuses are stationing in queues in different authorized places of the city (table 3.2), out of very congested avenues and they are leaving their place when all the seats are occupied.

This practice of full-vehicle-dispatching ensures a good load factor, but results in long periods of waiting, particularly at off-peak times, and reduces capacity along the route. It can also increase costs and reduce revenues. Increasing cost, as the waiting time to fill up the bus reduces the proportion of running time to idle time. Reducing revenues, as at hours of peak travel demand, the overall capacity to transport people may is too low to carry all passengers. As a result people could be deterred from using public transport, choosing to walk (or other means of transport) instead.

The scheduling or operations is not regulated or controlled by the authorities. Minibuses drivers are choosing the routes where they feel the transport market is the more rewarding. Operators are only driven by revenues and not by the public interest of creating access to affordable means of transport. On routes with low demand or during hours of the day with low demand, only few minibuses provide transport services, resulting in longer waiting and reduced accessibility in certain areas and at certain times.

17

3.4 Productivity and financial sustainability of the minibuses Productivity and operating costs Data on productivity of minibuses on a sector level are not available. The sector is highly fragmented, consisting of many small operators and drivers, where the driver is paying a daily “rental fee” to the owner of the vehicle and collecting fees from the passengers. An assistant is helping the driver for money collection.

Drivers nor operators keep detailed data or have adopted well-informed financial management or business planning. Any plan to improve the public transport sector would have to carry out a more detailed review of current productivity levels to demonstrate how it will improve under the proposed changes and also to demonstrate the impact on current operators.

Still from the current situation of the sector and the operating practices adopted in the current situation there clear that amongst others productivity at sector level is too low. Operating practices as described for Lubumbashi in previous sections of this report, have a significant impact on productivity and operating costs (and ultimately the level of service and fee costs). For example: • Poor quality of buses results in lower availability due to higher maintenance requirements and more frequent breakdowns until a bus eventually becomes beyond repair and obsolete.

• Utilization of buses is low, buses are not operating on a schedule, but on a full-vehicledispatching principle.

• It is widely reported that outside rush hours far fewer buses are operational causing people to have to wait for considerable time • Many small operators with limited planning capacity for business and operations possibly resulting in lower utilization levels as commercial opportunities are less likely to be spotted.

• Congestion, caused by driving and loading practices of minibuses, lowers productivity and increases operating costs.

Fees, revenues and cost recovery Currently some €0.20-0.45 is paid for a one-way trip in a mini bus, covering a variable distance.

Actual prices vary according to demand which means that during rush hour the prices are higher.

There appears to be no uniform methods or formula used for estimating tariffs for the various routes. In particular the relationship of fees with the actual operational costs is unclear.

What is clear, is that services are provided on a fully commercial basis. No operating subsidies are received. Thus fares must be at a level at which total revenue is enough to cover the full cost operations, including maintenance, replacement of assets and a margin for the operator. Given the technical status of the fleet, it is clear that too little is invested in maintenance, let alone renewal of the fleet. Limited information is available on actual level operator’s margins, however on average the margins are assumed to be so small that these could not cover extensive maintenance or renewal of vehicles.

It has been noted that the revenue of the minibus bus operators is reduced through competition from the informal sector (see also text box).

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Problem of management of the “informal” transport sector by the Public Authority Katanga: Relocation of some parking of buses in Lubumbashi, Kinshasa, 09/08/2013 The urban authority of the city of Lubumbashi, decided to decongest the city center to avoid traffic jams that impede the movement of road users and relocate some car parks of public transit buses.

Jean Oscar Sanguza Mutunda, Mayor of Lubumbashi, decided the relocation of some car parks of public transit buses in order to relieve congestion in the city centre, object of the traffic jams that impede the movement of road users. According to press release of the Town Hall, the urban authority prevents any recalcitrant driver who tries to pick up passengers or create parking outside official places, will be stopped his vehicle in foster for a month and will pay heavy fines in accordance with the law.

Following the announcement of this measure, carriers have raised Friday strike action forcing the inhabitants of the commune of Katuba to go to town on foot

3.3 Conclusions on supply of public transport Based on a review of the supply of public transport services in Lubumbashi it is concluded that: • Passenger transport services are provided by a fragmented group of public transport providers operating without well-informed financial management or business planning.

• There is no apparent mechanism in use that calculates and limits the maximum number of vignettes that is issued on an informed basis.

• The quality criteria and technical control system for vehicles need to be reviewed • Productivity and financial sustainability are low due to inefficient operating practices, amongst others there are no coordinated network of routes, nor scheduled services • A transparent formula for calculating public transport tariff should be developed • Current supply can not meet user demand in terms of coverage and safety etc • In order to meet demands change in the operational performance is required in the sector.

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4. Regulatory and institutional framework In general the main aim of the regulatory and institutional framework is to guide and oversee the public transport sector to ensure operations are safe, of sufficient quality and affordable; transport demand is met as much as possible and services are carried out in line with public policies.

Given that the previous chapter described the need to change public transport operations in Lubumbashi, this chapter will review the regulatory and institutional framework to identify issues that should be addressed when developing a public transport improvement plan.

4.1 Decentralisation of tasks and responsibilities The Democratic Republic of the Congo (DRC) is currently undergoing decentralisation through which the central government in the capital of Kinshasa is transferring certain functions and responsibilities to Provincial state structures in the interest of greater efficiency.

The organic law n° 08/016 of 07 October 2008 acts the composition, organization and functioning of the territorial entities decentralised and their relationships with the State and the Provinces.

The Province can further delegate responsibilities whilst remaining a control responsibility (see annex 6) The following table summarizes the respective competences (Annex 4) Table 4: Mapping of the roles and responsibilities of the key stakeholders in the urban transport Units

Roads (construction and management) Traffic control Transport infrastructures Urban Transport organization Taxes setting (agreement for passenger transport, parking fee, technical control, ‌) Agreement for passenger transport Vehicles registration Driving licence (Taxe TrÊsor) Organisation and taxes collection Technical control (minibus, bus) Fares policy and control Parking taxes Conventionnement des services Organisation des TC interurbains

Central Gov

Provincial MOT

National Roads

Province Roads x

Province of Katanga DR4 x Maintenance

Local Gov Lubumbashi Roads in the urban area x

x

Provincial Decision

Economy Department X controllers with police help x

Set up the tariffs (35, 40, 65 USD)

12 months

x x 6 months

70, 80 USD

annual x x

x x x

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4.2 The Province of Katanga and Provincial Ministry of Transport The Provincial MoT has been established in 2007to bear full mandate for the management of the transport sector in Katanga. The transport sector includes road, water and air traffic and related infrastructure. The described situation means that on Provincial level, the Ministry of Transport, as autonomous body, is the ultimate party in control of the transport sector. The Provincial MoT is under direct governance of the Governor of Katanga. The Ministry is headed by the Minister of Transport, Mr L. Kahozi Sumba. He is seconded by his senior counsellor of transport, Maitre John Ngoy Kibambe.

The Provincial MoT is responsible for road O&M activities. The province of Katanga receives a national budget from the Central Government, part of which is allocated to the Provincial MoT. The Provincial MoT is fully mandated to decide on the allocation of this budget towards its sector and related activities. Furthermore, it generates its own revenues in the form of road taxes and issuing of permits.

Provincial MOT Role in ORIO During the development phase of proposed ORIO project, it will act as coordinating Ministry to execute all tasks underlying the development study. It will also provide expertise on policy and logistics related to public infrastructure planning in the city.

During the implementation phase, it will be the main responsible party for the procurement and investment, and will coordinate the different stakeholders in implementing the infrastructure plan.

Also it will have a strong advisory role in establishment of the institutional entity which will bear managerial responsibility of the exploitation of the public transport system in the end. The provincial MoT will delegate the task of management and exploitation of the public transport infrastructure to a new institution established during the implementation phase.

4.3 Competences of the municipality The responsibility of the municipality covers nineteen fields of urban competences, including: • Construction and management of roads located in the urban area, • Granting of authorisation to operate a service of buses and taxis; the authorization of parking on the public curb; the establishment and approval of tariffs as well as the related collection of royalties, • Plan of development of the city, • Acts of disposition of a property of the private domain of the city and acts of decommissioning of property in the public domain of the city.

Following responsibilities 8 are within the competence of the Mayor: • Establishment of the transport tariffs of the public transportation, namely for taxis, shared taxis, fulafula, ….(this point is very important as it regulates the private minibus operation) • Authorizations of passengers transport as well as licensing of operators routes and schedule of transport, • Organization of parking lots, • Determination of the maximum number of taxis,

8

La faiblesse de l'autorité face à l'émergence de marché de pirates dans la ville de Lubumbashi, par Serge Kuhani Matende Kasongo, Universite de Lubumbashi - Licence en sciences politiques 2008

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• •

Agreement of garages and driving schools, Control of the transport fares.

The Municipality of Lubumbashi has established, under responsibility of MoT, a limited institutional capacity which registers and monitors the number of vehicles in the city. In addition it is responsible for tax revenues and issuing of car vignettes for which it avails of a separate department.

Apart from subsidies granted by the State, the city budget is relying on • Taxes or collection of fee relative to the operation of a bus service when this transport service does not exceed the boundaries of the city • Taxes related to private cars or mini-buses parking The table below provides an indicative overview for Lubumbashi Taxes Agreement for public transport Technical control of taxis Technical control of minibuses Parking taxes for taxis Parking taxes for minibuses Parking for Private vehicles (cars) Jeeps Lorries 5-9 tons Trucks 9-19 tons Trucks > 19 tons

2008

Lubumbashi Transport Budget Parking taxes for minibuses Parking taxes for private cars 18000 par véhicule Amendes

2008 150 millions

2013 Yearly basis 6 mois 6 months 1000 par jour 1500 par jour year year year year year

Details 30, 40, 50 USD 66 USD 77 USD 26 000 FC (per month) 20 000 FC 30 000 FC 40 000 FC 50 000 FC 60 000 FC

2013 305 millions 680 millions 12 millions ??

Concluding on the identification and attribution of functions and responsibilities for PT management between authorities, the consultant found that basic functions have been assigned.

At the same time the sector goes largely unregulated and some functions have only been implemented at a very basic level (sometimes not going beyond the identification of a responsibility).

4.4 Capacity of stakeholders for carrying out their tasks and responsibilities For the moment no staff at the MoT is working exclusively on urban transport issues. However it does support the local government of Lubumbashi in setting up decentralized technical services such as (1) Planning and project development, (2) Projects appraisal and statistics, (3) Control and regulation, (4) Accidents follow up among others.

The main capacity for managing the urban transport sector lies at the municipality. The table below outlines the main staff categories.

Transport organisation Head of Transport Department

Total: 150 Comments 1

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Number of controllers

Principal controller Bailon + 1 adjoint Supervisers Parking taxes collectors Agents de bureau

Papers control (driving licences, technical control and 12 public transport agreement) Control of respect of minibuses boarding zones and respect of set tariff.

2 Collection of minibuses parking taxes 116 16

Despite this man power, overall capacity and capability for executing efficient public transport oversight and control are limited in both Municipality and MoT at this moment. Shortcomings relate to: • General public transport planning ability, including insight in general demand (for example obtained through transport needs surveys and demographic counts), OD patterns, transport modelling.

• Economic regulation of public transport services, including knowledge of contracting strategies, administration of area/route franchising or tendering, etc • Experience in calculating public transport tariffs • Experience in setting quality standards and monitoring public transport operators’ performance The Provincial MoT is fully aware of the fact that it is reliant on external expertise of experienced parties to successfully develop, implement, operate and maintain a public transport infrastructure in Lubumbashi. It is recognising the fact that this requires the organisational, technical, financial and managerial skills to manage and control the provision of public transport services.

Whatever new role is proposed in the new structure to plan, manage, control and provide passenger transport services in Lubumbashi, it is clear that technical assistance is required to develop capacity and capability of the public institutions involved.

4.5 Policy and financial framework An review of policies or strategies guiding the development of the public transport sector brings the consultant to the conclusions that: • There is no policy document guiding the overall development of the sector. No intergrated and agreed set of policy objectives has been formulated.

• There is no overall strategy or masterplan guiding investments in the (public) transport sector.

Regarding the financial framework, previous paragraphs have described that the public transport sector generates revenues (through vignettes, taxes) that are allocated to the municipal and provincial budgets. However since the the public transport sector is entirely operated by the private sector without subsidies, there are no public expeditures dedicated to the sector. In case it is opted to maintain a situation where no public subsidies will be provided for the operation of passenger transport services, it should become clear from the operational/business plan for transport operation that revenues that can be collected from passengers are sufficient to cover all operational costs as well as maintenance and depreciation costs for fleet renewal.

Achieving long-term financial sustainability of the bus sector requires a number of elements to be in place, many of which are interdependent. Key among these are:

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• • • •

Pricing policy which enables full cost recovery Level of service consistently high to generate sufficient demand Demand sufficient to keep cost recovery tariffs affordable to end users Stable regulator to monitor the conditions above

4.6 Conclusions Based on a review of the regulatory and institutional framework for public transport services in Lubumbashi it is concluded that: • A basic set of regulations in place governing the passenger transport sector is in place in line with the otherwise largely unregulated passenger transport sector.

• The Provincial MoT has been established in 2007 to bear full mandate for the management of the transport sector in Katanga. Significant tasks related to passenger transport sector in Lubumbashi have been delegated to the Municipality.

• The capacity and capability for public staff for effective passenger transport planning/management and regulation of passenger transport is too low. Developing such capacity at the Authority responsible for these functions is a key success factor for efficient and effective planning and regulation of passenger transport. This would require significant technical assistance.

• Current transport operations are currently financially unstainable and operating without public subsidy. Without a proper financing of operators and institutions in the sector, supplying sustainable passenger transport is not possible. A plan should be developed that shows that all entities involved in passenger transport operations, planning and regulation can obtain sufficient financial resources to carry out their functions. To maintain a situation where no public subsidies will be provided for the operation of passenger transport services, a new operational/business plan for transport operation should be developed in which that revenues that can be collected from passengers are sufficient to cover all operational costs as well as maintenance and depreciation costs for fleet renewal. A stable regulator would be required to oversee transport operations and the tariff structure and pricing policy.

• There are no policy or strategy documents to guide overall development of the (passenger) transport sector. In order to assess and justify the need for action and to identify suitable measures, it is recommended to define and agree on policy and objectives to guide overall decision making and actions for the passenger transport sector based on a detailed analysis of problem and root causes.

• It is also recommended to develop a Global Mobility Strategy (Mobility Plan) for the city that takes account of and guides general transport (infrastructure) development, can provide a framework for network design for passenger transport that can increase the efficiency and effectiveness of the PT network design, as well as the efficiency and effectiveness of the overall transport network.

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5. Strategy for improvement of transport services 5.1 Lessons from past experiences As mentioned in the appendix I of “improving the public transport in Lubumbashi” 9, in the past, the public infrastructure of the province of Katanga was exploited by the Société Trans Katanga (STK) which was established during the time of Belgian colonization.

The STK was a central body operating under the responsibility of the Ministry of Transport in Kinshasa.

It failed to manage and operate the transport infrastructure in Lubumbashi properly. As a result, it ceased to exist in the 80’s.

In 2000, a company by the name of Trans Katanga 10was established in Lubumbashi, however still under prime responsibility of the Central Government, the Ministry of Transport in Kinshasa.

Trans Katanga was given responsibility for exploiting the whole public transport system in the province of Katanga.

During the decentralization process of DRC, the responsibility of Trans Katanga was transferred in 2003 from the Central Government to the Provincial MoT which was established that same year.

Despite the proper mandate, the Provincial MoT lacked the managerial, financial and organizational capacity and expertise to manage and exploit a public infrastructure in Lubumbashi.

On top of that, it had been provided with the earlier mentioned fleet of 60 second-hand buses from Italy without the necessary maintenance, service and knowledge transfer contracts.

The inheritance of the run-down fleet was an additional cause of the failure of this public transport initiative. With the lack of a proper maintenance, service and knowledge transfer contract, Trans Katanga ended with no operational fleet 11.

Staff of Trans-Ktanga was around 60.

5.2 A basic strategy for improvement of transport services Based on input collected during meetings with Lubumbashi Mayor and other stakeholders and the consultants review of the current situation in the public transport sector, actions and/or success factors for improving transport operations have been identified through a SWOT analysis (Opportunities and Threats of the Environment and Strengths and Weaknesses of the Transport system). This analysis is presented on the next page.

Operators can not provide more/better services and finance increased maintenance and new vehicles, if their operations do not become more efficient. Efficiency can be increased by optimising network (including access to routes), schedules, bus fleet and consolidation of operators and access to network (market).

Appendix I – Project description – Improving the public transport infrastructure in Lubumbashi, July 2012 Submitted by the Provincial Ministry of Transport, Province of Katanga 10 Arrêté Provincial n°0018 du 31 mai 2000 portant creation, organisation et fonctionnement d’un service dénommé “Trans Katanga” 11 Arrêté Provincial n°2006/0036/Katanga du 04 Juillet 2006 portant dissolution d’un service dénommé « TransKatanga » 9

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SWOT analysis

Environment (current and trends) . Unsatisfied transport needs (diametral trips, trips between quarters without necessity to cross the city), . Growing transport needs . Economic importance minibus sector . Low data availability demand patterns, productivity of minibuses . Vehicle requirements and inspection in place . Basic regulatory framework outlining responsibilities institutions in a situation with unregulated entry . Competition in the market . Low institutional capacity transport planning, regulation and enforcement . Low household income-> limited affordability . New tar roads with large widths (++) . Traffic regulation (to be set up in near future)

Public stakeholders objectives . Giving a more reliable public transport system to the inhabitants (service and fares) . Define and control the quality of Public Transport service, . Avoid a shift from minibuses to motorcycles as in many African or Asian countries, . Avoid traffic congestion . Avoid a too important public finance burden

Transport system (actual) . Organised with 4000 minibuses with highly fragmented ownership, without well-informed financial management or business planning . Low quality fleet and bad travelling conditions (uncomfortable, dangerous in many occasions). . Organisation with different loading zones obliging clients to walk from one zone to one another with difficult transfer conditions), . Strong impact on traffic congestions at peak hour, . Poor route coverage, . no route planning no scheduled services . Low profitability . Excessive through inefficient operating practices and poor vehicle maintenance . relationship of fees with the actual operational costs is unclear .

Success key factors for a new transport system with buses . Restructuring of the network and route optimisation . Introduction Business and management practices operators . Consolidation of the market, regulating access to the market for supply of passenger transport services (for example through area or route contracts) . Review and reinforce vehicle requirements and inspection . Adopt a negotiated strategy to consolidate and reinforce the minibus sector, minimising adverse social impacts . Increase data availability (demand, OD patterns, affordability) to allow transport planning . Review tariff policy using a formula that takes in to account variations in the cost of inputs and business levels . Insure a good maintenance of the buses, . Upgrade vehicle fleet presenting clear argument for gradual implementation or at once . Define an appropriate ownership and financing framework for acquisition of buses . Creation of dedicated body in charge of passenger transport planning, service control, contract management, surveys and data base maintenance ‌ Restructuring of the Public Transport Department at the Ministry of Transport or Municipal transport department . Regulatory revision to allow contracting passenger transport services and creation of a new dedicated body for passenger transport planning and regulation . Provide extensive assistance to develop effective regulatory capacity and capacity in public transport planning and management . Upgrading road network and allow enough space at bus terminals (++, in course), bus stops, and improve parking conditions for private cars . Adopt an overall transport policy and strategy to guide urban / public transport planning 26

5.2 Contracting passenger transport services Currently passenger transport operators are allowed to provide services on all routes and areas causing several undesired effects, as described in previous chapters.

To successfully address this situation it is advised to design and introduce a contract system that grants excusive rights to provide for the management and exploitation of the public transport services in a(n) area(s) or route(s). Alternatively rights to supply all bus services within a city or urban area could be granted to one publicly-owned undertaking with a management contract, making it a public monopoly.

In the ORIO project development phase a contracting strategy should be designed. Based on passed experiences it is noted that a public monopoly structure is inadvisable in most cases.

However, whatever the choice of the contracting strategy, a clear explanation of advantages and disadvantages of the chosen option compared to alternative options should be provided.

Once a contracting strategy has been agreed, a detailed contract template needs to be defined in line with international best practice.

5.3 Consolidation of supply passenger transport operations Transport operators need to have a sufficient size to achieve network, organisational and operational efficiencies, and to be able to generate surpluses.

Currently minibus bus services are being provided by a large number of private sector operators, with little or no coordination and – at sector level – unsustainable operating practices.

During the development phase of ORIO project a strategy will need to be drafted to identify and delegate the responsibility for the management and exploitation of the public transport to a suitable institution/organisation.

Options that should be considered include strategies that consider the formation of the public transport management and exploitation entity (partly) out of existing operation companies. The advantages of the chosen option should be compared to alternatives considered.

How to deal with the private sector?

The establishment of a new public transport entity with exclusive right for the operation of passenger transport service on (parts of ) the network in Lubumbashi, could have negative effects for current minibus operators. An environmental social impact assessment (ESIA) carried out in the development phase needs to identify the main effects of project proposals, in particular for minibus operators. The ESIA should be in accordance with the IFC Performance Standards on Environmental and Social Sustainability Based on the outcome of the ESIA a strategy should be proposed to redress any considerable negative effects.

One option suggested during stakeholder meetings was to maintain a “free market” scenario with quality control on technical quality of the vehicle on part of the network, for example the feeder

27

network away from the city center and the main trunk roads. Participants were convinced by the fact that “market” might self organize itself and minibuses drivers would offer their services on other parts of the network when faced with competition from a new main operator.

The PSIA would have to verify this. Also it should be demonstrated that safe and reliable transport on the feeder network will be secured and that this network will not be served in the same way minibuses currently operate on the (main) network.

The consultant advocates for trying to prepare the necessary evolution to avoid a revolution with unmanageable reactions of the private sector.

5.4 Set up of appropriate institutional framework Regardless of the final choice for the reform strategy it is highly recommended that the two functions of regulation and operation be kept separate. Analysis of a range of international good practice cases shows that the role of the passenger transport Regulator includes the following main functions: • Implement transport policy and strategy • Balance the interests of the customer and the suppliers • Manage competing demands for operating rights • Allocate market access and rights • Set conditions for participation by operators • Define performance and quality standards • Monitor performance and behaviour • Takes corrective action and imposes sanctions as required • Prevents excessive profit-taking In addition a Transport Managing Authorities typically take the following roles: • Regulate the passenger transport sector • Establish the design parameters for the service, and may design the network itself • Procure the passenger transport services, under permit or contract • Arrange support finance for services and for free/reduced rate travel for target groups • Provide the framework for, and may lead, the development of customer-facing services such as ticketing, passenger information, support facilities, and integration of these services The development phase should provide clear views on how these roles will be fulfilled and by what institution/organisation. It will result in an advice on the organisational and managerial setup, Human Resource (HR) policy and implementation plan, financial administration, etc.

5.5 Building technical capacity Extensive assistance to develop effective regulatory capacity and capacity in public transport planning and management is deemed necessary: • Technical assistance for adapting the legal framework and the creation of a legal entity responsible for management and exploitation Public Transport (PT) services and buses.

This is highly important

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•

• •

Technical assistance for the design and logistic implementation of the public transport system including the establishment and roll-out of the infrastructure entailing the ticketing system, physical lay-out of the traffic routing indicating optimal traffic routes for the public buses and alternative routes for existing minibuses Technical assistance for drafting an exploitation plan for the sustainable operation and maintenance of the PT services and buses Technical assistance in the recruitment of staff and training of staff involved in the future exploitation of the entity responsible for operations and maintaining the (PT) services and buses (employees of the PT authority, drivers and ticket agents)

5.6 Adapting the Regulatory Framework The Regulatory Framework needs to be changed to support the new passenger transport business framework. It should designate the new transport authority, define its governance structures, and define its functions and scope of authority. Relationships with other key stakeholders such as Municipality and Province (MOT) should be defined.

5.7 Design a Global Mobility Plan It is necessary to adopt a Global Mobility plan characterized by the following components (written in French … ) Global Mobility Plan Mesures pour dégager les trottoirs et les rendre plus agréables . Création de zones de parking authorisés en périphérie proche (identifier des poches de stationnement possibles) . Création de parkings en surperstructure (moins cher) ou en souterrain . Possibilité de bétonner . Plantation d'arbustes résistants .…

Soigner l'intermodalité . Gare routière bus près de la gare . Correspondance de certaines lignes de bus avec les gares interurbaines … si possible . Prévoir des arrêts à proximité des écoles, lycées, universités Organiser le fonctionnement des voitures . Renforcement formalités permis de conduire . Organisation du stationnement . Tarification du stationnement (paiement à l'usage et non forfaitairement annuellement) . Emplacement de parcs de stationnement en périphérie ?

Les sud africains ont proposé de faire payer le stationnement de surface mais sans financement d'infrastructures Faciliter le fonctionnement des TC . Asphaltage des routes (déjà fait) . Création de couloirs de bus réservés . Organisation des correspondances . Respect des spécifications des giratoires . Encoches au niveau des ralentisseurs . Matériel fixe : Abris bus aux PA . Asphaltage des voies de desserte fine => attractif pour les minibus

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5.8 Basic principles for the bus system definition Current plans for developing a route network for public transport services have been reviewed from an operational perspective. Key attributes of the future public transport (expected) are the following: o Simplicity and good coverage extent of the transport offer (diametric lines are preferred to radial lines, generally the 2 ways with the same itinerary), o Peak hour interval < 5-7 mn and off peak hour < 20 mn, o Avoiding the city center if not necessary, o Well positioned bus terminals and bus stops, o “Easy to memorise” time headings and frequencies, o Reduced travel times (not too many bus stops … distance minimum between 2 successive bus stops >150 m) and selection of routes avoiding as much as possible congestion difficulties. o Good information at bus stops, o Good transfer conditions (limiting accident risks), o Comfortable buses (frequencies and bus capacity in accordance with transport needs on determined routes), not overloading o Good roads to insure good travelling conditions The consultant studied with attention the very exhaustive scenarios proposed by Lubumbashi transport team.

Other complementary comments for designing Lubumbashi’s bus network are listed here-below: o Two extreme versions of network may exist : (1) a network that allows to go “from anywhere to anywhere” (with very low frequency on each of the lines and very expensive) and an other one with many connecting points ( strong frequencies and less expensive), o Don’t multiply routes in the inner city (2-3 NS and 2-3 EO axis at maximum) … the width of the corridor attracted by a definite line is defined by the bus stop grid (150 m usually) and disks of 150 m radius around the bus stops, o Favor possibilities for transfer from one line to the other … o Locate bus terminals outside of the city in order to save some kilometers at the service start in the morning, o Select adequate locations for 2 depots …not very far from the center (for example, one could be positioned on the other side of the railway line).

Suggested architecture of connections with other modes is the following: o Redeployment of minibuses offer from the main bus terminals to external districts, o Use of minibuses on small lines bypassing the city center, o Use of taxis in the center to ease transfer from bus stops to other locations

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Basic design principles represented)

(only few lines are

LUANO

Bus lines avoiding the city centre

KALUBE

Possibily of minibuses use on small lines

Railway Taxis inside the ring

GOLF Transfer stations

KEMPEMBA

KARAVI minibuses at bus lines terminals

KENYA KATUBA

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5.9. Fare collection A fare collection strategy should be defined. An interim fare collection solution based on paper tickets will be preferably implemented at the beginning (set up of the bus network and transport system).

City of Lubumbashi might prepare contract(s) for the ticket printing, ticket system management, secure ticket distribution and cash collection, and station management including sales of tickets.

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6. Implementation assistance plan and the input-output table As described in this report the provision of passenger transport is financially not sustainable. To address this situation considerable change is required in the sector. Based on the findings of a Preliminary Study on the success factors of a public transportation system in Lubumbashi, key issues and activities have been identified for the further development of passenger transport in Lubumbashi.

These issues will need to be addressed in the project development phase. The activities will be need to be integrated by the project applicant in a revised Input-Output plan.

6.1. Key issues and activities The main tasks to be realized that need to be included in the input-output table for the project development phase are summarised in the table below. It also provides with an indicative number of mandays required to perform these tasks.

Main tasks Comprehensive sector analysis, including: •

full review of transport demand including household and user

•

Review OD patterns

•

number and identification of operators and (operable) fleet; fleet

Man days 45 days

survey

capacity; •

productivity operators

Problem Analysis and Definition reform objectives Definition an appropriate framework to reform the passenger transport market through a study that provide a clear justification for the preferred options/model.

Development of the basic institutional and regulatory framework, including • Review current systems for vignettes and vehicle standards into account.

• Governance structure definition for the passenger transport planning/management and regulation/enforcement • Definition of its functions and scope of authority • Review of the current legislation and regulations and adaptation new regulatory framework, laws and/or regulations • Design of contract specifications and agreements for the delivery of passenger transport services Definition Performance and quality standards of the services and operators Capacity building for passenger transport planning/ management and regulation/enforcement, including: • development effective organisation structure • identification funding and financing mechanism •

25 days 25 days

120 days

15 days 80 days

Sourcing and training of staff

Capacity building plan transport operators based on a review of operational, financial management and business planning capacity Development transport fleet and maintenance and financing plan for bus renewal Preliminary design of passenger transport network and infrastructure

50 days 35 days 80 days

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Definition of Mobility Plan for Lubumbashi Set up of strategies for minibuses offer in coordination to buses Developing the financial framework for the sector all entities involved in passenger transport operations, planning and regulation, including: • Creation of a framework for revenue collection and enforcement • Creation of a framework for setting public transport tariff • Business plans for all entities • Basic assessment of public finance implications of the current plans and a public budget to cover the cost of urban transport services Social and Environmental Impact Assessment Total

60 days 20 days 60 days

65 days 680 days (equivalent to 2 man x year)

1. Data availability and comprehensive current sector analysis Required to allow a thorough analysis of (problems in) the passenger transport sector, analysis of root causes of problems and to allow the preparation of well-informed measures to improve delivery of passenger transport services.

Action: Currently only basic data to describe and analyse the sector are available. An in-depth analysis of the sector should be conducted, including amongst others a full review of transport demand; OD patterns; affordability; number and identification of operators and (operable) fleet; fleet capacity; productivity operators, using KPI like trips per day, % in service, passengers and revenues per vehicle per day, load factor etc; operating costs.

2. Determining reform objectives based on a detailed analysis of problems and root causes

Required to assess and justify the need for action and to identify suitable measures Action: Carry out an analysis of problems and root causes to provide a framework for determining policy objectives.

Define and agree on policy and objectives to guide overall decision making and actions for the passenger transport sector. Objectives will need to be prioritised as some objectives may be incompatible.

3. Define suitable framework for transport management and operation

The regulatory and institutional framework is to guide and oversee the public transport sector to ensure operations are safe, of sufficient quality and affordable; transport demand is met as much as possible, and services are carried out in line with public policies.

The preliminary study concludes that the current market model is not functioning: Passenger transport services are provided by a fragmented group of public transport providers without effective coordination and oversight. Market entry and service quality control are not effectively regulated and/or controlled.

Action: a study should be undertaken to define an appropriate framework to reform the passenger transport market. This study should determine the basic market structure. Within this structure the relationship between at least the following roles or functions need to be taken into

34

account: transport operator, passenger transport planning Authority/Manager and passenger transport Regulator.

Options range from the current largely unregulated system to a public monopoly, with in between various forms of tendered services, such as net- or gross-cost area or route contracts.

The study should provide a clear justification for the preferred options/model.

4. Develop the institutional and regulatory framework in accordance with the chosen

option The regulatory and institutional framework needs to be changed to support the new passenger transport business framework and to enable the sector to develop and change.

Action: a formal policy decision should be taken to implement the preferred option/model.

Following this decision a comprehensive review of the current legislation and regulations should be carried out. This review should also take into account the current systems for vignettes and vehicle standards into account.

Functional requirements for the new regulatory framework should be specified, taking into account international practice. The appropriate public authority or authorities for the passenger transport planning/management and regulation/enforcement need to be defined, as well as their governance structures, functions and scope of authority. Important tasks/functions that need to be allocated include amongst others allocation of market access and rights; setting conditions for participation by operators; procure contracts; definition of performance and quality standards; monitoring performance and behaviour; taking corrective action/ sanctions; the development of customer-facing services; set tariffs and financial policy, etc..

Based on the above, a new regulatory framework, laws and/or regulations should be defined and adopted. Finally, contract specifications and agreements for the delivery of passenger transport services need to be designed in compliance with the new regulations 12 and in line with international best practice.

The institutional and regulatory framework should be in place before the operation and maintenance phase starts, or at least before new buses can be procured.

5. Define Performance and quality standards of the services and operators

Performance and quality standards provide the basic quality levels that need to be met (and enforced). They also affect the capital cost of vehicles and operating costs. A lack of, or badly designed, standards easily result in bad service provision.

Action: Define and monitor performance and quality standards of the services and operators. The vehicleâ&#x20AC;&#x2122;s specifications must take into account any cost implications, and the revenue required to cover these costs.

Standards should be designed, or at least approved by the new authority designated with this task (see regulatory / institutional framework)

12

In the consultantâ&#x20AC;&#x2122;s view situation based on unregulated services or a public monopoly would be inadvisable.

35

6. Developing capacity for passenger transport planning/management and

regulation/enforcement The preliminary study concludes that the capacity and capability for public staff for passenger transport planning/management and regulation of passenger transport is too low. Developing such capacity at the Authority responsible for these functions is a key success factor for efficient and effective planning and regulation of passenger transport under the new regulatory framework.

Action: develop an effective organisation structure, including a clear mission, adequate empowerment and financial resources and funding mechanism. Source qualified, professional core staff for the new Authority. In case a significant number of staff is transferred to the new Authority from public bodies at Municipal and/or Provincial, an analysis and plan should be provided to show that these public bodies would not remain understaffed. Equip this staff with adequate data collection and analysis systems. Carry out a staff and training needs review to develop a training programme to further develop professional skills.

7. Developing capacity for passenger transport operations Passenger transport services are provided by a fragmented group of private operators, working without well-informed financial management or business planning. The introduction of wellinformed financial management and business planning to run passenger transport operations is a key success factor for sustainable development of the sector.

Action: The entity responsible for passenger transport operations depends on the chosen market model and/or the capacity of a private operator(s) selected. A review should be carried out of operational, financial management and business planning capacity and a plan developed on how this capacity would be sufficiently developed and safeguarded in the new structure.

8. Transport fleet and maintenance and financing plan for bus renewal Having a vehicle fleet that is of sufficient technical quality to provide reliable, comfortable and safe transport services is a key success factor for providing sustainable passenger transport services. This requires proper maintenance.

Action: Based on the operational plan and a review of the current fleet (if any) of the proposed operator, the need for acquiring new buses should be assessed. Also a study should be carried out to identify the best solution (existing workshops, new workshops owned and/or managed by the public/private bus operator or another public/private entity) to guarantee proper maintenance. Also financing options for renewal of the fleet should be proposed. These will largely depend on the opted marked model.

The study should provide a clear justification for the preferred options

9. Preliminary design of passenger transport network and infrastructure The preliminary study concludes that current operating practices are inefficient, amongst because there are no coordinated network of routes, nor scheduled services. Congestion, caused by loading practices of minibuses, lowers productivity and increases operating costs.

Reviewing and redesigning the route network, frequency and schedule of services and location of bus stops are key success factors for sustainable development of the sector.

36

Action: Carry out a study that results in the design of the network and operational plan for transport services. It would include at least the definition of the routes; type of route; location and design of bus stops, terminals and depots; minimum frequencies during the total day and in peak hours; start and end hours; fleet capacity on each route. The business plan for the operator(s) are clearly related to this plan.

Also, the above should be in line/ harmonised with contract(s) given to operator(s).

10. Defining a Global Mobility Strategy (Mobility Plan)

Defining a Global Mobility Strategy (Mobility Plan) for the city that takes account of and guides general transport (infrastructure) development, can provide a framework for network design for passenger transport that can increase the efficiency and effectiveness of the PT network design, as well as the efficiency and effectiveness of the overall transport network.

11. Strategy for (consolidation of) the minibus sector The sector is highly fragmented, consisting of many small operators with insufficient scale and capacity, to benefit from economies of scale, obtain long term financing, etc.. The preliminary study advises to introduce exclusive rights for operator(s) to operate on a route or area.

Operators should be big enough to operate an entire route or area.

Action: Whatever changes are made, the future of the existing owners and their vehicles must be taken into account. A plan and strategy, which is based on dialogue with the minibus sector, should be developed for the future of the minibus sector. In the consultantâ&#x20AC;&#x2122;s view, consolidation of the sector should be promoted. Replacing existing minibuses by new larger companies or banning (especially a sudden ban) the minibuses from operating in their current areas or routes is likely to meet extensive opposition. For consolidation of the minibus sector options to be considered include forming associations, legal unions or consolidated companies. It is noted that merely the transfer of existing minibus routes to locations currently not served, is not likely to provide a sufficient solution for the future of the minibus sector and the sustainable development of the passenger transport sector as a whole.

12. Developing the financial framework for the sector, including business plans Without a proper financing of operators and institutions in the sector, supplying sustainable passenger transport is not possible.

Action: A plan should be developed that shows that all entities involved in passenger transport operations, planning and regulation can obtain sufficient financial resources to carry out their functions.

An assessment should be provided of public finance implications of the current plans and a public budget required to cover the cost of urban transport services.

Issues that need also need to be addressed, including: creation of a framework for revenue collection and for setting public transport tariff (+ ticketing system).

13. Social and Environmental Impact Assessment

The socio-environmental impact assessment should identify any social impacts (in particular on vulnerable groups) as well as environmental impacts and should provide sufficient mitigating measures for any negative impacts.

37

Action: A socio-environmental impact assessment should be carried out which entails an evaluation of the technical, economic, social and environmental impacts (in particular related to vulnerable groups) of the project and defines sufficient mitigating measures for any negative impacts.

6.2. Additional activities in the input-output table Apart from the key issues that need to be addressed in the project development phase, it is recognised that the input-output table for this project development phase should make allowance for project management and the preparation of a work plan for the Implementation phase and O&M phase, based on the findings of studies and activities conducted in the project development phase.

Detailed project plan for the Implementation phase and O&M phase This deliverable will result in a document describing the activities, actors, time tables and budget for successfully implementing, operating and maintaining the proposed ORIO project. It will include a description on the procurement methods to be applied by the DRC. Project Management This includes supervision of the project and coordination of the different actors to ensure a timely and efficient implementation of the development phase.

15 days

40 days

38

Annexes Annex 0: Mission TOR

Terms of reference Congo for study on the success factors of a public transportation system in Lubumbashi A. Background The Facility for Infrastructure Development ORIO is funded by the Dutch Ministry of Foreign Affairs. ORIO encourages public infrastructure development in developing countries, contributing to the realization of good functioning, development relevant, public infrastructure in developing countries.

An application has been submitted to receive funding from ORIO for a project “Improving the public transport infrastructure in Lubumbashi, Democratic Republic of Congo” ORIO is seeking to engage a consultant to carry out a Preliminary Study (PS) on the success factors of a public transportation system in Lubumbashi. This condition for ORIO funding for the development phase was formulated in the selection letter dated 14 February 2013.

B. Criteria and objectives of preliminary study The preliminary study should examine and indicate which factors and preconditions are essential for establishing and operating a sustainable public transport system in Lubumbashi.

The study will provide a basic review the current transport system, as well as plans and investments proposed to further develop a sustainable public transport system in Lubumbashi. The study will reflect on the project rational and scope, including the preference for buses.

Finally the study is to reflect on the project Input-Output plan included in the project funding application and provide recommendations on measures or actions to be taken to create a project enabling environment (e.g. institutional, legal, policy, business) that would allow a feasible and sustainable project development.

After approval of the PS report, the results of this study provide input for (terms of reference for) the next phase of the project development phase. The consultant’s recommendations will be need to be integrated by the project applicant in a revised Input-Output plan.

The results of the PS shall serve as the basis for internal appraisal and approval process by ORIO. The PS will be carried out by an independent consultant and in close consultation with the Provincial Ministry of Transport and a local research bureau/university. The study should be carried out by a party other than VDL Groep, Advance Consulting, StiB or Van Enckevoort.

The PS will be financed by ORIO. The study should be aiming to be finalized in July 2013

C. Scope of work C.1 Description and Assessment of the Existing Situation 1a Review use and demand The Consultant shall make a description of the current transport situation in Lubumbashi and assess the various transport modes.

• Review the existing relevant documentation regarding urban transport and spatial planning, etc (documents will be made available by applicant and ORIO) • Review and describe urban transport patterns, demand for public / collective transport which is currently being fulfilled by the minibus sector • Review and describe user needs for and perceptions of urban transport services (eg coverage, service, frequency etc.). A small sample survey might be required to establish or verify public transport needs • Estimate projections of population and broad trends in its spatial distribution in the service area and future service demand projections • Reflect on the level of data available (qualitatively and quantitatively) and recommend on issues for further study.

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1b Transport infrastructure and services • The current transport system and service provision will be described evaluated. To this end, the consultant will describe and assess the key attributes of the (public) transport network and services.

• Review the current traffic situation and assess the main problems related to (public) transport services and their root causes. Issues to be included include route coverage, service capacity, transfer requirements, congestion, safety issues etc.

• Assess current fee levels and affordability of public transport services • Reflect on data availability and recommend on issues for further study.

1c Legal and institutional framework • Review and assess the policy and legal framework for delivery of public transport services in Lubumbashi.

• Map the roles and responsibilities of the key stakeholders in the urban transport sector including those responsible for transport infrastructure; traffic regulation; delivery of transport services (mainly minibus sector); licensing operators, routes and vehicles; and control of fares • Assess the capacity of these stakeholders for carrying out these tasks and responsibilities, as well as the level of information and systems available for monitoring performance • Review and reflect on the level of public expenditures and public financance management related to the urban and public transport in Lubumbashi C2 Reform options 2a Institutional reform options Reform measures must also be designed to ensure that the problems are addressed and the objectives are achieved.

• Based on the review of the policy framework make recommendations on the city’s public transport objectives and main drivers for reform (financial, service and operational, social).

• Identify and reflect on suitable reform options for the delivery and management and control of public transport services in Lubumbashi.

• Review the performance of previous projects aimed at establishing a municipal public transport company providing bus based public transport services in Lubumbashi in order to further define the risks and chances.

• Recommend appropriate changes in the roles and responsibilities of various existing stakeholders ( and identify how these would be affected. Briefly describe their organisational structure and identify the major issues that would need to be taken into consideration and addressed at the level of both public authorities and current minibus sector.

• Assess the availability of staff and capacity to implement these changes and time, actions and (level of) assistance required to implement these changes • Recommend on issues for further study and development that need to be included in the project’s InputOutput plan in relation to institutional issues 2b Network and Operations • Review and recommend on current plans for developing a route network for public transport services from an operational perspective. Identify issues that would need to be taken into consideration and require further studying (traffic and demand, [access] trunk and feeder routes, etc).

• Identify the main elements that should be addressed in an exploitation plan for the sustainable operation and maintenance of the PT services and buses and assess the capacity and assistance needed to design such a plan.

• Review current fare collection methodologies and prepare recommendations on any alterations that might be required under the new structure. Which issues should be considered and require further study?

• Identify an appropriate structure for financing public transport in Lubumbashi.

C3 Implementation assistance plan • Suggest an approach towards implementing the reform plan by identifying the main steps of a reform agenda.

It should indicate the issues that need to be included in the project Input-Output plan, including a description of objectives, outcomes and outputs; the main issues to be resolved within each step, the timing of each step and a rough estimate of the level of assistance required for each step (kind of expertise, mandays).

C4 Review Input-Output plan • The consultant’s recommendations will be need to be integrated by the project applicant in a revised InputOutput plan. The consultant will carry out a review and comment on the quality of the redrafted Input-Output plan to assure that all the relevant elements of this study have been included in the revised Input-Output plan.

The consultant will prepare a short note which explicitly includes a statement on whether the activities and associated costs described in the revised Input-Output plan are useful, necessary and properly budgeted.

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D. Approach & Methodology The study will carry out a basic assessment critical factors enabling a successful project development. The study will be based on a combination of desk review of project documentation provided by the applicant and the client, interviews and the consultant’s knowledge of international best practice examples. The depth of the analysis reflects the number of man days for this study.

E. Reporting The Consultant will report to ORIO whilst liaising closely with the Provincial Ministry of Transport and the Municipality. The consultant will discuss the proposed reform option and actions with the Provincial Ministry of Transport Company and the Municipality.

As the main deliverable of this Assignment the Consultant shall submit to ORIO - a file compatible to Word - a detailed report and in accordance with section A (background of this TOR) the factors and preconditions which are essential for establishing and operating a sustainable public transport system should be identified. These factors should be clearly defined and presented in such a manner that they can be used as a deliverable or study in the following In-Output plan.

The reporting language is English.

F. Experts • •

International public transport expert, team leader – 22 man days, including travel (approx. 15 field, 7 home) National transport expert – 15 man days

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Annex 1 : Compte rendu de la réunion de lancement de la mission Lubumbashi, le 14.08.2013

Compte Rendu de Réunion de Lancement de l’étude d‘identification des facteurs de clefs de succès pour un transport collectif sur Lubumbashi Date : 13/08/2013 en mairie de Lubumbashi Rédacteur : Olivier Crouzier, Consultant Ecorys Participants à la réunion et personne pressentie Interlocuteur Fonction Jean-Pierre Ilunga Ngwej Charles Masangu Baylon Kabongo John Ngoye Kibambe Jean Claude Asungu Sylvain Mbulwa Olivier Crouzier Prof. Kalaba

Maire Directeur du Bureau du Maire, coordinateur urbain Chef Service/transports Contrôleur principal/ transports Conseiller Transport Cons/Techn. Goupro Cons/Eco& Fin&Dev Consultant Ecorys Observatoire UNILU-L’SHI

N° Tel

e-mail

(0)81 815 09 65

jeanpierrengwej@gma il.com

(0)99 703 07 22 (0)99 701 12 37

baykab@yahoo.fr

+ 243 81 064 88 32 + 243 99 548 24 16 + 243 81 064 88 32 (0)99702 46 15 (0)82 345 67 74 (0)99 704 14 95

john.ngoie@yahoo.fr jcasunu@gmail.com

ocrouzier@wanadoo.fr A contacter par la suite

La réunion a été ouverte par Mr Le Maire qui a rappelé l’importance d’avoir un véritable transport public pour Lubumbashi.

Il déplore le retard de la mission d’étude des facteurs clefs de succès pour un transport collectif à Lubumbashi (attendue en Juin et finalement réalisée en Août 2013) Il demande au Consultant de rappeler le contexte de cette étude préliminaire.

1. Agenda général du projet Le Consultant rappelle l’agenda général du projet et la consistance de la mission/étude de faisabilité Dates Dossier/actions Commentaires er 2011 1 dossier de candidature au fonds Orio Jugé non éligible ème 07.2012 2 dossier de candidature au fonds Orio 09.2012 Rapport d’analyse de la demande de prêt Orio ORIO12/CG/03-Development Phase Grant Appraisal Document “Improving the public transport infrastructure in Lubumbashi, Democratic Republic of Congo” 14.02.13 Courrier de sélection (Selection Letter) Mention d’une condition de réalisation d’une étude sur les facteurs de succès au niveau

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12.08.13 26.08.13

Ecorys désigné par le gouvernement hollandais pour engager un consultant pour l’étude Conduite de l’étude avec l’aide des partenaires (Direction Provinciale du MOT, Gouvernorat et ville de Lubumbashi, …)

Le cahier des charges de l’étude traduit en français a été distribué par John Ngoie aux participants.

Le consultant rappelle les objectifs et la consistance de l’étude : . Identifier les facteurs et pré-conditions essentiels pour établir et exploiter un système de transport collectif à Lubumbashi, . Analyser le transport actuel ainsi que les projets et plans d’investissements proposés pour développer un système de transport stabilisé, financièrement équilibré et à impacts environnementaux positifs (« sustainable ») à Lubumbashi, . Apporter les éléments complémentaires explicitant le choix du mode bus (par rapport aux autres solutions/modes possibles) dans le contexte particulier de la ville , . Apporter des recommandations sur les mesures et actions à prendre pour créer un environnement global favorable au projet (sur les différents plans institutionnel, législatif/réglementaire, politique et économique).

Les résultats de l’étude permettront de compléter le cahier des charges pour la phase suivante de développement du projet et viendront renseigner le processus d’évaluation Orio.

Mr Le Maire et les participants insistent sur la nécessité de travailler le 3ème point avec attention car il sera important pour convaincre progressivement les habitants et les acteurs économiques et de transport (minibus).

L’intérêt de constituer - dans un futur proche - une organisation des transporteurs a été évoqué par les participants, une telle organisation permettant de préparer et d’accompagner les changements du système de transport.

2. Feuille de route du Consultant et plan d’actions 2.1 Organisation de la mission Le Consultant rappelle la nécessité d’identifier un correspondant mairie (Charles Masangu) et un représentant MOT/Gouvernorat (John Ngoie) Les 2 personnes identifiées aideront le consultant à obtenir les rendez-vous nécessaires et réaliser les actions nécessaires.

2.2 Liste des actions prévues (remises en forme au niveau du CR de réunion) Les tableaux suivants rappellent les tâches prévues au cahier des charges de l’étude, les informations recherchées, les modalités choisies et les résultats de traitement des informations attendues.

Il est prévu que le consultant utilise les modalités d’intervention suivantes au long de son étude : . Examen de la documentation disponible,

43

. Entretiens en face à face (pour obtenir des informations particulières et des points de vue individuels), . Visites sur sites (pour mieux appréhender le contexte) . Tables rondes (pour mise en commun des informations recueillies et travail sur des options alternatives) Ces tableaux pourront être complétés au cours de la mission.

Objectif

Informations recherchées

Besoins de transport et fréquentation Démographie et Projections de population, données de évolutions de la planification urbaine (urban planning) ville

Détermination des Nombre de minibus en circulation (sur besoins de chaque axe) et nombre de trajets transport effectués (OD ?, temps de trajet, …)

Connaissance des Qualification des besoins des habitants besoins des (personnes transportées) habitants Evaluation du système actuel (offre/service) Evaluation du Localisation des départs/dépose des système actuel minibus et détermination des axes de transports actuels Identification du niveau d’offre actuel sur les différents axes, temps d’attente et de trajets.

Evolution du parc Evolution des taux d’équipement en 2R, de véhicules voitures individuels, taxis express, taxis, minibus Données de trafic Connaissance des données de trafic sur et état des routes les différentes voiries/routes Etat actuel des grands axes routiers (largeur, nombre de voies, revêtement/état) Politique tarifaire Tarifs pratiqués (en fonction des actuelle et future distances, en HP/HC) Acceptabilité par les voyageurs Cadre actuel institutionnel et réglementaire Paysage Organisation actuelle institutionnel Rôles et responsabilités des différents acteurs (régulation de trafic, gestion du stationnement, organisation des transports, taxes perçues, contrôle des tarifs pratiqués.

Budget actuel des Budget de la ville (évolution au cours dépenses de des dernières années) et abondement transport de l’Etat, du Gouvernorat, …

Mise en évidence des investissements de la collectivité liés à l’usage des minibus

Modalités Travail avec le professeur Kalaba (Observatoire UNILU-L’SHI) et examen de l’Atlas Informations de MM Mbulwa et Asungu Plan actualisé de la ville et des localisation des zones d’urbanisation prévues Lancement de comptages au niveau des points de départs en CV (analyse des modalités en cours) Mise au point d’un court questionnaire et réalisation d’interviews pendant les temps d’attente des personnes.

Vendredi 16.08 avec Baylon Kabongo : 7:3012:00 aux points de départs vers le CV Séance de travail avec les responsables de transport

Sources ?

Données transmises par John Ngoie

Recueil des informations

Données de décentralisation (textes et pratiques) Description de l’organisation transports de la ville, de l’organisation des autres fonctions avec impacts sur les transports Données transmises par le Directeur du Cabinet du maire et par le chef de service transport

44

Objectif Informations recherchées Modalités Analyse des scenarios à venir et des mesures d’accompagnement Approfondissement Temps de trajet (avant/après) Définition des campagnes d’enquêtes de la connaissance Distances parcourues nécessaires (ménages, OD) et de comptages des besoins de Fréquentation des différentes lignes Suggestions pour un modèle de trafic adapté transport et de la Parts modales fréquentation Choix du mode Argumentaire de choix du mode Benchmarking avec les autres réseaux d’agglomération similaires avec prise en compte du contexte spécifique de Lubumbashi) – travail du consultant Etablissement d’une liste de critères et de la qualité de réponse des différents systèmes/modes – travail en commun Description du futur Détermination des corridors de Visite de terrain réseau transport Travail en concertation avec les responsables Principes de conception du réseau transport de la ville et du MOT lourd (lignes diamétrales, radiales, lignes express ?) et des lignes secondaires ou à la demande avec minibus Localisation des points de correspondance possibles.

Localisation du (des) dépôts et du centre d’exploitation Définition d’une offre Planification des services du réseau de Identification des outils de planification de service bus (fréquences en HP/HC) et des opérationnelle nécessaires (Consultant) services du réseau de minibus Exploitation et Description des conditions Définition des niveaux de maintenance maintenance d’exploitation et de maintenance réalisables sur place (définition des associé au transport par bus équipements et staff nécessaire) avec revue du dossier de candidature Implication des acteurs locaux Conditions de transmission de Contractualisation de la maintenance l’exploitation progressivement aux préventive/curative avec les fournisseurs de équipes congolaises (après 10 ans bus d’exercice par société internationale) Politique tarifaire et Politique tarifaire (à examiner en table ronde) billettique/monétique Billettique/monétique : Recommandations du consultant Organisation pendant les phases de préparation du projet Proposition de Identification des mesures Travail en commun sur un plan des mesures mesures de préparatoires possibles : préparatoires (table ronde) préparation au projet o Constitution d’organisation des propriétaires de minibus o Organiser des réunions d’information, o Travail en commun sur la réorganisation des lignes Propositions pour Type de contrats possibles, estimation Travail en commun sur la base d’une exploitation des des subventions nécessaires (si les tarifs présentation par le consultant services de sont baissés par rapport à la situation bus/minibus actuelle) Proposition pour le Organisation future des transports Réflexion sur la base des données transmises management et le (tâches à réaliser, staff et outils par le consultant (table ronde) contrôle nécessaires

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Objectif Accompagnement institutionnel

Plan d’investissement complémentaire

Informations recherchées Informations sur les points nécessitant des améliorations et propositions une nouvelle répartition de compétences Identification des investissements routiers nécessaires, implantation d’abris bus, …

Modalités Travail du consultant (examiné en table ronde)

Examen par les responsables de la ville, du MOT et du gouvernorat

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Annex 2: History of urban development and outlook Lubumbashi prospered with the development of a regional copper mining industry. Huge investments in the 1920s, both in the mining industry and in transport infrastructure (rail line Elisabethville-Port Francqui and Elisabethville-Dilolo), turned the Katanga province into one of the world's major copper ore producers.

From 1930 to 1960 The population of the city (Elisabethville at that time) grew apace from approx. 30,000 in 1930, to 50,000 in 1943 and 180,000 in 1957.

As was customary in sub-saharan colonies, the city centre of Elisabethville was reserved for the white (European) population. This population consisted mainly of Belgians, but there were also important British and Italian communities, as well as Jewish Greeks.

At that time, Congolese were only allowed to be present in the white city during the day, except for the house servants ("boys") who often lived in precarious dwellings ("boyeries") in the backyards of the European city houses. The black population lived initially in a so-called “cité indigene”, quartier Albert (actual Kamalondo), south of the city centre and separated from the white city by a 700 metres wide neutral zone.

With population growth new indigenous “quartiers” were created, that still form the main suburbs of present-day Lubumbashi: Kenia, Katuba, Ruashi.

From 1960 to 2013 Because of the fast urbanization, the city has an extensive periphery. The following new “quartiers” self developed around the city centre: Golf, Kalumbe, Luano, Kampemba, Kenia, and Karavia. Outside these “quartiers”, there are also highly populated areas like Gecamines, Tabacongo, Kilobelobe, Mpolo. The table below provides an overview of the urban districts of Lubumbashi anno 2013.

List of Districts and quarters QUARTERS (Quartiers)

URBAN DISTRICTS (Communes N°

ANNEXE

KAMALONDO

KAMPEMBA

KATUBA

KENYA

LUBUMBASHI RUASHI

1

KISANGA

KITUMAINI

BEL-AIR 1

N'SELE

LUALABA LIDO GOLF

BENDERA

2

KASUNGAMI

NJANJA

BEL-AIR 2

BUKAMA

LUAPULA MAMPALA

CONGO

3

MUNUA

BONGONGA

KIMILOLO

LUVUA

LUMUMBA

KALUKULUKU

4

NAVIUNDU

KAMPEMBA

MWANA

GAMBELA

MATOLEO

SHABA 5

LUWOWOSHI

KAFUBU

UPEMBA

MAKUTANO

LUANO

6

KASSAPA

INDUSTRIEL

KINYAMA

KALUBWE

SHINDAIKA

7

KIMBEMBE

KIGOMA

MUSUMBA

KIWELE

KAWAMA

8

KALEBUKA

HEWA BORA

LUFIRA

7

7

KISALE KAPONDA N. 8

2

8

10

3

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Interview with Mr Kalaba, Professor at the University of Lubumbashi (Unilu), Director Coordinator of the Observatory of urban change (OCU), Friday 16.08.2013, 14:30-16:00 Lubumbashi, “White” City, was planned for 300000 inhabitants.

Originally a mining town, Lubumbashi changed its role to become an industrial city. The growth of other functions is explained by successive economic developments and the role of the city as the metropolis of the province of Katanga and the economic capital of the country.

In 1923, based a first official number of the population, the city had 16.180 inhabitants constituted by 13.990 natives and 2.190 whites.

In 1944, there were 60.915 inhabitants in Lubumbashi. Ten years later, this is to say in 1954, 112.011 inhabitants including 11.006 (9%) expatriates.

The Census of 1960 reported 195.571 inhabitants representing an increase of 50% in 5 years. From 1960 to 1965, period of secession of the Katanga province characterized by many disorders, many city dwellers had been leaving the city because of the insecurity to take refuge within the region.

Security being insured in the country with the advent of the new regime in November 24, 1965, a large part of the population that left the town returned back. This return takes place very often accompanied by all the family bringing a sudden population increase in 1970 up to 318.000 inhabitants including 30.184 foreigners.

Road infrastructure and transport In 2008, main roads had been paved and urban lighting is implemented.

Truck traffic will be channelled on a circular route from the East (Katuba-Karavia), in order to avoid continual road degradation.

There is a great difficulty in rush hour; workers are competing with the children going to school (in the outskirts in the morning and in the inner city at 5:00).

The students are around 30,000 (25000 in the University Campus and 5000 studying at PSI and other institutes.

Pupils of secondary schools are about 30000 with respective peak hours on 7:00-7:30, 12:00-12:30 and 16:45 - 17:15.

Urbanization Urbanization progresses along the road to the airport; an extension in Kipashi is in course and new centres are created (refer to Annex 2).

New housing preferences Concerning housing, houses have the preference of Lushois. Luxury villas are mushrooming in the West of the city, in the core and around the very rich district of the Golf and Golf-Météo report, in the district of Combattants (Fighters), the Cercle Equestre (Equestrian Circle), as well as on the road of Kipopo.

In the provincial capital, the real estate market is saturated and the prices are skyrocking. Certain promoters (developers) are going to build somewhere else, in particular to Luano City, in periphery (outskirts).

This real estate frenzy is, for some people, a solution to place their income and to answer a double need: that to accommodate, in particular, a population in good purchasing power and

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which does not find any more a sufficient offer in the former (old) urban area, but also to shelter the activities which develop everywhere in the city and its urban area (agglomeration).

Urban Master Plan for Lubumbashi (starting in 2008) The Urban Development and Local Capacities Strengthening Support Programme for the cities of Kinshasa and Lubumbashi in Congo (PRODEV) - amounts to 4 million euros - aims to promote an urban environment and management conducive to social and economic development by making coherent the activities of various stakeholders, such as the government, the local authorities and the civil society.

Within the PRODEV project it has been intended to elaborate the Masterplan of Lubumbashi (Katanga province).

Formulation, in collaboration with BEAU, of an Urban Reference Plan for Lubumbashi City (1,5 million inhabitants), comprising (i) an urban profile, (ii) a municipal profile, (ii) a mapping of future urban extensions area, (iv) a priority investments programme, (v) capacity building on the various technical fields involved.

Renaissance Partners, the investment unit of Moscow-based Renaissance Group, plans to build a 6,400- acre city in the Democratic Republic of Congo as it seeks to benefit from Africa’s urbanization.

The Russian firm is working on a master plan for the new urban center after securing the land outside Lubumbashi, the country’s second-largest city… Renaissance is considering similar projects in Ghana, Nigeria, Senegal and Rwanda, he said.

“The West has peaked in terms of economic growth and the new markets are in Africa,” Meyer, 39, said. “And the main drivers of this growth in Africa are going to be cities.”

Renaissance’s Lubumbashi project will be more than double the size of Tatu City, the $5 billion center that the Russian firm is building from scratch outside the Kenyan capital of Nairobi. The Moscow firm, headed by Stephen Jennings, plans to take advantage of Africa’s economic growth and emergence of a growing urban middle class demanding better infrastructure.

Kiswishi’s Primary Development Area Kiswishi will create a new satellite city in close proximity to Lubumbashi. Located on a 4,000 hectares concession of virgin land on the road to Likasi, eight kilometers from Lubumbashi Central Business District and 18 kilometres from Luano International Airport, Kiswishi is on the natural expansion path of vibrant Lubumbashi The construction of the Spatial Development Concept follows a systematic layered approach, where different elements or building blocks of the concept build onto one another based on their mutual relationships and interdependencies.

The development concept starts off with the existing natural features on the site as these form the primary building blocks of the development concept.

The next layer of the development concept is the major movement routes that act as the conduits of development throughout the site.

The development concept then indicates the areas of concentration of predominantly nonresidential activity. The final layers are made up of the different districts and neighborhoods in between the movement and activity network.

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Kiswishiâ&#x20AC;&#x2122;s Master Plan Kiswishi will be a new sustainable, mixeduse town outside of Lubumbashi, centered on the concept of work-live-play, providing a comprehensive mix of land uses to cater for all the needs of its residents and visitors. This will include residential developments, retail, commercial, tourism, social facilities and recreation

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Annex 3 : Maps of Lubumbashi

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City Map of Elisabetville

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Annex 4 : About Taxes

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55

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Annex 5 : Alternate architectures of transport system in Lubumbashi

(Lines description : tables of data to be filled up)

Fonction de la ligne . Structurante . Secondaire

Diamétrale Radiale de rocade

Bus Minibus

Tableau des lignes de bus possibles

N°

Origine

Destination

Fonction

Longueur

Type/marché

Passage CV ?

1 Golf

Unilu

Rocade

non

2 Kalameshi 3 Golf 4 Liobelobe

Unilu Texaco Kenya

Rocade Rocade

non non

5 Kenya 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58

Kenya Katuba Katuba Katuba Katuba Naviundu Naviundu Golf Cité Karavia Katuba Salongo GCM CGM Makomeno Camp préfabriqué Péage Terminus Golf Centre Ville Centre Ville Centre Ville Foyer Katuba Kenya Centre Ville Centre Ville Centre Ville Centre Ville Centre Ville Centre Ville Centre Ville Centre Ville Centre Ville Centre Ville Katuba Salongo Centre Ville Centre Ville Kamalondo Centre Ville Centre Ville Centre Ville Centre Ville Centre Ville Centre Ville Centre Ville Centre Ville Rail Kenya Appolo Centre Ville Congo Centre Ville Zambia Ruashi Kilobelobe Ruashi Centre Ville Rails

Liaison vers commune annexe

Liwowoshi Kasapa Ruashi Kasapa Ruashi Craa Kasapa Texaco Munua Munua Kenya Golf terminus Golf Meteo Naviundu Foyer Katuba Tshiamalale Gecamines Quartier Kisanga Katuba Matshipisha Katuba Kenya Tabacongo Avenue du 30 juin Tabacongo Kasapa Unilu Quartier Lido Golf Golf Malela Golf Munua Ka Bulameshi Quartier Kalubwe Centre ville Bel Air- Mukala Kilobelobe Kilobelobe Ruashi I Ruashi II Luwowoshi Sapinières Kaleja Texaco Aéroport de la Luano Radem Kawama Malambwe Tabacongo Kalebuka Congo Kiwele Luwowoshi Kenya Radem Double Poteau Radem Aéroport de la Luano Joile Site Kinsevere

Liaison vers Université Diamétrale Sud Ouest-Est Diamétrale Sud- Nord Diamétrale Sud- Est Diamétrale Sud Est- Nord

Liaison courte (2km) Liaison courte (..km) Liaison courte (..km)

Liaison vers Université et vers Kasapa Liaison vers Université et vers Kasapa Fourche/ligne précédente Merci de repérer Naviundu sur un schéma Merci de repérer Naviundu sur un schéma Merci de repérer Munua sur un schéma Merci de repérer Munua sur un schéma

Ligne CV vers périphérie proche

oui oui oui oui oui ? ?

oui

Ligne radiale

Départ: Place de la gare

Départ:Avenue Kambove Départ: Avenue Adoula Départ: Avenue Kambove Départ: Avenue Kamanyola coin Lisaki Départ: Avenue Maniema Départ: Avenue Luapula Départ: Gare centrale Départ: Gare centrale Départ: Gare centrale Départ: Avenue Luapula Départ: Gare centrale Départ: Gare centrale

Ligne radiale

Liaison courte (2km)

Liaison Est- Nord Est

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Line 6 : example of a line that could be transfered to minibuses

Line 8 : Question : Is it interesting to avoid the city center ?

Line 9 : Diametric line Question : Which boulevard is to be selected in the inner city ?

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Annex 6 â&#x20AC;&#x201C; Legal mandate Province 6.1.1 Legal frame for decentralization (notions) The decentralization process in DRC is a mix of decentralization and deconcentration with a strong â&#x20AC;&#x153;a priori and a posteriori â&#x20AC;&#x153;control by the Province and Provincial MOT on transport organization matters.

Since 1982, the Congolese authorities have implemented a process of territorial decentralization, in particular to ensure support for the territorial entities of their problems of economic and social development.

Various attempts at decentralization have taken place in the Congo. A series of legal texts, for various reasons , have governed the matter and include among others : o Decree of 10 May 1957 on the native districts, which had established for each district (leadership , sector , extra center - customary ) a leader, a council ( legislative body ) and a permanent college ( an executive ) ; o Decree of 13 October 1959 on cities and towns that had established legislative bodies called "Councils" and executive bodies called " Executive colleges "; o Decision - Law NO68 - 025 of 20 January 1968 on the organization of cities other than the city of Kinshasa ; o Law No. 77 /028 of 29 November 1977 on the Urban Zones and Sub - Urban areas; o Law No78/009 of January 20 1978 about administrative and territorial organization of the Republic ; o Law No. 78/ 008 bis of 20 January 1978 establishing the status of the city of Kinshasa ; o Ordinances - laws No. 82-006 and 008 of February 25, 1982 , one on territorial , political and administrative organization of the Republic and the other on the Statute of the city of Kinshasa.

In a period characterized by dictatorship were planned legislative bodies respectively called " regional assemblies ", " Urban Council, Area Council, Community Council ," while having respect to individual executives that had full responsibility for these entities, which is contrary to principles of decentralization o Act No. 95-005 of 20 December 1995 on territorial, political and administrative decentralization in the Republic of Zaire during the transition. She remained similar to the order - Act No. 82-006 of 25 February 1982 o Decree - Law No. 81 of 2 July 1998 on territorial and administrative organization of the Democratic Republic of Congo, which has in turn provided two bodies at each administrative level decentralized namely the Advisory Board acting as a legislative body and Executive ; o Decree - Law No. 081 of 2 July 1998 on territorial and administrative organization of the Democratic Republic of Congo as amended and supplemented by Decree - Law No. 018/ 2001 of 28 September 2001. o Organic Law No. 08 /015 of 31 July 2008 on the principles of self-government of the provinces; o Organic Law No. 08 /016 of 17 October 2008 on the composition, organization and functioning of decentralized territorial entities and their relations with the State and the provinces.

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Chapter II of the organic law n° 08/016 of 07 October 2008 defines the supervision of the acts written the decentralized territorial entities by the Provincial Governor Article 95: The Provincial Governor shall have the authority over the actions of the decentralized territorial entities. He may delegate this authority to the Administrator of the territory.

Article 96: Supervision over the actions of the decentralized territorial entities is exercised by controlling a priori and a posteriori control.

Article 97: The following acts are subject to a priori control: 1. Preparation of the draft budget to validate compatibility with macroeconomic assumptions in the forecast of the national budget, revenue projections and the inclusion of mandatory spending; 2. Creation of taxes and borrowing in accordance with the law on classification of taxes and financial law issue; 3. Creation of industrial and commercial enterprises, the equity investment in companies; 4. Signing contract with financial commitments in various forms of equity; 5. Police regulations assorted penalty of penal servitude; 6. Works on the expenditures of the state budget as client representative; 7. Acts and actions that lead to structured relations with foreign states, territorial entities of foreign states, regardless of the form; 8. Decision to use the procedure OTC, notwithstanding the rules and threshold volume markets normally subject to 'tender procedures, in compliance with the Law on Public Procurement Code.

Article 102 In addition to the authority, the provincial governor supports the decentralized territorial entities in setting up decentralized work of their skills, with technical services below: 1. Planning and project development; 2. Public works and rural development; 3. Agriculture, fisheries and livestock; 4. Health; 5. Education; 6. Environment and new energy sources; 7. Finance and budget; 8. Demographic services and population statistics.

Focus on cities institutional status 13

In article 3 of the Constitution of 18 February 2006, the city recognizes the quality of decentralized territorial entity of the City "« les entités territoriales décentralisées sont la ville, ...»"

According to Article 6 of the Organic Law No. 08 /016 of 7 October 2008 on the composition, organization and functioning of the decentralized territorial entities ... “The city is the capital of province, every agglomeration with at least 100.000 habitants with common facilities, social and economic infrastructure in which a decree of the prime minister will be granted city status" In paragraph 2 of the same article continues "the decree is issued on request by the Minister in the internal affairs after advice copy of the Provincial Assembly”.

13

Impact de la décentralisation territoriale sur développement en RDC, par Hervé LUBUNGA MWINDULWA Université officielle de Bukavu - Licence en droit public (Bac+5) 2007

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Therefore, it is understood that the city is "a town of some importanceâ&#x20AC;Ś It is opposed to the village and the Campaign. The city is made up of two or more municipalities.

The city is under control of different bodies such as the city council and the school district executive (Article 7 Organic Law on ETD). The city council is the legislative body of the city. It is responsible for the development and adoption of the city budget, and the control of the action plan defined by the urban executive board. The city council is composed of councilors elected indirectly by the councilors (Four representatives from each municipality).

As the Executive College, is responsible for the executive of the city, as the name suggests. The mayor, vice mayor and aldermen are three in number, (Article 29 Organic Law on the ETD ) . This college is the management body of the city and implementing the decisions of city council.

The city is divided into communes.

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Annex 7 Provincial MOT organisation

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Annex 8 – Transport demand appraisal and OD survey at minibuses loading zones Estimate projections of population and broad trends in its spatial distribution Current dislocation needs could be presented as an OD matrix from each significant point (from x to y), all modes included. This could be achieved through a significant enquiry about family habits.

In order to have population projections and demand projections, one matrix must be defined expressing the population growth for each districts and quarters (quartiers). Usually, the territory is divided in smaller zones (around 2000 inhabitants), each zone characterized by population growth estimate and demand projections.

Relevant data (gained though enquiries) might be gathered in the future to come by the University students (Unilu) and more likely OCU under Prof. Kalaba(s management; these data been related to Urban districts, subdivided in quarters and external rural districts immediately outside of the city. Smaller zoning is of a great interest in the future to feed up a traffic model for Lubumbashi.

Conférence CODATU XV « Le role de la mobilité urbaine pour (re)modeler les villes » ; 22 - 25 Octobre 2012- Addis Abeba (Ethiopie), Mobilité et accès à la ville en Afrique Subsaharienne,, Lourdes DIAZ OLVERA , Didier PLAT, Pascal POCHET La mobilité quotidienne s’exprime généralement par le nombre moyen de déplacements par jour et par personne. Un déplacement est défini comme le mouvement d’un lieu vers un autre, généralement en vue de réaliser une activité, motif du déplacement.

Chaque déplacement est caractérisé par une série d’informations telles que les lieux d’origine et de destination, les modes de transport, les heures de départ et d’arrivée, le motif, le coût. Selon l’acception commune, aller à l’école le matin, rentrer à la maison à la fin des cours, faire une course dans le quartier, en revenir.., sont autant de déplacements.

Certaines enquêtes recueillent une partie seulement des déplacements réalisés dans une journée, telles que les enquêtes origine-destination réalisées à bord des véhicules de transport public ou dans les espaces publics.

Les enquêtes ménages mobilité, qui portent sur un échantillon représentatif des ménages de l’aire urbaine délimitée, permettent de recueillir chronologiquement l’ensemble des déplacements effectués lors d’une journée, généralement la veille du jour d’enquête.

Ces enquêtes ont lieu au domicile des ménages et toutes ou plusieurs personnes du ménage sont interrogées individuellement sur leur mobilité, ce qui permet d’observer les interdépendances et les arbitrages au sein du ménage dans les pratiques de déplacements.

En outre, lors de ces enquêtes il est possible de recueillir d’autres informations pour une analyse fine de la mobilité : caractéristiques démographiques et socio-économiques des membres du ménage, équipements et caractéristiques du logement, offre urbaine de proximité, accès aux moyens de transport privés et collectifs, dépenses pour le transport.

Le choix des zones d’enquête s’appuie, dans un premier temps, sur une stratification de l’aire d’étude selon la disponibilité des services urbains, l’ancienneté de l’urbanisation, la distance au centre et aux grands axes et le niveau de vie des habitants. L’échantillon de ménages a ensuite été tiré de manière aléatoire à partir de zones sélectionnées au sein de ces strates socio-géographiques. A titre d’exemple, les 60 quartiers de Niamey ont été regroupés en cinq groupes et au sein de chaque groupe, entre 3 et 7 zones d’enquête ont été sélectionnées. Dans chacune des 29 zones, 26 ménages ont été enquêtés.

De même, l’aire métropolitaine de Dakar a été stratifiée en 15 types de zones, parmi lesquelles ont été sélectionnées de 10 à 18 zones d’enquête et 15 ménages ont été enquêtés au sein de chaque zone.

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Le taux d’équipement des ménages est une donnée fondamentale ainsi que la part modale (% d’utilisation des différents modes.

Guide de l’Enquête Origine-destination simplifiée (moins de 3mn) Se placer à un point de départ de minibus (de 16h30 à 18h) Choisir des personnes en attente de leur minibus Expliquer :  Nous réalisons une enquête sur les comportements des habitants. Nous souhaitons qualifiez les attentes et les caractéristiques du déplacement … le temps du questionnaire est de 3 mn.  Nous allons vous demandez de décrire votre déplacement habituel de votre lieu de travail à votre domicile 1. Caractéristiques du passager ?

Homme/femme ? : H/F Age ? : 10-20, 20-30, 30-40, 50-60 ou poser la question Accompagné d’enfants ? : Bagages ? : Profession ? : 2. Répondre aux questions suivantes o Lieu de travail ? : Quartier, rue o Lieu de domicile ? : Quartier, rue o Temps pour venir du lieu de travail à la station minibus ? en mn o Mode utilisé (MAP, taxi, autre ?) : o Temps d’attente (moyen) pour partir vers la destination ? en mn o Temps de trajet (en moyenne) ? en mn o Temps de trajet du point d’arrêt au domicile ? en mn o Mode utilisé (MAP, taxi, moto, autre ?) : 3. Décrire les problèmes rencontrés (lesquels, retards engendrés, conséquences) ?

4. Souhaits d’amélioration du système minibus . Tarifs, . Conduite, Comportement chauffeur, . Etat du véhicule . Itinéraire 5. Attentes par rapport à un système de bus ?

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Annex 9 – Lubumbashi and Kinshasa updates (Transport issues)

Lubumbashi Takeover: “Governance by substitution” in the DRC 15 April 2013 by Marc-Andre Lagrange The unexpected occupation of Lubumbashi, the second largest city in the Democratic Republic of Congo (DRC), by 440 Mai-Mai fighters last month is another sign of the central government’s lack of capacity to govern, ensure security or pursue reform. The occupation, which resulted in 35 dead and 53 wounded, serves as a reminder that the country’s crisis is not limited to North Kivu, in eastern Congo, or to warlords.

By raising the flag of the state of Katanga (independent from 1960-1963) on Moïse Tshombe Square in the centre of Lubumbashi, the Mai-Mai Bakata Katanga group performed a powerful symbolic act. Katangan separatism has haunted Congolese politics since independence in June 1960. The province is the country’s economic crown jewel, as industrial mining activities are concentrated there.

But despite Katanga’s (and Lubumbashi’s) strategic importance, Mai-Mai Bakata Katanga entered the city with no resistance from the security forces and no protest from the population. The provincial and national governments were taken by surprise.

Katanga : Délocalisation de certains parking de bus à Lubumbashi Kinshasa, 09/08/2013 / Société L’autorité urbaine de la ville de Lubumbashi, a décidé de décongestionner le centre ville pour éviter des embouteillages qui gênent la circulation des usagers de la route en délocalisant certains parkings des bus du transport en commun.

Jean Oscar Sanguza Mutunda, maire de Lubumbashi, a décidé la délocalisation de certains parkings des bus du transport en commun afin de décongestionner le centre ville, objet des embouteillages qui gênent la circulation des usagers de la route.

Selon le communique de l’hôtel de ville, l’autorité urbaine prévient que tout chauffeur récalcitrant qui tenterait de prendre des passagers ou de créer un parking en dehors des endroits officiels, sera arrêté, son véhicule mis en fournière pendant un mois et payera des fortes amendes conformément à la loi. A la suite de l’annonce de cette mesure, les transporteurs ont déclenché vendredi un mouvement de grève obligeant ainsi les habitants de la commune de Katuba de se rendre en ville à pieds. http://www.digitalcongo.net/dc_video/93787.mp4

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La ville-province de Kinshasa lance ses propres bus de transport en commun dans la capitale congolaise Kinshasa, 05/08/2013 / Société Après le gouvernement central qui a inauguré le 30 juin une nouvelle société de transport en commun dans la capitale en y injectant un lot de 300 bus, le tour est aux autorités urbaines qui viennent de lancer elles aussi une 2ème société de transport urbain en partenariat avec des Chinois dont une première livraison de 70 bus a été également inaugurée le week-end dernier.

Près de soixante-dix bus et minibus acquis récemment sur fonds propre du gouvernement provincial de Kinshasa, ont été mis en circulation samedi au cours d’une cérémonie inaugurale sur le boulevard Triomphal dans la commune de Kasa-Vubu, sous la présidence du gouverneur de la ville, André Kimbuta Yango, en présence des nombreux invités de marque.

Ces véhicules de transport en commun, dont le coût du billet s’élève à 500 FC la course, constituent le premier lot d’environ cinq cents bus que l’exécutif urbain entend acquérir d’ici à la fin de l’année, leur lancement intervenant après la mise en circulation le 30 juin dernier des bus achetés par le gouvernement central. Peu après le discours inaugural du gouverneur Kimbuta, un cortège de bus et minibus ayant ce dernier à leur tête, s’est ébranlé vers la commune de Matete.

Dans son mot de circonstance, M. Kimbuta a vanté la politique de la modernisation des infrastructures initiée par le Chef de l’Etat Joseph Kabila, affirmant que c’est grâce à l’impulsion du Président de la République que la capitale est dotée actuellement des routes appropriées sur lesquelles ces véhicules vont circuler convenablement. De son côté, le ministre provincial des Transports, jeunesse, sports et loisirs, Godard Motemona a fait savoir que la mise en circulation de ces nouveaux véhicules répond à une préoccupation des Kinois, consistant à trouver des solutions durables au problème de transport qui constitue un véritable casse-tête pour la population, en éliminant progressivement des minibus 207, appelés communément « Esprit de mort » à Kinshasa à cause des nombreux cas d’accidents de circulation routière qu’ils provoquent.

Confiés à une nouvelle société urbaine de transport dénommée « New TRANSKIN », ces bus et minibus vont d’abord desservir trois lignes : Camp Luka- Hôtel de Ville de Kinshasa, Petro CongoHôtel de ville et Kingabwa- Hôtel de Ville. Un garage moderne sera bientôt opérationnel pour assurer la maintenance des véhicules en plus d’une usine de montage des véhicules de marque « Foton » que les fournisseurs Chinois, gestionnaires de « New TRANSKIN » vont installer dans la capitale. Des ingénieurs congolais se rendront cette semaine en chine pour une formation conséquente.

ACP

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Transport: Le ministre de tutelle réceptionne 50 bus destinés au transport en commun à Kinshasa Il s’agit du premier lot de 200 bus commandés par le gouvernement congolais qui a promis d’acheter mille cinq cents bus d’ici 2017 pour assurer le transport en commun dans tout le territoire national.

Le lot de 50 bus réceptionnés est constitué de 30 mini-bus (32 places assises et 17 places debout) et 20 grands bus (50 places assises et 50 places debout). Les véhicules seront gérés par une nouvelle société de transport en commun dénommée Transport au Congo (Transco).

La commande de ces 200 bus de marque Mercedes a été passée auprès de la firme Tractafric Motors SPRL. Le coût global de l’investissement est estimé à 27 millions USD. (Source: Radio Okapi)

Skyscraper city Samedi 20 avril 2013, La délégation de l’entreprise hollandaise, Orio , société spécialisée dans le transport public , s’est entretenue avec le gouverneur du Katanga , Moïse Katumbi Chapwe. Au menu, le projet de création d’une société de transport public dans la province du Katanga.

Ce projet a été bien accueilli par l’autorité de la province qui s’emploie à la réhabilitation du secteur routier en province. La délégation hollandaise était conduite auprès du gouverneur de province l’honorable Moïse Katumbi Chapwe par l’ambassadeur adjoint des Pays-Bas en RDC, Roland Martin. Pour ce diplomate hollandais, ce projet vise à améliorer le transport public avec les autobus à Lubumbashi.

Une route pour les véhicules à gros tonnage Une route pour les poids lourds appelée ring sera tracée autour de la ville de Lubumbashi dans un avenir proche. Cela pour désengorger les routes de la ville non adaptées aux véhicules à gros tonnage. Ce projet sera entièrement financé par L’ AJICA, Agence Japonaise de Coopération Internationale.

Pour l’heure, cette délégation de cette agence étudie avec le gouvernement provincial du Katanga la faisabilité de ce projet.

Les véhicules en provenance de la cité frontalière de Kasumbalesa emprunteront cette route à partir du poste de péage de Kisanga jusque sur la route de Likasi en passant par Inera Kipopo.

Le responsable de l’Agence Japonaise de Coopération Internationale collecte les données de ce grand projet en vue de sa concrétisation, données sur le plan de lotissement, géologique, et géographique. Donc une étude technique détaillée.

Luano City Qu’adviendra-t-il du projet « Luano City » dont le concept est basé, entre autres, sur le développement d’une zone commerciale et industrielle desservie par l’aéroport de la Luano, maintenant que l’aéroport de Lubumbashi est sur le point d’être délocalisé?

Marché Immobilier Dans la capitale provinciale, le marché immobilier est saturé et les prix flambent. Certains promoteurs vont construire ailleurs, notamment à Luano City, en périphérie.

Chantiers de villas, d’immeubles, d’hôtels, de centres commerciaux, de boutiques… La construction ne connaît pas de répit à Lubumbashi, le chef-lieu du Katanga, qui abrite plus de 3

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millions d’habitants. Cette frénésie immobilière est, pour certains, un moyen de placer leurs revenus et de répondre à un double besoin : celui de loger, notamment, une population à bon pouvoir d’achat et qui ne trouve plus une offre suffisante dans le tissu urbain ancien, mais aussi d’abriter les activités qui se développent tous azimuts dans la ville et son agglomération.

Côté logements, ce sont les maisons qui ont la préférence des Lushois. Des villas de standing poussent comme des champignons dans l’ouest de la ville, au sein et autour du quartier huppé du Golfe et de Golfe-Météo, dans le quartier des Battants, du Cercle hippique, ainsi que sur la route de Kipopo.

L’émergence des nouvelles zones résidentielles a été favorisée par le bitumage de la voirie.

Louées ou occupées par leurs propriétaires - des Congolais aisés et quelques expatriés installés depuis longtemps dans la province -, ces villas sont bâties par de petites sociétés locales, voire par une main-d’oeuvre étrangère, généralement chinoise ou indienne.

Chères villas La vie en appartement n’ayant toujours pas la préférence des Congolais, les programmes d’immeubles d’habitation, comme celui situé près de La Plage, grand complexe commercial et de loisirs, sont plus rares. Ces immeubles sont financés principalement par des promoteurs individuels ou des sociétés privées, notamment par des miniers pour loger leur personnel expatrié.

Bien qu’inférieurs à ceux pratiqués à Kinshasa, les prix de vente et de location dans les quartiers chics sont élevés. Ainsi, la location d’une belle villa de 4 chambres oscille entre 3 000 et 4 000 dollars (entre 2 300 et 3 100 euros) par mois, selon la superficie et les prestations (notamment les villas avec piscine). À la vente, les prix varient évidemment « en fonction de la localisation, mais aussi de la présence dans le quartier d’une institution, qui fait flamber les prix », précise un agent immobilier. Néanmoins, pour acquérir une belle villa en zone résidentielle, il faut compter entre 300 000 et 400 000 dollars.

La demande en bureaux et espaces commerciaux est elle aussi de plus en plus forte, émanant des banques, importateurs en gros, sociétés de distribution, commerçants, établissements hôteliers…

Mais dans le centre-ville les espaces libres se font extrêmement rares. Du coup, on transforme volontiers une villa, un ancien magasin ou un vieil immeuble pour les adapter aux besoins du secteur tertiaire. Et, quand un terrain se libère, on le revend à prix fort pour construire. Ce sont surtout les bureaux qui manquent cruellement : « À part ceux de la Gécamines et de la Société nationale des chemins de fer congolais, Lubumbashi ne possède pas de grands immeubles de bureaux », indique un agent immobilier.

Business Park Pour répondre à la demande dans le résidentiel comme dans le tertiaire, il n’y a pas d’autres solutions désormais que de sortir du centre-ville et de la zone urbanisée. C’est ainsi qu’est né le projet Luano City, développé par le promoteur Luano Grandes Properties, une filiale de Forum Properties Africa, que détient majoritairement l’homme d’affaires américain Preston Haskell, aux côtés d’investisseurs russes. Basé à Johannesburg, Forum Properties Africa investit surtout dans des projets immobiliers en Afrique du Sud (Cradle City, près de l’aéroport Lanseria) et en Russie.

Luano Grandes Properties a obtenu une concession de 220 ha pour une durée de vingt-cinq ans renouvelable, sur la route de l’aéroport de Lubumbashi. Outre une zone résidentielle, Luano City comprendra des espaces consacrés à des locaux commerciaux, des bureaux et à des industries légères.

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La compagnie Tenke Fungurume Mining (TFM) y a déjà acquis deux immeubles construits par l’entreprise Benco. Quant à Congo Equipment (coentreprise entre le sud-africain Barloworld Equipment et le français Tractafric), qui représente le groupe Caterpillar, il y a pris un espace pour son show-room. D’autres devraient suivre. « En 2013, la société investira entre autres dans la voirie, les raccordements en eau et en électricité.

Nous prévoyons la construction de trois autres blocs de bureaux dans l’espace Business Park et celle des premières maisons-témoins de la partie résidentielle. Une société s’occupera de la gestion de la copropriété », précise Gaël Loshi, chargé du marketing du projet.

Le boom immobilier devrait profiter aux sociétés de construction locales, dont Safricas, Forrest, Edile Construction, Benco, Construct, Nazem ou encore Immo Katanga (à la fois agence immobilière, syndic et constructeur), ainsi qu’aux entreprises sud-africaines, dont certaines fournissent déjà une grande part des matériaux nécessaires à la finition des bâtiments dans la province.

Grand bain olympique Réalisé par New Baron & Lévêque International Afrique (une filiale du groupe Forrest) et par la société sud-africaine Malachite Pools, l’ouvrage est impressionnant, et ses dimensions olympiques (50 m de long, 25 m de large et 2 m de profondeur, soit 2 500 m3). La nouvelle piscine, construite dans la concession du célèbre Institut Kiwele de Lubumbashi, entièrement réhabilité, fait la fierté des Lushois. Outre une salle de gymnastique, un autre bassin aux dimensions plus petites (destiné à accueillir de jeunes nageurs) vient compléter l’infrastructure sportive. Réhabilitation du collège comprise, le tout a été financé par le gouvernorat du Katanga pour un montant global de 20 millions de dollars (15,2 millions d’euros).

Reste à dénicher et à former les futurs talents aquatiques de la province. « Nous avons envoyé se former en Afrique du Sud les entraîneurs qui encadreront les jeunes nageurs. Un appel d’offres sera prochainement lancé pour recruter un entraîneur chargé de former les futurs champions, explique le gouverneur, Moïse Katumbi. Par ailleurs, des équipes sillonneront la province jusqu’au fin fond des villages pour détecter les talents. Et nous allons faire revivre la Ligue de natation provinciale. » Après le succès footballistique du TP Mazembe, ce sera papillon, dos, brasse et crawl au programme.

Lubumbashi: la Gécamines lève 270 millions USD pour soutenir son plan de relance Août 2, 2012, | Denière mise à jour le 2 août, 2012 à 3:00 | sous Actualité, Katanga. Mots clés: DDSA, Financement, Gécamines, Plan, relance La Générale des carrières et des mines (Gécamines) a signé mercredi 1er août un accord de financement de près de 270 millions de dollars américains avec la Banque sud-africaine de développement (DDSA). Ces fonds sont destinés à soutenir le plan de relance de cinq ans de cette entreprise publique transformée en société commerciale depuis 2010. Ce plan de relance est évalué à 952 millions de dollars américains.

Selon l’administrateur délégué de la Gécamines, Kalej Kand, « certains aspects du plan de relance de la Gécamines visent la réhabilitation des infrastructures et l’acquisition d’engins miniers ». « Ce plan nécessite un budget important en financement. Et pour lever une partie des fonds destinés à financer ces opérations, Gécamines prend des contacts avec différents bailleurs », a expliqué Kalej Kand.

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Le responsable de la Gécamines explique que son entreprise a conclu un accord avec la DDSA pour un accompagnement dans les opérations de relance et la levée des fonds pour soutenir ce plan d’investissement.

Pour Kalej Kand, l’augmentation de la production de la Gécamines aura inévitablement une incidence positive sur les travailleurs de cette entreprise.

Le plan de relance de la Gécamines poursuit notamment la modernisation de cette entreprise, à travers la création de nouvelles entités de production et la prospection de nouveaux gisements.

La Gécamines n’a plus fait de recherches de prospection depuis 20 ans. Les nouveaux gisements permettraient à cette entreprise de garantir les emprunts bancaires pour la reprise de ses activités.

Les taxi-motos interdits à Lubumbashi novembre 5, 2010, | Denière mise à jour le 5 novembre, 2010 à 12:59 | sous Katanga, Okapi Service. Mots clés: lubumbashi, Taxi-moto

Interdiction formelle de pratiquer le transport en commun à l’aide d’une moto.

La décision du gouvernement provincial d’interdire les taxi-motos est appliquée à Lubumbashi, capitale de la province du Katanga, depuis plus de deux semaines.

Sur place, près de quatre vingt motos ont été saisies par les éléments de la police de circulation routière (PCR).

Certains habitants de Lubumbashi estiment que cette décision est très dure puisque ces taximotos leur rendent beaucoup de services.

Qu’est ce qui motive la mesure de l’autorité provinciale?

Jody Nkashama et Nicolas Ilunga Zandoki, directeur provincial de la Commission Nationale de la Prévention Routière (CNPR) s’entretiennent sur le sujet.

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