Seouls Challenges & Achievements in Sustainable Urban

Transport

SEOUL BUS OPERATION

Sept. 28, 2017

PARK Youngwook, Ph.D

SMDev

1
Contents
1. Introduction
2. SMDev : Smart Mobility Developer
3. Service Planning :
Demand Responsive Planning & Monitoring System

4. Operation :
Semi-public Bus Operation

5. Bus Depots :
Advanced Shared Bus Depots

2
 1. Introduction
Bus System Components
1. Service planning
- Concerns the location of the routes, stops, terminals, transfers etc. as
well as schedules and frequencies so as to offer the best possible
coverage of the area within the limited resources
- Designs the fare structure to compensate the cost.

2. Operation
- Vehicle deployment is controlled, supervised and secured in accordance
with schedule data.
- Fare collection

3. Passenger Service
- Passenger information service and others that facilitate and encourage
the use of public transportation

4. Vehicles

5. Bus Depots, Stops, Transfers

6. Roads and Tracks

4
 1. Introduction
Seoul Bus System Components
Components Unique at Seoul

Demand Responsive Planning and Monitoring System

Service Planning
Unified Fare Structure

Semi-Public Bus Operation System

Operation TOPIS (Real-time Bus Tracking and Command-Control System)
T-Money (Region-wide Smartcard Transit Card System)

Passenger Service Bus Information System at Bus Stops

Mobile Bus Information

CNG Buses
Vehicles
Low Floor Buses

Advanced Shared Bus Depots

Bus Depots, Stops,
Multi-modal Transfer Facilities
Transfers
Advanced Lay-by Bus Stops in the Axial Bus Lanes

Advanced Shared Bus Depots

Roads & Tracks
Axial Bus Lane Arrangement
 1. Introduction
About SMDev

SMDev co. is a consulting company, established for the oversea

consultancy service over urban transportation issues.

Jointly cooperated by Urban Transportation Headquarter (UTH) of

Seoul Metropolitan Government (SMG)

Established on the basis of SMG Policy Paper, Establishment Plan

for Oversea Transportation Consulting Company, April 12, 2016.

What we delivers

The proven resources in SMG are integrated and customized

for the delivery to the oversea customers by SMDev.
 1. Introduction
How we delivers
Government

Concession
policy and legal support Financing International
Request & Korean
Financing
Business Owner Financing
(Potential)
Pipe Line consulting
Inst.
Financing consulting

SMDev
How we work with SMG
Implementation PMC
(Construction)

Operation
Technical
consulting or
Delegated
operation
 3. Service Planning
Objectives

- Demand Responsive Service Supply

- Cost-effective Scheduling

- Efficient Routing

- Scientific Management through Data-mining

10
 3. Service Planning
Functions

- Data Management
- Demand Analysis
- Scheduling
- Assignment Management
- Performance Index on Routes
 3. Service Planning
Data Management
Routes Data

Traffic Data
n Transportation Card Transaction Data
Boarding and Alighting
by Routes/Stops/Time
n BMS Data Travel Speed on Links by link

Operators Data
Route and Operator Data
n Route Fleet Size, Operation Distance,
Schedule, Stops on Route, etc
n Operator- Routes, Address/Tel. ./e-mail
address, Contact person, etc
 3. Service Planning
Demand Analysis Schedule and Ridership on Routes

n Schedule and Ridership Analysis on Routes

n Loading/Unloading Analysis on Stops
n Peak Hours Analysis

Loading/Unloading on Stops Peak Hours

 3. Service Planning
Demand Analysis_continued

n Origin Stop-Destination Stop[OD) Analysis on Ind. Routes

OD by Route/Time
OD Pattern Analysis by Grouping Stops

OD Matrix on Routes Grouping Stops

5
 3. Service Planning
Scheduling & Fleet Size Management

n Minimize Operation Cost under max interarrival time and labor

condition with demand data on 6 distinct periods : early morning, morning peak, day
time, afternoon peak, evening, midnight

Schedule /Fleet Size Optimal Fleet Size/Demand Summary

Route Id. Optimal Fleet Size/Demand

6
 3. Service Planning
Assignment Management

n Optimize work forces/rolling stock assignment for cost minimization,

based on travel demand and travel time data

Work Forces Management Fleet Management

T
Route No. Assignment Table
R
A I P
V N A Assignment Table
E T X
L E
R C
T V N
I A T
M L
E
 3. Service Planning
Route Performance Indices

n Operation Speed Index : Delay measument on routes by time slots

n Travel Time Index

n Index for Route Density on Common Stretches

Operational Speed Travel Time Route density on Common Stretches

 3. Service Planning
Identifying problematic links

Selected Target Routes

 3. Service Planning
Cases of Application

Re-scheduling/Fleet Size Control on Major Routes

Routing over Overloading and Demandless Links

Optimal Work Forces Assignment

9
 3. Service Planning
Re-Scheduling on Major Routes

n Demand Responsive Scheduling < Ridership on Rt. 200>

n Results on Pilot Appl.
14,000

13,500
12,152 11,963 12,558 12,650 13,119
4 major routes 13,000

14.12.23~15.1.14(working days) 12,500

12,000
Optimize schedules with given no. of operations
11,500
2wk. before 1wk. before 1wk after 2wk. after 3wk. after
11,000

20041213

20041214

20041215

20041216

20041217

20041220

20041221

20041222

20041227

20041228

20041229

20041230

20050103

20050104

20050105

20050106

20050107

20050110

20050112

20050113

20050114
Ridership Changes

Rt. # 200 400 601 660

< Ridership on Rt. 660>
Before 11,799 6,445 10,319 7,144 10,000

After 12,558 5,511 9,073 8,577 9,500 7,204 7,328 8,577 8,658 8,978
9,000

Inc/Dec 6.4% -14.5% -12.1% 20.1% 8,500

8,000
1) Before(2014.10), After(2014.12.27~30) 7,500

2) Aug.(Summer Vac.) vs Oct. Ridership Cmp. 7,000

200 : 10,852 11,799 (8.7%)

6,500 2wk. before 1wk. before 1wk. after 2wk. after 3wk. after
6,000
400 : 4,256 6,445 (51.4%), D. Univ.

20041213

20041214

20041215

20041216

20041217

20041220

20041221

20041222

20041227

20041228

20041229

20041230

20050103

20050104

20050105

20050106

20050107

20050110

20050112

20050113

20050114
601 : 7,725 10,319 (33.6%), EW/YS Univ.

Rt. # 601 200 660 400

Before 140 203 114 133
After 143 209 144 139
Inc/Dec +3 +6 +30 +6

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 3. Service Planning
Fleet Size Control on Major Routes
Optimize Fleet Size on
21 Major Routes
Results:
Reducing 96 veh. on Wkday, 95 veh.
< Optimal Fleet Size >
on Sat., and 157 veh. on Sun. and hol.
Cost Dec.
Reducing 14 million USD annually Before Optimal Inc/Dec
(Mil USD)
Wkday 652 556 96 9.6
Sat. 587 492 95 1.425

Sun./hol. 555 389 157 3.061

- - - 14.086
6.0
4.7 4.7
5.0 4.3
4.0 3.2
3.0
2.0
< >
1.0

0.0



15 9 12 9 12 15
(/30) () () () () ()
 3. Service Planning
Routing on Overloading Links
< Case: Rt. 660 >
n Locating routes with overloading links in

known time intervals and

building new routes covering them on the

time intervals only.

n Criterior of new routes

Average headway < 10 min. & Pax. on

board > 70
06:00~07:30
Average headway < 10 min. &

Pax. on board>50 for more than 90 min

Length of new route < 15km ~

Additional fleet size < 10

 3. Service Planning
Re-routing on Under-demand Links

Under-demand
n Case 70
On-bd Bd Al
40

60 35

Rt. 5012 50
30

25
Locating alternative routes 40

On-bd
20
30
Demand Responsive Re-Routing 20
15

10
10 5

0 0

12

14

(602)
n Results Ridership on nearby overloading route 602
70

Re-routing of Rt. 5012

Ridership increase on Rt. 5012 60

50 Overloading link
Relieving overloading on Rt. 602 40

whose overloading links are 30

20

located near the under-demand links 10

of Rt. 5012. 0

13

17

21

25

29

33

37

41

45

49

53

57

61

65
Rt. # 2Wk. before 2Wk after Inc(%)
5012 8,195 10,857 2,662(32.5)

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 3. Service Planning
Optimal Work Force Assignment

n Time-dependent Optimal Schedule based on demand

n Optimal Driver Assignment with Shift System

< Shift System> < Before and After Shift System>

E.M. M.P. Day D.P. EV

Existing
1st Term 2nd Term
< Shift >

Shift 1st Term 2nd Term

1 st
1 Shift 2nd Shift

Shift 1st Term 2nd Term

2
1st Shift 2nd Shift

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1. Financial support
2. Performance evaluation
 4. Semi-public system

Semipublic operation system

Public Interest Efficiency

by Government Ownership + by Private Operation

Private bus firms run their bus operations

on the assigned routes and schedules,
determined by the government.

The operations are reimbursed, based on the

amount of service and their quality
with guaranteed business profit rate
by the revenue pool committee
 4. Semi-public system

Revenue Pool Management

Operation data Service Planning and Monitoring

Performance Evaluation
Seoul Metropolitan
Government

Subsidy Request for subsidy

TOPIS
T-money Bus company
Operation information

Distribution of compensation

Revenue Pool
Settlement of transit card revenue
Cash Fare Collection

If total revenue is less than total compensation, SMG subsidizes.

27
Compensation
 4. Semi-public system
Standard transport cost method of calculation

2004 price computation

Bus company
SMG Association
Bus policy citizen committee
Service result deliberation
Standard transport cost
resolution
(Epistasis 50% Standard set- up)

Service at professional Service at professional

accounting corporation accounting corporation

After 2005 price computation (unit by year)

Seoul Agree Apply agenda Bus policy citizen committee

in short day
Transportation Bus operating cost (Agenda)
price consultation
Bus licensee Individual apply Deliberation Decide
Disagree

Effect of Outside professional engine service(unit 3 year) 29

 4. Semi-public system

Standard transportation cost

Pay for the total transportation cost : estimate city bus operation per day and pay the cost
- Operation cost : the cost from operating the buses (3 items)
- Retention cost : the cost from mainting the buses (10 things)

Operation cost Retention cost

The
Personnel Personnel Personnel Personnel The cost Buses The cost Other Profits
Fuel expense Garage Maintenance
expenses expenses expenses expenses for the depreciation of managing (base,
cost for the rates expense
(drivers) (maintenance) (management) (executives) insurance cost driving cost incentives)
tires

Payment date : on the first day of every month, but it is subject to change according to the type of expense
Payment based the Payment based on the
Fixed payment Payment (per year)
estimation (day) estimation (month)

Daily (70%) Monthly (25%) Bi-monthly (4~5%) Yearly (1%)

Set the standard transportation cost : Set every year

city set the standard transportation cost
based on the negotiation with the bus
Reviewed by the bus civil committee confirm
operators (outsourced the organization
process to the experts)

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 4. Semi-public system
Construction of cost method

Operating expense Labor cost of Driver Fuel expense Tire expense

- Per vehicle service

- Service
frequency & distance
- Labor costs
(based on the # of service)
- The operating vehicles

Cost of carry Labor Labor Labor

cost of Technician cost of Supervisor cost of Executive

Bus insurance Bus depreciation Other

insurance cost of driving
- Standard allocation of
number of service
- The all of bus Other Maintenance
Cost of depot
maintenance cost expenditure

Reasonable profit

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 4. Semi-public system
Standard transport cost real case
<Unit: 1day payment/Won, 2014 standard of Large bus>
Standard transport cost
Operating expense Cost of carry
(per day and per vehicle)
705,407(100%) 567,381(80.4%) 138,026(19.6%)

Operating expense
<Unit: 1day payment/won>
Personnel expenses (drivers)
The expense
Retirement Fuel expense
Subtotal Salary Legal welfare Other welfare for the tires
payment
388,809 338,100 28,175 37,106 10,788 148,823 4,389
58.7% 47.9% 4% 5.3% 1.5% 21.1% 0.6%

Cost of carry <Unit: 1day payment/won>

Personnel Personnel Personnel Buses Other Profits

The cost for the The cost of Garage Maintenance
expenses expenses expenses depreciation managing (base,
insurance driving rates expense
(maintenance) (management) (executives) cost cost incentives)

19,456 23,856 3,094 14,117 29,523 3,950 11,249 6,097 8,890 17,836

2.75% 3.38% 0.44% 2% 4.2% 0.56% 1.6% 0.86% 1.3% 2.6%

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Performance Evaluation
 4. Semi-public system

Sources of law
Article 18 of the laws relevant with using and promoting public transportation

Article 5 of the regulation relevant with financial supply to bus and safe operation standard

Article 12, paragraph 1 relevant with transportation revenue co-management

Evaluation period
Annual Evaluation : Jan 1st ~ Dec 31th

Evaluation subject

66 bus companies in Seoul 357 route transport operator (total 7,485)

Red Bus Blue Bus Green Bus Yellow Bus

- 11 route - 130 route - 212 route - 8 route

- 249 buses - 3,747 buses - 3, 475 buses -14 buses
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 4. Semi-public system

Evaluation index components

3 fields, 8 indexes, 27 detail items total 2000 points

Business management
Safety improvement Service improvement
effiiciency
(670 points) (820 points)
(510 points)

- Safe drving compliance - Citizen satisfy

-Transport worker welfare
- Safety management - Actual operationan
- Financial integrity
inspection agement

Additional & deduction points : addition 7 fields, add & deduct 2 fields, deduction 10 fields
Additional Additional, : deduction :
Point : total 386 70 points total 1,852 points

- Decreasing bus - Delay report of accident

- Group purchase
- Saving cost - Delay penalty payment
- Policy cooperation
- Increasing income - Ilegal hiring
- Eco drive education - Labor wage in arreas
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 4. Semi-public system

Evaluation result confirm process

Evaluation result Committee deliberation

Evaluation result Objection accept
declare inform (evidential
(Seoul - Internal committee
material
government) (E-BusNet) Submission)
- Bus policy committee

Required budget
Before reform <1M PHP>
2001 2002 2003 2004
2 2 2.8 2.8

After reform(Additional citizen satisfaction survey was implemented)

<1M PHP>
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
8 8 10 10 10 10 11 11 11 11

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 4. Semi-public system

Evaluation result reflection

< profit organization > (Billion won)
profit 2005 2008 2010 2012 2014

Performance 18.3 18.0 21.2 21.2 24.3

profit (25%) (30%) (35%) (40%) (50%)

Basic 52.9 49.3 44.6 23.8 24.3

profit (75%) (70%) (65%) (60%) (50%)

2005 2014 adjust profit organization annually

(bus transportation association agreement, bus policy citizen committee deliberation)

Performance profit subdivide

Rank Rank Rank Rank
Add Performance 52 1 52 66
profit
Performance
profit
Basic Performance Basic Per Basic Per
profit profit profit

Additional performance profit : give basic performance profit of lower than rank 53 companies to 37
companies that are rank 1~52 additionally
 2. Advanced Shared Bus Depots

Locations of ASBD in Seoul BRT lane

- Major ASBDs were completed
by 1998 and still expanding Public Bus Depot

- Install one ASDB for each of 11

strategically divided zones

- Provide sufficient bus storage

space for more that 4,500
regular buses and improve
quality service & management
of bus operation

- Open BRT lanes started to

operate from 2002 and almost
every BRT lane has the
terminal in ASBD

- ASBDs have facilitated the

implementation of advanced
bus technologies such as CNG
fueling, BRT, FMS, BIS and
Transit Card system.

39
 2. Advanced Shared Bus Depots

Views of ASBD

<Dobong> <Junglang>

<Jangji> <Gangdong>

40
 2. Advanced Shared Bus Depots

Constituents of ASBD

- Shared Bus Storage Area - Administration Office

- Shared Repair Bays - Shared Employee Welfare Facilities
- Shared Cleaning Station and Wastewater- Passenger Transfer Facility
Treating Facility - Communication Network Infrastructure
- Shared Refueling Stations - Fare Collection Service
- Facility Power Supply - Fleet Management Service
- Facility Operation/Maintenance/Security- Mobile Passenger information Service
Service Advanced ICT Service
 2. Advanced Shared Bus Depots

Physical Facilities in ASBD

<Cleaning Station> <Repair Shop>

<Refueling Station> <Storage Area>

42
 2. Advanced Shared Bus Depots

Advanced ICT Services of ASBD

 2. Advanced Shared Bus Depots

Motives of ASBD
- Initiated in 1996 and recognized as the best practices in Seoul Transport
Policy, providing the foundation of Seoul Transport Reform, 2004

- SMG bought out and closed the individually owned small-to-mid sized bus
depots, scattered in the residential areas and constructed 11 large-scale
public bus depots in the suburban locations, surrounding Seoul and rent them
to bus operators

- Relaxed the urban issues of noise, air pollution, traffic safety in residential
areas and improve the financial status of small-to-mid sized bus operators via
complete or partial joint operation or M&A among them

- Enhance the quality of working condition and welfare for employees of bus
companies

- ASBD operation makes it much more effective to implement new advanced

public transportation policies and technologies such as CNG fuel, low-floor
bus, restructuring bus routes, implementation for BMS/BIS/AFC, and
BRT/LRT

- For fast growing major cities of developing countries, ASBD model could be a
good platform to be set in advance before adaptation of advanced public
transportation polices and technologies.
 2. Advanced Shared Bus Depots

Key Success factors of ASBD

- Strengthen government policy for ASBD

Regulation-oriented
Incentive-oriented

- Regulation-oriented polices
New fuel policy to enhance urban air quality (ex. CNG )
Enforcing the quality requirements for bus storage space,
periodical bus cleaning, wastewater management, etc.
Enforcing quality service of abidance of on-time operation and
passengers information service via mobiles

- Incentive-oriented polices in favor of ASBD resident operators

Priority distribution scheme for limited resources
Priority assignment of best bus routes
Partial tax exemption
Buying out the existing individual depots

Design these policies, suitable to each city.

46