152 | Public-Private Partnerships in Urban Bus Systems
TABLE A.8 Lessons
learned from the SYTRAL integrated public transportation system in Lyon, France
BEST PRACTICES
AREAS FOR IMPROVEMENT
• SYTRAL is the only authority responsible for public transportation in the region, which simplifies planning and enforcement. [planning risk] [operation risk] [political and social risk] • All stations are accessible for the disabled. [political and social risk] • Electric vehicles account for 74 percent of the trips in the bus system. [operation risk] • Lyon’s public transportation system was part of a greater transportationoriented development and urban plan. The city has an extensive bike-sharing program and parking spaces in stations and terminals. [planning risk] [operation risk] [political and social risk] • SYTRAL makes the system accessible to everyone by providing differentiated tariffs and discounts for the elderly, students, and the disabled. [operation risk] [political and social risk] • The public transportation system is financed in part through a transportation tax paid by companies, organizations, and public authorities with more than nine employees. In 2015 the tax represented 39 percent of annual revenues. [financing risk] [operation risk] • The public transportation governance framework establishes clear roles and responsibilities, resulting in good planning and monitoring. [operation risk] [planning risk]
• Lyon’s transportation system could have a better real-time information service to help users plan trips better and reduce travel times. Currently, real-time information systems cover only certain routes. [operation risk] [political and social risk] • Lyon’s transportation system is not fully integrated with the regional transportation system. Tariffs are not integrated with the regional transportation system. [operation risk] [planning risk]
Source: World Bank.
satisfaction, with a margin for improvement. In 2011 SYTRAL implemented a system improvement plan that led to the development of 230 new stops, more than 90 new buses, and new road infrastructure. SYTRAL’s project aimed to improve service quality and increase access so that all citizens could access reliable and affordable transit. SYTRAL finances all the infrastructure, rolling stock, and fare collection systems through a transportation tax, the local government budget, and system revenues. Between 2009 and 2011, SYTRAL invested US$46 million in new rolling stock. SYTRAL engaged Keolis Lyon to operate and maintain its US$4.5 billion in assets on a US$2.42 billion contract between 2011 and 2016. SYTRAL was able to improve service quality and access with a 2011 initiative that has proven popular with its citizens. Congestion in the city fell by 13 percent between 2005 and 2012. Ridership across the system has grown to 1.6 million passengers per day. Integrating tariffs and accessible infrastructure, to a large extent, has helped SYSTRAL realize its objectives. Table A.8 shows the main lessons learned from SYTRAL.
DART PHASE 1 (DAR ES SALAAM, TANZANIA) Phase I of the Dar es Salaam Bus Rapid Transit (DART) reduced congestion, travel times, and waiting times at stations (World Bank 2017). The DART BRT was developed through a “bundled private finance and operation of buses” structure. This case shows the importance of the planning and procurement stages and the impact that appropriate time spent on these tasks can have on reducing costs and delays.
To alleviate the Dar es Salaam’s congestion issues arising from rapid urbanization and motorization, the government of Tanzania developed the Dar es Salaam Urban Transport Improvement Project (DUTP). As part of the DUTP, the government also planned and implemented a BRT project—the DART—over six phases. Before developing the DART project, the public transportation system was largely informal and served by too many buses. In 2008 the bus fleet consisted of
