RUSH HOUR, NO MORE...RUSH HOUR, NO MORE (A Case Study on Intra-City Public Transportation Systems:...

_________________________________________________________________________________ This case was written by Learning Team 4A: Kimberly May Baltao, Aakash Chowdhry, Rishabh Gagrani, Vivek Parmar, Dave Francis Rayel, Sha Wen under the supervision of Professor Federico M. Macaranas, Asian Institute of Management. All case materials are prepared solely for the purpose of class discussion. They are neither designed nor intended to illustrate the correct or incorrect management of problems or issues contained in the case.

RUSH HOUR, NO MORE (A Case Study on Intra-City Public Transportation Systems:

Focus on the Philippines and Thailand)

EXECUTIVE SUMMARY

The capital cities of Manila and Bangkok experience some of the worst traffic jams in the ASEAN region, with cars moving as slow as 10.4 kph and losses due to traffic amounting to billions of dollars. Traffic management authorities of each city are hard at work trying to resolve the traffic issues in the fastest, most effective and efficient way that they can within their respective realms. However, in anticipation of the ASEAN Economic Integration in 2015, it is crucial that both countries come together to strategically cooperate by pooling their resources as well as their knowledge, to form a governing body that will facilitate best practices in traffic management for the Philippines and Thailand – and afterwards for the ASEAN region.

This paper analyses the traffic issues of Manila and Bangkok separately and then takes a look at the common issues in terms of a framework for the evaluation of the public transport systems and evaluating the horizontal and vertical symmetries of the stakeholders/players in this Value Net is important. This is then utilized to create a model of co-opetition using the PARTS Strategy. However, a clear understanding of the outlay of the system in terms of the common components of order and culture of the two cities, via the Modified Redding Framework, is likewise important. From this analysis of order and culture, the group came up with a working coordination model in the hope of forming a unified traffic knowledge management body – the ASEAN Institute of Public Transportation and Traffic Management is then presented. It concludes with the presentation of the perceived challenges and advantages of putting up the Institute for the ASEAN Region. Truly, an Institute which will serve as a facilitator of knowledge and talent transfer between the two nations, and among the ASEAN member countries, is most needed during these times.

Rush Hour No More: A Case Study on Intra-City Public Transportation Systems 2

___________________________________________________________________________ Asian Institute of Management Copyright 2013

CONTEXT Asia suffers from record air pollution levels in the world, with as much

as 80% attributable to transport.i More specifically, 23% of the world’s CO2 emissions come from the transport sector; 19% of which is from Asia.ii To add to this, motor vehicle fleets are already doubling, every 5 to 7 years.iii The Asian Development Bank (ADB) highlights that 708,000 deaths per year are caused by road accidents and that its estimated cost in ASEAN countries is around $15 Billion per year.iv An estimated 2-5% of GDP is lost annually for missed opportunities and higher transport costs due to road congestion.v

According to the ADB, 44 million persons are added annually to the

urban population in Asia, equivalent to 120,000 people a day, which adds to the increasing demand for transport infrastructure and services.vi As 80% of Asia’s new economic growth will be generated in its urban economies, the birthing place of most jobs and employment opportunities, this would result to an even stronger pressure on transport and mobility services in the urban areas.vii

In the 2012-2013 Global Competitiveness Report of the World

Economic Forum, the importance of extensive and efficient infrastructure was highlighted and identified as the second pillar of national competitiveness in ensuring the effective functioning and growth of the economy as it reduces the effect of distance between regions, integrates the national market and connects it at a low cost to other markets.viii Infrastructural development and maintenance have remained underdeveloped if not undeveloped in most economies in the Asia Pacific.ixRoad networks and transport systems cannot keep up with the mushrooming population and rapid motorization in the urban regions. The governments can only allocate so much of their national budget in funding infrastructural support. Building new roads is no longer the solution since more and more cars will simply flood the roads, leading to road congestion once again. Furthermore, approved land use plans of cities may no longer allow the expansion or extension of the roads. Better transport infrastructure and traffic management systems, can affect the overall business environment and competitiveness in Asian economies. x Thus, a model for sustainable urban transportation is becoming a major concern. (See Exhibit 1.)

Transportation Systems

Transportation is a means of physical conveyance or travel of goods

and/or passengers from one place to another.xi Transport systems consist of several sub-systems and are further divided into public transport and private transport. Since encouraging private transport systems simply results to rapid motorization, there is a need to refocus collaborative energies in creating an efficient public transportation system, which provides for end-to-end connectivity. This entails a multimodal form of public transportation



systems. A typical intra-city public transportation system for a metropolitan would consist of rail-based Mass Rapid Transit Systems for long distance travel between one sub-urban area to another; bus transit systems for intermediate travel; as well as shared vans and cabs for last mile connectivity. (Please refer to Exhibit 2.)

However, the present urban transport systems in most of the capitals

of ASEAN countries are still lacking, given the exponential growth in demand and lack of resources. Bangkok, Jakarta and Manila figure as 1st, 2nd and 4th in the “10 Monster Traffic Jams From Around the World” xii list prepared by BBC. Thus, private-public partnerships, the latest technologies, support of the citizenry as well as other ASEAN countries are looked at to bridge the gap for funding allocation and to develop innovative traffic management and public transport solutions.

To delve into this deeper, this paper will present the traffic problems and public transportation systems in Manila, Philippines and Bangkok, Thailand. The best practices of both will then be analyzed, in order to discover potential synergies of the Manila and Bangkok systems. METRO MANILA, PHILIPPINES

Metro Manila (Manila, NCR) is the heart of business and the biggest urban center of the Philippines, composed of the following: Caloocan, Las Piñas, Makati, Malabon, Mandaluyong, Marikina, Muntinlupa, Navotas, Parañaque, Pasay, Pasig, Quezon City, San Juan, Taguig, Valenzuela, and the Municipality of Pateros.xiii

As of May 2010, Manila’s population has reached over 11 Million

people, already at 12.84% of the total 92.34 Million Filipinos. xiv This percentage may be even greater as of today, and is poised to rise even more with rapid urbanization. Furthermore, there is an increasing trend of businesses setting up shop in the emerging cities in Asia, resulting to the migration of more people from the provinces to the urban areas to pursue work opportunities with both local and multinational companies. With the increased level of congestion, physically choked road networks, poor land use planning – no side walks, a disjointed public transport sector of buses, taxis and jeepneys – transportation proves to be a growing concern for everybody. Manila’s Traffic Problem

Already, the increasing urban population has shown its deleterious

effects in the problem of traffic management. On a weekday, vehicles travelling along Epifanio de los Santos Avenue (EDSA) run on an average speed of 15kph.xv According to research, traffic is caused by the plethora of undisciplined jeepney, bus and taxi drivers that stop in the middle of the road to take in passengers.xvi Adding to this problem are the bad roads throughout



Metro Manila that constantly need patch-ups and repairs. In fact, the Philippines has been ranked to have the lowest percentage in total road network paved. Oftentimes motorists will be inconvenienced by reconstructions of waterlines where the road is dug up and water pipes are installed. This process takes anywhere from 2 to 3 months – rendering any affected road lanes impassable and thus creating choke points.

Definitely a lot of missed appointments, late meetings, and ruined

dates can be attributed to the horrible traffic situation in the Metro, which has even caught the attention of international author Dan Brown in his book Inferno where his character recalls Manila’s “six-hour traffic jams, suffocating pollution, and a horrifying sex trade.” xvii In effect, this has caused controversies and mixed reactions from the people – proving that: the truth hurts.

Public Transport Systems in Manila

Public transportation in Manila is made up of tricycles, multi-cabs, jeepneys, taxis, buses, and trains. The most notable development in Manila’s urban public transportation was the construction of the LRT and MRT lines. The Manila Light Rail Transit System (LRT) is operated by the Light Rail Transit Authority (LRTA), a government-owned and controlled corporation under the authority of the Department of Transportation and Communications (DOTC).xviii The LRT has two lines running in the Metro linking the cities of Quezon City, Caloocan, Manila, Pasay, and Parañaquexix; on the other hand, LRT2 passes through the cities of Manila, San Juan, Quezon City, Marikina and Pasigxx. The Manila Metro Rail Transit System Line 3 (MRT-3) is Metro Manila's third rapid transit line passing through the cities of Makati, Mandaluyong, Pasay and Quezon City. While originally intended to decongest EDSA, the MRT-3 has been only partially successful in decongesting EDSA.xxi Furthermore, because of the volume of people using the LRT/MRT lines, congestion has become a pressing problem. The current state of the deteriorating trains and stations has also demotivated people from taking it. Philippine Government Initiatives

The diversity of transport vehicles in Metro Manila serves as both a

problem and an opportunity for its citizens. It’s a problem as different types of vehicles crowd the highways, causing choke-points and traffic slowdown especially with public transport, as vehicles load and un-load passengers. Traffic hazards are also persistent when smaller vehicles such as motorcycles and tricycles swerve lanes. In 2009, the number of road accident reports totaled to 64,747 and resulted to injuries/fatalities of 14,429.xxii Furthermore, the increase in the number of automobiles in the country is not slowing down



as nearly 170,000 cars were sold in 2010, a 27.2% increase from 2009.xxiii This adds to the volume of cars on the road, to congestion and more traffic.

Base government institutions such as the Land Transportation

Franchising and Regulatory Board (LTFRB), Land Transportation Office (LTO), Department of Transport and Communications (DOTC), and Department of Public Works and Highways (DPWH) are a handful of the institutions that manage transportation and render some form of traffic management throughout the country.

To address congestion problems, the Government of the Philippines,

through the DOTC plans to take over the MRT 3 from the current operator, to buy additional coaches, as well as to appoint a private operator through public bidding.xxiv

Particularly for Metro Manila, specialized institutions such as the Traffic

and Parking Management Office (TPMO) and Metropolitan Manila Development Authority (MMDA) have been set-up to facilitate traffic management. The TPMO is a city-based traffic management office facilitated by each city’s local government. The crucial role of TPMO is daily traffic enforcement, as represented by traffic enforcers that aid both motorists and pedestrians in the city. It also engages in officer’s training and education for continuous improvement of their capabilities.xxv

In terms of transport and traffic management, MMDA’s crucial role is in

the formulation, coordination, regulation, and implementation of medium and long-term traffic schemes within Metro Manila.xxvi Beyond this, the MMDA engages in the following: manila-wide development planning, solid waste disposal and management, flood control and sewerage management, urban renewal, zoning and land use planning, shelter services, health and sanitation, urban protection and pollution control, and public safety.xxvii In contrast to the TPMO, the MMDA also provides high-level traffic management with the formulation of laws, rules, and regulations. Moreover, compared to TPMO enforcers that are located in the more localized streets in respective cities, MMDA traffic enforcers are mostly positioned in major highways throughout Metro Manila such as EDSA and C5 roads. While the execution of the MMDA’s plans, programs, and projects is done through the local government units of each of the cities, overlaps and grey areas in terms of the level of power and constitutionality of the issuances are prevalent.

The prominent traffic solutions implemented by the MMDA in Manila: a) The Uniform Vehicular Volume Reduction Program (UVVRP) more

commonly known as color-coding or number-coding, aimed at reducing the number of vehicles in the city on a per-day basis. The program is enforced by the MMDA; the basic idea behind the program is that a vehicle whose plate number ends in a particular number is barred from using the main streets of Metro Manila on particular days;xxviii



b) Under MMDA Resolution No.12-01, truck bans in Metro Manila is implemented at particular times every day except Sundays/Holidays;

c) For motorcycles, the MMDA has established a motorcycle lane along EDSA and C5 lanes;xxix

d) For buses, the MMDA has implemented the Bus Segregation scheme that separates the different buses to each of their own loading and un-loading areas in hopes of alleviating congestion in certain areas along EDSA;xxx

e) The MMDA has also implemented U-turn slots in place of intersections as a means of encouraging “flowing” traffic against the “stop-and-go” situations in intersections that causes more delay especially for high volume highways. More recently, the MMDA found refuge in innovation as the mode of

improving the traffic situation in Manila. Beginning in 2010, the directive of the Aquino administration was to make real-time information about Metro Manila’s traffic situation available to the public. For the first time, the government created its account on Twitter, a social media app, in order to broadcast information and to provide open real-time feedback mechanism. A few months later, the MMDA in partnership with TV5, a private television company, setup the online Traffic Navigator that visualizes traffic situations to motorists.xxxi The RSS feeds from this website were then used to feed a mobile MMDA App that shows whether the traffic is light, moderate or heavy in key road networks in the Metro.

More recently, to further push the realm of real-time traffic

monitoring, MMDA partnered with a private entity to launch Traffic Mirror to stream live videos from CCTV cameras placed in major highways in Metro Manila. xxxii Albeit innovative, these solutions are available to the more privileged motorists who have internet access. For those motorists already on the road, these require expensive data plans to access remotely. Currently, the MMDA strives for better traffic management and inclusion for public transport vehicle drivers.



BANGKOK, THAILAND

The Bangkok metropolitan population is almost 8 times as large as the second largest city in Thailand.xxxiii Bangkok is not only the capital city but also the centre of political, financial and business activities for Thailand. It is estimated that the population of Bangkok and its nearby provinces will reach 13.6 million (over 19% of Thailand’s population) by 2017.xxxiv

Due to the increased population and housing density in Bangkok, the

government launched an extended industrial estate policy, which has resulted in more extensive urbanization in Bangkok. With extensive economic growth and increasing population, there is a change in lifestyle resulting in increased demand for goods and services, i.e. the urban areas attract the modern retailers, including the ‘mega markets’ (47 of Thailand’s 166 – 28.3% – are located in Bangkok).xxxv The entry of these modern businesses is leading to greater traffic congestion due to their location within inner Bangkok and other large cities of Thailand.

The current passenger transport policy of the government has been implemented with the goal of serving everybody to keep the public transport between the city and outer Bangkok at an affordable cost. This has led to poor quality public transport, which resulted to a preference for the middle class to use old cars or motorcycles instead. Cars and motorcycles are more prevalent than other vehicles in Bangkok: they account for approximately 75% of the total vehicles used.xxxvi Bangkok’s Traffic Problem

There are several challenges in the development of transport policies in Thailand, and especially in Bangkok. Most of these issues stem out of the large population of the city. Its size and congested land use pattern has made it difficult to create a well-designed urban public transport system that could meet the needs of the entire population. Other current domestic road transport issues include too great a focus on megaprojects in urban areas and their associated infrastructure, without considering the development of secondary roads, regulation in the market for passenger vans and price distortions, such as lack of congestion and pollution charges.xxxvii

The net social costs (congestion costs and environmental costs) of traffic congestion in Bangkok were rated among APEC Cities as the most serious.xxxviii . More streets and wider roads have been built to reduce these problems. However, these stop-gap measures raise other problems, such as air and noise pollution, economic losses and even worse, social stress.

The average traffic speed in Bangkok is measured to be 10.4 to 12.5 kilometers per hour in 2009, around the Central Business District area of Bangkok, a significant decrease, from 14.3 kilometers per hour in 2006.xxxix



According to the Bangkok Metropolitan Authority (BMA), the entity responsible for the traffic planning and public transport for Bangkok, the city can currently only accommodate 1.6 million vehicles, but has about 7 million registered vehicles. Furthermore, the Thai Government has recently started offering tax rebates to first-time car buyers, which is expected to add an additional 500,000 cars to the roads, by the end of 2013.xl This is despite the fact that the Government is lobbying for the reduction in the number of cars on the roads.

In order to compete with the rest of ASEAN, citizens cannot waste their time sitting inside their cars, caught in traffic, on the roads and highways of Bangkok. Current public transport system likewise needs planning and revamping. Bangkok's government must increase the spending on public transportation and expand the present sky train and underground train systems. They must also come up with a workable plan to persuade Thai citizens to forgo buying cars and support the public transport system instead. Public Transport Systems in Bangkok (Please refer to Exhibit 3.)

Bangkok Metropolitan Administration (BMA) is the local government in Thailand that formulates and implements policies regarding the management of Bangkok in areas including transport, urban planning, roads and highways, environment, security etc.xli There are 3 main modes of public transport in Bangkok: buses, elevated sky trains and subway metros.

Bangkok Mass Transit Authority (BMTA) is a state-owned enterprise under the control of Ministry of Transport and Communications and is the main operator of public transit buses in Bangkok. xlii BMTA has the monopoly of bus operating rights in Bangkok. BMTA was established with the goal of merging all the private and public bus companies in the city into a single entity in order to streamline and reduce the unequal distribution of bus traffic in the city. xliii

The most advanced of three mass transit projects is the Bangkok Transit System Corporation (BTSC) metro rail “skytrain” system. Insufficient funding sources have always held Bangkok back from implementing a full Metro system. BTSC, which is the first rail system of Bangkok, became the first privately funded transport system of the world with the help of International Financial Corporation (IFC) and other investors. xliv Its construction was structured in a 30 year Build-Operate-Transfer (BOT) turnkey contract at a fixed price.xlv

Mass Rapid Transit (MRT) is another part of the rail transportation infrastructure of Bangkok, which operates underground unlike the sky-trains that operate on an elevated platform. The government decided to fund 80% of its development costs, including construction and to outsource the



equipment and operations costs to the private sector for this project.xlvi Thus, it is operated by Bangkok Metro Public company Limited under the concession granted by Mass Rapid Transit Authority of Thailand (MRTA). xlvii

In Thailand, there are about 20 agencies or departments in the public transport sector. However, there is no single agency responsible for public transport policy and regulation and the overall planning process. This leaves the individual agencies with the objectives of planning with a limited focus on individual projects rather than creating a synchronized and integrated system of transport across the city, covering various modes of public transport in synergy.xlviii Bangkok Government Initiatives

Development of mass transit systems is highly essential for urbanized

cities for high economic productivity. Some of the most developed cities like Singapore, New York, Hong Kong, etc. have increased their economic efficiency and productivity by implementing state-of-the-art mass transit system across the cities. Hence, it is imperative for Bangkok, which is catching up with these cities in terms of economic development, to develop a highly effective and integrated mass transit system before the traffic issues severely impacts the rapid growth of the city. Public Private Partnership

Considering Bangkok is still a developing city and has insufficient sources of funding, the government realizes that mass transit projects which are highly capital intensive, cannot be implemented entirely by its own funds. Therefore, they have started to enter into Public Private Partnerships in most of their mass transit projects. This process started with the sky-train system, and is now being utilized in other transport modes such as buses and sub-ways.

• In case of BMTA (metro buses), in order to maintain low prices for travelers and increase city coverage, their deficits were continuously increasing beyond capacity. This resulted in deterioration of the quality of service and thus the travelers opted to travel by personal cars, further increasing the road congestion. To resolve this issue, they have started issuing license to private bus service providers to operate on certain routes with predefined fare and frequency terms. This will help them distribute the investment of increasing coverage and maintain systematic order at the same time.

• For an efficient transport system across the city, Bangkok needs to increase the BTS or MRT lines significantly which is beyond the financial capabilities of the government. Thus, they have started



public-private partnership for developing more MRT lines in a Build-Operate-Transfer Model with private developers.

Area Traffic Control (ATC)

To improve the traffic management system on the city streets, the BMA is implementing the ATC system, which will provide traffic information to commuters via various channels, including Internet and Mobile phones. This system will also adjust the traffic lights according to the real time conditions of vehicle density at various intersections. To complete the integrated system, the BMA plans to install 20,000 image-processing cameras across the city covering all 497 intersections. Moreover, the BMA aims to integrate the ATC to cover 500 square kilometers of Bangkok, or one-third of the city's total area. xlix Bus Rapid Transit

Looking at the successful implementation BRT system in various cities across the world, Bangkok has implemented this system to resolve the traffic issues due to excessive buses on the streets. Even though implemented, this system is having teething problems due to the excessive traffic in Bangkok. Once people start adopting buses as a regular mode of transport, this system should significantly reduce the congestion issues on streets. ANALYSIS: Framework for evaluation of a public transport system

There are numerous frameworks available to measure the performance of a public transportation system. Some measure the performance on a concentrated set of two or three factors, whereas others make use of several factors. In order to simplify the assessment of the urban public transport systems of both Bangkok, Thailand and Manila, Philippines, a simple framework consisting of six (6) basic factors was created, which determine public opinion regarding the patronage of urban public transport is provided here in order to put things in perspective, i.e. reliability, affordability, connectivity including integration, frequency, safety and comfort.

Different weights were also given to each of the factors, based on their

relative importance in influencing the decision to take a public transport system. The urban public transport system of a city was evaluated on a scale of 1 to 10, culminating in the final weighted score. See Exhibit 4 for the comparison of the public transportation systems of Manila, Philippines and Bangkok, Thailand. The six (6) basic factors are further described as follows:



• Connectivity including integration implies seamless connections or availability of public transportation between different places and ease of shifting between different modes such as trains, buses and taxis.

• Reliability implies the certainty of the time required to complete a journey i.e. from start to end of a journey. Reliability would depend on adherence to a schedule of arrival and departure (punctuality), number of cancellations of service, variation in the travel time, etc.

• Affordability of a public transportation system is a measure of how it is within the reach of general public especially those from the low-income group.

• Frequency is the number of services in a given duration of time. This basically looks at how long one has to wait to get the next train/bus/cab if they miss the first one.

• Comfort with respect to public transportation is the physical comfort level of the passengers while they are waiting for the transport or travelling.

• Safety and security are the perceived likelihood of figuring in an accident or being victimized by a crime while using a public transport such as an act of theft, pick-pocketing or sexual harassment.

Model of Co-opetition

Manila, Bangkok, Jakarta and other ASEAN capitols continuously

compete with each other to invite foreign capital and foreign direct investment. Mutinational firms are continuously shifting their operations to Asia to save on operating costs and to get closer to the lucrative South East Asian markets. The governments are competing against each other to provide lucrative opportunities for these companies. However, all of these cities have the common problem of traffic jams, extremely slow speed travel, which are strong deterrents given that the efficiency of workers are affected by the time spent in the commute to the office. Thus, before competing to attract foreign capital investments, these cities need to cooperate with each other to come up with efficient, cheaper, innovative traffic management and public transport solutions faster.

Particularly for urban public transport systems, the Value Net in Exhibit

5 assists in gaining a better perspective on the vertical and horizontal symmetries, and consequently, potential synergies in changing the game. As noted above, cooperation becomes possible when all the players come together to create more value. Options will be presented in detail below.

From the Value Net, the assessment of the PARTS elements of the

game theory: Players, Added Value, Rules, Tactics and Scope, will be



discussed in seriatim. First, the Value Net above shows the map of individual roles and interrelationships between the Players: the government agencies/instrumentalities responsible for providing/managing public transportation and traffic management; the suppliers: Original Equipment Manufacturers of buses/trains, technology providers – CCTV cameras, information technology systems (software and hardware); the complementors found in the private partners in multimodal transport systems, e.g. bus owners/operators, cab owners, jeepney owners, private partners in metro trains, etc.; the substitutors in the private vehicles; and the end-users of the urban public transport systems.

Notably, the roles of the Players can be changed and moved around.

For instance, the users or the end-customers can also play the role of substitutors, if the urban public transport services provided are insufficient or unresponsive to their needs, in the sense that their privately-owned vehicles can be utilized in the shared vehicles scheme that the government will be promoting, e.g. car pooling. They can also be utilized to employ the role of suppliers in providing much needed technological support in the form of mobile apps, feedback mechanism, external input or much-needed manpower support. They can also be complementors, since the customer experience may give them fresh insight in additional services that may be explored in terms of public-private partnerships. Finally, it is recommended that a new player be added to the mix of players that will synchronize and integrate all available data and the best practices such as an ASEAN Institute of Public Transport and Traffic Management. Within the respective countries, an umbrella that will ensure the synchronicity, integration and connectivity of the multimodal transport systems of buses, sky trains, taxicabs, etc. should likewise be created.

In terms of increasing the Added Value of the Players, it is recommended that a training and development program should be put in place, most especially for the government instrumentality handling traffic management. A talent pool of public transport and traffic management experts should be developed to manage and create innovative traffic management solutions and more efficient and effective urban public transport systems (See Exhibit 6). Moreover, well-rounded transition managers knowledgeable in foreign traffic solutions can be harnessed to adapt these systems in the ASEAN countries facing similar problems. In this light, the ASEAN syndicate should establish an ASEAN Institute for Public Transportation and Traffic Management. The Institute will be responsible for developing talent and promoting interaction between different ASEAN countries and global organizations in the field of transportation engineering, public transportation and traffic management. It will also promote knowledge sharing, technology transfer and conduct ground-breaking research. It will also be tasked to provide support for the newly-developing suburban areas and townships, in terms of planning public transportations and traffic management of the various ASEAN countries.



Moreover, changing the Rules of the game arising from laws and contracts will also benefit the urban public transport and traffic management situation as a whole. For instance, it is recommended that the following solutions be considered: (1) imposition of taxes rather than tax breaks on the purchase of new vehicles; (2) gradual phasing out of old vehicles that are major contributors to air and noise pollution; (3) imposition of high fines for pollution; (4) implementation and adaptation of the number coding scheme for buses and privately-owned vehicles to optimize the capacity of the roads; (5) provide incentives to corporations to experiment with new, cleaner and greener solutions for transportation and traffic management systems; (6) incentivize innovative solutions for efficient and cheap mass rapid transit systems by the private sector (sweeten the deal); (7) incentivize and promote cleaner and better running vehicles by giving generous incentives to lessen second-hand vehicles that are more likely to break down and cause heavy traffics which are abundant in ASEAN streets; and the like.

Furthermore, there is a fundamental difference in the bus transport systems of the Philippines and Thailand in terms of ownership. In Thailand, bus transport is owned and controlled by the government, as opposed to the Philippines where buses are privately-owned and operated. Each mode of ownership is encountering problems and difficulties and the agencies are experimenting on various ways of addressing their respective problems. On the one hand, Thailand is trying to bring in a private player to co-own and operate the buses, while the government retains control on the routes, number and fares. On the other hand, the Philippines has been experiencing problems in regulating the private buses given their strong lobbying in the halls of power. Thus, this is a potential opportunity between the Philippines and Thailand – where the Philippines can learn from the Thai experience in regulating and co-owning the bus operations; and Thailand can learn how to involve and encourage the private players to enter in the intra-city bus transportation, from the Philippines. As part of changing the Tactics employed in urban public transport systems, there should be a shift to seeing things through different lenses, by engaging the private sector more cohesively in developing technological innovations in traffic management, automation, and the like. Moreover, ASEAN countries experiencing the same plethora of traffic management problems can share information and technology among and through the multiple stakeholders, within the Philippines and Thailand as well as among the ASEAN nations, to solve traffic problems. Finally, Scope can be expanded from simply considering intra-city urban public transport systems to inter-city transport systems of similarly-situated ASEAN countries. This redefined scope of promoting technology transfer between and among ASEAN countries will speed up the process of creating innovative transport solutions through benchmarking, best practices and existing working models. Furthermore, the scope of work of the



government agencies should include not only the regulation of urban public transport system and provision for integrated transport solutions that are efficient and cost-effective, but also the promotion of economic corridors in their respective countries. This means that the thrust of the government should be focused also on creating opportunities outside urban cities, by incentivizing the creation of support/complementary industries in the suburban/ rural areas. This will in turn encourage the movement of people and businesses from the urban areas to the sub-urban/ rural areas, to aid in the decongestion of the urban cities. This movement towards strengthening smaller economies outside the urban cities will create a buffer against the overpopulation of the urban centers and the increasing demand for public transport. Applying the Modified Redding Framework for ASEAN Business Systems

After developing a framework for evaluating transportation systems and assessing coopetition strategies for both countries, it is imperative to take a bird’s eye view and look at the overall interplay of state-owned and controlled enterprises/ instrumentalities vis-à-vis private businesses and individuals to understand the overall public transportation and traffic management systems and structures for coordination, order, as well as cultural undertones. By applying the modified Redding framework, it would be possible to map out the inter-phasing of the order, culture and coordination aspects in detail. An in-depth application of this framework will help in developing recommendations to improve the public transportation and traffic management systems not only for Bangkok and Manila but also for the entire ASEAN region.

The ownership of transportation systems and traffic management in

the two cities, Manila and Bangkok, is complex and is spread across not one several State Owned Enterprises (SOEs), private transport operators, owners’ public transportation systems and private sector investors. As discussed in the sections above, the transportation sector in Manila includes the MMDA as a regulatory/policy-making body. The transport system owners include private sector players like bus and jeepney owners, public private partnerships such as LRT and MRT, are likewise regulated by the LTFRB, LRTA, etc. The private sector is also heavily involved and invested in creating public infrastructure such as skyways and expressways, which are constructed through the PPP model. ORDER

Per the Redding Framework, “order” in a business system is defined as

“the predictability in how people and institutions behind the economic model enable society to standardize and regulate the conduct of stakeholders.”



Order is further defined by the factors that affect each country differently, ranging from markets vs. governments to knowledge management, cooperation and competition (co-opetition), physical capital, financial capital, human capital, social capital, etc. The following analysis examines the effects of such critical factors to the two cities, Bangkok and Manila.

The physical infrastructure in both the cities is under developed.

However, on a comparative scale, Manila lags behind Bangkok in terms of the present physical infrastructure. There is also the absence of a single, capable, unitary knowledge management entity in both the cities that would facilitate overall talent development, knowledge management and technological transfer. Cooperation and coopetition is also complicated via different agencies putting up their own efforts and acting within their own domains. Financial capital is likewise weak as both governments are incapable of financing any major infrastructure project on their own. Multiple transportation modes operate in the same routes like buses and MRTs operating for same distances and on the very same road, thus, creating competition with each other.

The end result is chaos and huge inefficiencies in the traffic

management system of both cities. As a result, traffic jams result to reduced productivity, which affects the working population and in turn results in reduced GDP. Furthermore, people get less time to spend with family thus severely impacting the social capital of the countries. Corruption is also a significant hindrance to the development of the infrastructure projects in both the countries, resulting to long waiting times in getting approvals for projects and investments – a lot of hands also need to be greased in the process. The acute shortage of able-bodied, qualified human capital is also severe such that managing the present systems itself is difficult, making it even harder to develop new ones. In sum, these factors act as a serious deterrent for investments from the private sector. CULTURE

The Redding Framework defines “culture” as “how society constructs

its own way of making sense of its surrounding context accounting for the impact of history.” Thus, for the successful implementation of any solution in different countries, it is important to understand and account for the cultural similarities and dissimilarities to determine if a solution is a good fit or not, or the potential reasons why it will be met with animosity or rejection. In this regard, both the Hofstede’s Cultural Comparison Model and Lewis Cultural Models were utilized to dig deeper into the culture of the Philippines and Thailand as well as the rest of ASEAN. The figure below shows the comparative scores of the Philippines and Thailand on the Hofstede’s model.



Source: http://geert-hofstede.com/philippines.html From the 5-D model, a comparative matrix which identifies the

similarities and differences between the two countries on the Hofstede’s cultural model, is outlined below:

Parameters Philippines Thailand

Power Distance Highly Hierarchical / Centralization Culture

Hierarchical but to a lesser extent

Individualism Collectivist Society Collectivist Society

Masculinity Masculine Society Feminine Society

Uncertainty Avoidance

Low Score/ Flexible High score/Strict rules

Long Term Orientation

Short Term Orientation Medium to Long Term Orientation

Notably, public transportation system design and traffic management

requires long term planning. However, from the results of the analysis of Hofstede’s model, it can be seen that both the Philippines and Thailand culturally lack the long-term orientation. Thus, both Manila and Bangkok need to focus on gearing for the long term rather than short or medium-term goals. Moreover, both the societies are hierarchical and centralized, which means that the drive needs to come from the top. At the same time, a culture needs to be inculcated in which decisions can be taken on the local



level with proper coordination.

A review of the Lewis Cultural Model reveals that Thailand and the Philippines are nearly on the same scale, very close to the reactive node. In fact, most of the ASEAN countries lie on the same scale on the cultural aspect. This cultural similarity implies that the framework devised for one country can easily be adapted in other ASEAN countries. Also, the relatively underdeveloped and reactive countries can seek guidance from more linear active ASEAN countries like Singapore in terms of long term planning, amongst others.

Source: http://magnussonllc.wordpress.com/2011/01/19/the-lewis-model-cultural-dimensions/ COORDINATION Finally, the Redding Framework provides that “coordination” is the “gathering of resources at the firm level for efficient economic processes that are adaptive to various environments.” As Philippines and Thailand, followed by Indonesia, are the worst affected nations amongst its ASEAN peers in terms of traffic management, the authors propose that these nations take up the initiative to setup a new institute, the ASEAN Institute of Public Transport and Traffic Management, which will synchronize and integrate



all available data and the best practices related to public transport and traffic management of both countries. It will be located in Manila and will serve as a hub for public transportation and traffic management planning, act as a consultant for hosting training and workshops for development-oriented leaders, and facilitate knowledge-sharing of best practices for both countries. Once the institute gains recognition and acceptance, it can include the other ASEAN nations within its purview. Moreover, this institute can seek help from the better off ASEAN nations like Singapore who is a strong model for public infrastructure and world-class intermodal transport systems.

The fundamental purpose of this institute is serve as an umbrella that will ensure the synchronicity, integration and connectivity of the multimodal transport systems of buses, sky trains, taxicabs, etc. all within the social fold of the urban and resources planning of the government. It will facilitate proper knowledge sharing of the best practices amongst the two worst hit nations to begin with, and eventually act as a consultant for all the ASEAN nations. The institute will play an instrumental role in promoting interaction and information sharing between different ASEAN countries and global organizations in the field of transportation engineering, public transportation and traffic management. It will also promote knowledge sharing, technology transfer and conduct ground-breaking research to harness well rounded transition managers knowledgeable in foreign traffic solutions.

Moreover, the institute will help the nations regulate traffic management rules and regulations, monitor effectiveness of the existing legislative practices as well as set forth the guidelines for infrastructure development, keeping in mind the local transportation and traffic management concerns. It will also be tasked to provide support for the newly-developing suburban areas and townships, in terms of planning public transportations and traffic management of the various ASEAN countries. Summary and Conclusion

After analyzing the PARTS strategy vis-à-vis the contrast among the various ASEAN countries on the Culture, Order and Coordination fronts using the modified Redding Framework, some challenges in the effective implementation of the system are readily foreseeable. These challenges can arise due to the cultural differences amongst the nations, administrative issues or financial difficulties for the ASEAN members.

The challenges anticipated on the cultural front are mainly due to current short or medium term orientation of the ASEAN members in terms of planning. The vision of the institute requires that these nations develop a more long-term planning orientation as well as move to a more proactive mindset rather than the current short-term planning and reactive mindset of both the Philippines and Thailand. Moreover, culturally, it does not help that individuals in both countries presently consider personal modes of transport



like cars as a symbol of status and prestige. This cultural inclination likewise needs to be changed and the effectiveness and image of the public modes of transports needs to be strengthened and ultimately improved.

On the administrative front, another foreseeable challenge is that

currently there is no such organization that exists on an ASEAN level. At best, there is the ASEAN-China Transport Ministers who meet for special concerns such as connectivity. Thus, while there is real value and a good fit for an institute to be set up, there could be a strong resistance from the ASEAN syndicate to adoption of the new system and committing to it completely. Due to the politicization and direct impact that traffic management has with the public, there is a need for an independent body that will oversee the management of public transportation and traffic systems with a more holistic vantage point than most. This distance and focus on the task at hand may prove to be useful in coming up with more innovative solutions to the traffic problem than what is already being utilized right now by ASEAN nations.

On the financial front, the biggest road blocks in the effective improvement of the traffic system in these nations is the lack of access to of financial resources to develop the required infrastructure and extremely high levels of corruption existing in these nations. The institute would have to work hard to create a business atmosphere, which would deter corruption. However, that said, there is a real potential for success for the institute, in terms of how it creates a real working interplay between the governments and private partners. By involving the general public and engaging them to actively participate in brainstorming or attempts at innovation rather than seeking them as passive actors in this problem, it becomes easier not only to generate ideas but also to implement, execute and monitor them.

The consolidated knowledge management that is offered by the institute is likewise a welcome development wherein the institute can touch base, coordinate and liaise between and with the relevant government offices (not simply transport ministers) but economic development agencies, planning, housing, etc.

In terms of financial capital, the institute can assist in framework

development in order to finance projects faster, easier and cheaper. It can likewise have a database of ongoing or proposed projects that ASEAN countries can look into and opt to invest themselves in terms of financial or technical assistance.

Cooperation and competition is quite strong in terms of transport

infrastructure, best practices in terms of regulation, carrot and stick scenarios, promoting best practices against corruption.



Finally and most importantly, there is an urgent need to promote and develop human capital with the same skill sets, maturity, access to knowledge, training and development opportunities, as well as the opportunity to move around the countries and share their experiences and expertise. Thus, after considering the advantages and disadvantages, which can be delivered by the ASEAN Institute of Public Transportation and Traffic Management, it is recommended that efforts be made to readily set this up. The institute should be set up at the soonest possible time, preferably before the ASEAN Economic Integration in 2015.



Exhibit 1: The reinforcing loop of traffic jams

From Loop 1-7 above, we can see that construction of highways and widening of roads, etc. may temporarily increase the highway capacity and reduce travel time for commuters on the highways. But continuous increase in purchase of cars will eventually lead to high number of cars on streets further resulting into traffic jams. This will thus demand further construction of highways. Therefore, we can see that only construction of highways is not a permanent solution to the issue of traffic jam and congestion. In order to break this reinforcing loop, other permanent measures need to be taken by the government such as increasing the attractiveness of Public transport system. Such measures will reduce the attractiveness of highways for the commuters, resulting into lower number of cars on roads and thus keeping the traffic jams lower.



Exhibit 2: Elements of an Urban Public Transportation Network

Service Types Function Capacity Conditions Requirements

Feeder or circulators (collectors and distributors)

Shortest trips (usually 1-3 km) within district or neighborhood

Low: small buses (7-20 m in length, 20-40 passengers)

Lowest population density, but with defined nodes

Local streets, low costs

Local (bus) Medium trips (3-8 km) from district to city or district to district

Intermediate schedules: if more than 1 minute headways

Medium-density nodes or corridors

Arterial roads, bus stops, and other facilities

Commuter express bus or suburban rail

Long trips(>20 km) from regional suburbs to city centre or district

Intermediate Few origins, limited destinations

Highways or arterial, bus stops, and other facilities

Bus rapid transit or light rail transit

All trips from district to city (usually 5-20 km)

Intermediate to high

High population density: 5,000-10,000 persons per km2

Exclusive lanes on major arterials: 10-20 m of right of way; stations and terminals; intermediate investment, typically US$5 million to US$10 million per km for BRT, and US$30 million to US$50 million per km for LRT

Grade-separated mass transit (elevated or underground)

All trips from district to city (usually 5-20 km)

High Highest population density: >15,000 persons per km2

Underground or elevated stations and terminals; highest investment, typically US$ 50 million - US$200 million, depending on infrastructure

Intercity (bus or rail) Longest trips from region to region

Medium to high Limited origins and destinations

Intermodal stations and terminals

SOURCE: World Bank Eco2 Cities, Ecological Cities as Economic Cities, 2010l



Exhibit 3: Public Transport Systems in Bangkok

Mode of Transport Authority Owner Ownership Type Metro Buses Bangkok Mass

Transit Authority (BMTA)

Ministry of Transport Public

Sky Train Bangkok Mass Transit System (BTS)

Bangkok Metropolitan Administration (BMA)

Public-Private Partnership (Build-Operate-Transfer)

Subways Bangkok Metro Public Company Limited

Mass Rapid Transit Authority (MRTA)

Public

Exhibit 4: Comparison of Public Transport Systems of Manila and Bangkok

No. Parameters Weights Manila Bangkok 1 Connectivity and integration 30% 4 7 2 Reliability 20% 5 6 3 Affordability 20% 7 7 4 Frequency 15% 5 7 5 Comfort 10% 5 8 6 Safety and Security 5% 7 8 Weighted Score 100% 5.2 6.95

Exhibit 5: Value Net for Urban Public Transport Systems



Exhibit 6: Key Competencies and Skill Sets on Traffic Management, Traffic Engineering, Transport Planning

Traffic Management Traffic Engineering Transport Planning

Key Competencies

Possess strong understanding on

transport-related laws, rules and regulations

Possess understanding on transport-related laws, rules and regulations

Possess understanding on transport-related laws, rules

and regulations

Possess understanding on fundamental concepts on measuring transport and

traffic performance

Possess advanced understanding on

fundamental concepts on measuring transport and

traffic performance

Possess advanced understanding on fundamental

concepts on measuring transport and traffic

performance

Possess practical knowledge on

Transportation Systems Management (TSM)

measure

Possess advanced knowledge on

Transportation Systems Management (TSM) and

Travel Demand Management (TDM)

measures

Possess knowledge on Transportation Systems

Management (TSM) and Travel Demand Management (TDM)

measures

Possess advanced knowledge in transport

facility design and evaluation

Possess advanced understanding of the local

planning process

Possess advanced knowledge in

transportation planning

Skill Set

Basic knowledge on traffic flow characteristics and

travel behavior

Advanced knowledge on traffic flow characteristics

and travel behavior

Advanced knowledge on traffic flow characteristics and travel

behavior

Conduct of traffic surveys (e.g. classified vehicle volume count, vehicle

occupancy survey, travel time and delay survey)

Design and conduct of traffic surveys (e.g.

Classified vehicle volume count, Vehicle occupancy survey, Travel time and

delay survey)

Design and conduct of traffic surveys (e.g. Classified vehicle

volume count, Vehicle occupancy survey, Travel time

and delay survey)

Knowledge on different Transportation Systems

Management (TSM) measures

Knowledge on different TSM measures

Knowledge on different TSM measures

Basic knowledge on intersection design and

control

Advanced knowledge on intersection design and

control

Advanced knowledge on travel demand forecasting

Basic knowledge on public transport facility design

Advanced knowledge on public transport facility

design

Advanced knowledge on public transport facility design

Basic knowledge on

highway design Advanced knowledge on

highway design Conduct of traffic accident

analysis

Conduct of traffic accident investigation

Conduct of traffic accident analysis Conduct of TIA studies

Conduct of Traffic Impact

Analysis (TIA) studies

SOURCE: The World Bank, 2010 presented in the Paper: Implementing the Philippines’ National EST Strategy at the Local Level by Jose Regin F. Regidor



Exhibit 7: Revised Redding Framework in ASEAN Business Systems

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!BMA!(Bangkok)!/!MMDA!(Manila)

!!

BTSC/MRTA/BMTA/LRTA,!Pvt.!Bus!

Operators,!Jeepney!Operators!!

ASEAN%ENTERPRISE%SYSTEMS

COORDINATION Networks%and%Management

ORDER MEANING%(CULTURE)

OWNERSHIP

SOE!Regulatory Transportation!System!Owners

Private!Investors



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