Integrated fares system in the competitive. Case study -Lombardy. General Manager ATB Bergamo

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1 Integrated fares system in the competitive tendering and innovation process of PT Case study -Lombardy Gianni Scarfone General Manager ATB Bergamo UITP Marketing Commission 1

2 Integrated fares system in the competitive tendering and innovationi process of PT. Case study - Lombardy Index PT in Lombardy Current innovation process PT agencies The new fare system A common regional electronic ticketing system (SBE) Evolution in the mid term 2

3 Integrated fares system in the competitive tendering and innovation process of PT. Case study td - Lombardy PT in Lombardy 3

4 IN BRIEF TRIP DISTRIBUTION Delta % Total trips with origin or destination within Lombary (return home included) 15,21 mln 15,80 mln + 3,9% Exchange (INT EXT e EXT INT) 0,44 mln 0,56 mln + 27,3% Crossing (EXT EXT) 0,03 mln 0,04 mln + 33,3% TOTAL MOBILITY IN LOMBARDY 15,68 mln 16,40 mln + 4,6% Regional trips increased in the period from 2002 to 2008 (see also ISFORT national facts) and then due to the economic crisis ii decreased. d 4

5 TRIP REASONS 2014 O/D matrix considers 5 different trip reasons (work, study, casual, business and return home); work and study are systemic reasons for mobility. The 22% of the ti trips are to goto work and the 5% to go to school. Systemic mobility slightly decreases to the total amount. Casual trips increase from 24% in 2002 to 26% in 2014 ( trips/day). 5

6 REGIONAL TRIP DISTRIBUTION PER HOURS Most of the demand is in rush hours with a peak between 7 a.m. and 8 a.m. 6

7 MODAL SHARE Car driver Car passenger Train PT Motorbike Bicycle Foot Other In 2014 car trips (as driver) decrease of 6% but are still more than 50%; PT (bus and train) grows from 4% to 19%, with an important increase in rail mode, from 3% to 4,5%. Non motorized trips slightly increase from 12% to 15%. 7

8 MODAL SHARE - REASON Systemic trips: almost two thirds (64%) are by car, while 19% are by PT and 13% are non motorised. Casual ti trips: nearly 6 people out of 10 use private car. 8

9 Public transport facts: Annual value 2,2 mld: mln from public funding (852 mln from Fondo Nazionale Trasporti) mln fare revenue More than employees Good efficiency, revenue/costs ratio is equal to 46% (versus 35% by law) 9

10 ECONOMIC RESOURCES OF PT IN LOMBARDY (2014 in mln ) 103,4 Country seats 28,2 Province 6,1 Non country seats 39% 1% 4% 100% 56% Note: service and concession contracts, including VAT, tolls, insfrastructures and net Gross Cost VAT included Source: RL 2014N monitoring 10

11 PUBLIC TRANSPORT URBAN AND SUBURBAN TRANSPORT DEMAND About 780 mln trips/year OFFER buses 107,8 km of metro lines (94,1 in Milano and 13,7 in Brescia) 297 mln vehicle kilometres: 206,4 mln vehicle kilometres for bus and trolley bus in urbansuburban area and for ferries on the Lake Iseo 65,66 mln vehicle kilometres for metro in Milan and Brescia (increasing thanks to the opening of line M Milan/track Bignami Garibaldi and Brescia Metrobus) 24,5 mln vehicle kilometres for tramways, light rail and funiculars, mostly in service in Milan and Bergamo 11

12 PUBLIC TRANSPORT RAIL TRANSPORT DEMAND Nearly 190 mln trips/year OFFER km net (1.680 km RFI km 42 mln rail*km/year Ferrovienord) 430 stations, 15 recently opened 10 linesregioexpress 29,5 31,9 32,4 32,6 + 43% 33,4 35,1 37,5 39,1 40,9 42,2 38 regional lines 2 lines to Malpensa airport 12 suburban S lines Production (rail* km) from 2004 to trip per working day 330 trains,onethirdin service after

13 Integrated fares system in the competitive tendering and innovation process of PT. Case study - Lombardy Current innovation process 13

14 Regional law n. 6/2012 «Transport regulation» Regione Lombardia has started a reorganisation process through a new regional law for PT, also in order to carry out national law. Main objectives: Integrated PT in compliance with mobility needs; Service improvement; Economic sustainability; Governance improvement; 14

15 CONTEXT: 6 AREAS >6 AGENCIES >TENDER (area and/or slots) 6 PT ridership area: 1.Bergamo 2.Brescia 3.Como, Lecco, Varese 4.Sondrio 5.Cremona e Mantova 6.Milano, Monza e Brianza, Lodi e Pavia SO LC VA CO BG MB MI PV LO CR BS MN Objectives of the agencies: Ease and improve PT governance in Lombardy with a single representative for each area; Optimise net and timetable avoiding overlapping; Integrate services; Go beyond fragmented fare systems; Optimise costs and resources. 15

16 Integrated fares system in the competitive tendering and innovationi process of PT. Case study - Lombardy PT agencies 16

17 SO Regional law n. 6/2012 LC VA CO BG MB MI PV LO CR BS MN Each area has its PT agency in order to help local authorities (provinces and country seats) Agencies tasks: plan, manage, control and promote integrated PT service in their areas. 17

18 Local PT agencies 1 1 To define area services (Area Programm), govern and control services; 2 To send proposals for rail services to Regione Lombardia in order to improve integration; 3 To adopt area fare structure and define fares ; 4 To set standards (financial, management, qualitative and technical) according to the regional basis; 5 To manage economic resources, even with new funding forms for PT; 6 To entrust the services for the whole area, as contracting subject; 7 To stipulate and check service contract; 8 To verify travel terms and conditions of the PT operator; 18

19 Local PT agencies 2 9 To set projects in order to integrate PT and sustainable mobility; 10 To promote PT (real time information, commercial policies) 11 To coordinate image and communication; 12 To produce further fare offers at the expense of the agencies in addition to the regional ones; 13 To set and consult local PT conferences; 14 To control the quality of service; 19

20 Integrated fares system in the competitive tendering and innovation process of PT. Case study - Lombardy The new fare structure 20

21 Integrated fares system in the competitive tendering and innovation process of PT. Case study td - Lombardy According to regional law n. 6/2012 a new regional integrated fare system must be developed d among different mode and operators (STIR). Main features: a) Each area must have a fare system with compulsory integration among city, urban, suburban and rail services for each travel documents; b) Single regional fare to travel across areas; c) Integrated travel documents to travel between different areas; 21

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26 Integrated fares system in the competitive tendering and innovation process of PT. Case study - Lombardy A common regional electronic ticketing system (SBE) 26

27 DEVELOPMENT OF NEW TICKETING SYSTEMS Milan area Tender of Trenord, ATM and other companies in the provinces of Monza Brianza and Milan (now called «Città Metropolitana») Evolution of the current SBME of Milan area towards a regional integrated system Spread of electronic ticketing to the SITAM system and to the regional rail branch 27

28 DEVELOPMENT OF NEW TICKETING SYSTEMS Region June 2014: announcement of Regione Lombardia for local authorities to develop electronic ticketing system in the region interoperating ti among them as well as with the rail system; October 2015: 23,7 mln of euros assigned to the leading authorities to develop system in province; first amount, equal to 10%, already paid; Published tender for SBE system supply Ente capofila TERRITORIO CONTRIBUTO Comune di Bergamo PROVINCIA DI BERGAMO ,00 Comune di Brescia PROVINCIA DI BRESCIA ,00 Comune di Lecco PROVINCIA DI LECCO , Provincia di Como PROVINCIA DI COMO ,00 Provincia di Varese PROVINCIA DI VARESE ,50 Provincia di Cremona PROVINCIA DI CREMONA ,50 Provincia di Mantova PROVINCIA DI MANTOVA ,00 Provincia di Lodi PROVINCIA DI LODI ,00 Provincia di Pavia PROVINCIA DI PAVIA ,00 28

29 DEVELOPMENT OF NEW TICKETING SYSTEMS Every approved project must have an area control center (CCB). New PT tenders are due to control communication of: - Schedule of the service (routes, timetables, stops, frequency); - Monitoring data; - Actual data of the demand for mode of transport: O/D flows, distribution for hours/ route/ line/ day (working or holiday).

30 REGIONAL ELECTRONIC TICKETING SERVICE CENTER (CRS) PT AGENCY/LOCAL AUTHORITIES SERVICE CENTER AREA 1 SERVICE CENTER AREA 2 SERVICE CENTER AREA 3 SERVICE CENTER AREA N PT AGENCY/LOCAL AUTHORITIES CCA CCA CCA CCA SALE SYSTEM, TICKET VENDING MACHINE ON BOARD OR AT THE STOP SALE SYSTEM, TICKET VENDING MACHINE ON BOARD OR AT THE STOP SALE SYSTEM, TICKET VENDING MACHINE ON BOARD OR AT THE STOP SALE SYSTEM, TICKET VENDING MACHINE ON BOARD OR AT THE STOP

31 Integrated fares system in the competitive tendering and innovation process of PT. Case study - Lombardy Evolution in the mid term 31

32 KEY TOPICS OF INTEGRATED FARE SYSTEM Integrated fare system is at the bottom of an effective PT The challenge of the PT reform in Lombardy is to achieve a regional management (l.r. 6/2012), Electronic ticketing systems (SBE) are technological landmarks to get a fare system that is efficient for citizens, fair for operators and basic to know demand and improve service; Fare system is also important to grant resources to the PT -at the moment under pressure- trying to focus attention on the price/value of the service for citizens instead of the ticket fare. 32

33 Which model for integrated fare system in Mobility Areas (STIBM)? Cooperative fares Ring fares Sector fares Hive fares 33

34 and in conclusion some dilemmas From authority fare to commercial fare.. Fare and service integration and tenders. Open or limited tenders, i.e. fare system defined by tender specifications or planned by competitors Partial fare integration (just PT) versus fare integration for PT + regional rail services which kind of governance for integrated fare systems? 34

35 Thank you for your attention ga o. t 35