Transit Design, Construction, and Operations in the Mediterranean Region (2004)

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company manages all aspects of public transport service and development. Within this urban and in- terurban network, the public transport system con- sists of three metropolitan railway lines as well as 18 tram, 3 trolley-bus, and 96 bus lines. In addition, a unique “people mover” called Radiobus provides a fifth mode of public transport. (Radiobus is de- scribed more fully at the end of this digest.) The overall transit network includes 70 km of heavy rail, of which 45 km is underground. The system reaches 86 municipalities and covers nearly 1,400 sq km with 85 stations. ATM has 29 facilities, 26 of which are depots and workshops located throughout the city and region. Milan’s rail transit network comprises Lines 1 (Red), 2 (Green), and 3 (Yellow). Line 1 opened in 1964 and was developed along traditional transit routes. Continuous expansion occurred throughout the 1970s and 1980s. Only Line 1 is third-rail pow- ered. A 2.5-km extension, with two additional sta- tions, is being planned for Line 1; completion is scheduled for 2006. Line 2’s initial segment, be- tween Caiazzo and Cascina Gobba, opened in 1969. Continuous expansion has also occurred along Line 2, most recently to the southern end. Line 3 was first opened in 1990, with expansion occur- ring throughout the 1990s. The most recent addition is a 1.2-km extension from Zara to Maciachini, completed in 2003. Currently, two expansion projects are underway, and two new lines are under development. These ex- tension projects include expanding Line 3 to the north by 3.9 km, converting the southern end of Line 2 from a light rail to heavy rail, and adding one new station to Line 2. The Line 2 project is expected to be completed by December 2004. The expansion for Line 3 is expected to be completed by 2007. PLANNING APPROACHES AND STRATEGIES Athens In order to ensure the future of transit in the Attica region, AM determined that a need existed for strategic planning after the completion of the base project. A strategic plan was developed that focused on finalizing the design and operating characteristics for the base project, determining expansion needs for the metro network and other feasible projects, and developing a 20-year business plan, which fi- nancers required for future funding requests. As part of the planning process for the extension project, AM reconfigured its management structure. For the base project, a construction consortium of 23 individual companies, composed of nine French, nine German, and five Greek construction firms, was formed under the umbrella of the Olympic Metro Consortium (OMC) to design and construct the proj- ect. Project oversight and management was pro- vided by AM and Bechtel, who came under contract to the transit agency in 1992. After the completion of the base project, AM changed its management style. For the first-phase extensions, instead of a lump sum/turnkey contract, smaller design/build contracts for specific construc- tion projects were awarded. The contracts are pre- pared with each rail extension subdivided into mul- tiple civil works contracts. The mechanical and electrical contracts are structured not by segments but by systemwide scopes of work for all the line ex- tensions. AM provides incentive to the contractors by offering a 4% to 5% bonus for work completed ahead of schedule. These changes have resulted in AM assuming more risk but retaining direct control over project management and design. Staff reported that overall costs for the first phase extensions have been lower due to these contracting changes. AM dedicates these savings to archaeological excavations and dis- plays. In addition, this approach puts the design- build process on a fast track. Roughly speaking, there are 6 months for design, 6 months allotted for contract tender, 24 months designated for civil works construction, and then 24 months for me- chanical and electrical construction (see Figure 1). In addition, the AM’s planning department con- ducted a Metro Development Study (MDS) once the base project was completed. This study evaluated the existing transit modes (rail, commuter rail, and tram) by formulating transportation models to de- termine demand characteristics for additional tran- sit. The MDS came at a time when the agency needed to assess the additional capacity needed to handle the ridership increases expected during the summer 2004 Olympics. As a result, AM developed its two-phase extension plan. Following the completion of the extension phases, and in preparation for future improvements, AM is conducting design studies for 26 km of line extensions, 21 new stations, and an additional train depot. By the year 2010, at final commissioning, the 4

system will comprise 83 km of alignment, 76 sta- tions, and 654 train cars. Naples In 1994, the city of Naples began planning the integration of four separate operating railways into an underground public transport network. The Campania Regional Metro System (CRMS) first de- veloped a transportation plan for the city of Naples and then a regional plan for the Campania region. Politicians at the local and regional levels who are engineers by trade were the major proponents for de- veloping an integrated urban and regional public transport network. The Metropolitan Transport Plan of Naples (MTPN) was adopted in 1996. The plan also in- cluded integrating the infrastructure through park- and-ride nodes, bus and metro interchange nodes, and connections between rail lines. Finally, the transportation plan was used to drive land use plan- ning through new lines supporting the location of new socioeconomic activities and new stations to encourage the regeneration and renewal of urban areas. As a result of this plan, the construction and extension of Line 1 began. In 2002, the CRMS adopted its strategic plan. The regional agency initially focused on determining what new components would be vital to the ex- pansion and upgrade of the system and then deter- mined the funding available for those components. Consideration was also given to the uncertainties inherent in the design of the system. In addition, CRMS had the added benefit of learning the national railroad was building a new high-speed line from Rome to Naples. This segment will be completed by 2005, with a connection to Solerno added by 2008. As part of its plan, the CRMS will integrate these railway lines into the regional network. Different simulation models were created to measure urban traffic zones, regional traffic zones, and peak- and off-peak-hour passenger flows on Line 1 and within the stations. The data provided by these models showed the major challenges to creat- ing the regional network. CRMS concluded that re- gional services needed to be designed according to schemes conceptually similar to those of the urban underground network. 5 Figure 1 Project schedule for Attiko Metro’s first-phase extensions.

The primary planning goal for the region’s transportation system is to increase the percentage of the population living within 2 km of a station. Once these regional rail lines open and begin oper- ation, by 2010, it is estimated that approximately 76% of the Campania population will live within a 10-minute walk from a transit station. Currently, there are over 1,000 km of existing rail in the region; in 6 years, there will be nearly 1,400 km of rail and 83 new regional stations. As a result of the regional network, CRMS expects the number of riders using public transit to increase by 120% by 2010. In some areas, the increase could be as high as 500%, as- suming future transit modification will provide bet- ter intermodal connections between lines. Rome The city of Rome is experiencing a tremen- dously high level of traffic congestion. As part of its planning strategy, it, in cooperation with the European Union (EU), developed a mobility plan to address traffic congestion. The plan outlined the es- tablishment of three tools and a new agency: • A planning tool called the General Plan to im- prove the supply of collective transport; • A technological tool called Intelligent Trans- portation Systems (ITS) that allows an inte- grated, efficient way to improve transporta- tion by using new technologies; and • An organizing tool and an agency called Societa Trasporti Automobilistici (STA) to provide design and operating solutions to help improve mobility objectives. Met.Ro has an extensive in-house engineering and planning staff. The current planning efforts for Line C have centered on preparing the three seg- ments for construction contract tender. The solicita- tion is scheduled for March 2004. One general con- tractor will be selected for all three construction phases. As part of its planning process, the agency carefully balances providing efficient public transit access throughout the city with protecting historical monuments. Milan The focus of ATM’s planning efforts is to achieve an integrated mobility system for the city of Milan by ensuring the efficiency and reliability of public transport so more people choose to ride than drive. To this end, ATM has set several strategic planning goals: • Consolidate and develop the area served by ATM, • Guarantee easy access to the system through- out the city, • Increase the professionalism of the ATM staff in dealing with customers, • Keep the public informed, • Listen and respond to the needs of the cus- tomers, and • Continually improve the entire network by making it cleaner and more efficient. To support these goals, several mobility projects are currently being implemented. They include an extension of the rail network, the construction of two new rail lines, the introduction of an electronic- magnetic ticketing system, and the extension of the Radiobus service. Other improvements consist of the purchase of “intellibuses,” which are fitted with new telecom- munications technologies that perform vehicle diagnosis. Information is collected in real time and analyzed continuously in order to detect the deteri- oration of components. The technology makes it possible for the operations division to prevent or minimize vehicle breakdown during service, and it automatically informs the operations room of any emergency situation. ATM is also focusing on refurbishing train ve- hicles (see Figures 2 and 3). New equipment is fully articulated, and older cars are undergoing major 6 Figure 2 Car remanufacturing with new articulation in Milan.