Public Transport Plan Presentation_EASY READER (2021_03_16 23_10_27 UTC)

The Plan Operating Depots
Chapter 6 : Contracted Services

• The implementation of the full IPTN (i.e. Nine Trunk Corridors, including feeder and complementary services) would
require an estimated fleet of over 4 300 vehicles of various capacities. Depending on the nature of the Operating
Contracts and vehicle ownership, this would exceed the current depot capacity in the Municipality. An estimated
57 180m2 of workshop space, 571 800m2 of open parking and circulation space and 26 100m2 of Office Space will be
required. Depots in the following locations have been identified in previous planning to support the full IPTN operations:

• Alice Street Financial Year 2018/19 2019/20 2020/21 2021/22 2022/23
• Ntuzuma
• Phoenix Depot (R 00
• Rossburgh million) 85.0 34.0 42.5
• Umlazi
• Mobeni
• Chatsworth
• Mpumalanga
• Hillcrest
• La Mercy

The Plan Fare Management System
Chapter 6 : Contracted Services

Smart or electronic ticketing is facilitated at stations and on vehicles  Different fare structures (distance based, zonal, time based or flat
with the EMV compliant Muvo Integrated Fare Management System fares):
(IFMS) card system. EMV is a global standard for credit and debit
payment cards based on chip card technology. All Integrated Fare  To promote use of services outside the peak hours thereby
Management Systems must be EMV compliant as per National reducing the peak demand and the corresponding infrastructure
Department of Transport’s (NDoT) requirements. NDoT has given the and service costs.
ETA the authority to issue its own card that does not necessarily need
to be EMV compliant.  Improve utilisation of services outside the peak hours.
 Structure fair and equitable cost recovery across the Municipality.
For Go!Durban the smartcard will be based on MIFARE Desfire EV2  Different travel classes (adults, learners, elderly or disabled) to
technology, which is also chip card technology. The Smartcard,
branded Muvo, is a contactless payment system allowing quick assist special transport user groups and promote their use of the
processing of transactions. The Muvo card can be topped up with IPTN.
prepaid values that can be used on all GO!Durban services. Smart  Different fare categories (single trips, return trips, day use of
ticketing systems will facilitate the implementation, monitoring and periodic passes):
management of the City’s Fare Management Strategy which includes:  To financially promote ongoing use of the system by passengers
through discounted fares for multiple trips.
 Boosts the system’s cash flow through advanced sales.
 Different payment media (on-vehicle, on-system, off-system,
prepaid or remote) to make the system convenient and safe for
users.
 Different service operators under one fare management system.

Presentation Outline

Background The Plan Implementation

• Chapter 1 : Introduction • Chapter 4 : Localised Policies and Strategies • Chapter 10 : Management and
• Chapter 5 : Overall Network Plan Regulation
• Chapter 2 : Status Quo • Chapter 6 : Contracted Services Plan
• Chapter 7 : Non Contracted Services Plan • Chapter 11 : Public Transport
• Chapter 3 : Overarching Legislation, • Chapter 8 : Commuter Rail Services Plan Implementation
Policies and Strategies • Chapter 9 : Operating Licences Plan
• Chapter 12 : Finance and Budget

The Plan Services Supporting the trunk and
Chapter 7 : Non-Contracted Services complementary feeders

Moja Cruise Minibus Taxi and Private Transforming the MBT
Bus Operators into the future IPTN
The Moja Cruise Program is the eThekwini system
Municipality’s framework for promoting The planning of non-contracted services,
change in behaviour for the Regional both minibus taxis and bus services, has To keep the minibus taxi industry
Councils, Associations, Owners and informed of the impact of the change to a
Drivers. The program, which is currently in the past been virtually non-existent.
operational, was designed out of This is because the transport system has more compliant way of doing business
recognition that the existing state of the under formal contracts, it is
minibus taxi operations provides a low evolved over time through a supplier-
quality and sometimes unsafe service to driven system, whereby operators have recommended that a Draft Operator
passengers. played the role of identifiers of the need Business Model be developed to

for services. facilitate collaboration from the Minibus
Industry.

The Plan Services Supporting the trunk and
Chapter 7 : Non-Contracted Services complementary feeders

New Operating Public Transport Routes Proposed Feeder
License from existing data set Services

As an interim measure and given the The overall ability of the ETA to manage Given the current planning around the
challenges with obtaining current non- public transport is dependent on the IPTN, which includes the future
contracted services supply and demand following:
data a process was embarked on to source • Existence of empowering and implementation of feeder services to rail
information from existing data sets. This stations falling under later phases of the
controlling legislation and by-laws. corridor roll-out, it is beneficial for a few
included – • Well-equipped and trained; of these planned feeder operations to be
Existing PRE data implemented in the short term, without
2004 CPTR data enforcement staff, and waiting for the full roll-out of these later
2012 CPTR data • Enforcement technology linked to
corridors.
current and accurate data

The Plan Other Modes of Transport
Chapter 7 : Non-Contracted Services

Metered Taxi and E-Hailing services E-Hailing

1 The advent of Uber and Taxify and similar types of e-hailing taxi services as a
mode of transport is a worldwide phenomenon which has caused difficulties for
transport planning, regulatory and enforcement agencies.

Two-wheeler or three wheeler vehicles

2 An operating licence for a tuk-tuk service must specify a route (start and end-
point), road travelled on, stops, base, ranking area, as well as its maximum speed
of operation.

Adapted Light Delivery Vehicles (LDVs)

3 The NLTA makes provision for the use of LDVs in areas in prescribed
circumstances where there is no other appropriate or acceptable public transport,
subject to prescribed conditions. This mode originated in rural areas, where road
quality is not suitable for use by conventional PT vehicles.

Long Distance Service

4 With regard to long distance operations provided by both buses
and minibus taxis, the Transport Register does not contain
sufficient information at this stage to enable detailed planning of
service levels or facility and infrastructure requirements

The Plan MOJA Cruise
Chapter 7 : Non-Contracted Services

The Moja Cruise Program is the eThekwini Municipality’s
framework for promoting change in behaviour for the Regional
Councils, Associations, Owners and Drivers. The program,
which is currently operational, was designed out of recognition
that the existing state of the minibus taxi operations provides a
low quality and sometimes unsafe service to passengers. The
Program therefore aims to provide commuters with a better level
of service, including safety and empowering the industry while
developing a more reliable and customer-centric service
structure. Since the program launch, it was decided that a pilot
of 500 vehicles would be initiated as soon as possible in order
to allow parties to test the effectiveness of the Programme
before rolling-out to the industry at a larger scale. Moja Cruise is
an intervention that seeks to support the objectives of
Programme 34 of the eThekwini Road Safety Plan

The Plan Minibus Taxi and Private Bus Operators
Chapter 7 : Non-Contracted Services

The planning of non-contracted services, both minibus taxis and bus services, has in the past
been virtually non-existent. This is because the transport system has evolved over time through a
supplier-driven system, whereby operators have played the role of identifiers of the need for
services.

In cases where operators felt that services were needed, they then made applications for the
granting of the necessary operating licences to what is now the PRE. In turn, this meant that the
PRE functioned mostly in a reactionary manner with very basic input from municipalities at the
best of times.

The problem with this historical approach is that, in making their decisions regarding applications
to the PRE, operators quite often put their interests ahead of those of affected commuters

The Plan New Operating Licenses
Chapter 7 : Non-Contracted Services

As an interim measure and given the challenges with obtaining
current non-contracted services supply and demand data a
process was embarked on to source information from existing data
sets. This included –
• Existing PRE data
• 2004 CPTR data
• 2012 CPTR data

Data sources Demand Route Database
Total Routes @ Total Routes @ End
2004 CPTR Start
2012 CPTR
PRE 3512 6217
Total 1261 1168

1206
4773 8591

The Plan Proposed Feeder Services
Chapter 7 : Non-Contracted Services

The implementation of feeder type services must, however, be
done with extreme caution and careful analysis to ensure that
passengers have access to rail operations that are aligned to the
proposed passenger numbers. It is inadvisable to leave
passengers at stations where either there are no trains available
or where the trains are already full. Therefore, any study
undertaken to analyse proposed feeder operations must be a joint
operation between the ETA and PRASA. Subject to further
intermodal analysis and collaboration with PRASA, feeder
services could be implemented at the following locations on a pilot
basis:
• Umlazi
• Isipingo
• Mpumalanga

Presentation Outline

Background The Plan Implementation

• Chapter 1 : Introduction • Chapter 4 : Localised Policies and Strategies • Chapter 10 : Management and
• Chapter 5 : Overall Network Plan Regulation
• Chapter 2 : Status Quo • Chapter 6 : Contracted Services Plan
• Chapter 7 : Non Contracted Services Plan • Chapter 11 : Public Transport
• Chapter 3 : Overarching Legislation, • Chapter 8 : Commuter Rail Services Plan Implementation
Policies and Strategies • Chapter 9 : Operating Licences Plan
• Chapter 12 : Finance and Budget

The Plan Status Quo – Decline in Passenger Trips
Chapter 8 : Commuter Rail Services Plan

Monthly patronage indicates a seasonal trend to Monthly Passenger Trips 8 000 000 eThekwini Total Monthly Rail Passenger Trip Trends
demand as can be expected. 7 000 000
Decline in demand during school term break is 6 000 000 2016/17 2017/2018 2018/2019
noted 5 000 000
Apart from a general decline in passenger trips year 4 000 000 Month of Year
on year, and the seasonal variations, operational 3 000 000
constraints at a point in time also impacts the 2 000 000
number of trips serviced 1 000 000

0

The Plan Status Quo – Decline in Passenger Trips
Chapter 8 : Commuter Rail Services Plan

eThekwini Annual Rail Passenger Trip by Line

2016/17 2017/18 2018/19

25 000 000

All lines have sustained losses in 20 000 000
patronage
Central, KwaMashu, Umlazi and North Annual Passenger Trips 15 000 000
Coast Lines contributing the bulk of the
losses (72%). 10 000 000

5 000 000

0
Central Crossmoor Kwa Mashu New Main Line North Coast South Coast Umlazi

Line

The Plan Status Quo – Contributing factors to poor
Chapter 8 : Commuter Rail Services Plan performance

Metrorail statistics (May 2018 – May 2019) highlight the major
contributing factors to delays in service as well as cancellations
Rolling stock has been sighted as the primary reason for cancellation of
services as well as a major contributor to delays in service
Signals has been identified as the next highest contributor to delays and
cancellations followed by perway related factors
These three areas (Rolling stock, signals and perway) account for 82%
of delays and 84% of cancellations
Electrical, security and other (flooding, vandalism etc.) factors account
for the remaining delays and cancellations

The Plan Line Capacity, Perway & Signalling
Chapter 8 : Commuter Rail Services Plan

The Plan Line Capacity, Perway & Signalling
Chapter 8 : Commuter Rail Services Plan

PRASA has embarked on an ambitious
modernisation strategy across several
programmes in eThekwini to improve service
delivery
In addition PRASA Short-Medium-Long term
plan identified key issues to be addressed
PRASA has advised that they will continue to
pursue operations in all existing lines and new
lines if there is a business case for it. As such
they have outlined plans for possible light rail
on existing corridors (Crossmoor) and
potential new lines (Durban to KSIA, Richards
Bay, Port Shepstone etc. )

The Plan SWOT ANALYSIS
Chapter 8 : Commuter Rail Services Plan

The Plan
Chapter 8 : Commuter Rail Services Plan

Commuter Rail Service Plan

• New Rolling Stock

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

68

Presentation Outline

Background The Plan Implementation

• Chapter 1 : Introduction • Chapter 4 : Localised Policies and Strategies • Chapter 10 : Management and
• Chapter 5 : Overall Network Plan Regulation
• Chapter 2 : Status Quo • Chapter 6 : Contracted Services Plan
• Chapter 7 : Non Contracted Services Plan • Chapter 11 : Public Transport
• Chapter 3 : Overarching Legislation, • Chapter 8 : Commuter Rail Services Plan Implementation
Policies and Strategies • Chapter 9 : Operating Licences Plan
• Chapter 12 : Finance and Budget

The Plan Operating Licenses Plan
Chapter 9 : Operating Licenses Plan

• The Supply of PT ?  Prior to the ETA endorsing any further OL
applications, surveys should be undertaken on the
• The supply of public transport vehicles and OL has been routes under consideration.
matched with the passenger demand forthcoming from the
EMME/4 demand model by following a corridor approach. It  Granting of new OLs should be vigorously resisted,
is proposed that: until other efforts have made it easier to manage
this sector of PT.

 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.

70

The Plan Operating License Management System
Chapter 10 : Operating Licenses Plan

• The KZN PRE is the only Province in the country which does not make use of the Operating Licence Administrative
System, commonly known as OLAS, anymore. Instead, the KZN PRE commissioned the development of a new
system, called “Legitimate” which is a culmination of the previous Land Transport Permit System (LTPS), the
Registrars Administrative System (RAS) and the OLAS.

• The PRE indicated that, in principle, it is possible to assist the ETA by making available a “read only” access which will
contribute towards the ETA’s aspirations of having a “live” system at the ETA which can be used or consulted during
the process of deciding on OL applications. This link will provide a supply-side interface which can be viewed to
determine the status on each individual route being assessed, especially if a future MRE is established for the
metropolitan area.

The Plan Issuing of licenses to other modes
Chapter 10 : Operating Licenses Plan

By virtue of their operational characteristics and target market which covers casual once-off customized
trips, non-regular modes are not classified as essential commuter services. Broadly described the more
salient features of these modes are outlined below.

Metered Taxi and E-Hailing E-Hailing

services The operational model for controlling and managing the issuing of OL’s for metered taxis
and e-hailing services should focus on the following components and associated
The most common vehicles used for metered taxi and requirements:
e-hailing services are motor cars. Most of the ranks are  Quantity control of vehicle operating
in the Durban Central Business District (CBD) with  Quality control – Vehicles
some closer to the beach front. After the end of the  Quality control – Drivers
business day the CBD becomes almost deserted with a  Quality control – Technology
 Fare management
1 significant reduction in movement of passengers. Most  Law-enforcement and self-regulation
tourists opt to be collected at hotels or other places
where security is more prevalent. This means that the
overall demand for metered taxi services has remained
strong and operators using radio dispatch systems are
doing very well. Metered taxi and e-hailing services are
still the preferred method of travel for tourists.
.

The Plan Issuing of licenses to other modes
Chapter 10 : Operating Licenses Plan

Metered Taxi and E-Hailing services

The Plan Issuing of licenses to other modes
Chapter 10 : Operating Licenses Plan

Metered Taxi and E-Hailing services

The Plan Issuing of licenses to other modes
Chapter 10 : Operating Licenses Plan

The Plan Issuing of licenses to other modes
Chapter 10 : Operating Licenses Plan

The Plan Issuing of licenses to other modes
Chapter 10 : Operating Licenses Plan

Tuk-tuks

Route Descriptions – operational scope defined by identifiable  Vehicles: subject to a threshold determined by the ETA.

geographic areas or by way of a radius not greater than 5kms (or  Duration: as per prevailing legislation (Section 52 of the NLTA,

less depending on area), from bases still to be decided by the ETA. Act 5 of 2009), up to a maximum of 7 years. Recommended

Suggested initial pilot areas are to include Pinetown, Amanzimtoti validity period of 4 years, with no guaranteed option of
renewal.
2 and Chatsworth. Other areas for later roll-out could include
Queensburgh/Malvern, Pavilion/Westville/Westway,
 Conditions: operators to comply with relevant national
Westwalk/Derby Downs/Essex Terrace/UKZN (Westville Campus), regulations, and any conditions set by the ETA. Vehicles to
have minimum engine power requirements.
Hillcrest, Camperdown, Umhlanga, Phoenix, Verulam and Tongaat.

The Plan Issuing of licenses to other modes
Chapter 10 : Operating Licenses Plan

Long Distance Transport

Route Descriptions – The ETA shall fulfil its function as responder to applications made to the PRE
for such long distance operations. This process includes approval from both origin and destination

3 municipalities. Vehicles: in accordance with the best-suited mode recommended by the ETA

(following supply and demand surveys for such route) and approved by the PRE. Duration: as per
prevailing legislation (Section 52 of the NLTA, Act 5 of 2009), up to a maximum of 7 years.
Conditions: operators to comply with rank management policy as well as any other by-
laws/policies of the ETA.

The Public Transport Plan

Background The Plan Implementation

• Chapter 1 : Introduction • Chapter 4 : Localised Policies and Strategies • Chapter 10 : Management and
• Chapter 5 : Overall Network Plan Regulation
• Chapter 2 : Status Quo • Chapter 6 : Contracted Services Plan
• Chapter 7 : Non Contracted Services Plan • Chapter 11 : Public Transport
• Chapter 3 : Overarching Legislation, • Chapter 8 : Commuter Rail Services Plan Implementation
Policies and Strategies • Chapter 9 : Operating Licences Plan
• Chapter 12 : Finance and Budget

The Plan

Municipal EntitiesChapter 10 : Management and Regulations

The City is in the process of establishing two municipal entities to manage different
transport functions.

• The Municipal Regulatory Entity • A municipal entity that will be
(MRE) will undertake the operating responsible for managing the Durban
licensing function that is currently Transport bus service.
being undertaken by the Provincial
Regulatory Entity (PRE). • A board of directors will be
established to manage the bus
service on behalf of the municipality.

80

The Plan
Chapter 10 : Management and Regulations

Devolution of Rail

Business Case Study 02 Intermodal Planning

A Business Case Study was undertaken by the Committee (EIPC)
ETA to assess the implications of devolution of
the Commuter Rail Operational Subsidy function The City and PRASA have established the
for Passenger Rail Services to the City, with the eThekwini Intermodal Planning Committee (EIPC).
objective of improving public transport service
01
delivery and integration of modes.

Mitigation 03

Risks will be effectively mitigated through a
collaborative approach to commuter rail services
delivery and oversight between the City, DoT and

PRASA.

.

The Public Transport Plan

Background The Plan Implementation

• Chapter 1 : Introduction • Chapter 4 : Localised Policies and Strategies • Chapter 10 : Management and
• Chapter 5 : Overall Network Plan Regulation
• Chapter 2 : Status Quo • Chapter 6 : Contracted Services Plan
• Chapter 7 : Non Contracted Services Plan • Chapter 11 : Public Transport
• Chapter 3 : Overarching Legislation, • Chapter 8 : Commuter Rail Services Plan Implementation
Policies and Strategies • Chapter 9 : Operating Licences Plan
• Chapter 12 : Finance and Budget

The Plan Short to Medium-Term
Chapter 11 : Public Transport Implementation Plan

Phase 1 Critical Integrate North Area Minibus Taxi PT
Mass Land-use Contracted PT
Services Industry Implementation

Phase 1 of the IPTN Create critical mass Integrate land-use Replace all existing Include the minibus Way Forward
that is planned to with immediate proposals for Northern Area taxi industry through
roll-out over the recognisable Greenfield
next 5 years from benefit contracted public the removal of
2021 to 2025 and is developments and transport services of competing services
public transport from
packaged to: the City and coordinated
the outset migration of existing

contracts

The Plan C3 Staged Roll-out plan
Chapter 11 : Public Transport Implementation Plan

Integrated 22 Scania New Operations will be staged
Commission Buses Buses to provide incrementally
improved services, as well
Key Activities: as to gain experience with
trunk operations and
• Staff Induction and on- feeder operations. These
job training stages will be in the form
of a 3-year Contract and
• Infrastructure Testing will prepare the VOC for
• TMC Operating testing the next 12-year Contract
period from July 2022
onwards (Stage 4)

The Plan C3 Trunk Corridor and Feeders
Chapter 10 : Public Transport Implementation Plan

The C3 trunk route and 20
feeder routes will be rolled out
in three stages. In Stage 1 and
2, the C3 trunk route will
operate supported by feeders
operating in an informal
manner through the Moja
Cruise program. By Stage 3
they will operate formally as
contracted services.

The Plan Corridor Phasing
Chapter 11 : Public Transport Implementation Plan

Tongaat

Airport

C8

Bridge City C9

Hillcrest C7 C3 C1 Umhlanga

Phase 1 C6 C6 C8
Phase 2 C4
Phase 3 Mpumalanga Warwick
Phase 4 CBD
Pinetown

C7

Park and Ride Merebank C2 Rossburgh
Transfer Station C5

Chatsworth

Umlazi Prospecton

The Plan 5 Year Implementation Plan :
Chapter 11 : Public Transport Implementation Plan Infrastructure

C3 Infrastructure Implementation Umgeni to Bridge City (14 km ROW & 5 Stations)
Pinetown to Umgeni (12.3 km ROW, 9 Stations)
• 12 km complete
• 10,3 km –complete • 2 km construction planned for 2022
• 2 km commenced • 4 stations – under construction ready June 2019
• 7 Stations complete and two others • 1 station will be in 2022 ready with Crossroads RoW
• Infrastructure and temporary routing
ready in 2021 • The trunk RoW route is 25.6 km long, plus an additional
• Moodie Station being re-constructed, and
0.6 km to and from the turning points
will be available in 2020

The Plan Supporting Infrastructure:
Chapter 11 : Public Transport Implementation Plan
C3
Pinecrest Mall
Turn-around Bridge City

The Plan Supporting Infrastructure:
Chapter 11 : Public Transport Implementation Plan

Pinecrest Mall
Turn-around

C3 Bridge City

KwaMashu

C1

Central Facility

The Plan Supporting Infrastructure:
Chapter 11 : Public Transport Implementation Plan

Pinecrest Mall
Turn-around

C3

Bridge City

KwaMashu C9

C1 Umhlanga Rocks

Central Facility

The Plan Supporting Infrastructure:
Chapter 11 : Public Transport Implementation Plan

PT planning projects Rank / Facility assessment study The IPTN plan was completed in 2012/3
identified as part of the to determine the size of each PT and a study is required to determine if
facility, lay-bye and stop and the any changes to the IPTN programme is
PTP implementation need for additional ranking space
plan: required.
to accommodate future PT
demand. An updated rail census is
required to understand the
An update to the 2008 current state of rail services in
Household Travel Survey
(HTS). eThekwini.

Update the Transport Register (previously referred to as the
CPTR) with a focus on demand and supply information, PT

facilities and PT services.

The Public Transport Plan

Background The Plan Implementation

• Chapter 1 : Introduction • Chapter 4 : Localised Policies and Strategies • Chapter 10 : Management and
• Chapter 5 : Overall Network Plan Regulation
• Chapter 2 : Status Quo • Chapter 6 : Contracted Services Plan
• Chapter 7 : Non Contracted Services Plan • Chapter 11 : Public Transport
• Chapter 3 : Overarching Legislation, • Chapter 8 : Commuter Rail Services Plan Implementation
Policies and Strategies • Chapter 9 : Operating Licences Plan
• Chapter 12 : Finance and Budget

The Plan Finance and Budget:
Chapter 12 : Finance and Budget

Key Findings Other Potential Funding Resources

Municipal Transport Fund • Public-Private Partnerships
Public Transport Grants • Loans from Commercial Banks
Subsidised PT Service Contracts • Loans from Development Banks
• Municipal Bonds
Internal City Funding • Institutional Borrowing
• Land Value Levy
• Property Development and Rights
• Merchandising, Advertising and Telecommunications Rights
• Land and Property Taxes
• Vehicle Licence Fees
• Parking Pricing
• Environmental Taxes

The Plan Finance and Budget:
Chapter 12 : Finance and Budget

IPTN Project Budget

IPTN Project Budget

PROJECT STATUS ORIGINAL REMAINING START DATE
DESCRIPTION CONTRACT VALUE CONTRACT VALUE
AT BEGINNING OF Various Ongoing
Corridor C3 - PTIS funded ACTIVE R707 617 150 2021
PLANNED R302 666 462 20/21 FY
Corridor C9 - PTIS funded ACTIVE R 442 459 976 Various Ongoing
Planned (ready to award) R157 971 667 R363 826 286 2020
Bridge city Terminal -PTIS ACTIVE GD Portion Only 2019
funded R32 452 503 R 358 559 991
ACTIVE Various Ongoing
Corridor C1 - PTIS funded PLANNNED R 894 633 938 R 32 452 503 2020
R 590 297 667
R 594 523 288

The Plan Finance and Budget:
Chapter 12 : Finance and Budget

IPTN Project Budget

Public Transport Facility Cost Estimates

Phase 0 (2021-2023) 2024 2025

Holding Site Name Estimated Capital Estimated Capital Cost Estimated Planning and Procurement budget
Cost (Construction)
North (Planning budget) for formal structured parking
South Rands
West 18 979 631 Rands Rands
TOTAL 15 851 847
9 523 125 2 846 945 5 000 000 5 000 000
44 354 603
2 377 777 5 000 000 3 000 000

1 428 469 3 000 000 3 000 000

6 653 190 13 000 000 11 000 000

The Plan Finance and Budget:
Chapter 12 : Finance and Budget

IPTN Project Budget

MTEF 2021/22 – 2023/24 – Priority Projects

Project Description Fiscal Year 21/22 Fiscal Year 22/23 Fiscal Year 23/24

PRIORITY 1(a)- Projects with contractual 20 000 000,00 43 459 881,00 25 229 940,00
obligations, and contractors on the ground.

PRIORITY 1(b)- Projects with statutory requirements or linked to agreements with other government entities

IFLS -New Second Access to the 20 000 000,00 40 000 000,00 -
Port(Bayhead/Langeberg to South Coast
Road)

PRIORITY 1(c)- Projects at BEC/BAC which are prerequisites or support to other committed projects

IPTN Buses 83 581 250,00 91 939 375,00 -
40 000 000,00 175 399 256,00 25 229 940,00
New Road -Newlands expressway (Westrich 163 581 250,00
Dr)

Total

The Plan Finance and Budget:
Chapter 12 : Finance and Budget

IPTN Project Budget

Commuter Rail Budget

As part of PRASA’s Short-Medium-Long Term planning, each commuter rail corridor in the City’s network was
evaluated and strategies for rail modernisation were developed.

In addition to each corridor’s proposed infrastructure development strategy, PRASA has embarked on the
development of two new depots at the Durban yard and Springfield for the repair and maintenance of its rolling stock
infrastructure. The project value is estimated at R2 billion.

New rail signalling installations, as well as a new Metrorail Control Centre in Rossburgh, are expected to reduce
headways to 2 minutes and improve safety.