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Indicator Number of Routes Fares Average Speed Daily Ridership Bus Stops Information RapidKL -162 Metrobus- 40 Selangor Omnibus - 11 SJ Bus - 7 Len Seng – 5 City Liner - 3 Permata Kiara – 3 Sri Indah - 2 Trinton Commuter - 2 Roadliner - 1 Wawasan Sutera - 1 Sks KL - 1 Causeway Link - 1 Zonal System (differs between operators) subject to statutory maximum RapidKL Concession Tickets and Monthly Passes AM peak between 9 and 15 km/hr 380,000 (RapidKL only) 4,200 (relatively low for number of route kilometres. Few bus stops display any passenger information 2.4) The role of Private and Public Bus Operators From available data it is estimated that there are a total of 13 operators within the GKL/KV region providing bus services. A number of bus services in the region, are provided by or through private / commercial operators, who provide services for their own commercial and financial gain. The largest operator in the region is RapidKL, a public operator who, on behalf of its holding company Prasarana, operates bus services in the region. Prasarana was established in 1998 to assist in reforming the bus industry in the GKL/KV region, and took over bus services provision in 2004, thus establishing the RapidKL bus services division. Prasarana is a 100% government owned company that was set up to own the assets of land public transport services in KL. One of the key concerns for operators who operate commercially is that they are currently unable to directly compete on a fair basis with RapidKL. They believe that RapidKL enjoy an unfair advantage through the investment that is received by that company through its holding company. They also believe that their inability to compete has negative impacts both on their own operations and on the industry as a whole. Page 13
2.5) Bus Service Planning Bus service planning is carried out by each operator acting unilaterally. There is at present no overall bus route strategy. Service delivery is required by law to be within the terms and conditions set down in the route licences granted to the operators. However operational observations demonstrate that the levels of service provided differ in many respects from those authorised in the route licences. The route licence application form (LPKP3, 2005) requires the submission of route details including a timetable; however this appears to be provided only very infrequently if at all, and any data supplied initially is not updated when services are altered. Additionally there is a requirement for the local councils to be consulted and provided the opportunity to comment on the need for the proposed service to the licensing board prior to issuance. There is little evidence of prior consultation, although this does take place where for example new bus stop infrastructure is required. In summary, although the mechanisms are in place for detailed service proposals to be put forward for at least some strategic consideration of the need for a particular route, there is at present no overall strategic policy that proposals can be set against, no strategic network planning either for the local bus industry alone or for its integration with other LPT modes, or its contribution to wider transportation policy. Very little data has been made available by operators to establish an accurate account of the level of bus network planning being done. At an operational level individual operators ensure that service operation is delivered as efficiently as possible within their own pool of services. However even at this level the day to day operation of individual services appears to be conditioned by the manner in which competing operators are performing on the same corridor or route. In the case of some operators, a system of “license sub-letting” or “mini-franchising” means that the person or organisation to whom a license is issued may not be aware of the detailed delivery of services. In the case of RapidKL, their broad objectives and the manner in which they are funded should acknowledge wider transportation policies and the need for integration. However the general lack of compliance with the requirements of the regulatory process as it stands at present can be considered to be restricting their ability to integrate services effectively or provide comprehensive services. The visual effects of this lack of planning and coordination is shown in the day to day operations of heavily concentrated vehicle allocation to key radial routes; with the requirement placed on generating revenue as opposed to delivering on policy objectives. Competition between operators takes place on the road and tends to be “duplicative” in that operators focus their resources on key corridors and the times of day when demand is highest. Provision at shoulder periods is much reduced and there is evidence of considerable day to day variation in the volume of bus resources available to passengers, especially during these off-peak periods. In summary, this comparatively ad-hoc approach to service delivery results in direct on-street competition, fare competition, the ineffective use of resources (both vehicles and staff) and potentially the demise of those operators who operate marginal services. It is impossible to provide accurate and timely information for passengers in such scenario as little or no attempt is made by operators to manage their operations in a manner that is likely to offer consistency. Thus local bus services become a “last resort mode” and those who have the choice of alternative modes exercise that choice. Whilst being critical of the present way the bus industry operates, this commentary does not ignore the impact of congestion and general traffic conditions to the reliability and regularity of bus services. A wide integrated approach to transportation policy Page 14
Page 2 and 3: Contents 1. Background ............
Page 4 and 5: 6.2) Phasing- Developing the Networ
Page 6 and 7: KLCP KLIA KLIFD KPI KTM KTMB LA LCC
Page 8 and 9: Background 1 Page 1
Page 10 and 11: 1.2) Greater KL/Klang Valley region
Page 12 and 13: the collation of existing data sour
Page 14 and 15: future of bus services. Chapter 4 l
Page 16 and 17: 2. Assessment of Current Conditions
Page 18 and 19: 2.3) Existing Bus Services The curr
Page 22 and 23: should embrace physical and electro
Page 24 and 25: Figure 2.5: White Space Definition
Page 26 and 27: Table 2.3: Existing Fare Structure
Page 28 and 29: 2.8) Journey Times NKRA have set up
Page 30 and 31: Table 2.5: Interchange Facilities i
Page 32 and 33: Table 2.6: Bus Stop Classifications
Page 34 and 35: Closed Circuit Television (CCTV); S
Page 36 and 37: competing on heavily concentrated r
Page 38 and 39: Stakeholder‟s plans and proposals
Page 40 and 41: The shortfalls in planning, monitor
Page 42 and 43: 3. Looking to the Future of Bus 3.1
Page 44 and 45: The population forecasts assume a c
Page 46 and 47: Figure 3.3: Forecast Travel Demands
Page 48 and 49: Figure 3.6: Modelled Perceived Trav
Page 50 and 51: 3.6) Modes LPT covers a wide range
Page 52 and 53: 3.7) Corridor Hierarchy The approac
Page 54 and 55: connectivity. Bus services will als
Page 56 and 57: 3.12) Success Factors for Developin
Page 58 and 59: Developing the Future Bus Network 4
Page 60 and 61: Figure 4.1: Bus within the Hierarch
Page 62 and 63: Figure 4.2: Hierarchy and Scope of
Page 64 and 65: 4.5) Bus Rapid Transit A series of
Page 66 and 67: Dedicated Bus way - this option is
Page 68 and 69: Third stage will be introduction or
Page 70 and 71:
Figure 4.8: Conceptual Network Chan
Page 72 and 73:
4.7) Other Initiatives 4.7.1) Impro
Page 74 and 75:
4.7.4) Improving Accessibility - Ne
Page 76 and 77:
4.7.7) Improving Bus Stop infrastru
Page 78 and 79:
The Transition of the Bus Network 5
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trialling and refining these proces
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Table 5.1: Key LPT Policies and Obj
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Figure 5.2: Bus Industry Models of
Page 86 and 87:
them to support socially necessary
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Thus the principal benefit of Net C
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Whilst a regime change from the cur
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Whilst the existing regulatory regi
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Phasing and Delivery 6 Page 87
Page 96 and 97:
6.1.1) New Licence Issue Section 2.
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operational. This early phase shoul
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Figure 6.1: Regulatory Timeline 6.2
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Table 6.2: Summary of Benefits Obje
Page 104 and 105:
7. Summary SPAD has developed the N
Page 106 and 107:
The range of primary and secondary
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