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首页> 外文期刊>Transportation Research >Lessons from building paratransit operators' capacity to be partners in Cape Town's public transport reform process
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Lessons from building paratransit operators' capacity to be partners in Cape Town's public transport reform process

机译：建立辅助公交运营商成为开普敦公共交通改革过程中的伙伴的能力的经验教训

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In 2013 the Cape Town municipality initiated planning for the second phase of its MyCiTi bus system. The first phase, on which preparations commenced in 2007, relied on incorporating existing road-based operators in a bus rapid transit (BRT) system. The municipality underestimated the cost and level of effort involved in the wholesale corporatisation of paratransit operators while concurrently equipping them to become BRT operators. Learning from this experience, it developed a more incremental transition approach in the second phase, the first fruit of which was a pilot express bus service launched in mid-2014. The pilot service contract also provided for a training programme for paratransit operators in the affected parts of the city to build their managerial and technical capacity. It was envisaged that programme participants would ultimately manage and run the long-term operating companies and contracts that would be established by the end of the three-year interim period. This article provides a critical review of the programme's context, content and participant experiences after the conclusion of its first year. In broad terms the programme has made a positive contribution to paratransit participants' understanding of the shortcomings of their current operations and why reform might be necessary, but much still remains to be done to enable them to fill their envisaged roles in future public transport operations. In view of growing interest in BRT installation in Sub-Saharan Africa lessons from Cape Town's reform process offer both cautionary evidence and a potential mechanism for drawing existing operators in as partners in reform.
机译：2013年，开普敦市政府开始规划MyCiTi巴士系统的第二阶段。第一阶段的准备工作于2007年开始，其第一阶段是将现有的公路运营商纳入快速公交（BRT）系统中。市政当局低估了辅助公交运营人的批发公司化所涉及的成本和工作水平，同时使他们成为了BRT运营人。在此经验的基础上，它在第二阶段开发了更多的渐进式过渡方法，其第一个成果是于2014年中期启动了快速公交试点服务。试点服务合同还为该市受灾地区的公交人员提供了培训计划，以提高他们的管理和技术能力。设想方案参加者将最终管理和运行将在三年过渡期结束之前建立的长期经营公司和合同。本文对计划的第一年结束后的背景，内容和参与者经验进行了严格的审查。从广义上讲，该计划为过境参与者了解其当前运营的缺点以及为什么需要进行改革做出了积极的贡献，但仍有许多工作要做，以使他们能够在未来的公共交通运营中发挥其预期的作用。鉴于对撒哈拉以南非洲地区BRT安装的兴趣日益浓厚，从开普敦（Cape Town）的改革过程中汲取的教训既提供了谨慎的证据，又提供了一种潜在的机制来吸引现有运营商参与改革。

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