31st May 2005, Friedrich Ebert Stiftung, Berlin

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31st May 2005, Friedrich Ebert Stiftung, Berlin

• Copenhagen Bus Experience
• Johannes Sloth, Executive Director
• Greater Copenhagen Authority

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Greater Copenhagen Region
Area Inhabitants Municipalities Cars pr. 1,000
citizens
2870 sq km 1,800,000 50 313
City of Copenhagen City of Frederiksberg Copenhag
en County Frederiksborg County Roskilde County
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Organisation of public transport

• Mode Authority Operator
• 1000 HT-buses HUR 7 private operators
• S-trains Ministry of Transport DSB S-tog A/S
• Regional trains Ministry of Transport DSB
• 2 Metro lines Ørestad Dev. Corp. Metro Service
  (Serco)
• 6 Local railways HUR Lokalbanen A/S
• 2 Harbour bus lines HUR Arriva

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Number of boardings/journeys

• Buses 199 mio. boardings
• S-train 90 mio. journeys
• Metro 34 mio. journeys
• Regional trains 23 mio. journeys
• Local trains 6 mio. boardings

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Historic glimse of bus transport in Copenhagen

• 1974 Creation of Copenhagen Transport HT
• 1990 82 in-house production (HT), 18 private
  operators
• Tendering initiated 45 by 1995
• All lines tendered by 2002
• 1991 Separation of authority, HT, and operator,
  Busdivisionen
• 1995 Busdivisionen separat limited company with
  own board BusDanmark A/S
• 1999 BusDanmark A/S sold to Arriva in 1999
• 2002 All lines tendered at least once
• 2005 17th tendering round

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Strategic Tactical Operational level
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Market share bus operators
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Quality
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Price per vehicle hour 2004 level
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Quality measurings since 1996

• Quality incentives based on 25,000 annual
  interviews
• Measurings are tendered to Gallup using hand held
  terminals
• Results can be watched day after interview on the
  internet
• Up to 1.5 bonus - max. 5 in total
• Up to 1.5 malus

Drivers behaviour
Inside cleaning
Outside cleaning
Tempe-rature
Punctuality
Driving
Noise
Ventilation
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Contractual system

• Gross cost contracts
• Tenders are made in small packages not areas
• Length of contract is 6 years option of 2 years
• Price, bus equipment, organisation and quality of
  performance are taken into consideration when
  choosing operator
• Operator remunerated according to performed
  services and level of quality. Bonus and fines
  exist
• Mandatory take over of employees by new operator
• Copenhagen fulfills possible EU directive 1191/69

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Tendering lessons to be learned.

• Tendering has saved money and increased quality
  in Copenhagen gt More bus hours during the 90s
• Bus operations have become more efficient after
  tendering because of clear distribution of work
• New challenges to overcome Authority and
  operator get conflicting objectives
• Clear allocation of roles and responsibilities
  between authority and operator
• Authority Timetables, fares, marketing, IT,
  contracts and constructions
• Operator buses, depots, drivers, fare collection
  and quality of service
• Market place to be used to make the operator work
  according to authority goals

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