PTP Easy Reader Draft

Integrated Public Transport Network PUBLIC TRANSPORT
PLAN
TRAM
Durban Transport Cycle

Efficient, Reliable & Safe E-Hailing eThekwini Transport Authority November 2020 - 2025

Inner City Distribution System

OUR VISION

“A caring and liveable city,
embracing an inclusive and
sustainable future, providing an
affordable, safe and well
connected transport system”.

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CONTENTS

Introduction………………………………………………..1
Policies and Strategies…………........................3
Overall Network Design…………......................5
Contracted Services Plan……….......................7
Non-Contracted Services Plan…………………….9
Commuter Rail Plan……………………………………11
Operating Licenses Plan……………………………..13
Management and Regulation…………………….14
Public Transport Infrastructure………………….15
Finance and Budget………………………………….17
5-Year Implementation Plan……………………..18

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INTRODUCTION

This Public Transport Plan (PTP) provides the mechanism for
eThekwini Transport Authority (ETA) to plan, develop, manage,
integrate and promote public transport. The central theme of the
PTP is the integration of transport services across all modes in
support of the trunk, complementary and feeder routes of the
IPTN. When fully rolled out, the IPTN will form the backbone of the
public transport system. Non-contracted services will be
rationalised to fall in line with the rollout of the IPTN, ensuring that
all such services support the sustainable operation of GO!Durban.

The PTP incorporates plans, referred to in the Public Transport
Strategy and Action Plan (Department of Transport, 2007) as an
Integrated Public Transport Network, and encompasses high-
quality networks of commuter rail and Bus Rapid Transit (BRT)
corridors.

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The PTP consists of the following key chapters within three primary areas of focus, as
follows;

There are a number of other strategies contained in the Comprehensive Integrated
Transport Plan (CITP) which have been integrated with the PTP. Such strategies, amongst
others, provide the PTP with the necessary impetus and support for its long term
implementation. These strategies and initiatives include the following;

Spatial Sustainable Non-Motorized Complete Transit
Development Transport Transport Streets Orientated
Framework Development

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Policies

The Public Transport Plan is based on the following key aspects with respect to integration:

 Integrating Land-use and Transport.
 Integrated Transport Strategy.
 Integrating modes with supporting infrastructure and enforcement.
 Seamless transfers between modes that meet the needs of the different passengers.
 A common fare system across modes of public transport.
 Providing an improved public transport system as per the Public Transport Strategy and Action

Plan of 2007.
 Creating an enabling environment for all modes of public transport.
 Regulating the public transport system.
 Planning and the provision of relevant infrastructure for public transport.

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AND STRATEGIES

Based on the above key aspects, the following public transport strategies will be implemented to achieve the City’s
vision for public transport over the next 5 years and beyond:

 Promoting the use of public transport over private transport with a strong focus during peak commuting periods.

 Providing an effective, efficient and safe public transport system – Implementing GO!Durban.

 Promoting a demand-driven public transport service.

 Integrating and planning the rail services in the area to acceptable standards.

 Providing a seamless public transport system across various modes within the City.

 Proactively planning to ensure that the land-use complements the public transport system.

 Identifying and facilitating Transit Oriented Development (TOD) zones around high priority public transport hubs.

 Regulating the public transport system.

 Assuming responsibility from the province for the control of the Operating Licences.

 Creating an enabling environment for different modes of public transport to operate.

 Improving the safety and security of public transport users.

 Improving the skills and capacity within the ETA to provide, manage and enforce the public transport system for the

area. 4
 Implementing the appropriate mode and vehicle size for the appropriate demand.
 Implementing Broad-Based Black Economic Empowerment in Public Transport.

OVERALL NETWORK DESIGN GO!Durban is far more than a
public transport network, the
The GO!Durban IPTN concept, when rolled out in its system has been designed with
entirety, will fulfil the ETA’s vision for the overall network a holistic view towards
of public transport services by 2030. The challenge lies in connecting the city and
the availability and sustainability of roll-out funding for improving the lives of Durban’s
citizens.
the IPTN, and specifically for the implementation of
Phase 1 over the next 5 years. 5

GO!Durban is based on an integrated primary and secondary
network of public transport routes and services where the
primary network, consisting of trunk routes (primary transport
links) along with activity corridors and evolving in terms of infill
and densification, provides the framework of the IPTN. This is
supported by a secondary network of distribution/feeder routes
providing effective service coverage in developed areas as well
as previously under-served areas, throughout the metropolitan
area.

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CONTRACTED SERVICES

In line with the contracted services strategy, there will be a move towards all public transport services being
contracted to the City. The IPTN will be rolled out, dictated by the constraints of infrastructure and operating budgets.
All services will form part of negotiated contracts to facilitate the envisaged industry, economic and social
transformation and the development of a fully integrated system. Vehicle Operating Companies (VOCs) will facilitate
the participation of existing operators in the IPTN and the roll-out of IPTN services will be staged at 50%, 75% and
100% of the estimated required fleet, in order to closely monitor and manage the service uptake.
Commercial Services contracts will be opted for where there is an immediate demand and the demand levels on
routes and the economic fare make such non-subsidised contracts feasible e.g. Riverhorse Valley Business Estate,
Cornubia and Dube TradePort.

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The rationalisation and restructuring of existing contracted services, the development of new contracted services and the
restructuring of the non-contracted services are to be rolled-out over the next 5 years as part of Phase 1 of the IPTN.
Contracted services (subsidized or commercial) will form the core of the future public transport system. A single integrated
fare system will allow for more efficient use of subsidies and better information on public transport demand. The City will own
fixed infrastructure, but possibly not the vehicles if there is a business case for it and contractual control can be exerted on
operators as fleet owners. Strategic control over all contracted services should be enabled by controlling revenue and subsidy,
through the IFMS. Cash fares will be phased out in favour of the IFMS. The phasing out of existing Metro Group & Two-Line
Trading contracted routes (based on O-D analysis by previous consultants to the ETA) should be undertaken.

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NON-CONTRACTED SERVICES

Non-Contracted Services are historically characterised by a
demand-driven system, largely omitted from formalised services
and not receiving the benefits of centrally planned operations.
Such services are generally self-sufficient and not adequately
integrated with other modes.

There are a number of options to fast-track some new feeder
services in areas outside the IPTN Phase 1. Minibus taxis could
be brought into the contracted environment. These areas do not
have to wait for their IPTN phase to reap some benefits for
operators and passengers. It will accelerate empowerment and
minimise future resistance toroll-out of the IPTN.

Metered taxi and e-hailing services are currently a challenge.
The proposed approach is to regulate all these services within a
high threshold of supply and subject to strict quality control

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Tuk-tuks will be licenced to run in designated areas, from a base
chosen by the operator and approved by the ETA, with a radius to be
determined by the ETA, never greater than 5 kilometres. Rickshaws
are earmarked to run in tourist zones, primarily at the beachfront.
Two and three-wheeler motorcycles taxis are to be subject to
stringent quality standards enforced by the ETA.

Strict enforcement at all public transport facilities
is necessary to ensure that long distance service
vehicles stay in holding zones instead of at
passenger drop-zones. Strict enforcement of
passenger behaviour in line with existing by-laws
is planned

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COMMUTER RAIL PLAN

The Rail Modernisation strategy includes the upgrading of the signal system, however the implementation
has been delayed for some time. The delivery of new rolling stock is expected by 2021. Station
modernisation will focus on the C2 corridor, but other stations will also receive upgrades. The rail and
integrated land-use development planning initiatives have set the framework for development and
densification along key routes. Amongst these are the Northern/Southern Public Transport Corridor
Development and National Stations Precinct Planning. Aspirations for light rail implementation on lower
demand lines are being investigated, as well as the possible KSIA Light Rail link. A possible Tram service for
the Inner City to augment and in places potentially replace the ICDS has been considered that will depend on
the extent of future uptake of the LAP for the Inner City area. Should demand dictate as such, the Tram
system will be considered further as and when the existing ICDS nears capacity.

Point South North
Waterfront Beach Beach

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Botanic Gardens

Warwick Florida Road
Junction
Greyville Moses Mabhida
Central Statdium
Durban

Suncoast

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OPERATING The supply of public transport vehicles and OL has been matched with
LICENSES the passenger demand forthcoming from the EMME/4 demand model by
following a corridor approach. It is proposed that:
PLAN
 new applications for Operating Licences be based on snap surveys of
relevant routes.

 that a moratorium on issuing new Operating Licences be
implemented for the City pending the proper balancing of supply and
demand.

 that operators be encouraged, through negotiations, to move from
over-traded areas to new areas or under-supplied routes.

Law enforcement is critical for the policing of public transport Operating
Licences. On over-traded routes, the stipulation of the NLTA whereby OL
can be withdrawn, if not being operated for a period of 180 days, should
be implemented by monitoring operators and strictly applied.

In order to perform a more refined matching of supply and demand on
individual routes, it is proposed that on-board surveys be conducted on
all bus and minibus taxi routes. This information will provide detailed
demand information which can accurately be matched to the supply
information obtained from the PRE.

As a result of the additional functions and responsibilities of planning MANAGEMENT
authorities contained in the National Land Transport Act (Act No. 5 of AND
2009), the ETA, which was established in 2004, is in the process of
developing additional organisational and financial capacity with REGULATION
realigned institutional arrangements to perform these functions.
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The City is in the process of establishing two municipal entities to
manage different transport functions. The first is the Municipal
Regulatory Entity (MRE) which will undertake the operating licensing
function that is currently being undertaken by the Provincial
Regulatory Entity (PRE). The NLTA provides for this function to be
devolved from Province to Municipality if there is sufficient capacity
within the Municipality to perform the function in its area of
jurisdiction. The second municipal entity to be established will be
responsible for managing the Durban Transport bus service which
was privatised in 2003 but has experienced many challenges in
recent years. A board of directors will be established to manage the
bus service on behalf of the municipality in compliance with the
Municipal Finance Management Act (MFMA).

PUBLIC TRANSPORT
INFRASTRUCTURE

A holistic strategy for the planning of public transport
infrastructure is followed in the City. The Public Transport
Infrastructure Chapter discusses the various road and rail
infrastructural components that enable a successful public
transport system including dedicated right-of-way (RoW) roads,
PT facilities, Intelligent Transport Systems (ITS), Complete
Streets, Universal Access, rail rolling stock, depots and stations.

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FINANCE AND
BUDGET

In the absence of adequate State, Provincial and Municipal
funding for transport projects, the only course of appropriate
action, apart from doing nothing, is to raise the necessary funds
by some form of local transport related taxation, road pricing,
municipal borrowing or private sector investment. Raising funds
by introducing one or more of these funding mechanisms will
provide a policy instrument for assisting in realising transport
policies of the ITP.

This chapter discusses the various funding sources available,
the approach to the funding strategy, and the current budgets
available for public transport infrastructure projects.

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5-YEAR IMPLEMENTATION
PLAN

Phase 1 of the IPTN is planned to roll-out over the next 5 years
from 2021 to 2025 and is packaged to:

 Create critical mass with immediate recognisable benefit.

 Integrate land-use proposals for Greenfield developments
and public transport from the outset.

 Replace all existing Northern Area contracted public
transport services of the City.

 Include the minibus taxi industry through the removal of
competing services and coordinated migration of existing
contracts.

The C3 corridor has been identified for launch in the 2021

calendar year. This is to be followed by the introduction of the

Inner-City Distribution System (ICDS) in 2021/22, C9 in 2024

and C1A 2024.The implementation of the C2 Rail Corridor is 18

dependent on PRASA planning.

www.durban.gov.za

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